Chula Vista City Council
May 21, 2024

2024-25
ProPosed
BUdGeT
CITY OF CHULA VISTA • CALIFORNIA

Proposed Budget
Fiscal Year 2025
John McCann
Mayor
Carolina Chavez
Councilmember
District 1
Jose Preciado
Councilmember
District 2
Alonso Gonzalez
Councilmember
District 3
Rachel Morineau
Councilmember
District 4
Maria Kachadoorian
City Manager
Kerry Bigelow
City Clerk
Marco Verdugo
City Attorney

City of Chula Vista
Proposed Budget FY 2025 iii
Administration
Maria Kachadoorian City Manager
Tiffany Allen Assistant City Manager
Courtney Chase Deputy City Manager
Matthew Little Deputy City Manager / Public Works Director Vacant Deputy City Manager
Directors
Vacant Director of Animal Services
Laura Black
Vacant
Director of Development Services
Director of Engineering and Capital Projects
Sarah Schoen Director of Finance
Harry Muns Fire Chief
Stacey Kurz Director of Housing and Homeless Services
Tanya Tomlinson Director of Human Resources/Risk Management Jose Cisneros Director of Information Technology Services Joy Whatley Director of Library Services
Lisa Rudloff Interim Director of Parks and Recreation
Roxana Kennedy Chief of Police

City of Chula Vista
Proposed Budget FY 2025 v
Citizens of Chula Vista
Mayor *
City Council *
Citizen Advisory
Boards
Citizen Advisory
Commissions City Manager
Police Fire
Deputy City Manager/Public
Works DirectorAssistant City Manager Deputy City Manager Development
Services
Public Works
Engineering &
Capital Projects
Communications
Finance
Economic
Development
Animal Care
Library
Parks & Recreation
Human Resources
Information
Technology
Organizational Chart
* Elected Role
Housing &
Homeless Services
City Attorney *
City Clerk

City of Chula Vista
Proposed Budget FY 2025 vii

TABLE OF CONTENTS

BUDGET MESSAGE
Letter from the City Manager � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �5 Budget Process� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �9 Economic Overview � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 15 All Funds Summary � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 21 Summary of Staffing Changes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 27

GENERAL FUND
General Fund Expenditure Summary � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 37 General Fund Revenue Summary� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 49 General Fund Net Cost� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 63 Department Summary Reports � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �71 01 City Council � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 73 02 Boards and Commissions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 77 03 City Clerk� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 79 04 City Attorney� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 83 05 Administration� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 91 06 Information Technology � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 97 07 Human Resources � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 103 08 Finance� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 109 09 Non-Departmental � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 115 10 Animal Care Facility� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 117 11 Economic Development � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 121 12 Development Services � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 127 13 Engineering and Capital Projects � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 133 14 Police� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 141 15 Fire � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 147 16 Public Works� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 157 17 Parks and Recreation � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 163 18 Library � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 169 DEVELOPMENT SERVICES FUND � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 177

SUCCESSOR AGENCY AND HOUSING FUNDS
Successor Agency Funds � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 185 Housing Authority Funds � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 191 19 Housing & Homeless Services � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 195 City of Chula Vista
Proposed Budget FY 2025 viii

TABLE OF CONTENTS
SEWER FUNDS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 203 FLEET FUND � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 213 CAPITAL PROJECTS FUNDS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 219 DEBT SERVICE FUNDS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 231 OTHER FUNDS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 241

CAPITAL IMPROVEMENT PROGRAM (CIP)
Capital Improvement Program Summary � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 269 CIP Revenue Summary � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 275 CIP Expenditure Summary � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 285 CIP Budget Summary � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 297 Five-Year CIP Project Summary Schedule� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 303 MEASURE A FUND � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 307 MEASURE P FUND � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 313

SUMMARY TABLES
Fund Appropriations by Department and Expenditure Category � � � � � � � � � � � � � � � � � � � � � � � � � � � 321 Schedule of Revenues � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 327 Authorized Positions by Department� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 349

APPENDIX
Fiscal Policies � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 365 Investment Policies � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 373 General Fund Reserve Policy � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 383 Measure A Fund Reserve Policy � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 389 Pension Reserve Policy � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 393 Debt Administration � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 397 Service Impacts � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 405 Accounting Systems and Budgetary Control � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 409 List of Acronyms � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 413 Glossary� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 421 City of Chula Vista
Proposed Budget FY 2025 ix

City of Chula Vista
Proposed Budget FY 2025 xi

City of Chula Vista
Proposed Budget FY 2025 xiii
Document Guide
The budget document is organized in a manner to facilitate a general understanding of the City’s fiscal status, to present management’s assessment of major issues and, finally, to present the plan for allocating resources to address those issues during the coming fiscal year. The budget document is organized as follows: Budget Message, General Fund Summary, Other Funds, Capital Improvement Program, Measure A Sales Tax Summary, Measure P Sales Tax Summary, Summary Tables, and Appendix.

General Fund
The General Fund budget funds the day-to-day operations of most City services. This section of the document provides an overview of General Fund revenues and expenditures, staffing changes, and budgetary trends. This section is followed by Department Summary reports that include departmental mission statements, operating budgets, staffing and significant budget adjustments and service impacts for each General Fund department.

Significant budget adjustments are defined as: 1) additions and deletions of positions during the budget development process; and 2) increases or decreases in revenues and expenditures categories in the amount of $250,000 or greater�
Other Funds
In order to facilitate understanding of the different City funding sources, this portion of the document has been organized into the following major categories: Capital Project Funds, Debt Service Funds, Fleet Fund, Development Services Fund, Sewer Funds, and Other Funds. Detailed descriptions and funding are provided for each fund. Due to various legal restrictions, these funds are limited in their uses and generally cannot be applied to fund day-to-day City operations such as Police and Fire public safety services.

Capital Improvement Program
This section provides an overview of the City’s Capital Improvement Program for the coming fiscal year. The Capital Improvement Program accounts for the acquisition, rehabilitation, or construction of major capital facilities, infrastructure, or equipment. More detailed information about each capital project, project status, expenditures to date, current year appropriations, and future funding, can be found in the Capital Improvement Program budget document�
Measure A Sales Tax Fund
The voter approved one-half cent Public Safety Sales Tax related income and expenses are budgeted in a separate fund. The Measure A Fund Summary provides the allocation summary for the coming fiscal year.

Measure P Sales Tax Fund
The City established a separate fund to track and account for income and expenses related to the voter approved one- half cent Sales Tax. The Measure P Fund Summary provides a summary of the allocation for the coming fiscal year.

Summary Tables
The Summary Tables provide a quick way to view budget allocations by department (or fund) and expenditure category, revenues by fund and type, and Council authorized positions by department.

City of Chula Vista
Proposed Budget FY 2025 xiv
Appendix
The Appendix contains supplementary information on a variety of topics, including an overview of the budget development process along with relevant timelines and milestones, fiscal and investment policies, debt administration, and a glossary of finance and budget terms.

City of Chula Vista
Proposed Budget FY 2025 xv
Budgetary Funds
Proprietary FundsGovernmental Funds
Enterprise
Funds
Internal
Service Funds
Debt Service
Funds
Capital Project
Funds
Special
Revenue Funds
General Fund
Sewer Funds
Development
Services Fund
Transport
Enterprise
Fiduciary Funds
Successor Agency to
the Chula Vista
Redevelopment
Agency
Fleet Fund
Measure A
Sales Tax
Fund
Measure P
Sales Tax
Fund
Housing
Authority
Successor
Agency
Housing Fund
Budgeted Funds
A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. All the funds of the City can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds.

Not all City funds are appropriated, or “budgeted. ” Fiduciary funds are typically not subject to budget requirements as funds contain resources held by the City but belonging to individuals or entities other than the City. The Successor Agency to the Redevelopment Agency of the City of Chula Vista is an instance of a budgeted fiduciary fund.

City of Chula Vista
Proposed Budget FY 2025 xvi
Department-Fund Relationship
The below table illustrates the relationships between City departments and City funds. All budgeted City funds are listed with a corresponding color indicating whether each department includes appropriations within the fund.

Major Funds
Fund Category & Included Funds
General Fund (GF) Special Revenue (SR)
GF-1 100 - General Fund SR-1 256 - Asset Seizure
GF-1 105 - Bayfront Lease Revenue SR-1 267 - Permanent Endowments GF-1 110 - Payroll Clearing SR-1 268 - American Rescue Plan Act 2021 GF-1 220 - 2016 Measure P Sales Tax SR-1 269 - Other Grants GF-1 222 - 2018 Measure A Sales Tax SR-1 271 - Local Grants GF-1 234 - Advanced Life Support Program SR-1 272 - Federal Grants GF-1 235 - Legislative Counsel Fund SR-1 273 - State Grants GF-1 340 - Section 115 Trust SR-1 282 - Environmental Services GF-1 341 - Public Liability Trust SR-1 325 - CDBG Program Income Project GF-1 405 - City Jail SR-2 319 - Housing Successor Agency Capital Project (CP) Debt Service (DS)
CP-1 542 - Drainage DIFs DS-1 475 - 2014 COP Refunding
CP-1 560 - Public Facilities (PF) DIFs DS-1 476 - 2015 COP Refunding CP-1 580 - Pedestrian Bridge DIF DS-1 477 - 2016 COP Refunding Civic Ctr/Nature CP-1 590 - Transportation DIFs DS-2 478 - 2016 LRRB PF DIF COP DS-2 479 - 2017 CREBs LRBs
DS-2 480 - 2017 Measure P LRBs
Major Funds
The City’s fund financial statements provide detailed information about each of the City’s most significant funds, called Major Funds. The concept of Major Funds was established by Governmental Accounting Standards Board (GASB) Statement 34 and replaces the concept of combining like funds and presenting them in total. Instead, each Major Fund is presented individually, with all Non-major Funds summarized and presented in a single column of the City’s fund financial statements.

Major funds are funds with revenues, expenditures/expenses, assets, or liabilities which are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds.

The following table represents the major funds reported in the City’s Annual Comprehensive Financial Report (ACFR) for Fiscal Year 2023�

City of Chula Vista
Proposed Budget FY 2025 xvii
Fund – Department Relationship
City Funds by Fund Type and Associated Departments Departments

Fund Type Fund Description Administration
Animal Care
Facility
Boards &
Commissions City Attorney City Clerk City Council
General Fund 100-General Fundࠍࠍ ࠍࠍ ࠍࠍ
General Fund 220-2016 Measure P Sales Tax
General Fund 222-2018 Measure A Sales Tax
General Fund 234-Advanced Life Support Program
General Fund 341-Public Liability Trust
Special Revenue 221-Transportation Grants-Gas Tax
Special Revenue 227-Transportation Sales Tax
Special Revenue 241-Parking Meter
Special Revenue 245-Traffic Safety
Special Revenue 266-Special Revenue Endowments
Special Revenue 269-Other Grants
Special Revenue 270-Mobile Park Fee
Special Revenue 271-Local Grants
Special Revenue 272-Federal Grants
Special Revenue 273-State Grants
Special Revenue 282-Environmental Services
Special Revenue 301-Storm Drain
Special Revenue 311-CDBG Housing Program
Special Revenue 313-Chula Vista Housing Authority
Special Revenue 316-Public Educational & Govt Fee
Special Revenue 319-Housing Successor Agency
Special Revenue 342-CFD 11-M Rolling Hills McM
Special Revenue 343-CFD 12-M Otay Ranch Village 7
Special Revenue 344-CFD 13-M Otay Ranch Village 2
Special Revenue 345-CFD 12M Village 7 Otay Ranch
Special Revenue 346-CFD 14M-A-EUC Millenia
Special Revenue 347-CFD 14M-B-EUC Millenia
Special Revenue 348-CFD 18M Village 3 Otay Ranch
Special Revenue 349-CFD 19M Freeway Commercial 2
Special Revenue 350-Bayfront Special Tax District
Special Revenue 352-Bay Blvd Landscape District
Special Revenue 353-Eastlake Maintenance Dist I
Special Revenue 354-Open Space District #01
Special Revenue 355-Open Space District #02
Special Revenue 356-Open Space District #03
Special Revenue 357-Open Space District #04
Special Revenue 358-Open Space District #05
Special Revenue 359-Open Space District #06
Special Revenue 361-Open Space District #07
Special Revenue 362-Open Space District #08
Special Revenue 363-Open Space District #09
Special Revenue 364-Open Space District #10
Special Revenue 365-Open Space District #11
Special Revenue 367-Open Space District #14
Special Revenue 368-Open Space District #15
Special Revenue 369-Open Space District #17
Special Revenue 371-Open Space District #18
Special Revenue 372-Open Space District #20
Special Revenue 373-Open Space District #23
Special Revenue 374-Open Space District #24
Special Revenue 375-Open Space District #26
Special Revenue 376-Open Space District #31
Special Revenue 378-CFD 07M Eastlake Woods & Vista
Special Revenue 379-CFD 08M Vlg 6 McMillin & OR
Special Revenue 380-CFD 09M ORV II Brookfield-Shea
Special Revenue 381-CFD 14M-2-EUC Millenia
Special Revenue 382-CFD 99-2 Otay Ranch Vlg 1 West
Special Revenue 386-Otay Ranch Preserve
Special Revenue 387-CFD 98-3 Sunbow 2
Special Revenue 388-CFD 97-1 Otay Ranch
Capital Projects 542-Drainage DIF
Capital Projects 560-Public Facilities DIF
Capital Projects 580-Pedestrian Bridge DIFs
City of Chula Vista
Proposed Budget FY 2025 xviii
Fund – Department Relationship
City Funds by Fund Type and Associated Departments Departments

Fund Type Fund Description Administration
Animal Care
Facility
Boards &
Commissions City Attorney City Clerk City Council
Capital Projects 590-Transportation DIFs
Capital Projects 713-Capital Improvement Projects
Capital Projects 715-Parkland Acquisition & DevFees
Capital Projects 716-Western-Park Acquisition & Dev
Capital Projects 717-Residential Construction Tax
Capital Projects 736-Other Transportation Program
Debt Service 442-CDBG Section 108 Loan
Debt Service 451-Long Term Debt - City of CV
Debt Service 452-Equipment Lease Fund
Debt Service 453-Energy Conservation Loans
Debt Service 475-2014 COP Refunding
Debt Service 476-2015 Refunding COP
Debt Service 477-2016 Ref COP Civic Ctr/Nature
Debt Service 478-2016 LRRB PFDIF/COP
Debt Service 479-2017 CREBs LRBs
Debt Service 666-2016 TARBs
Enterprise 405-City Jail
Enterprise 406-Chula Vista Muni Golf Course
Enterprise 407-Living Coast Discovery Center
Enterprise 408-Development Services Fund
Enterprise 409-CV Elite Athlete Training Ctr
Enterprise 410-Transport Enterprise
Enterprise 411-Sewer Income
Enterprise 413-Trunk Sewer Capital Reserve
Enterprise 414-Sewer Service Revenue
Enterprise 428-Sewer Facility Replacement
Enterprise 430-Sewer DIFs
Internal Service 391-Central Garage Fund
Internal Service 398-Workers Compensation Fund
Private-Purpose Trust 318-RDA Successor Agency Fund
City of Chula Vista
Proposed Budget FY 2025 xix
Fund – Department Relationship (Continued)

City Funds by Fund Type and Associated Departments Departments

Fund Type Fund Description
Development
Services
Economic
Development
Engineering/
Capital
Projects Finance Fire
Housing &
Homeless
Services
Human
Resources
General Fund 100-General Fundࠍࠍ ࠍࠍ ࠍࠍ
General Fund 220-2016 Measure P Sales Taxࠍ
General Fund 222-2018 Measure A Sales Taxࠍ
General Fund 234-Advanced Life Support Programࠍࠍ
General Fund 341-Public Liability Trustࠍ
Special Revenue 221-Transportation Grants-Gas Taxࠍ
Special Revenue 227-Transportation Sales Taxࠍ
Special Revenue 241-Parking Meterࠍ
Special Revenue 245-Traffic Safety
Special Revenue 266-Special Revenue Endowmentsࠍ
Special Revenue 269-Other Grantsࠍ
Special Revenue 270-Mobile Park Feeࠍࠍ
Special Revenue 271-Local Grants
Special Revenue 272-Federal Grantsࠍ
Special Revenue 273-State Grantsࠍࠍ
Special Revenue 282-Environmental Servicesࠍ
Special Revenue 301-Storm Drainࠍ
Special Revenue 311-CDBG Housing Programࠍࠍ
Special Revenue 313-Chula Vista Housing Authorityࠍࠍ
Special Revenue 316-Public Educational & Govt Feeࠍ
Special Revenue 319-Housing Successor Agencyࠍࠍ
Special Revenue 342-CFD 11-M Rolling Hills McM
Special Revenue 343-CFD 12-M Otay Ranch Village 7
Special Revenue 344-CFD 13-M Otay Ranch Village 2
Special Revenue 345-CFD 12M Village 7 Otay Ranch
Special Revenue 346-CFD 14M-A-EUC Millenia
Special Revenue 347-CFD 14M-B-EUC Millenia
Special Revenue 348-CFD 18M Village 3 Otay Ranch
Special Revenue 349-CFD 19M Freeway Commercial 2
Special Revenue 350-Bayfront Special Tax Districtࠍ
Special Revenue 352-Bay Blvd Landscape District
Special Revenue 353-Eastlake Maintenance Dist I
Special Revenue 354-Open Space District #01
Special Revenue 355-Open Space District #02
Special Revenue 356-Open Space District #03
Special Revenue 357-Open Space District #04
Special Revenue 358-Open Space District #05
Special Revenue 359-Open Space District #06
Special Revenue 361-Open Space District #07
Special Revenue 362-Open Space District #08
Special Revenue 363-Open Space District #09
Special Revenue 364-Open Space District #10
Special Revenue 365-Open Space District #11
Special Revenue 367-Open Space District #14
Special Revenue 368-Open Space District #15
Special Revenue 369-Open Space District #17
Special Revenue 371-Open Space District #18
Special Revenue 372-Open Space District #20
Special Revenue 373-Open Space District #23
Special Revenue 374-Open Space District #24
Special Revenue 375-Open Space District #26
Special Revenue 376-Open Space District #31
Special Revenue 378-CFD 07M Eastlake Woods & Vista
Special Revenue 379-CFD 08M Vlg 6 McMillin & OR
Special Revenue 380-CFD 09M ORV II Brookfield-Shea
Special Revenue 381-CFD 14M-2-EUC Millenia
Special Revenue 382-CFD 99-2 Otay Ranch Vlg 1 West
Special Revenue 386-Otay Ranch Preserve
Special Revenue 387-CFD 98-3 Sunbow 2
Special Revenue 388-CFD 97-1 Otay Ranch
Capital Projects 542-Drainage DIFࠍ
Capital Projects 560-Public Facilities DIFࠍ
Capital Projects 580-Pedestrian Bridge DIFsࠍ
City of Chula Vista
Proposed Budget FY 2025 xx
Fund – Department Relationship (Continued)

City Funds by Fund Type and Associated Departments Departments

Fund Type Fund Description
Development
Services
Economic
Development
Engineering/
Capital
Projects Finance Fire
Housing &
Homeless
Services
Human
Resources
Capital Projects 590-Transportation DIFsࠍ
Capital Projects 713-Capital Improvement Projectsࠍ
Capital Projects 715-Parkland Acquisition & DevFeesࠍ
Capital Projects 716-Western-Park Acquisition & Devࠍ
Capital Projects 717-Residential Construction Taxࠍ
Capital Projects 736-Other Transportation Programࠍ
Debt Service 442-CDBG Section 108 Loanࠍ
Debt Service 451-Long Term Debt - City of CVࠍ
Debt Service 452-Equipment Lease Fundࠍ
Debt Service 453-Energy Conservation Loansࠍ
Debt Service 475-2014 COP Refundingࠍ
Debt Service 476-2015 Refunding COPࠍ
Debt Service 477-2016 Ref COP Civic Ctr/Natureࠍ
Debt Service 478-2016 LRRB PFDIF/COPࠍ
Debt Service 479-2017 CREBs LRBsࠍ
Debt Service 666-2016 TARBsࠍ
Enterprise 405-City Jail
Enterprise 406-Chula Vista Muni Golf Courseࠍ
Enterprise 407-Living Coast Discovery Center
Enterprise 408-Development Services Fundࠍ
Enterprise 409-CV Elite Athlete Training Ctrࠍ
Enterprise 410-Transport Enterpriseࠍ
Enterprise 411-Sewer Incomeࠍ
Enterprise 413-Trunk Sewer Capital Reserveࠍ
Enterprise 414-Sewer Service Revenueࠍ
Enterprise 428-Sewer Facility Replacementࠍ
Enterprise 430-Sewer DIFsࠍ
Internal Service 391-Central Garage Fund
Internal Service 398-Workers Compensation Fundࠍ
Private-Purpose Trust 318-RDA Successor Agency Fundࠍ
City of Chula Vista
Proposed Budget FY 2025 xxi
Fund – Department Relationship (Continued)

City Funds by Fund Type and Associated Departments Departments

Fund Type Fund Description
Information
Technology Library
Non-
Departmental
Parks and
Recreation Police Public Works
General Fund 100-General Fundࠍࠍ ࠍࠍ ࠍࠍ
General Fund 220-2016 Measure P Sales Tax
General Fund 222-2018 Measure A Sales Taxࠍ
General Fund 234-Advanced Life Support Program
General Fund 341-Public Liability Trust
Special Revenue 221-Transportation Grants-Gas Taxࠍ
Special Revenue 227-Transportation Sales Tax
Special Revenue 241-Parking Meter
Special Revenue 245-Traffic Safetyࠍ
Special Revenue 266-Special Revenue Endowments
Special Revenue 269-Other Grantsࠍ
Special Revenue 270-Mobile Park Fee
Special Revenue 271-Local Grantsࠍ
Special Revenue 272-Federal Grantsࠍ
Special Revenue 273-State Grantsࠍ
Special Revenue 282-Environmental Services
Special Revenue 301-Storm Drain
Special Revenue 311-CDBG Housing Program
Special Revenue 313-Chula Vista Housing Authority
Special Revenue 316-Public Educational & Govt Fee
Special Revenue 319-Housing Successor Agency
Special Revenue 342-CFD 11-M Rolling Hills McMࠍ
Special Revenue 343-CFD 12-M Otay Ranch Village 7ࠍ
Special Revenue 344-CFD 13-M Otay Ranch Village 2ࠍ
Special Revenue 345-CFD 12M Village 7 Otay Ranchࠍ
Special Revenue 346-CFD 14M-A-EUC Milleniaࠍ
Special Revenue 347-CFD 14M-B-EUC Milleniaࠍ
Special Revenue 348-CFD 18M Village 3 Otay Ranchࠍ
Special Revenue 349-CFD 19M Freeway Commercial 2ࠍ
Special Revenue 350-Bayfront Special Tax District
Special Revenue 352-Bay Blvd Landscape Districtࠍ
Special Revenue 353-Eastlake Maintenance Dist Iࠍ
Special Revenue 354-Open Space District #01ࠍ
Special Revenue 355-Open Space District #02ࠍ
Special Revenue 356-Open Space District #03ࠍ
Special Revenue 357-Open Space District #04ࠍ
Special Revenue 358-Open Space District #05ࠍ
Special Revenue 359-Open Space District #06ࠍ
Special Revenue 361-Open Space District #07ࠍ
Special Revenue 362-Open Space District #08ࠍ
Special Revenue 363-Open Space District #09ࠍ
Special Revenue 364-Open Space District #10ࠍ
Special Revenue 365-Open Space District #11ࠍ
Special Revenue 367-Open Space District #14ࠍ
Special Revenue 368-Open Space District #15ࠍ
Special Revenue 369-Open Space District #17ࠍ
Special Revenue 371-Open Space District #18ࠍ
Special Revenue 372-Open Space District #20ࠍ
Special Revenue 373-Open Space District #23ࠍ
Special Revenue 374-Open Space District #24ࠍ
Special Revenue 375-Open Space District #26ࠍ
Special Revenue 376-Open Space District #31ࠍ
Special Revenue 378-CFD 07M Eastlake Woods & Vistaࠍ
Special Revenue 379-CFD 08M Vlg 6 McMillin & ORࠍ
Special Revenue 380-CFD 09M ORV II Brookfield-Sheaࠍ
Special Revenue 381-CFD 14M-2-EUC Milleniaࠍ
Special Revenue 382-CFD 99-2 Otay Ranch Vlg 1 Westࠍ
Special Revenue 386-Otay Ranch Preserveࠍ
Special Revenue 387-CFD 98-3 Sunbow 2ࠍ
Special Revenue 388-CFD 97-1 Otay Ranchࠍ
Capital Projects 542-Drainage DIF
Capital Projects 560-Public Facilities DIF
Capital Projects 580-Pedestrian Bridge DIFs
City of Chula Vista
Proposed Budget FY 2025 xxii
Fund – Department Relationship (Continued)

City Funds by Fund Type and Associated Departments Departments

Fund Type Fund Description
Information
Technology Library
Non-
Departmental
Parks and
Recreation Police Public Works
Capital Projects 590-Transportation DIFs
Capital Projects 713-Capital Improvement Projects
Capital Projects 715-Parkland Acquisition & DevFees
Capital Projects 716-Western-Park Acquisition & Dev
Capital Projects 717-Residential Construction Tax
Capital Projects 736-Other Transportation Program
Debt Service 442-CDBG Section 108 Loan
Debt Service 451-Long Term Debt - City of CV
Debt Service 452-Equipment Lease Fund
Debt Service 453-Energy Conservation Loans
Debt Service 475-2014 COP Refunding
Debt Service 476-2015 Refunding COP
Debt Service 477-2016 Ref COP Civic Ctr/Nature
Debt Service 478-2016 LRRB PFDIF/COP
Debt Service 479-2017 CREBs LRBs
Debt Service 666-2016 TARBs
Enterprise 405-City Jailࠍ
Enterprise 406-Chula Vista Muni Golf Course
Enterprise 407-Living Coast Discovery Centerࠍ
Enterprise 408-Development Services Fund
Enterprise 409-CV Elite Athlete Training Ctr
Enterprise 410-Transport Enterprise
Enterprise 411-Sewer Income
Enterprise 413-Trunk Sewer Capital Reserve
Enterprise 414-Sewer Service Revenueࠍ
Enterprise 428-Sewer Facility Replacement
Enterprise 430-Sewer DIFs
Internal Service 391-Central Garage Fundࠍ
Internal Service 398-Workers Compensation Fund
Private-Purpose Trust 318-RDA Successor Agency Fund

BUDGET MESSAGE
Letter from the City Manager
Budget Process
Economic Overview
All Funds Summary
Summary of Staffing Changes

LETTER FROM THE CITY

MANAGER

City of Chula Vista
Proposed Budget FY 2025
Budget Message → LETTER FROM THE CITY MANAGER
5 Office of the City Manager

May 7, 2023

Honorable Mayor and Members of the City Council
I am pleased to submit for your consideration the City Manager proposed operating budget and capital improvement budget for fiscal year 2024-25. City staff developed a budget that is responsive to community needs and continues to fund and enhance services most important to our residents. The proposed budget for the coming year anticipates slow economic growth, infrastructure investments, and commercial and residential development throughout the City. We will closely monitor the state of the economy and make fiscally sound decisions to prepare for any future uncertainty�
Substantial progress has been made on major City projects, including groundbreaking on the first City library since 1995 in Millenia, construction on the Gaylord Pacific Resort and Convention Center in on schedule with anticipated completion by May 2025, and we continue to make progress on the University-Innovation District with academic planning underway as well as envisioning of an initial phase of development. This year, we look forward to embarking on a new Strategic Plan that captures the rich diversity and uniqueness of Chula Vista while creating a unifying vision for the future of our City. We will continue supporting innovative housing and mixed-use projects and investing in the operations and security of our technology�
The City continues to plan for increased infrastructure projects and increased public safety expenditures, largely due to the passage of sales tax Measure P in 2016 and Measure A in 2018. This proposed budget includes $10.8 million from Measure P to fund improvements or repairs to parks, recreation centers, drainage, sidewalk repair and other facilities. Measure P will expire in 2027 and the Long-Term Financial Plan reflects that. Measure A continues to support ongoing public safety expenditures, resulting in a total of 120 additional public safety positions to date.

This is 41 positions more than initially projected when the measure was approved by voters.

Addressing homelessness and its impact continue to be a priority and with the opening of the City’s first bridge shelter. We are steadily increasing the tools available to assist the unsheltered. The City has purchased the former Palomar Motel and will be leveraging federal aid to convert this site into permanent supportive housing and a future safe parking lot. This is in addition to the critical federal and state funds the City provides to social service providers in the community and the continued implementation of the 2021-2019 Housing Element.

Budget Goals
The City continually strives to find new ways to maximize limited resources to deliver high quality services to our community. In preparing the General Fund budget for fiscal year 2024-25, Staff focused on the following budget development goals:
■ Fund the highest level of municipal services possible based on available resources. ■ Enhance core community services and strategically add operational and administrative support positions. ■ Make significant progress on key programs and projects in support of the City’s Strategic Plan and University efforts�
■ Incorporate conservative revenue projections in the development of the proposed budget. ■ Safeguard Measure P investments in infrastructure through proper maintenance allocations. ■ Avoid the use of reserves to balance the budget or fund ongoing commitments.

City of Chula Vista
Proposed Budget FY 2025
Budget Message → LETTER FROM THE CITY MANAGER
6 Budget Overview
The combined budget for all City funds totals $595.3 million. This amount includes a General Fund operating budget of $274.1 million, Capital Improvement Program (CIP) budget of $81.2 million, and other funds. The General Fund presented in this document is balanced without the use of operating reserves.

The following highlights some of the priorities for fiscal year 2024-25 City services and programs:
■ Improved Community Services
● Expansion of Parks and Recreation programming
● Opening of Casa Casillas
■ Expanded Public Safety
● New Bayfront Fire Station opening
■ Maintenance of City Assets and Infrastructure
● CIP Program budget of $81.2 million and addressing ongoing and deferred maintenance needs.

Budgeted Positions
The total number of positions for all City funds totals 1,301.75. This amount includes 914.75 positions in the General Fund and 387�0 positions in other funds�
There are 17 additional positions requests in the City Manager proposed budget which would support the following:
■ Expansion of Homeless Services by streamlining outreach services to the unsheltered population ■ Expansion of the Park Ranger program to support and enhance the Homeless Outreach team ■ Add staffing in the Fire Department for the operation of the new Bayfront Fire Station ■ Additional support in Engineering for infrastructure projects throughout the City ■ Expansion of community engagement efforts in Communications

ACKNOWLEDGEMENT
City staff is the key component in delivering high quality municipal services to our residents. I am proud of all our City employees who are essential to the wellbeing of our community and carry out the objectives of the proposed budget.

I would like to thank you and the Executive Team for their leadership and support. Finally, I would like to recognize the Finance Department for their exceptional work in once again preparing a balanced budget using sound financial management practices. The Finance Department will provide the City Council with regular financial updates in order to continue to maintain a balanced budget throughout fiscal year 2024-25.

Respectfully,
Maria V. Kachadoorian
City Manager

BUDGET PROCESS

City of Chula Vista
Proposed Budget FY 2025
Budget Message → BUDGET PROCESS
9 Budget Process
The City of Chula Vista’s budget is created in conjunction with City Council, City staff, and City residents. The budget process begins each year with development of the preliminary base budget in January and is completed with the City Council adoption of the budget in May.

The fiscal year 2025 budget cycle began with a preliminary base budget developed by the Finance Department’s Budget and Analysis staff in January 2024. The base budget accounts for the normal operating costs of the City.

Through April 2024, Finance staff worked with departments to refine the base budgets and incorporate departmental changes to align the budgets with anticipated department operations for the coming year.

The budget development process provided City departments the opportunity to recommend budget adjustments based on department operational requests and/or one-time funding requests. Requests are reviewed by City Administration and are included in the City Manager’s Proposed Budget.

While Finance staff was developing the operating budget, Engineering & Capital Projects staff worked to develop and finalize the Capital Improvement Program (CIP) budget.

Finance staff will present the City Council with a balanced General Fund budget on May 7, 2024. At this meeting, the Council can accept the fiscal year 2025 City Manager’s proposed operating budget as their own, with minor changes in appropriations, and set the public hearing date of May 21, 2024, prior to Council acting on the adoption of the budget�
Copies of the Proposed Budget were made available for public review in the Office of the City Clerk and the City’s website ten (10) days prior to the public hearing.

As set forth in the City Charter, at any meeting after the adoption of the budget, the City Council may amend or supplement the budget by motion adopted by affirmative votes of at least four (4) members. Throughout the year, the Finance Department provides the City Council with quarterly financial status reports comparing expenditure and revenue projections to budgeted amounts, highlighting any variances, and recommending corrective actions as necessary�
Budget Strategy
The City’s budgeting process is built around the objectives outlined in the City’s Strategic Plan. The Plan’s framework assists Staff in weighing the community’s priorities against the limited resources available to achieve strategic goals.

City Strategic Plan
The City’s Strategic Plan is an important management tool to guide operations, assessing the current environment and envisioning the future, to increase effectiveness, organizational commitment and consensus of City strategies and objectives. The Strategic Plan provides a comprehensive framework that ensures priorities set by the Council are clear to all employees and that the City government is accountable to meeting community needs by setting objectives to meet identified goals. The City has set five core goals critical to achieving our shared vision of ensuring a vibrant and sustainable quality of life for Chula Vista residents and businesses:

City of Chula Vista
Proposed Budget FY 2025
Budget Message → BUDGET PROCESS
10 Operational Excellence
Economic Vitality
Healthy Community
Strong and Secure Neighborhoods
Connected Community
Quality of
Life
Operational
Excellence
Collaborate with
Residents and
businesses to provide
responsive and
responsible public
service by
implementing
effective and efficient
operations.

Economic
Vitality
Strengthen and
diversify the City’s
economy by
supporting and
advancing existing
businesses; targeting
and attracting new
businesses;
promoting balanced
land use decisions;
and engaging the
community to
reinvest in the City.

Healthy
Community
Protect resources
and environmental
health for both
current residents and
future generations.

Foster the health of
our physical
environment through
balanced, connected
and sustainable land
uses.

Strong & Secure
Neighborhoods
Create and maintain
safe and appealing
neighborhoods where
people choose to
shop, work, play and
stay.

Connected
Community
Promote diverse
opportunities that
connect community
and foster civic pride
through
comprehensive
communication
strategies, and
cultural, educational
& recreational
programming.

The City’s full Strategic Plan can be accessed at the following link: https:/ /www.chulavistaca.gov/Budget Strategic Plan Process
A Steering Committee was formed to draft the City’s initial Strategic Plan in 2013. Each department and various commissions provided input on long-term strategies and annual initiatives. The goals encompassed visions the City Council and public have already expressed. The Strategic Plan is scheduled to be updated during Fiscal Year 2024-2025�

City of Chula Vista
Proposed Budget FY 2025
Budget Message → BUDGET PROCESS
11 Consistency with Financial Policies & Procedures
It is the expectation and general understanding of the City Council and the citizens of Chula Vista that City Staff conduct financial affairs in a thoughtful and prudent manner. Several financial policies have been established to provide the direction and limits within which the City is to fulfill its fiscal responsibilities. The FY 2024-25 Proposed Budget conforms with the requirements of the City’s Finance Department Policies and Procedures. An overview of compliance with major policy sections are described below. See the Appendix for additional details on the City’s Fiscal and Investment Policies.

General Financial Policies (City Council Policy 100-01) Budget Development
The FY 2024-25 budget development process included opportunities for public input, occurring in open and publicly accessible forums, via budget workshops and public hearings held before City Council which accept comments from the public�
The City has also utilized a ten-year financial plan and a long-term financial forecast model to promote orderly spending patterns, engage in long-range planning, and reduce the time and resources spent preparing annual budgets.

Balanced Budget
By policy, City Council must adopt a balanced General Fund budget with projected operating revenues fully covering projected operating expenditures. The FY 2024-25 Proposed Budget is a balanced budget. Operating revenues are budgeted to support the operating expenditures, including debt service, for the 2024-25 fiscal year.

Budget Development Milestones
■ November 28, 2023
Staff presented to the City Council the Fiscal Years 2025-2034 General Fund Long-Term Financial Plan, which served as a guideline for the development of the Fiscal Year 2025 City Manager’s Proposed Budget. ■ April 17 & 24, 2024
Two public workshops were held at City library branches to provide an overview of the City Manager’s Proposed Budget�
■ May 3, 2024
The City Manager’s Proposed Budget Document was submitted to City Council as required by the City Charter, which was at least thirty-five (35) days prior to the beginning of the fiscal year. Copies of the Proposed Budget were made available for public review on the City’s website. ■ May 7, 2024
Staff will present to City Council the Fiscal Year 2025 City Manager’s Proposed Budget for Council consideration and acceptance of the Budget as the City Council’s Proposed Budget� Staff recommends a public hearing for adoption of the Proposed Budget be scheduled for the May 21, 2024 Council meeting. Leading up to this hearing, the City Council’s Proposed Budget will be made available for public review for at least ten (10) days. A comment form is provided on the City website to accept public comment. ■ May 21, 2024
A public hearing is tentatively scheduled to be held before the City Council considers adoption of the Proposed Budget. To comply with the City Charter, a notice of the public hearing was published in the local newspaper at least ten (10) days prior to the meeting. After the public hearing, the City Council voted and unanimously adopted the budget for Fiscal Year 2025�
City of Chula Vista
Proposed Budget FY 2025
Budget Message → BUDGET PROCESS
12 Fund Balance and Reserves
During the close of each fiscal year, actual fund revenues are compared against actual fund expenditures. When revenues exceed expenditures in a fiscal year, a positive fund balance will result (surplus) and add to the historical, accumulated fund balance. When expenditures exceed revenues in a fiscal year, a negative fund balance would result (deficit) and reduce the fund balance. An accumulated positive fund balance may also be restricted/earmarked for usage or unrestricted as to its use. For instance, Council has set forth policies to maintain minimum fund balances as reserves, with funds set aside for particular circumstances or purposes, such as catastrophic events or economic downturns.

The FY 2024-25 Proposed Budget maintains the minimum unreserved, undesignated fund balance in the General Fund as established by City Council Policy 220-03 (General Fund Reserves – Fiscal Health Plan) of no less than 15% of the annual operating budget for FY 2024-25. The FY 2024-25 Proposed Budget also maintains the minimum unreserved, undesignated fund balance in the sewer enterprise fund as established by City Council Policy 220-04 (Sewer Service Revenue Fund Reserve). See historical reserve levels in the All-Funds Summary section�

ECONOMIC OVERVIEW

City of Chula Vista
Proposed Budget FY 2025
Budget Message → ECONOMIC OVERVIEW
15 Economic Overview
1 UCLA Anderson March 2024 Economic Outlook, March 13, 2024. 2 US Bureau of Economic Analysis, February 5, 2024 Gross Domestic Product, Fourth Quarter 2023 https:/ /www.bea.gov/ 3 2024 Economic Outlook: 10 considerations for the US Economy, December 22, 2023. https:/ /www.jpmorgan.com/insights/outlook/economic- outlook/economic-trends
This section of the budget document outlines economic indicators that impact City revenues and expenditures forecasts and assumptions. Several sources of economic data and research are utilized in the development of the City’s budget and forecasts, such as the Federal Reserve, U.S. Census Bureau, State offices and UCLA Anderson School of Management.

National
In the UCLA Anderson Forecast from March 2024, Anderson economists profess the possibility of a recession is unlikely in the near term based on expansionary fiscal policy and a strong consumer base.1 Inflation continues to come down and is projected to stabilize in 2025, with the large interest rate increases ending and small decreases on the horizon. Consumer confidence remains strong despite the reinstatement of student loan payments and an end to the significant increase in transfer payments related to the pandemic. Unemployment remains low, at 3.9%, and growth is expected to return the trend of 2.5% in 2025 and 2026. The Anderson Forecast expects a recession is an eventuality, but beyond the Forecast period. Some risks to the Forecast are conflicts in the Middle East and Russia-Ukraine, as well as political gridlock in an election year.

The annualized growth rate for gross domestic product (GDP), a metric for estimating the size of a country’s economy, declined in the first two quarters of 2023 but increased significantly in the third quarter, by 4.9%, before ending at

3.3% in the fourth quarter.2 The deceleration of GDP in late 2023 reflects slowdowns in business investment, federal spending, and consumer spending. Economic growth is likely to continue to show signs of both slight expansion and slight deceleration in 2024, demonstrating a “soft landing” in avoiding an economic downturn or overheating and increasing inflation.3

City of Chula Vista
Proposed Budget FY 2025
Budget Message → ECONOMIC OVERVIEW
16 Interest Rates
The Federal Open Market Committee (FOMC), part of the Federal Reserve, is committed to Congress’s mandate to promote maximum employment, stable prices, and moderate long-term interest rates. During the past two years, the FOMC increased interest rates several times, to the current 5.25 - 5.5% rate, the highest level since 2006. 1 The FOMC signaled potential additional adjustments to the target rate range until labor market conditions improve and inflation returns to 2% for the long-term, which the FOMC admitted would take longer than expected to reach its price-stability goals�
The “federal funds rate” established by the FOMC is important as it sets the interest rate at which banks lend money to other banks to maintain overnight reserves of funds. As a result of the federal rate increase, the cost to banks for lending increases and passed on to businesses and consumers on other borrowing, such as for business investments, credit cards, cars, mortgages and other bank loans. Policymakers will be monitoring whether this tightening of monetary policy too quickly could hinder economic growth. Overall, raising of rates signals a confidence in the U.S. economy, supported by low unemployment rates.

Labor
The labor market has moderated, with the gap between labor supply and demand diminishing. In the U.S. Bureau of Labor Statistics report from February 2024, the national unemployment rate was 3.9%. Job gains were notable in healthcare, government, food services, social assistance and transportation and warehousing. This low unemployment rate will likely motivate the Federal Reserve to lower interest rates in late 2024. ■ City Impacts: For the City of Chula Vista, filling vacancies of positions continues to be a challenge due to retirements, competition with other agencies, and a misalignment of job requirements with the labor pool skillset.

This trend is factored into the calculation of salary savings, i.e., the amount of expected savings in personnel services costs due to vacancies.

Consumption
Despite a low national unemployment rate, consumers continue to exhibit a dimmer outlook of the economy than conditions would suggest. Interest rate increases and inflation over the last two years have been felt and relief is not perceived on the horizon.
■ City Impacts: Consumer confidence will impact consumption, particularly the City’s collection of sales tax. For Fiscal Year 2025, the City anticipates a moderation of sales tax growth; sales tax revenue is described in the General Fund Revenue Summary section of this document.

Housing
Aside from the Federal Reserve’s focus on labor and inflation, housing data remains a leading indicator of U.S. economic activity. Strong demand sent home prices soaring during the months after the onset of the COVID-19 pandemic, and the Federal Reserve’s recent increases in the federal interest rate will continue to increase interest rates on home mortgages, in theory leading to decreased demand. The average interest rate for a fixed 30-year mortgage was 6.87% in March 2024, up from just under 3% in April 2021.2 Single-family homes continue to be unaffordable for many buyers and supply continues to slow as material, labor and capital costs climb� According to the U.S. Census Economic Indicators report from February 2024, nationally sales of new single-family houses were up 1.8% in January compared to the prior year, despite elevated mortgage rates and higher prices, at a seasonally adjusted annual rate of $661,000.3 The median sales price of new homes sold in January 2024 was $420,700 while the average price was $534,300.3
1 Federal Open Market Committee Meeting, March 2024 “Federal Reserve Press Release” https:/ /www.federalreserve.gov/newsevents/ pressreleases/monetary20240320a.htm
2 Freddie Mac, Mortgage Market Survey Archive, www.freddiemac.com/pmms/pmms_archives 3 U.S. Census Bureau, February 26, 2024 “Monthly New Residential Sales, January 2024” City of Chula Vista
Proposed Budget FY 2025
Budget Message → ECONOMIC OVERVIEW
17 State of California
UCLA Anderson also prepares a California specific economic forecast as part of its quarterly updates. In their March 2024 update, Anderson projects the state’s economy will face budget deficits within a growing economy.1 State revenues are impacted particularly by the recent downturn in technology sector initial public offerings (IPOs) and housing market capital gains. Some one-time and planned future expenditures will be postponed. However, with the accumulated reserves or “rainy day” funds and budgeting strategies, the impact on the California economy as a whole will be quite small on its growth rate.

California’s GDP grew at a 3.8% compound annual rate from the third quarter of 2023, faster than the U.S. as a whole.1 Some challenges to the state are the homelessness crisis, out-migration to other states, as well as immigration at the southern border�
Unemployment is projected to decrease through the Forecast, from 4.6% in 2024, 3.8% in 2025, to 3.9% in 2026.1 The State of California’s Employment Development Department (EDD) regularly releases a “Labor Market Review” publication. In the February 2024 edition, the EDD reported a 5.3% unemployment rate for the State of California.2 The unemployment rate increased from the 4.5% unemployment rate one year ago in February 2023.

Housing stock is expected to increase through the Forecast due to continued strong demand and new accessory dwelling unit provisions, even despite higher mortgage interest rates which are influenced by Federal Reserve action. Existing home sales continue to be depressed as homeowners sit on their properties with existing very low interest rates. Construction labor will continue to constrain growth in the supply of housing.

County of San Diego
Unemployment: The EDD also publishes reports on countywide unemployment data. In its San Diego metropolitan area press release from March 2024, the unemployment rate in San Diego County was 4.7% in February 2024, up from 3.7% one year ago in February 2023�3
Inflation: The Bureau of Labor Statistics’ consumer price index for urban customers (CPI-U) illustrates the change in the prices of a standard list of goods and services. Based on the March 2024 CPI-U, the County of San Diego experienced a

3.6% increase in prices, as compared to one year ago, paid for the standard set of goods and services which is slightly more than the average United States City of 3.5%.4 Higher prices for shelter and energy were major contributors to the CPI change in the San Diego region.

Housing: The San Diego Association of Realtors (SDAR) reported the median home price of a detached home in San Diego County was $890,000 in March 2024, an increase of 7.9% compared to one year ago5� The increase in home prices demonstrates the strong demand for real estate in San Diego and lack of supply.

Gasoline: In San Diego County, the average price for a gallon of gasoline is consistently significantly higher than the national average, particularly due to industry regulation and state taxes on gasoline consumption. Prices have recently began to increase once again, increasing from $4.94 per gallon in March 2023 to $5.37 per gallon in March 2024.6 1 UCLA Anderson, March 2024 Economic Outlook https:/ /www.anderson.ucla.edu/news-and-events/press-releases/ucla-anderson-forecast- sees-restrained-2024-growth-no-recession
2 State of California’s Employment Development Department, March 2024, “California Labor Market Review” https:/ /labormarketinfo.edd.ca.gov/ Publications/Labor-Market-Analysis/calmr.pdf
3 State of California’s Employment Development Department, March 2024, “San Diego-Carlsbad MSA Press Release, ” www.labormarketinfo.edd. ca.gov/geography/msa/san-diego-carlsbad.html
4 Bureau of Labor Statistics, March 2024 “San Diego Area Economic Summary” https:/ /www.bls.gov/regions/west/ca_sandiego_msa.htm 5 San Diego Association of Realtors, March 2024, “Monthly Indicators - March 2024” http:/ /sdar.stats.10kresearch.com/reports 6 AAA Gas Prices https:/ /gasprices.aaa.com/
City of Chula Vista
Proposed Budget FY 2025
Budget Message → ECONOMIC OVERVIEW
18 Rate
March 2019 - February 2024
San Diego County Unemployment Rate
Unemployment Rate
3/196/199/1912/193/206/209/2012/203/216/219/2112/213/226/229/2212/223/236/239/2312/23

0.00%

5.00%

10.00%

15.00%

20.00%
US Bureau of Labor Statistics , Local Area Unemployment Statistics, March 2024 Price per gallon
regular unleaded

3.44 3.44

3.44 3.64

3.64 3.64

4.94 4.94

4.94 5.37

5.37 5.37
Average Gasoline Price
National California
March 2023 March 2024
$0.00
$2.00
$4.00
$6.00
$8.00
AAA, California Average Gas Prices
City of Chula Vista
The fiscal year 2025 Proposed General Fund revenues budget is $274.1 million. This reflects an increase of $15.9 million or 6.2% when compared to the fiscal year 2024 Adopted General Fund revenues budget. General Fund revenues provide funding for essential City services including police, fire, library services, and park and recreation programs. Property taxes are the largest revenue source for the City and account for 19.0% of the General Fund Revenue Budget. The City’s other major revenue sources are: Sales Tax, Measure A Sales Tax, Measure P Sales Tax, Franchise Fees, Transient Occupancy Tax (TOT), Utility User Tax, and Property Tax collected in lieu of Motor Vehicle License Fees. The other major revenue sources (excluding Measure A and Measure P Sales Tax revenue) account for 35.1% of the General Fund Revenue Budget and total $106.6 million. Additional information on City revenues is provided in the All Funds Summary and General Fund Revenue Summary sections of this budget document.

ALL FUNDS SUMMARY

City of Chula Vista
Proposed Budget FY 2025
Budget Message → ALL FUNDS SUMMARY
21 Charges for Services: 20.3%
Charges for Services: 20.3%Charges for Services: 20.3%
DIF & Development Fees: 4.1%
DIF & Development Fees: 4.1%DIF & Development Fees: 4.1% Federal Revenue: 9.3%
Federal Revenue: 9.3%Federal Revenue: 9.3%
Fines and Penalties: 0.4%
Fines and Penalties: 0.4%Fines and Penalties: 0.4%
Licenses & Permits: 1.4%
Licenses & Permits: 1.4%Licenses & Permits: 1.4%
Other Revenue: 9.9%
Other Revenue: 9.9%Other Revenue: 9.9%
State Revenue: 3.6%
State Revenue: 3.6%State Revenue: 3.6%
Taxes: 49.2%
Taxes: 49.2%Taxes: 49.2%
Use Money/Property: 1.6%
Use Money/Property: 1.6%Use Money/Property: 1.6%
Total Revenues Fiscal Year 2025 (All Funds Combined)
All Funds Summary
The following section provides an overview of the combined, all City funds budget. The City has over 150 funds which include the General Fund, enterprise funds, housing funds, redevelopment successor agency funds, special revenue funds, internal service funds, capital project funds, and debt service funds. Detailed descriptions, funding, and staffing levels are provided for each fund under the corresponding fund section in this document. This section is intended to provide a citywide overview of the Proposed Budget for fiscal year 2025.

All Funds Revenue Summary
The combined revenue budget for all City funds totals $608.5 million, of which $126.4 million represents interfund transfers. The revenues for all funds are anticipated to increase by $60.2 million when compared to the fiscal year 2024 Adopted Budget revenue of $548.3 million. The following table reflects a summary of all City revenues by category�
Sources of Funds (All Funds Combined)
Fiscal Year 2022 – 2025 Revenues
In Thousands (000)

Revenue Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change
Charges for Services $ 93,569 $ 87,453 $ 87,642 $ 98,103 $ 10,461 DIF & Development Fees 24,372 23,835 17,133 20,007 2,874 Federal Revenue 48,489 26,661 16,720 45,072 28,352 Fines and Penalties 1,572 1,598 1,692 1,789 97 Licenses & Permits 6,472 6,766 6,283 6,739 456 Other Agency Revenue 347 5,834 294 80 (214) Other Revenue 70,448 66,539 44,119 47,749 3,630 State Revenue 14,332 34,704 17,214 17,576 362 Taxes 209,070 219,012 226,659 237,261 10,601 Transfers In 124,830 136,658 124,945 126,419 1,474 Use Money/Property 12,126 17,267 5,600 7,731 2,131 Total $ 605,627 $ 626,328 $ 548,301 $ 608,525 $ 60,225 City of Chula Vista
Proposed Budget FY 2025
Budget Message → ALL FUNDS SUMMARY
22 Personnel Services: 34.2%
Personnel Services: 34.2%Personnel Services: 34.2%
Supplies and Services: 16.6%
Supplies and Services: 16.6%Supplies and Services: 16.6% Other Expenses: 10.7%
Other Expenses: 10.7%Other Expenses: 10.7%
Other Capital: 0.6%
Other Capital: 0.6%Other Capital: 0.6%
Utilities: 1.9%
Utilities: 1.9%Utilities: 1.9%
Internal Service Charges: 1.0%
Internal Service Charges: 1.0%Internal Service Charges: 1.0% Transfers Out: 21.3%
Transfers Out: 21.3%Transfers Out: 21.3%
CIP Project Expenditures: 13.7%
CIP Project Expenditures: 13.7%CIP Project Expenditures: 13.7% Non-CIP Project Expenditures: 0.1%
Non-CIP Project Expenditures: 0.1%Non-CIP Project Expenditures: 0.1% Total Expenditures Fiscal Year 2025 (All Funds Combined) All Funds Expenditure Summary
The combined expenditure budget for all City funds for fiscal year 2025 totals $595.3 million. The combined budget amount includes a General Fund operating budget of $274.1 million and a Capital Improvement Program (CIP) budget of $81.2 million. When compared to the prior year budget, the fiscal year 2025 Proposed Budget reflects an increase of $51.4 million.

The expenditures have been assigned to the appropriate expense categories and are shown in the following table.

Uses of Funds (All Funds Combined)
Fiscal Year 2022 – 2025 Expenditures
In Thousands (000)
Expenditure Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change
Personnel Services $ 173,786 $ 173,299 $ 181,759 $ 203,192 $ 21,432 Supplies and Services $ 68,456 $ 77,213 $ 87,416 $ 98,653 $ 11,237 Other Expenses $ 101,025 $ 72,337 $ 61,110 $ 63,792 $ 2,682 Other Capital $ 7,596 $ 5,903 $ 4,572 $ 3,458 $ (1,115) Utilities $ 9,092 $ 9,387 $ 10,977 $ 11,402 $ 425
Internal Service Charges $ 4,622 $ 4,857 $ 5,582 $ 5,922 $ 339 Transfers Out $ 124,830 $ 136,658 $ 125,005 $ 126,749 $ 1,744 CIP Project Expenditures $ 26,816 $ 58,208 $ 66,588 $ 81,240 $ 14,652 Cost of Sales $ 391 $ 426 $ 391 $ 437 $ 45
Non-CIP Project Expenditures $ 3,933 $ 5,029 $ 455 $ 455 $ - Total $ 520,547 $ 543,316 $ 543,857 $ 595,299 $ 51,442

City of Chula Vista
Proposed Budget FY 2025
Budget Message → ALL FUNDS SUMMARY
23 General Fund Reserves
The City of Chula Vista City Council Policy 220-03 established three General Fund Reserves, with a total recommended minimum reserve level for the three reserves of 23.0% of the following year’s Adopted General Fund budgeted operating expenditures, excluding Measure A and P Sales Taxes. With the issuance of pension obligations bonds (POBs) in November 2020, the Policy was amended to include additional reserves.

The General Fund Reserve Policy is established to ensure that the City’s finances are managed in a manner that will (1) continue to provide for the delivery of quality services, (2) maintain and enhance service delivery as the community grows in accordance with the General Plan, (3) minimize or eliminate the need to increase taxes and fees because of temporary revenue shortfalls, and (4) establish the reserves necessary to meet known and unknown future obligations and ability to respond to unexpected opportunities.

A brief summary of the uses and minimum/target level for each reserve is as follows:

General Fund Operating Reserve
The General Fund Operating Reserves represent unrestricted resources available for appropriation by the City Council to address extraordinary needs of an emergency nature, such as a major storm drain repair, litigation, settlement costs or an unexpected liability created by Federal and State legislative action. This reserve has a minimum level of no less than fifteen percent (15.0%) of budgeted operating expenditures.

Economic Contingency Reserve
The Economic Contingency Reserves represent monies set aside to mitigate service impacts during a significant downturn in the economy which impacts City revenues such as sales tax and property tax, etc. This reserve has a minimum level of no less than five percent (5.0%) of budgeted operating expenditures.

Catastrophic Event Reserve
The Catastrophic Event Reserves represent monies set aside to fund unanticipated expenses related to major or natural disasters in the City. This reserve has a target level of three percent (3.0%) of budgeted operating expenditures.

Pension & OPEB (Other Post-Employment Benefits) Reserve The Pension & OPEB Reserve sets aside surplus funds and savings from the issuance of pension obligation bonds (POBs) to address future potential pension liability increases and potentially pay off the POBs debt early. The Reserve is to be funded only after funding the 15% minimum reserve level of the General Fund Operating Reserve. Should the fiscal year result in a surplus, such funds will be split between the Pension & OPEB Reserve and the other two reserves, the Economic Contingency Reserve and Catastrophic Event Reserves, until all three reserves are fully funded�
The following chart depicts the General Fund Reserves since fiscal year 2019 as a percentage or the respective budgeted operating expenditures. As the reserve is intended to be a gauge of the General Fund, Measure A and Measure P funding are not included in the calculation of the General Fund Reserves.

City of Chula Vista
Proposed Budget FY 2025
Budget Message → ALL FUNDS SUMMARY
24 Pension Obligation Bonds
City Staff, in conjunction with discussions with City Council, explored over several years the use of pension obligation bonds (POBs) to help manage retirement costs. A pension obligation bond is a taxable bond issued to investors, with proceeds utilized to extinguish all or a part of the City’s pension liabilities. These liabilities are termed the “unfunded accrued liability” (UAL) and are due to the California Public Employees’ Retirement System (CalPERS). The UAL is the shortfall or gap between what the City has in assets and what it will need in assets to fully pay out the benefits that it has promised to retirees under CalPERS.

Issuance of the POBs provides the City several benefits, including: (1) generating cash flow savings to the City through historically low interest rates relative to the CalPERS discount rate assumption; (2) creating a repayment shape for the City’s pension liabilities that increases more gradually than currently mandated by CalPERS; (3) enhancing budget predictability and long-term fiscal sustainability by creating a smoother repayment shape at a lower level; (4) leveraging the projected savings to adequately fund various reserves; and (5) setting aside a portion of the future savings into the Section 115 Trust and Bond Call Fund to mitigate future pension and OPEB cost increases and potentially pay off (redeem) the POBs prior to maturity.

On September 15, 2020, City Council approved the initial legal documents related to a POB and the City and its financing team initiated a validation process in the San Diego County Superior Court. This process concluded on January 11, 2021, with the City refinancing the City’s UAL with CalPERS at historically low interest rates. In February 2021, the City issued approximately $350 million in Pension Obligation Bonds to refund all of the UAL based on the CalPERS Actuarial Valuation as of June 30, 2019.

At issuance, the projected benefit to the City from the 2021 Pension Obligation Bonds issuance was $116 million ($112 million on a present value basis). These savings estimates assume that CalPERS achieves its target rate (7.0% at the time of issuance; updated to 6.8% in July 2021) in the future. Savings will be higher if CalPERS earns more than the target rate and lower if it earns less than the target rate. These savings will be utilized to fund the new Pension Reserve Fund mentioned above, mitigating future fiscal impacts from anticipated CalPERS pension investment return shortfalls.

Reserve Percentage
GF Available Fund Balance
(Millions)
Fiscal Year 2020 to Fiscal Year 2024

16.0%

15.0% 15.0% 15.0% 15.0%
General Fund Operating Reserve
Operating Reserve Reserve Policy Target GF Available Fund Balance FY20 FY21 FY22 FY23 FY24 Estimated

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%
$0
$10
$20
$30
$40

SUMMARY OF STAFFING

CHANGES

City of Chula Vista
Proposed Budget FY 2025
Budget Message → SUMMARY OF STAFFING CHANGES
27 Summary of Staffing Changes
The fiscal year 2025 Proposed Budget includes 1,301.75 positions for all funds. This is a net increase of 38.0 positions when compared to the fiscal year 2024 Adopted Budget that included 1,263.75 authorized positions. The summary of staffing changes is divided into two sections – the staffing changes that were approved by Council during fiscal year 2024 and changes made as part of the development of the fiscal year 2025 budget.

Position Changes Authorized during Fiscal Year 2024
During fiscal year 2024, Council approved the addition of 21.00 full-time equivalent (FTE) positions Citywide, as well as several reclassifications to reflect changes in duties. Changes in the General Fund (GF) resulted in a net increase of 21.00 FTEs. Changes to other funds resulted in a net increase of 3.0 FTEs. These changes are summarized in the following table.

Summary of Fiscal Year 2024 Staffing Changes
Approved by City Council
Department/Fund Program Position FTE
Animal Care Facility (2.00) Admin
Animal Care Facility Manager (1.00)
Deputy Director of Animal Services 1.00
Animal Control Officer 1.00
Animal Services Specialist 1.00
Administration (0.00) Communications
Marketing and Communications Manager (1.00)
Communications Manager 1.00
City Clerk (1.00) Operations Deputy City Clerk II 1.00 Development Services Fund (0.00)
Current Planning
Sr Project Coordinator (1.00)
Sr Planner 1.00
Secretary (1.00)
Facilities Financing Associate Planner (1.00)
Land Development Associate Engineer 1.00
Development Services
Counter
Development Services Tech I (1.00)
Development Services Tech II 1.00
Sr Engineering Tech (1.00)
Development Services Tech III 2�00
Development Services GF (0.00)
Admin
Development Services Tech II (1.00)
Development Services Tech I 1.00
Deputy Director of Development Services 1.00
Long-Range Planning Sr Planning Tech (1.00)
Engineering and Cap Proj (-1.00)
Construction Inspection Sr Engineering Tech (1.00)
Survey Associate Land Surveyor 1.00
Fiscal Sustainability
Admin Services Manager (1.00)
Principal Management Analyst 1.00
Sr Management Analyst (1.00)
Environmental Services Fund (0.00) Environmental Services Conservation Specialist II (2.00)
Recycling Specialist II 2�00
Finance (1.00)
Revenue
Accounting Assistant (1.00)
Accounting Technician 1.00
Budget and Analysis Sr Management Analyst 1.00
Fleet Fund (1.00) Central Garage Operations Equipment Mechanic 1.00 City of Chula Vista
Proposed Budget FY 2025
Budget Message → SUMMARY OF STAFFING CHANGES
28 Summary of Fiscal Year 2024 Staffing Changes (Continued) Approved by City Council
Department/Fund Program Position FTE
Human Resources (0.00)
Admin Assistant Director of HR 1.00
Operations
Human Resources Manager (1.00)
Sr HR Analyst (1.00)
Principal HR Analyst 1.00
Library (-0.50) Admin
City Librarian (1.00)
Director of Community Services (0.50)
Director of Library Services 1.00
Measure A (6.00)
Fire Firefighter/Paramedic 6�00
Police
Police Agent (2.00)
Police Sergeant 2�00
Parks & Recreation (0.50) Admin
Parks and Recreation Administrator (1.00)
Director of Community Services (0.50)
Director of Parks and Recreation 1.00
Assistant Director of Parks and Recreation 1.00
Police Grant Funds (0.00)
HIDTA CBAG FA Graphic Designer/Webmaster (1.00)
ORT Prevention Police Agent 1.00
Public Works (2.00)
Park Maint Parks Maintenance Worker II 1.00
Project Management Real Property Manager 1.00
Sewer Fund (1.00) Sewer Billing Fiscal Office Specialist 1.00 Transport Fund (8.00) Transport CV
Emergency Medical Technician (Non-Safety) 5�00
Paramedic (Non-Safety) 3�00
Citywide Total 21.00
City of Chula Vista
Proposed Budget FY 2025
Budget Message → SUMMARY OF STAFFING CHANGES
29 Fiscal Year 2025 Changes
The fiscal year 2025 Proposed Budget reflects specific program changes based on the resources available. In total, the changes result in a net increase of 17.00 FTEs across funds when compared to the fiscal year 2024 amended budget. Changes in the General Fund (GF) result in a 14.00 FTE increase. Changes to other funds results in a net increase of 3.00 FTEs. The following table summarizes the fiscal year 2025 staffing changes by department and/ or fund:

Summary of Fiscal Year 2025 Staffing Changes
Department/Fund Program Position FTE
Administration (2.00)
Communications Community Engagement Specialist 1.00
Admin Deputy City Manager/PW Director 1.00
CV Housing Authority Fund (1.00) Housing and Homeless Services Homeless Services Specialist II 1.00 Development Services GF (1.00) Code Enforcement Building Official 1.00 Development Services Fund (-2.00)
Code Enforcement Building Official/Code Enforcement Manager (1.00) Admin Development Project Manager (1.00)
Economic Development (-1.00) Admin Chief Sustainability Officer (1.00) Econ Dev - Environ Srvs Fund (-9.00) Environmental Services Environmental Services Manager (1.00)
Recycling Specialist II (7.00)
Sr Recycling Specialist (1.00)
Engineering & Capital Proj (2.00)
Infrastructure Projects Principal Civil Engineer 1.00
Admin Assistant Director of Engineering 1.00
Fleet Fund (0.00) Central Garage
Fire Apparatus Mechanic (1.00)
Equipment Mechanic 1.00
Fire (9.00) Bayfront
Fire Captain 3�00
Fire Engineer 3�00
Firefighter/Paramedic A 3�00
Human Resources (0.00) Disability Management
Sr Risk Management Specialist (1.00)
Principal Risk Management Specialist 1.00
Information Technology Services
(0.00) Micro-Computers
Sr Info Tech Support Spec II/Sr Police Tech Spec (2.00) Sr Info Tech Support Spec II 2�00
Measure A (3.00) Fire Firefighter A 3�00
Parks & Recreation (0.00) Admin
Administrative Technician (1.00)
Management Analyst II 1.00
Police (-1.00) Jail
Detention Facility Manager (1.00)
Detentions Officer (1.00)
Detentions Supervisor 1.00
Public Works (2.00)
Park Operations Admin Sr Management Analyst (1.00)
Admin
Public Works Specialist 1.00
Sr Fiscal Office Specialist 1.00
Director of Public Works (1.00)
Park Rangers
Maintenance Worker II 1.00
Public Works Supervisor 1.00
Pub Wrks - Environ Srvs Fund (9.00) Environmental Services Environmental Services Manager 1.00
Recycling Specialist II 7�00
Sr Recycling Specialist 1.00
Sewer Fund (1.00) Engineering Associate Engineer 1.00
Total Citywide 17.00
City of Chula Vista
Proposed Budget FY 2025
Budget Message → SUMMARY OF STAFFING CHANGES
30 Summary of Frozen Positions
As funding becomes available the status of these positions will be reevaluated; recommended funding changes will be brought to Council for consideration mid-year or through the budget development process. The fiscal year 2025 Proposed Budget reflects 2.00 FTE frozen positions summarized by department in the below table.

Summary of Fiscal Year 2025 Frozen Positions
Department/Fund Program Position FTE
City Council (1.00) Administration Admin Secretary - Mayor 1.00 Fire (1.00) Fire Prevention Fire Prevention Specialist 1.00 Total Citywide 2.00
City of Chula Vista
Proposed Budget FY 2025
Budget Message → SUMMARY OF STAFFING CHANGES
31 Summary of Staffing Changes by Department and Bargaining Unit The following tables summarize the staffing changes occurring between the fiscal year 2024 Adopted Budget and the fiscal year 2025 Proposed Budget, by department and bargaining unit.

Summary of Staffing Changes by Department
Department/Fund
FY 2024
Adopted
Staffing
FY 2024
Mid Year
Changes
FY 2025
Changes
FY 2025
Proposed
Staffing % Change
Administration 11.00 - 2�00 13.00 18.2%
Animal Care Facility 27� 25 2�00 - 29�25 7.3% City Attorney 17.00 - - 17.00 -%
City Clerk 9�00 1.00 - 10.00 11.1%
City Council 14.00 - - 14.00 -%
Development Services - GF 21.00 - 5�00 26�00 23.8% Economic Development 9�00 - (5.00) 4�00 (55.6%) Engineering and Capital Projects 59� 00 (1.00) 2�00 60�00 1.7% Finance 34� 00 1.00 - 35�00 2.9%
Fire 156.00 - 9�00 165.00 5.8%
Human Resources 22� 00 - - 22�00 -%
Information Technology Services 21.00 - - 21.00 -% Library 23� 00 (0.50) - 22�50 (2.2%)
Parks and Recreation 19.50 0�50 - 20�00 2.6% Police 329�00 - (1.00) 328 �00 (0.3%)
Public Works 124.00 2�00 2�00 128.00 3.2% General Fund Total 895.75 5.00 14.00 914.75 0.02

Other Funds
Advanced Life Support Fund 5�00 - - 5�00 -% CV Housing Authority Fund 10.00 - 1.00 11.00 10.0% Development Services Fund 65� 00 - (2.00) 63�00 (3.1%) Environmental Services Fund 9�00 - - 9�00 -% Federal Grants Fund 44� 00 - - 44�00 -%
Fleet Management 12.00 1.00 - 13.00 8.3%
Gas Tax Fund 2�00 - - 2�00 -%
Measure A Fund 111.00 6�00 3�00 120.00 8.1% Sewer Fund 48� 00 1.00 1.00 50�00 4.2%
Transportation Fund 62� 00 8�00 - 70�00 -% Other Funds Total 368.00 16.00 3.00 387.00 0.05

Citywide Total 1,263.75 21.00 17.00 1,301.75 3.0% City of Chula Vista
Proposed Budget FY 2025
Budget Message → SUMMARY OF STAFFING CHANGES
32 Summary of Staffing Changes by Bargaining Unit
Bargaining Unit
FY 2024
Adopted
Staffing
FY 2024
Mid Year
Changes
FY2025
Changes
FY 2025
Proposed
Staffing % Change
City Attorney (Elected) 1.00 - - 1.00 -%
Unrepresented Professionals and Mid Managers 51.50 3�00 - 54�50 5.8% Executives 17.00 1.00 - 18.00 5.9%
Chula Vista Mid Managers and Professionals
Association 88�75 (1.00) (1.00) 86�75 (2.3%)
Association of Chula Vista Employees 439�50 2�00 6�00 447�50 1.8% City Council 5�00 - - 5�00 -%
International Association of Firefighters 190.00 6�00 12.00 208�00 9.5% Non-Safety International Association of Firefighters 58�00 8�00 - 66�00 13.8% Police Officers Association 284�00 1.00 - 285�00 0.4% Western Council of Engineers 46�00 2�00 1.00 49�00 6.5% Senior Managers 50�00 - (1.00) 49�00 (2.0%)
Confidential 33�00 (1.00) - 32�00 (3.0%)
Total 1,263.75 21.00 17.00 1,301.75 3.0%

GENERAL FUND
General Fund Expenditure Summary
General Fund Revenue Summary
General Fund Net Cost
General Fund Long-Term Financial Plan
Department Summary Reports

GENERAL FUND

EXPENDITURE

SUMMARY

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
37 General Fund Expenditure Summary
The fiscal year 2025 Proposed General Fund expenditures budget is $274.1 million, an increase of $15.9 million or 6.2% when compared to the fiscal year 2024 Adopted Budget expenditures budget. Fiscal year 2025 capital improvement projects will be funded primarily by non‐General Fund allocations; see the Capital Improvement Program section of this document�
The fiscal year 2025 Proposed General Fund Budget is balanced, with budgeted expenditures equal to or less than budgeted revenues, plus other available sources. The fiscal year 2025 Proposed Budget continues positive growth in its revenue sources. However, due to multiple factors within the current economy, conservative growth assumptions have been incorporated into the budget projections. The fiscal year 2025 Proposed Budget expenditures focus on maintaining and enhancing current levels of service.

General Fund Expenditures Summary
In Thousands (000)
Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change
Personnel Services $ 118,778 $ 126,527 $ 132,893 $ 147,298 $ 14,405 Supplies and Services 16,351 19,993 25,209 25,278 69 Other Expenses 15,185 6,631 1,831 2,187 356
Internal Service 3,658 3,810 4,473 4,650 177
Capital 844 545 193 193 -
Transfers Out 84,994 98,252 86,754 87,700 946 Non-CIP Project Expenditures 539 171 200 - (200) Utilities 6,209 6,560 6,670 6,819 149
Total Operating Budget $ 246,558 $ 262,489 $ 258,222 $ 274,124 $ 15,902 CIP Project Expenditures 38 44 - - -
Total General Fund Budget $ 246,596 $ 262,533 $ 258,222 $ 274,124 $ 15,902 Major Expenditure Changes by Category
The following summarizes the significant changes within the expenditure categories:

Personnel Services: Increase of $14.4 million from the fiscal year 2024 Adopted Budget, driven by the following:
■ Net addition of 19 FTE, 5.00 FTE fiscal year 2024 mid-year additions and 14.00 FTE fiscal year 2025 increase of budgeted positions�
■ An approximate Increase of $2.3 million for retirement costs, reflecting the increased contribution rates based on the June 30, 2023 valuation report from CalPERS.
■ An increase of $0.7 million in expenses for healthcare benefits.

Supplies and Services: Increase of approximately $0.1 million when compared to the fiscal year 2024 Adopted Budget�
■ Contract Services decrease of $0.6 million.
■ Attorney Services decrease of $1.05 million.
■ General/liability insurance increase of $1.65 million. ■ Other various supplies and services increase of $0.06 million Other Expenses: Increase of $0.36 million when compared to the fiscal year 2024 Adopted Budget, largely due to administrative expense to the California Department of Tax and Fee Administration (CDTFA) for the collection and administration of sales related tax revenues.

Transfers Out: Increase of $.9 million over the fiscal year 2024 Adopted Budget, driven by the following:

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
38 Fiscal Year 2025
Note: Personnel Services (Personnel Expense, Retirement Benefits, and Health Benefits) accounts for 51% of General Fund expenditures in the fiscal year 2025 Proposed Budget.

Health Benefits: 5.5%
Health Benefits: 5.5%Health Benefits: 5.5%
Personnel Expense: 41.9%
Personnel Expense: 41.9%Personnel Expense: 41.9%
Supplies and Services: 9.2%
Supplies and Services: 9.2%Supplies and Services: 9.2%
Other Expenses: 0.8%
Other Expenses: 0.8%Other Expenses: 0.8%
Internal Service: 1.7%
Internal Service: 1.7%Internal Service: 1.7%
Transfers Out: 32.0%
Transfers Out: 32.0%Transfers Out: 32.0%
Utilities: 2.5%
Utilities: 2.5%Utilities: 2.5% Retirement Benefits: 6.4% Retirement Benefits: 6.4%Retirement Benefits: 6.4%
General Fund Expenditures by Category
■ Transfers out from the General Fund to the Sales Tax Measure A and P Funds each increased by $1.5 million based on projected sales tax revenues, for a total of $3.0 million. ■ A decrease of additional contribution to the Section 115 Trust of $1.4 million is budgeted in accordance with the City’s Pension Reserve Policy.
■ A decrease of the contribution to the Public Liability Trust of $1.2 million is budgeted to maintain an appropriate reserve level to pay for uninsured and deductibles for public liability losses. ■ An increase of the City’s General Fund grant match of $0.2 million to perform an inventory of City owned trees from the U.S. Department of Agriculture (USDA).
■ The addition of $0.2 million transfer from the General Fund to the Capital Improvement Fund for emergency repairs to City owned assets.
■ An increase of $0.1 million for utility costs for the Living Coast Discovery Center. ■ An increase of $0.1 million for the City’s contribution to the Bayfront Lease Revenue fund.

Non-CIP Project Expenditures: Decrease of $0.2 million over the fiscal year 2024 Adopted Budget, primarily for the reduction of a one-time reimbursement of City Property Maintenance for City leased facilities.

Utilities: Increase of $0.15 million from the fiscal year 2024 Adopted Budget based on rate increases for gas and electric, and water.

The chart below illustrates the fiscal year 2025 expenditures by expense category as a percentage of the entire General Fund adopted budget, followed by a chart showing the City’s historical General Fund expenditures from fiscal year 2022 to the fiscal year 2025 Proposed Budget expenditure amounts.

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
39 Millions
Fiscal Years 2022 – 2025
General Fund Expenditures History by Category
Personnel Services Supplies and Services Other Expenses Internal Service Capital Transfers Out
CIP Project Expenditures Non-CIP Project Expenditures
FY22 Actual FY23 Actual FY24 Adopted FY25 Proposed
$0
$50
$100
$150
$200
$250
$300
City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
40 Fiscal Year 2025
Note: The chart above does not reflect net cost of each department, only their expenditure allocations.

Boards and Commissions: $0.0, 0%
Boards and Commissions: $0.0, 0%Boards and Commissions: $0.0, 0% City Clerk: $1.6, 3%
City Clerk: $1.6, 3%City Clerk: $1.6, 3%
City Council: $1.7, 3%
City Council: $1.7, 3%City Council: $1.7, 3%
Human Resources: $4.0, 7%
Human Resources: $4.0, 7%Human Resources: $4.0, 7%
Development Services: $3.3, 6%
Development Services: $3.3, 6%Development Services: $3.3, 6% Economic Development: $1.3, 2%
Economic Development: $1.3, 2%Economic Development: $1.3, 2% Engineering & Capital Projects: $12.0, 22%
Engineering & Capital Projects: $12.0, 22%Engineering & Capital Projects: $12.0, 22% City Attorney: $3.8, 7%
City Attorney: $3.8, 7%City Attorney: $3.8, 7%
Administration: $3.2, 6%
Administration: $3.2, 6%Administration: $3.2, 6%
Animal Care Facility: $3.6, 7%
Animal Care Facility: $3.6, 7%Animal Care Facility: $3.6, 7% Information Technology: $4.7, 9%
Information Technology: $4.7, 9%Information Technology: $4.7, 9% Library: $4.2, 8%
Library: $4.2, 8%Library: $4.2, 8%
Finance: $5.1, 9%
Finance: $5.1, 9%Finance: $5.1, 9%
Parks and Recreation: $5.9, 11%
Parks and Recreation: $5.9, 11%Parks and Recreation: $5.9, 11% General Fund Expenditure by Department (Other Department Detail – Totals $49.9 million) The following chart reflects the “Other” department costs included in the previous chart that includes the $54.4 million of the General Fund department budgeted expenditures.

Fiscal Year 2025
Note: The chart above does not reflect net cost of each department, only their expenditure allocations.

Fire: $37.2, 14%
Fire: $37.2, 14%Fire: $37.2, 14%
Public Works: $24.3, 9%
Public Works: $24.3, 9%Public Works: $24.3, 9%
Police: $59.5, 22%
Police: $59.5, 22%Police: $59.5, 22%
Non-Departmental: $98.8, 36%
Non-Departmental: $98.8, 36%Non-Departmental: $98.8, 36% Other Departments: $54.4, 20%
Other Departments: $54.4, 20%Other Departments: $54.4, 20% General Fund Expenditure by Department
The chart below illustrates the fiscal year 2025 Proposed General Fund Expenditure budget by department. Public safety (Police and Fire departments), represent approximately 35.3% of the General Fund budget for fiscal year 2025.

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
41 FTE
FTE/1,000
Compared to FTEs per Thousand Residents
Note: Population for FY 2025 is estimated with the average 3.0% growth rate.

3.0 3.1

3.1 3.1
City of Chula Vista Staffing (FTEs)
Total GF FTEs FTEs/1000
FY 2022 FY 2023 FY 2024 FY 2025 (Estimated)
0 100
200
300
400
500
600
700
800
900

0.0 1.0

2.0 3.0

4.0 5.0
Staffing Levels
The fiscal year 2025 Proposed Budget includes a net increase of 19.0 General Fund positions over the fiscal year 2024 Adopted Budget. The staffing changes are divided by those approved by Council during fiscal year 2024 and changes made as part of the development of the fiscal year 2025 budget.

General Fund Staffing Level Summary Table
General Fund Budget FY 2022 FY 2023 FY 2024 FY 2025 % Change FY
2022 to FY
2025
Legislative and Administrative 114.00 119.00 128.00 132.00 15.8% Development and Maintenance 191.25 200�25 240�25 247�25 29.3% Public Safety 465�50 465�00 485�00 493�00 5.9% Community Services 79�50 83�50 42�50 42�50 -46.5% Total GF City Staff 850.25 867.75 895.75 914.75 7.6%

The modest increases in staffing are consistent with City’s population growth as projected by the California Department of Finance. These growth patterns are reflected in the following graph which provides the number of General Fund full-time employees (FTEs) per thousand residents.

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
42 Percent Return
Target
Percent Return
Relative to CalPERS Assumed Investment Return Rate
The 2023 return is 6.8%. The CalPERS assumed investment rate is 7.0% for FY 2010 – FY 2021; 6.8% since FY 2022 CalPERS Historical Market Value Rates of Return
Target Percent Return
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
-10%
-5%
0%
5%
10%
15%
20%
25%
Salary Adjustments
The fiscal year 2025 Proposed Budget for the Personnel Services expense category, which includes salaries and benefits, is $147.3 million or 54% of the budget, a 10.8% increase from the fiscal year 2024 Adopted Budget. The fiscal year 2025 Adopted General Fund Budget includes funding for the annualized costs of negotiated salary increases approved per the current Memoranda of Understanding (MOU) with each of the City’s employee groups.

Rising Retirement Costs
The increase in retirement/pension costs driven by rising California Public Employees’ Retirement System (CalPERS) contributions is a significant budgetary challenge facing the City. Pension cost increases are the largest financial challenge facing most cities throughout the state and are primarily due to factors outside of the cities’ control, namely actuarial assumptions changes made by CalPERS and below average investment returns. The payments estimated to be made to the retirement system equal approximately $17.6 million or 6.4% of the City’s fiscal year 2025 Proposed Budget. This represents an increase of $2.7 million from the fiscal year 2024 Adopted Budget. This somewhat small increase is due to the issuance of pension obligations bonds (POBs) to fund retirement liabilities discussed in the All- Funds Summary section of this document� To follow is a series of charts related to pension costs. The first chart depicts the actual market rates of return for the CalPERS investment portfolio in relation to the typical 7.0% investment return assumption used by CalPERS in most years�
City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
43 The final chart reflects historical CalPERS contributions illustrating the employer (City) contribution rates from fiscal years 2022 to 2025 and projected rates for fiscal years 2026 through 2030. As noted above, due to the payment of the UAL in fiscal year 2021, employer contribution rates decreased significantly between fiscal year 2022 and fiscal year 2023�
Millions
$11.7
$12.7
$14.9
$17.6
$12.8
$12.8
$13.1
$13.1
$13.1
$13.1
$13.4
$13.4
Retirement Costs POB Debt Service
FY 2022 Actual FY 2023 Actual FY 2024 Adopted FY 2025 Proposed $0.0
$10.0
$20.0
$30.0
$40.0
Retirement Costs (General Fund)
Fiscal Years 2022 – 2025
The second chart reflects actual CalPERS costs in the General Fund for fiscal years 2022 to the fiscal year 2025 Proposed Budget. Due to the payment of the Unfunded Actuarial Liability (UAL) June 30, 2019 balance to CalPERS paid by the proceeds of the City’s issuance of the 2021 Pension Obligation Bonds, retirement costs decreased in fiscal year 2022 and 2023. However, due to increases to the CalPERS unfunded actuarial liability (UAL) costs and scheduled annual debt service payments to service the 2021 Pension Obligation Bonds, retirement costs are anticipated to increase�
City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
44 Millions
Fiscal Years 2022 – 2025
$10.8
$11.3
$14.2
$15.0
Flex/Health Insurance Costs (General Fund)
FY 2022 Actual FY 2023 Actual FY 2024 Adopted FY 2025 Proposed $0.0
$2.5
$5.0
$7.5
$10.0
$12.5
$15.0
$17.5
Health Care Costs
The City’s “Flex Plan” is an annual allotment toward the purchase of benefits available under the City’s Cafeteria Benefits Plan for employees to choose health plan coverage. The Flex/health insurance expenses total approximately $15.0 million or 5.5% of the fiscal year 2025 Proposed Budget expenditures. This represents an increase of $0.76 million or 5.3% from the fiscal year 2024 Adopted Budget. The increase in costs is primarily due to the City’s health insurance providers Kaiser and AETNA rate increases in calendar year 2024, based on healthcare utilization rates.

Normal Cost Rate
Fiscal Years 2024 to 2030 Projected
Notes:

1. Reflects Employer Contribution. The actual employer contribution is higher due to Employer Paid Member Contributions (EPMC) ranging from 1.3% to 4.2%, and for applicable years an additional 8% and 9% for the Employer Paid Member Contribution (Employee Contribution).

2. Projected rates (FY 2026 - 2030), based on CalPER’s Annual Valuation Report as of June 30, 2022 CalPERS Employer Contribution Rates
Miscellaneous Public Safety
FY24 FY25 FY26 (projected) FY27 (projected) FY28 (projected) FY29 (projected) FY30 (projected)

0.0%

10.0%

20.0%

30.0%
City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
45 Flex Allotment Increases by Bargaining Group
Calendar Year 2022 to 2025
FLEX Allotment Increases by Bargaining Unit
Bargaining Group 2022 2023 2024
2025
(Estimated)
2024-2025
% Change
Confidential $ 14,614 $ 16,436 $ 17,666 $ 18,161 2.8% Chula Vista Employees Association $ 14,114 $ 15,060 $ 16,290 $ 17,661 8.4% Executive $ 17,390 $ 18,336 $ 19,566 $ 20,937 7.0% Mid Managers and Professionals $ 14,990 $ 16,436 $ 17,666 $ 19,037 7.8% Non-Safety International Association of Fire
Fighters $ - $ 15,060 $ 16,290 $ 17,661 8.4% Senior Managers $ 15,990 $ 16,936 $ 18,166 $ 19,537 7.5% Western Council of Engineers $ 14,990 $ 15,936 $ 17,166 $ 18,537 8.0% Mayor & Council $ 17,390 $ 18,336 $ 19,566 $ 20,937 7.0% City Provided Public Safety Flex Benefit Ranges
Calendar Year 2022 to 2025
Public Safety FLEX Benefit Ranges
Benefit 2022 2023 2024 2025 Estimated
Medical $ 6,972 - $25,176 $ 7,752 - $28,464 $ 8,316 - $30,828 $ 8,620 - $33,911 Dental(1) $ 192 - $468 $ 120 - $456 $ 120 - $456 $ 204 - $480 (1) Dental insurance for public safety employees is fully compensated for at the DHMO level. Employees may choose PPO and pay the variance between DHMO and PPO.

Insurance Premiums
The annual budget for Flex/Health Insurance has increased by $0.76 million from the fiscal year 2024 Adopted Budget to $15.0 million in the fiscal year 2025 Proposed Budget. Discussions with health care professionals indicate increases in health care costs are likely to continue for the foreseeable future based on healthcare utilization trends� The following table reflects the changes in health care rate premiums the City has experienced from January 2021 to January 2024. The final rate premium that will be in effect for January 2025 will not be known until early Fall 2024.

Premium Increases by Health Care Provider
Calendar Year 2022 to 2025
Date of Increase Kaiser AETNA Average
January 2022 20.0% 10.0% 15.0%
January 2023 15.0% 9.0% 12.0%
January 2024 7.5% 7.5% 7.5%
January 2025 (estimated) 10.0% 10.0% 10.0%
Annual Average Premium Increase 13.1% 9.1% 11.5%
Total Increase (January 2021 to January 2024) 42.5% 26.5% 34.5%

Measure P & Measure A Expenditures
Measure P – Approved in November 2016, Measure P is a temporary, ten-year, half-cent sales tax dedicated by the City to funding high priority deferred maintenance items such as infrastructure, fleet replacement, technology and other capital equipment. Collection of this tax began in April 2017 and is scheduled to terminate in March 2027. The fiscal year 2025 Proposed Budget projects approximately $29.0 million in revenue from this tax and a corresponding City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND EXPENDITURE SUMMARY
46 transfer out (expense) of the General Fund to the Measure P fund for the same amount less administrative costs.

The fiscal year 2025 Proposed Budget transfer amount is an increase of approximately $1.5 million over the transfer amount included in the fiscal year 2024 Adopted Budget.

Measure A – Approved in June 2018, Measure A is a half-cent sales tax dedicated to addressing public safety (Police and Fire departments) critical needs. Collection of this revenue began in October 2018 and will remain in place; Measure A sales tax does not have a sunset date. The fiscal year 2025 Proposed Budget projects approximately $29.0 million in revenue from this tax and a matching transfer out of the General Fund to the Measure A fund for the same amount less administrative costs. The fiscal year 2025 Proposed transfer amount is an increase of approximately $1.5 million over the transfer amount included in the fiscal year 2024 Adopted Budget.

Although these measures were approved as “general purpose tax” (City has discretion to spend revenues generated for any lawful municipal purpose), the City has established specific uses and spending plans for each revenue stream. Accordingly, the City has set up separate funds to monitor and track the usage and balance of these funds.

The General Fund serves as a pass-through conduit for these funds. The fiscal year 2025 Proposed Budget includes transfers out of approximately $29.0 million to each of the Measure P and Measure A Sales Tax funds. Specific budget information related to these measures is provided in the Measure P and Measure A sections of this document.

GENERAL FUND

REVENUE SUMMARY

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
49 General Fund Revenue Summary
The fiscal year 2025 Proposed General Fund revenue budget is $274.1 million, an increase of $15.9 million or 6.2% when compared to the fiscal year 2024 Adopted Budget revenues budget. General Fund revenues provide funding for essential City services including police, fire, library services, and park and recreation programs. The City’s major revenue sources are: Property Tax, Sales Tax, Measure P Sales Tax, Measure A Sales Tax, Franchise Fees, Transient Occupancy Tax (TOT), Utility Users’ Tax, and Property Tax collected in‐lieu of Motor Vehicle License Fees (MVLF). The major revenue sources account for 80 percent of the City’s General Fund revenue for the fiscal year 2025 Proposed Budget�
General Fund Revenues Summary

Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change
Property Taxes $ 42,277 $ 46,175 $ 48,315 $ 51,964 $ 3,649 Sales Tax 44,865 46,303 45,797 47,983 2,186
Sales Tax - Measure P 27,628 28,527 27,836 29,316 1,480 Sales Tax - Measure A 27,620 28,505 27,836 29,316 1,480 Franchise Fees 13,852 14,432 14,808 15,104 296 Utility Users Taxes 3,731 3,643 3,838 3,857 19 Transient Occupancy Taxes 7,419 8,830 9,350 10,005 656 Motor Vehicle License Fees 25,867 28,010 29,290 31,052 1,762 Development Revenue 1,659 1,357 1,766 1,766 - Licenses and Permits 1,804 1,785 1,792 1,744 (49) Fines, Forfeitures & Penalties 1,040 1,084 1,049 1,097 48 Use of Money and Property 4,736 6,094 3,882 5,310 1,429 Other Local Taxes 7,392 7,689 7,086 7,897 811 Police Grants 566 894 938 774 (164)
Other Agency Revenue 848 820 948 1,042 94
Charges for Services 9,256 9,409 9,526 9,932 406 Interfund Reimbursements 9,281 10,670 9,318 10,143 825 Other Revenues 7,982 2,446 1,372 1,740 367
Transfers From Other Funds 14,693 14,052 13,476 14,082 606 Total General Fund Revenues $ 252,517 $ 260,728 $ 258,222 $ 274,124 $ 15,902 City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
50 Fiscal Year 2025
*Misc. Revenues includes the following revenue categories: Development Revenue, Other Agency Revenue, Other Local Taxes, Other Revenues, Use of Money & Property, Licenses and Permits, Police Grants, Fines, Forfeitures & Penalties, and CIP.

Property Taxes: 19.0%
Property Taxes: 19.0%Property Taxes: 19.0%
Measure P Sales Tax: 10.7%
Measure P Sales Tax: 10.7%Measure P Sales Tax: 10.7%
Measure A Sales Tax: 10.7%
Measure A Sales Tax: 10.7%Measure A Sales Tax: 10.7%
Motor Vehicle License Fees (MVLF): 11.5%
Motor Vehicle License Fees (MVLF): 11.5%Motor Vehicle License Fees (MVLF): 11.5%Transfers from Other Funds: 5.2% Transfers from Other Funds: 5.2%Transfers from Other Funds: 5.2% Interfund Reimbursements: 3.7%
Interfund Reimbursements: 3.7%Interfund Reimbursements: 3.7% Franchise Fees: 5.5%
Franchise Fees: 5.5%Franchise Fees: 5.5%
Charges for Services: 3.5%
Charges for Services: 3.5%Charges for Services: 3.5%
Utility Users Tax: 1.4%
Utility Users Tax: 1.4%Utility Users Tax: 1.4%
Misc Revenues: 6.9%
Misc Revenues: 6.9%Misc Revenues: 6.9%
Sales Tax: 18.1%
Sales Tax: 18.1%Sales Tax: 18.1%
Transient Occupancy Taxes: 3.7%
Transient Occupancy Taxes: 3.7%Transient Occupancy Taxes: 3.7% General Fund Revenues by Category
City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
51 Millions
Fiscal Years 2022 – 2025
Historical and Estimated General Fund Revenue Sources
Property Taxes Sales Tax Sales Tax – Measure P Sales Tax – Measure A Franchise Fees Utility Users Taxes TOT Motor Vehicle Licenses Development Rev. Licenses & Permits Fines Forfeitures & Penalties Use of Money & Property Other Local Taxes Police Grants Other Agency Revenue Charges for Services Interfund Reimb. Other Revenues Transfers from Other Funds CIP Related FY22 Actual FY23 Actual FY24 Adopted FY25 Proposed
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
52 Major Revenue Sources
The following is a description of the City’s major revenue sources along with a brief discussion of the trends impacting these revenues for fiscal year 2025.

Sales Tax
Sales Tax revenue is estimated at $48 million in the fiscal year Proposed Budget, a change of approximately 4.8% or $2.2 million when compared to the fiscal year 2024 Adopted Budget. With the addition of Measure P and Measure A sales tax revenues, total Sales Tax revenues for fiscal year 2025 are projected to total $106.6 million. Sales tax revenue is highly sensitive to economic conditions, and reflects the factors that drive taxable sales, including levels of unemployment, consumer confidence, per-capita income, and business investment.

Retailers must register with the California Department of Tax and Fee Administration and pay the state’s sales tax.

Sales taxes are collected at the point of sale and remitted to the State Board of Equalization. Sales tax provides revenue for the State, County, and City. Sales tax is collected at a rate of 8.75% for the City of Chula Vista, allocated based on the following:

State General Fund (includes K-12/Community Colleges) 3.94% Public Safety (Prop 172) 0.50%
County Realignment (Mental Health/Welfare/Public Safety) 1.56% Countywide Transportation Fund 0.25%
San Diego County Regional Transportation Commission (TransNet) 0.50% State and County Subtotal 6.75%
Local Jurisdiction (City or County of place sale/use) (City Share) 1.00% City Transaction Tax (Measure P) 0.50%
City Transaction Tax (Measure A) 0.50%
City Subtotal 2.00%
Total Sales Tax Rate – Chula Vista (1) 8.75%
(1) Total sales tax rates will vary by City due to local sales tax initiatives.

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
53 Millions
Fiscal Years 2022 – 2025
$27.6
$28.5
$27.8
$29.3
City of Chula Vista Measure A Sales Tax Revenues
FY22 FY23 FY24 Adopted FY25 Proposed
$0
$5
$10
$15
$20
$25
$30
$35
Millions
Fiscal Years 2022 – 2025
$27.6
$28.5
$27.8
$29.3
City of Chula Vista Measure P Sales Tax Revenues
FY22 FY23 FY24 Adopted FY25 Proposed
$0
$5
$10
$15
$20
$25
$30
$35
Millions
Fiscal Years 2022 – 2025
City of Chula Vista Sales & Transaction Tax Revenues
Sales Tax Revenues Measure P Sales Tax Revenues Measure A Sales Tax Revenues FY22 Actual FY23 Actual FY24 Adopted FY25 Proposed
$0
$25
$50
$75
City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
54 Millions
Taxable Sales Per Capita – 4th Quarter 2023 Taxable Sales Autos & Transportation Building & Construction Business & Industry Food & Drugs Fuel & Service Stations General Goods Restaurants & Hotels Other Del Mar
Carlsbad
National City
Santee
Poway
Solana Beach
Escondido
El Cajon
La Mesa
San Diego
Lemon Grove
Encinitas
San Marcos
Vista
Coronado
Chula Vista
Oceanside
Imperial Beach
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
$11,000
$12,000
Based on data collected by the City’s Sales Tax consultant, the table below illustrates the variance in the taxable sales per capita for the cities within San Diego County. This comparison indicates that the City may lack a diverse marketplace as residents seek goods and services outside the City boundaries.

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
55 Schools: 45.4%
Schools: 45.4%Schools: 45.4%
County: 13.2%
County: 13.2%County: 13.2%
County in Lieu of Vehicle License Fee: 7.9%
County in Lieu of Vehicle License Fee: 7.9%County in Lieu of Vehicle License Fee: 7.9% Cities: 12.6%
Cities: 12.6%Cities: 12.6%
Redevelopment Property Tax Trust Fund: 11.6%
Redevelopment Property Tax Trust Fund: 11.6%Redevelopment Property Tax Trust Fund: 11.6% Cities in Lieu of Vehicle License Fee: 5.3%
Cities in Lieu of Vehicle License Fee: 5.3%Cities in Lieu of Vehicle License Fee: 5.3% Special Districts: 3.3%
Special Districts: 3.3%Special Districts: 3.3%
Library: 0.7%
Library: 0.7%Library: 0.7%
Property Tax Dollar Distribution by Jurisdiction
Latest data from Fiscal Year 2021-2022
Property Tax
Property tax revenues comprise the City’s largest discretionary revenue source and accounts for 19.% of the total revenue for the General Fund. This revenue source is estimated at $52 million in the fiscal year 2025 Proposed Budget and represents 7.6% or $3.6 million increase from the fiscal year 2024 Adopted Budget.

Property Tax revenues are based on a 1.0% levy on the assessed value of all real property. Under the terms of Proposition 13, approved in California in 1978, annual increases in the assessed value are capped at a maximum of 2% per year unless there is a change in ownership or new construction. Annual increases in assessed value are limited by either the California Consumer Price Index (CPI) or the 2% cap, whichever is less. Property tax revenues represent a major funding source for the City of Chula Vista as well as other local jurisdictions. Currently, the City of Chula Vista receives approximately 12.6% of each property tax dollar. Distribution of property tax dollars is depicted below.

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
56 Millions
Fiscal Years 2022 – 2025
$42.3
$46.2
$48.3
$52.0
Property Tax Revenues
FY22 Actual FY23 Actual FY24 Adopted FY25 Proposed
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
$55
$60
City of Chula Vista and Countywide Comparison
Source: County of San Diego Assessors Office
Historical Change in Assessed Value
Chula Vista County Overall
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
-6.0%
-4.0%
-2.0%

0.0%

2.0%

4.0%

6.0%

8.0%
The change in assessed value for properties within the City of Chula Vista versus the County of San Diego since 2014 is depicted in the graph below.

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
57 Franchise Fees
Franchise fee revenues are generated from public utility sources such as San Diego Gas & Electric (SDG&E) (2% on gas and 1.25% on electricity), trash collection franchises (20% fee), and cable franchises (5% fee) conducting business within City limits. SDG&E collects the franchise fee from Chula Vista customers based on gas and electricity usage. Revenue growth is projected based on population and inflation factors.

Motor Vehicle License Fees
Motor Vehicle License Fees (MVLF) revenues are generated from vehicle license fees paid with vehicle registrations with the State of California and then allocated to cities and counties. The fiscal year 2025 Proposed Budget MVLF revenues are projected to increase by $1.8 million and represent 11.3% of the total fiscal year 2025 anticipated General Fund revenues.

With the State Budget Act of 2004, the allocation of MVLF revenues to cities and counties was substantially changed.

Since 2006 the majority of MVLF revenues for each city grew essentially in proportion to the growth in the change in gross assessed valuation. Due to the revised formula by the State, 96% of the City’s MVLF revenues fluctuated with changes in assessed values within the City.

The other 4% of MVLF revenues received by the City were based on a per capita formula but has since been shifted per Senate Bill (SB) 89 from June 2011. Provisions in SB89 shifted Vehicle License Fee revenues to fund the state law enforcement grants.

Historical Change in Assessed Value vs Changes in the California CPI CPI % Change Base Year Value Change
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 -0.50%

0.00%

0.50%
City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
58 Millions
Fiscal Years 2022 – 2025
$7.4
$8.8
$9.3
$10.0
TOT Revenues
FY22 Actual FY23 Actual FY24 Adopted FY25 Proposed
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
$11
$12
Utility Users Tax
The City of Chula Vista imposes a UUT on the use of telecom at a rate of 4.75% of gross receipts. For natural gas services UUT is applied at a rate of $0.00919 per therm and $0.00250 per kilowatt on electricity services, which equates to a tax of approximately 1% of utility charges. Based on consumer trends and changes in technology, UUT is expected to stay relatively flat, and is budgeted at $3.86 million in fiscal year 2025, a modest increase of $19 thousand over the fiscal year 2024 Adopted Budget.

Transient Occupancy Tax (TOT)
The City of Chula Vista imposes a Transient Occupancy Tax (TOT) upon all hotel stays within the City boundaries.

The TOT tax rate in the City is 10%. Major economic drivers for TOT revenue include room rates, average occupancy rates, and seasonal and non‐seasonal tourism.

Millions
Fiscal Years 2022 – 2025
$25.9
$28.0
$29.3
$31.1
MVLF Revenues
FY22 Actual FY23 Actual FY23 Adopted FY25 Proposed
$0
$5
$10
$15
$20
$25
$30
$35
City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND REVENUE SUMMARY
59 Estimated TOT revenues for fiscal year 2025 are $10 million. This estimate includes a $0.7 million increase from the fiscal year 2024 Adopted Budget based on current trends and an increase in hotel operators.

Revenue Assumptions
Revenue projections are continually reviewed and updated by City staff. As described above, major general revenues, such as property taxes, sales taxes, franchise fees, utility users’ tax, transient occupancy tax and motor vehicle license fees, are projected by the Finance Department based on prior history, growth and inflation projections, and economic climate. Additional assistance in the projection of revenues is provided by subject-matter experts such as the City’s sales consultant, the County Assessor and by reviewing regional and local economic forecasts provided by the UCLA Anderson Forecast and the County of San Diego, respectively.

GENERAL FUND NET
COST

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND NET COST
63 Fiscal Year 2025
Note: Revenue allocated for Measure A support departments is embedded in department generated revenue. Expenses of approximately $26.4 million added to Fire and Police Departments for Measure A expense allocations.

Police: 39%
Police: 39%Police: 39%
Fire: 25%
Fire: 25%Fire: 25%
Public Works: 12%
Public Works: 12%Public Works: 12%
Parks and Recreation: 1%
Parks and Recreation: 1%Parks and Recreation: 1%
Library: 2%
Library: 2%Library: 2%
City Council: 1%
City Council: 1%City Council: 1%
Boards and Commissions: 0%
Boards and Commissions: 0%Boards and Commissions: 0%
City Clerk: 1%
City Clerk: 1%City Clerk: 1%
City Attorney: 3%
City Attorney: 3%City Attorney: 3%
Administration: 2%
Administration: 2%Administration: 2%
Information Technology Srvcs: 3%
Information Technology Srvcs: 3%Information Technology Srvcs: 3% Human Resources: 3%
Human Resources: 3%Human Resources: 3%
Finance: 3%
Finance: 3%Finance: 3% Animal Care Facility: 2%
Animal Care Facility: 2%Animal Care Facility: 2%
Economic Development: 0%
Economic Development: 0%Economic Development: 0%
Development Services: 1%
Development Services: 1%Development Services: 1%
Engineering & Capital Projects: 2%
Engineering & Capital Projects: 2%Engineering & Capital Projects: 2% General Fund Net Cost by Department
General Fund Net Cost
The fiscal year 2025 Proposed General Fund budget of $274.1 million is based on funding from estimated department generated revenues totaling $39.0 million and discretionary revenues totaling $235.1 million. Department generated revenues are broadly defined as those revenues generated by a given activity (e.g., grant revenues, charges for services, licenses, permits). General revenues, or “discretionary revenues, ” are broadly defined as those revenues that are generated not by any given activity, but by general or specific taxing authority such as property taxes and sales tax.

Departments that generate small amounts of revenue relative to their size generally have higher net costs, while those that generate large amounts of revenue relative to their size generally have lower net costs. The majority of discretionary revenue is allocated to public safety services, with the Police Department at 39% followed by the Fire Department at 25%. The next highest portion was allocated to Public Works at 12%.

The following chart depicts the percentage of net cost of all departments, excluding Non-Departmental, based on the fiscal year 2025 Proposed Budget.

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND NET COST
64 General Fund Net Impact
Fund/Department Expenditures Revenues Net Impact
100 General Fund
(01) City Council 1,701,728 - 1,701,728
(02) Boards & Commissions 2,088 - 2,088
(03) City Clerk 1,563,695 (35,790) 1,527,905
(04) City Attorney 3,765,904 (382,321) 3,383,583
(05) Administration 3,203,085 (55,835) 3,147,250
(06) Information Technology 4,740,896 (306,758) 4,434,138 (07) Human Resources 4,013,154 (629,482) 3,383,672 (08) Finance 5,092,060 (1,594,512) 3,497,548
(09) Non-Departmental 98,834,337 (235,128,631) (136,294,294) (10) Animal Care Facility 3,635,648 (1,373,542) 2,262,106 (11) Economic Development 1,314,031 (767,180) 546,851 (12) Development Services 3,301,261 (2,213,932) 1,087,329 (13) Engineering/Capital Projects 11,957,415 (9,066,458) 2,890,957 (14) Police 59,493,108 (6,086,205) 53,406,903
(15) Fire 37,157,983 (3,545,235) 33,612,748
(16) Public Works 24,267,968 (8,017,051) 16,250,917 (17) Parks and Recreation 5,924,885 (4,091,524) 1,833,361 (18) Library 4,154,774 (829,564) 3,325,210
100 General Fund Total 274,124,020 (274,124,020) - Measure A expenditure allocations of approximately $26.4 million for Fire and Police Departments are not included in the above figures.

GENERAL FUND LONG-

TERM FINANCIAL PLAN

City of Chula Vista
Proposed Budget FY 2025
General Fund → GENERAL FUND LONG-TERM FINANCIAL PLAN
67 General Fund Long-Term Financial Plan
The City of Chula Vista General Fund Long-Term Financial Plan (LTFP) serves as a long-range fiscal planning tool to identify financial trends, projected budgetary surpluses or shortfalls, and encourage discussion to proactively address the City’s long-range needs. The LTFP also served as a guideline for the development of the Fiscal Year 2025 General Fund budget�

The goal of the LTFP is to assess the City’s ability over the ten-year term of the plan to:
■ Maintain current or expand service levels;
■ Preserve the City’s long-term fiscal health; and
■ Strategically increase the City’s reserve funds to meet the City’s reserve policies thresholds.

The LTFP focuses on baseline revenues and expenditures that are essential for the City to achieve the City’s strategic goals over the next ten years. These goals include:
■ Providing the highest level of municipal services based upon available resources; ■ Maintaining safe and appealing neighborhoods;
■ Providing funding for City infrastructure; and
■ Continuing to expand the City’s economic development and financial base.

The LTFP is presented to the City Council at the beginning of the budget development process, typically each November. It is important to stress that the LTFP is not a budget. It does not make expenditure decisions, but rather highlights the need to prioritize the allocation of City resources, to ensure the continuation of core City services. The purpose of the plan is to provide the City Council, key stakeholders, and the public an overview of the City’s fiscal health based on various financial and service level assumptions over the next ten years; and allow for the discussion of necessary steps to be initiated during the development and implementation of future budgets. The LTFP is intended to look beyond the annual budget cycle and serve as a planning tool to bring a long-term perspective to the budget process. It should be noted that the LTFP is a snapshot in time and will change as additional information is made available and incorporated into the fiscal projections.

Revenue and Expenditure Projections
The LTFP considers the annual growth of all currently known elements of City revenues and expenditures. Projecting revenues including property taxes, sales taxes, franchise fees, departmental revenues, and other revenues is an essential part of the planning process. Forecasting expenditures, including rising salary, pension and healthcare costs, contractual obligations, cost of goods and services, and factoring the impact of inflation on operational expenditures is another critical element of the process.

As a result, the LTFP utilizes growth rates that vary by revenue and expenditure category. The plan also considers other assumptions such as the impact of future development, debt obligations, and other commitments as part of the revenue and expenditure projections.

The current General Fund Long-Term Financial Plan is available at the following link:
https:/ /www.chulavistaca.gov/departments/finance/financial-reports

DEPARTMENT

SUMMARY REPORTS

City of Chula Vista
Proposed Budget FY 2025
General Fund → DEPARTMENT SUMMARY REPORTS
71 General Fund Department Summary
The General Fund budget funds the day-to-day operations of most City services. For fiscal year 2025, the Proposed General Fund operating budget totals $274.1 million. The General Fund budget supports the following departments:
■ Mayor and City Council
■ Boards and Commissions
■ City Clerk
■ City Attorney
■ Administration
■ Information Technology Services
■ Human Resources
■ Finance
■ Non-Departmental
■ Animal Care Facility
■ Economic Development
■ Development Services
■ Engineering and Capital Projects
■ Police
■ Fire
■ Public Works
■ Parks and Recreation
■ Library
To follow is a series of summary reports that reflect the anticipated revenues and expenditures, staffing information and significant budget adjustments and service impacts for each of the General Fund departments.

City of Chula Vista
Proposed Budget FY 2025 73
DEPARTMENT SUMMARY REPORTS → City Council
City Council

INFORMATION

WEBSITE www.chulavistaca.gov/departments/mayor-council
PHONE 619-691-5044

Title 2, Chapter 2.03 of the Chula Vista Municipal Code, (Ord. 2619 Sec. 1, 1994) consistent with Section 501 of the City Charter, established the City’s Department of Mayor and Council. The Department is responsible for policy setting, constituent relations, inter-agency relations and intra-agency policy implementation. It is the professional support office of city government for the Mayor and City Council in the legislative branch and apart from the administrative functions of the City�
The City Council is comprised of a full-time Mayor and four part-time Council members. They are the governing and legislative body of the City. All powers of the City reside in the Council (the Mayor is considered a member of the Council) unless expressly delegated, assigned or excluded by the City Charter or controlling state or federal law (Article II, Sec. 201 City Charter). The City Council sets policy for the City through its legislative, budget and expressly granted executive functions.

The Mayor is elected at-large and Councilmembers are elected by district. Each holds office for a four-year term.

The City Manager and City Clerk, the primary executive and document support officials, are appointed by and serve at the pleasure of the Council. The City Council reviews and approves the budget, enacts ordinances, authorizes public improvements, adopts traffic regulations, approves contracts, and sits as the Successor Agency to the Redevelopment Agency and Housing Authority. The City Council is also granted some expressly defined executive functions such as confirmation authority over all executive management and department head appointments. In addition, the Mayor has eight specific responsibilities defined in the City Charter; these are:

1. To report to the City Council annually and from time to time on the affairs of the City and to recommend for its consideration such matters as deemed expedient, and
2� To be the official head of the City for all political and ceremonial purposes and to be recognized by the courts for the purpose of serving civil process, for the signing of all legal instruments and documents, and by the Governor for emergency purposes, and
3� In the time of public danger or emergency, the Mayor, with the consent of the council, and for such period as the council may fix, to take command of the police, maintain order and enforce the law, and 4� To assume the primary, but not the exclusive responsibility, for interpreting to the people the policies, programs and needs of the City government and for informing the people of any major change in policy or program. The Mayor may represent the City in any and all matters involving other governmental agencies, provided that no act, promise, commitment or agreement entered into or committed by the Mayor shall be binding upon the City of Chula Vista unless duly authorized or ratified by the City Council, and 5� To represent the City in all regional public agencies which require an elected City official, unless otherwise determined by the City Council, and
6� To supervise the operation of the Mayor/Council office and personnel assigned thereto, 7� To perform such other duties consistent with the office as may be prescribed by this Charter or delegated to the Mayor or imposed on the Mayor by the City Council if not inconsistent with the provisions of this Charter, and City of Chula Vista
Proposed Budget FY 2025 74
DEPARTMENT SUMMARY REPORTS → City Council
8� To exercise the full-time function as Mayor of the City during the usual business hours that the offices of the City are open, and such other hours and times as shall be necessary to discharge in full the duties imposed upon the Mayor.

Under Section 304 (4) of the City Charter, The Mayor is assigned the primary responsibility for interpreting to the community the policies, programs, needs of the City government and communicating any change in these policies and programs. By Charter, the Mayor is designated as the City’s representative to serve on committees that review policies, programs, and practices at regional, state, national and international levels. This is accomplished through work on bodies such as SANDAG, the League of California Cities, and the U.S. Conference of Mayors.

Responding to the Community
The Mayor and Council members respond to requests from the public. They support resident input and participation in policy-setting and review of city operations. City Boards and Commissions, and active civic, interest and community groups offer valued and diverse feedback. The flow of information between residents and City Hall is welcomed and encouraged. In addition to phone calls, letters and email, the public can learn more about Council actions by visiting the City’s website at www.chulavistaca.gov�
Regular City Council meetings can be viewed via livestream at www.chulavistaca.gov/departments/mayor-council/ council-meeting-agenda, on AT&T U-verse channel 99 (throughout the County), and on Cox Cable channel 24 (only in Chula Vista). Recorded meetings are also aired on Wednesdays at 7 p.m. (both channels) and are archived on the City’s website.

The Constituent Services Representative facilitates the Mayor’s role established by City Charter as having the primary responsibility for communicating with the community regarding City policies and programs. While each Council member can respond to community inquiries, the Mayor is vested with this responsibility. The Constituent Services Representative facilitates coordinating incoming concerns and efficiently handles timely responses. This process means that responsive City departments get one referral and not five, and constituents receive factual and consistent responses � Problems are addressed either directly or by referral to the responsible department � Responses to requests for assistance are made within as short a time frame as possible.

City of Chula Vista
Proposed Budget FY 2025 75
DEPARTMENT SUMMARY REPORTS → City Council

MISSION STATEMENT
The City Council is comprised of a full time Mayor and four part-time Councilmembers. The Mayor and City Council are elected at-large, and each holds office for a four-year term. The City Council reviews and approves the budget, enacts ordinances, authorizes public improvements, adopts traffic regulations, approves contracts, and sits as the Housing Authority and the Successor Agency to the Redevelopment Agency.

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
■ No significant budget adjustments.

City of Chula Vista
Proposed Budget FY 2025 76
DEPARTMENT SUMMARY REPORTS → City Council
(01) CITY COUNCIL
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 839,941 861,231 910,059 1,050,346 140,287 Hourly Wages 25,063 35,836 114,103 119,566 5,463 Health Benefits 154,529 152,333 189,300 177,469 (11,831) Retirement Benefits 87,694 85,919 106,159 117,080 10,921 Other Personnel Expense 101,858 105,736 98,171 127,663 29,492 Personnel Expenses Subtotal 1,209,085 1,241,055 1,417,792 1,592,124 174,332 Supplies and Services 29,585 44,720 105,880 105,880 - Other Capital - - 3,190 3,190 -
Utilities 688 687 534 534 -
Non-Personnel Expenses Subtotal 30,273 45,407 109,604 109,604 - Total Expenditures $ 1,239,358 $ 1,286,463 $ 1,527,396 $ 1,701,728 $ 174,332 Other Revenues - (152) - - -
Transfers In (20,000) (5,000) - - -
Total Revenues $ (20,000) $ (5,152) $ - $ - $ -
Net Program Expenditures $ 1,219,358 $ 1,281,310 $ 1,527,396 $ 1,701,728 $ 174,332 Revenue Recovery % 2% 0% N/A N/A N/A

Authorized Full Time Positions 14.00 14.00 14.00 14.00 - City of Chula Vista
Proposed Budget FY 2025 77
DEPARTMENT SUMMARY REPORTS → Boards And Commissions
Boards and Commissions

INFORMATION

WEBSITE www.chulavistaca.gov/departments/city-clerk/
PHONE 619-691-5041
EMAIL [email protected]

The process of establishing boards and commissions is one that began with the City Charter as a method to give citizens a greater voice in the determinations of policies at all levels of government. Four commissions were established by the Charter:
■ Board of Library Trustees
■ Civil Service Commission
■ Parks & Recreation Commission
■ Planning Commission
All other City boards and commissions have been established through an ordinance or resolution since that time in order to meet specific needs of the City Council.
■ Board of Appeals and Advisors
■ Board of Ethics
■ Charter Review Commission
■ Citizens Oversight Committee – Measure A
■ Citizens Oversight Committee – Measure P
■ Cultural Arts Commission
■ Health Wellness and Aging Commission
■ Housing and Homelessness Advisory Commission
■ Human Relations Commission
■ Mobilehome Rent Review Commission
■ Privacy Protection & Technology Advisory Commission
■ Police Department Community Advisory Committee
■ Redistricting Commission
■ Sustainability Commission
■ Traffic Safety Commission
■ Veterans Advisory Commission
If you are interested in serving on a City board or commission, please complete an application on the City’s website.

Applications are accepted throughout the year from all interested residents at the following link: www.chulavistaca. gov/departments/city-clerk/boards-commissions
City of Chula Vista
Proposed Budget FY 2025 78
DEPARTMENT SUMMARY REPORTS → Boards And Commissions

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
■ No significant budget adjustments.

(02) BOARD & COMMISSIONS
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 129,501 7,950 2,088 2,088 - Non-Personnel Expenses Subtotal 129,501 7,950 2,088 2,088 - Total Expenditures $ 129,501 $ 7,950 $ 2,088 $ 2,088 $ - Net Program Expenditures $ 129,501 $ 7,950 $ 2,088 $ 2,088 $ - Revenue Recovery % 1 N/A N/A N/A N/A N/A

Authorized Full Time Positions
1 - - - - -
City of Chula Vista
Proposed Budget FY 2025 79
DEPARTMENT SUMMARY REPORTS → City Clerk
City Clerk

INFORMATION

WEBSITE www.chulavistaca.gov/cityclerk
PHONE (619) 691-5041
EMAIL [email protected]

The City Clerk is the Municipal Elections Official, Political Reform Act Filing Officer, and is responsible for legislative services, and records management. The Office of the City Clerk also manages public inquiries and Public Records Act requests, and provides support and information to the City Council, City Boards, Commissions, and Committees, City staff, and the public. The City Clerk manages City Council agendas and ensures they are published within legal timeframes and any other requirements provided by law.

MISSION STATEMENT
The City Clerk’s Office is committed to accurately recording and preserving the actions of the City Council; safeguarding all vital, historical, and permanent records of the City; providing the highest quality service to the City Council, City staff, and the public in a timely, courteous, and fiscally responsible manner; and administering open and free elections in accordance with statutory requirements.

STRATEGIC GOALS
Operational Excellence
■ Manage City elections from pre-planning to certification of election results for the November 2024 elections for City Councilmembers for Districts 3 and 4.
↘ STATUS:

The City Clerk conducted the primary election in March 2024 to determine the candidates who would proceed to the November 2024 general election and preparation has begun for the November election. ■ Develop Laserfiche file plans for all City Departments enabling the City to set the course for further automation of retention requirements, improve findability, increase departments’ ability to share information, and greater transparency�
↘ STATUS:

The City Clerk Department continues efforts to develop file plans for various city departments, expanding the work to include City Attorney, Finance and Human Resources departments. Staff is actively migrating records in preparation for launching the City Clerk repository citywide, which will enhance accessibility and efficiency when accessing City records.
■ Modernize and update the City’s Records and Information Management (RIM) program for the effective management of citywide records.
↘ STATUS:

The City Clerk department is in the process of filling the vacant Records Manager position, which will focus on ensuring organized and efficient records management practices by developing the RIM program.

City of Chula Vista
Proposed Budget FY 2025 80
DEPARTMENT SUMMARY REPORTS → City Clerk
■ Develop and implement a standardized program of support for City boards and commissions; consolidate administrative support for some City boards and commissions in the City Clerk’s office. ↘ STATUS:

One Deputy City Clerk position was added to the City Clerk Department authorized staffing and the position was filled in March 2024. Planning of a comprehensive, standardized administrative support program is in its initial phase�

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Number of state-mandated statements (campaign and conflict of interest) received and recorded 442 457 450
Number of state-mandated ethics certificates (AB1234) 173 165 175 Number of Public Records Act Requests 1,111 1,250 1,300 Public Records Act Requests responded to within ten days 100% 100% 100% Median number of days to fulfill Public Records Act Requests 20 10 10 Number of documents in Responsive Records released 25,207 15,000 19,000 Single redactions reviewed on responsive records 98,549 10,000 15,000 Number of City Council Meetings 37 38 38
Number of agenda items managed for the City Council meetings 434 450 450 Board & Commission applications processed 62 90 90
Resolutions processed 216 222 225
Ordinances processed 20 23 23
Contracts routed for electronic signature 269 300 350 Number of new boxes inventoried and sent to offsite storage 149 175 190 Number of boxes of obsolete records approved for destruction 469 1,500 400 Board & Commission meetings 104 75 100
Candidate Statements received and published 8 16 4
* data not previously tracked

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
■ Mid-Year increase of 1.0 FTE
■ $1,984,466 decrease of election costs for City Attorney, Council District 3, and Council District 4.

City of Chula Vista
Proposed Budget FY 2025 81
DEPARTMENT SUMMARY REPORTS → City Clerk
(03) CITY CLERK
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 627,446 690,299 923,747 994,553 70,806 Hourly Wages 24,459 - 20,000 20,958 958
Health Benefits 106,593 117,268 169,733 182,042 12,309 Retirement Benefits 63,686 68,088 102,872 101,566 (1,306) Other Personnel Expense 92,739 90,312 26,218 62,680 36,462 Personnel Expenses Subtotal 914,923 965,967 1,242,570 1,361,799 119,229 Supplies and Services 510,857 413,518 2,185,901 201,435 (1,984,466) Other Expenses - 13,456 - - -
Utilities 451 328 461 461 -
Non-Personnel Expenses Subtotal 511,308 427,302 2,186,362 201,896 (1,984,466)

Total Expenditures $ 1,426,231 $ 1,393,269 $ 3,428,932 $ 1,563,695 $ (1,865,237)

Charges for Services (1,225) (825) (1,530) (750) 780 Other Revenues (31,500) (225,910) (12,000) (5,200) 6,800 Transfers In (21,000) (8,000) - (29,840) (29,840) Total Revenues $ (53,725) $ (234,735) $ (13,530) $ (35,790) $ (22,260) Net Program Expenditures $ 1,372,506 $ 1,158,533 $ 3,415,402 $ 1,527,905 $ (1,887,497) Revenue Recovery % 4% 17% 0% 2% 2%

Authorized Full Time Positions 7.00 7.00 9.00 10.00 1.00 City of Chula Vista
Proposed Budget FY 2025 82
DEPARTMENT SUMMARY REPORTS → City Clerk
City Clerk
(10.00)
ElectionsOperations
Total GF FTE 10.00
Total Non GF FTE 0.00
Total Dept FTE 10.00

ORGANIZATIONAL CHART
City of Chula Vista
Proposed Budget FY 2025 83
DEPARTMENT SUMMARY REPORTS → City Attorney
City Attorney

INFORMATION

WEBSITE www.chulavistaca.gov/departments/city-attorney
PHONE (619) 691-5037
EMAIL [email protected]

The City of Chula Vista City Attorney’s Office serves as legal counsel to the City Council, all City Boards and Commissions, the City Manager, the City Clerk, and all City Departments. The Office’s primary responsibility is to provide clients with the legal services they need to conduct City operations, develop and implement City policy, and deliver City services in a lawful and efficient manner.

Staffing
The City Attorney’s Office has ten full-time attorney positions, three administrative assistant positions, one paralegal, one risk manager, and one office manager. The Department currently has four attorney positions, one administrative assistant position, and one City Attorney Investigator position unfilled. The City Attorney’s office is currently engaging outside counsel to assist with litigation and/or specialty law issues. Volunteer legal interns also provide valuable support�
In 2019, the City Council approved the creation of a Neighborhood Protection Unit (“NPU”), to include a prosecutor, a paralegal, and an investigator.

Elected City Attorney
In accordance with a June 2008 voter-approved City Charter amendment, the City Attorney position was changed from a City Council-appointed position to an elected position. Notwithstanding this change, the City Attorney’s primary function remains the same: to act as the City’s general counsel on all legal matters. The current City Attorney seat is filled by Marco Verdugo, who was sworn in on April 9, 2024.

Practice Areas
The City Attorney’s Office delivers legal services in the following primary practice areas:

Contracts
The City enters into numerous contracts annually including those involving public works, consulting services, grants and public/private partnerships. The City Attorney’s Office provides legal services at all stages of contract development, implementation, and enforcement, including negotiation, drafting, administration and dispute resolution.

The City Attorney develops and maintains standardized City contracts, and actively participates in negotiations and structuring of complex transactions such as the finance and implementation of major capital projects, design/build agreements and energy, telecommunications and solid waste disposal franchises.

Land Use
The City Attorney’s Office provides legal counsel to the City Council, Development Services Department and Planning Commission on a wide range of land use issues including general and specific plans, zoning, subdivisions, growth management, special and conditional use permits, environmental impacts, including California Environmental Quality Act (CEQA) review, hazardous materials, affordable housing, preservation of historic properties, and impact fees, exactions and assessment districts for open space, parks, and other public facilities.

City of Chula Vista
Proposed Budget FY 2025 84
DEPARTMENT SUMMARY REPORTS → City Attorney
Economic Development and Real Estate
The City Attorney advises the City Council, City Manager, Successor Agency and various City departments in connection with a wide range of economic development and real estate issues. Typical matters include property acquisition and disposition, leasing, licensing, easements, development agreements, affordable housing transactions, and the winding down of redevelopment activities.

Employment/Labor
With over 1,000 full-time City employees, and five established bargaining units, the personnel and labor issues facing the City are complex and diverse. In collaboration with the City’s Human Resources Department, the City Attorney’s office is responsible for advising on labor negotiations, employee policy development, federal and state labor, employment, and anti-discrimination laws, disciplinary matters, and dispute resolution, (including civil service and arbitration proceedings, and representing the City before various state/federal entities, including EEOC, DFEH, and PERB).

General Municipal Law
The City Attorney’s Office provides legal advice in diverse areas of local government law such as municipal finance, budgeting, and taxation. The City Attorney’s Office assists with the enactment of local laws by preparing City Council resolutions and ordinances, advises on conflicts of interest, open meeting laws, public records requirements, inter/ intra-governmental relations and advises the City’s many Boards and Commissions. The City Attorney’s Office is frequently called upon to interpret and apply the rules contained in the City Charter and Municipal Code.

Litigation and Risk Management
The City Attorney’s Office is responsible for defending the City against civil lawsuits alleging personal injury, land use, property damage, construction defect, wrongful death, and civil rights violations. The City Attorney’s Office also includes key risk/claims management staff, who evaluate pre-litigation claims against the City, and work with all City Departments to develop and improve policies and procedures that mitigate risk. They also take steps to protect the City’s interests and recover costs to cover damage incurred in certain matters including, but not limited to, breach of contract and construction defect matters. Cases and claims range from minor matters to multi-million- dollar lawsuits. The City Attorney’s Office also initiates litigation when it is necessary to protect the interests of the City and/or its constituents. Lawsuits initiated by the City can include breach of contract, construction defect, and pollution matters�
Code Enforcement
The City Attorney’s Office assists with the enforcement of City Code provisions related to building standards, zoning requirements, neighborhood preservation, land use, and other conditions or conduct affecting public health, safety or welfare. Violations are addressed by employing the various legal enforcement tools available to the City:
administrative actions, civil actions and, in extreme cases, criminal prosecution. The City Attorney’s Office provides further assistance by obtaining legal orders for the abatement, and/or demolition of substandard properties.

Criminal Prosecution
The Neighborhood Protection Unit (NPU) is responsible for evaluating and prosecuting misdemeanor violations of the City’s Municipal Code. The topics covered vary according to the needs of the City. The City Prosecutor continues to work with City departments to support prosecutorial efforts to increase public safety in the City. The City Prosecutor also acts as a liaison with the District Attorney’s Office to support joint efforts to combat issues facing the community, as appropriate�
The NPU also works closely with the Police Department to obtain Gun Violence Restraining Orders (GVROs). GVROs are civil proceedings, filed by law enforcement agencies. The orders prevent individuals from obtaining or possessing firearms and/or ammunition. These individuals face many different circumstances which may present a risk of gun violence, such as a mental health emergency, a threat of suicide, or a threat of harm to another. The City Attorney’s Office files these GVROs in court and appears at the hearings on behalf of the Police Department. Since 2021 when City of Chula Vista
Proposed Budget FY 2025 85
DEPARTMENT SUMMARY REPORTS → City Attorney
the program was first put in place, CVPD and the City Attorney’s Office have worked together to file approximately 50 GVROs. The City Attorney’s Office also coordinates training for officers and works in conjunction with other agencies to use this tool as efficiently and effectively as possible.

Public Requests for Legal Assistance
The City Attorney’s Office frequently receives requests for assistance from the public. The City Attorney’s client is the City itself, not any one City resident. As a result, the City Attorney’s Office cannot provide direct legal advice to anyone other than the City Council, the City’s Boards and Commissions, the City Manager, and the other City employees acting on behalf of the City. However, the City Attorney staff use their best efforts to assist the public by directing them to other legal resources, as appropriate.

MISSION STATEMENT
The mission of the City Attorney’s Office is to provide high quality legal services to the City in order for the City to operate in a lawful and effective manner, safeguard taxpayer resources, and to improve quality of life for City residents�

STRATEGIC GOALS
Operational Excellence
■ Improve Digital Document Processes and Retention Practices ● Implement procedures and practices for digital document storage, organization and retention in accordance with the City’s retention schedule.
↘ STATUS:

The City Attorney’s Office is working in conjunction with the City Clerk’s Department and outside consultants to reorganize the City Attorney’s digital document repository. The reorganization is based on the City’s retention schedule. The updated framework for digital document retention will serve to ease the transfer of information, promote the environment and boost security. This reorganized digital document repository will streamline and improve the efficiency of the City Attorney’s Office by allowing staff to store digitized documents which are grouped together so that business rules for retention, security and privacy can easily and logically be applied. ■ Improve Risk Management Practices
● Improve case management protocols and collaboration with other departments to implement risk mitigation measures.
↘ STATUS:

This is an ongoing process to assure that litigation and claim outcomes and trends are translated into improved risk mitigation practices in the field.
■ Enhance Office Efficiency and Accountability
● Design standard work and protocols for various City Attorney Office processes to improve efficiency. ↘ STATUS:

The City Attorney’s Office continues to refine and develop new standard work and protocols including expanded standardization of agreements and resolutions, and uses of DocuSign to improve efficiency. In collaboration with other City Departments, the City Attorney’s Office has implemented DocuSign, which has streamlined and improved the efficiency of obtaining signatures for agreements and contracts.

City of Chula Vista
Proposed Budget FY 2025 86
DEPARTMENT SUMMARY REPORTS → City Attorney
Connected Community
■ Improve the Flow of Information to the Public
● Continue to provide legal information related to issues affecting the City at public forums and meetings. ↘ STATUS:

The City Attorney’s Office continues to identify topical issues of interest to the public and provides legal information on such issues at City Council meetings, Board and Commission meetings, and community forums�
Strong and Secure Neighborhoods
■ Develop programs that assist in the creation and maintenance of safe neighborhoods ● Continue to develop and publish Law Summaries on a variety of topics of general interest to the public, including landlord-tenant issues, mobile home rent control, and smoking/vaping/hookah lounges. ● Work closely with the Police Department to address chronic issues or problem areas, such as repeat noise complaints, unpermitted businesses or nuisance properties. ● Work closely with the Code Enforcement Department to ensure compliance with municipal code provisions that enhance the quality of life in neighborhoods.
● Assist the Development Services Department in regulating the impact of short-term home rentals in residential neighborhoods.
● Work with the Housing Department to increase housing security for City residents, including rental protections for residential tenants.
● Assist multiple City Departments with the ongoing regulation of cannabis businesses. ● Work closely with multiple City Departments to address the ongoing impacts of the unsheltered crisis. ↘ STATUS:

The City Attorney’s Office worked in conjunction with the Development Services Department to draft and adopt a short-term rental permit process, to establish forms and procedures for permit application processing, and to draft notices and procedures for enforcement of violations. The City Attorney’s Office is also working to train CVPD officers on how to investigate and enforce violations of the short-term rental ordinance. ↘ STATUS:

The City Attorney’s Office worked with the Housing Department to facilitate the use and disbursement of grant monies to increase access to affordable housing, to adopt and enforce rental protections for residential tenants, and to identify legally appropriate approaches to the unhoused crisis. ↘ STATUS:

Working jointly with the City Manager’s Office, Finance Department, Development Services, the Police Department, and the Fire Department, the City Attorney’s Office assisted City Staff in providing ongoing regulatory oversight of cannabis businesses.

City of Chula Vista
Proposed Budget FY 2025 87
DEPARTMENT SUMMARY REPORTS → City Attorney

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Acknowledge Constituent Requests for Information within One Business Day from Receipt of Request 98% 98% 100%
Respond to Constituent Requests for Information within Three Business Days from Receipt of Request 100% 100% 100%
Assess and Review Various Analysis Models for More Efficient Risk Management of Pooled Insurance, Self-Insurance and Reserve Fund Balance Protocols 99% 99% 100%

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
■ $1,047,776 decrease in Supplies & Services for attorney services. ■ $1,639,429 increase in Personnel to fund authorized positions.

City of Chula Vista
Proposed Budget FY 2025 88
DEPARTMENT SUMMARY REPORTS → City Attorney
(04) CITY ATTORNEY
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 1,840,196 1,693,408 1,207,666 2,665,188 1,457,522 Hourly Wages 50,548 52,615 1,923 2,015 92
Overtime 474 - 500 500 -
Health Benefits 201,793 177,868 237,541 303,089 65,548 Retirement Benefits 184,028 165,237 253,610 296,892 43,282 Other Personnel Expense 216,678 183,092 51,827 124,812 72,985 Personnel Expenses Subtotal 2,493,716 2,272,220 1,753,067 3,392,496 1,639,429 Supplies and Services 207,960 513,797 1,415,150 367,374 (1,047,776) Other Capital - - 4,948 4,948 -
Utilities 858 766 1,086 1,086 -
Non-Personnel Expenses Subtotal 208,818 514,563 1,421,184 373,408 (1,047,776) Total Expenditures $ 2,702,535 $ 2,786,783 $ 3,174,251 $ 3,765,904 $ 591,653 Licenses and Permits (60,881) (28,160) (24,640) (22,176) 2,464 Charges for Services (323,430) (247,025) (371,726) (347,381) 24,345 Other Revenues (33,198) (266,499) (29,008) (12,764) 16,244 Transfers In (42,813) (22,806) - - -
Total Revenues $ (460,322) $ (564,490) $ (425,374) $ (382,321) $ 43,053 Net Program Expenditures $ 2,242,212 $ 2,222,293 $ 2,748,877 $ 3,383,583 $ 634,706 Revenue Recovery % 17% 20% 13% 10% (3%)
Authorized Full Time Positions 17.00 17.00 17.00 17.00 - City of Chula Vista
Proposed Budget FY 2025 89
DEPARTMENT SUMMARY REPORTS → City Attorney
City Attorney
(17.00)
Neighborhood
Protection
LitigationAdvisory
Total GF FTE 17.00
Total Non GF FTE 0.00
Total Dept FTE 17.00

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2025 91
DEPARTMENT SUMMARY REPORTS → Administration
Administration

INFORMATION

WEBSITE www.chulavistaca.gov/departments/city-manager
PHONE (619) 691-5031
EMAIL [email protected]

The City of Chula Vista is governed under the council-manager form of government. This local government structure combines the political leadership of elected officials with the strong managerial and administrative expertise of an appointed City manager. Under the council-manager form of government, the City Council are the policy makers, and the City Manager is responsible for the implementation of those policies.

In Chula Vista, the City Manager is responsible for the daily operation and administration of all City departments and professional staff except for the elected and appointed offices of the City Attorney and City Clerk, respectively. The City currently has 1,301.75 full-time equivalent employees in the 14 City Manager-directed departments: Administration, Animal Services, Development Services, Economic Development, Engineering, Finance, Fire, Housing and Homeless Services, Human Resources, Information Technology, Library, Parks and Recreation, Police and Public Works.

The Administration Department is comprised of the City Manager’s Office and the Office of Communications.

City Manager’s Office
The City Manager serves as the City’s Chief Executive Officer daily and as the Director of Emergency Services during emergencies such as the COVID-19 pandemic. To execute the position, the City Manager plans and directs the implementation of City programs in accordance with City Council direction and policies, the City Charter and the Municipal Code to provide efficient, effective and equitable municipal services for the Chula Vista community.

In addition to overseeing daily operations, the City Manager utilizes strategy and visionary leadership to champion special projects and initiatives to guide the long-term development of the City such as the Chula Vista Bayfront, the University and Innovation District, the Smart City Strategic Action Plan, and a renewed commitment to equity and inclusion City-wide. The City Manager ensures the preparation and monitoring of a fiscally sound operating budget to fund the highest level of municipal services possible.

Within the City Manager’s Office, one Assistant City Manager and three Deputy City Managers provide support through direct supervision over 10 of the 14 manager-directed departments. The Assistant and Deputy City Managers, Communications, Chief of Police and Fire Chief report directly to the City Manager.

About the City Manager: Maria V. Kachadoorian
Maria V. Kachadoorian was appointed City Manager in June 2020 after serving as Assistant City Manager. She is the first woman and first Latina to serve as City Manager. She began her career at the County of San Diego and has worked at the City of Chula Vista since 1998 where she started in the Finance Department, advanced to Finance Director, before becoming Deputy City Manager, Assistant City Manager, then City Manager.

Her strong finance background helped lead the City through the Great Recession and has been instrumental in implementing innovative strategies to mitigate the financial, economic and community impacts to the City and residents from the COVID-19 pandemic. In the midst of the pandemic’s uncertainty, Kachadoorian led the team that ultimately inked the deal and broke ground on the $1.2 billion Gaylord Pacific Resort and Convention Center project on Chula Vista’s Bayfront�
Kachadoorian was born in Tijuana and immigrated to the United States as an infant. She is a long-time resident of South County and lives in Chula Vista. She earned a Bachelor of Science Degree with an emphasis in Accounting and a Master’s Degree in Public Administration from San Diego State University. She is also a Certified Public Accountant and a proud Chula Vista Rotarian.

City of Chula Vista
Proposed Budget FY 2025 92
DEPARTMENT SUMMARY REPORTS → Administration
Office of Communications
The Administration Department also includes the Office of Communications, which leads the City’s efforts to promote and engage with our diverse communities. These efforts are achieved through robust public information, media relations, community engagement, multilingual access, emergency communications, marketing, branding, and special events-related activities. The Office’s work serves to strengthen community and civic pride, improve economic development, and increase awareness and understanding of the City with residents and visitors alike.

The Communications team leads major communications initiatives; develops and implements public education, marketing and advertising campaigns; produces, manages and permits special events; promotes the City as a destination for filming; creates and provides original content via web, social media, newsletters, press releases, and other channels; and provides media, emergency communications and public information services. Communications also advises and supports departments Citywide, to conduct proactive community engagement, outreach, and participation activities.

MISSION STATEMENT
The mission of the Administration Department is to provide the leadership necessary for the implementation of City Council policies, administration of the organization and delivery of services to our community.

STRATEGIC GOALS
Connected Community
■ Implement City of Chula Vista Marketing and Communications Program ● Implement a robust marketing and communications program that strengthens community and civic pride, improves economic development, and increases awareness and understanding of the City with residents and visitors alike.

Status:
► Strengthening the connections between the City and our diverse communities through the provision of timely and accurate information using the most up-to-date platforms and methods� ► Shifting the City’s communications approach to one that is strategic and proactive, to ensure that the City’s story is being told�
■ Foster an environment of community engagement.
● Supporting and engaging with our diverse communities by understanding the unique needs of our residents, visitors and businesses, and then crafting inclusive and effective engagement strategies. ● Permitting and producing City-sponsored events that will build civic and community pride, increase accessibility, and enhance economic development.

Status:
► Building and rolling out an innovative new online engagement platform that will provide new tools to connect and gather�
► Using data and research to guide priorities that will best meet the needs of our communities and improve overall quality of life.

Operational Excellence
■ Uphold a commitment to Fiscal Health.
● Continue to support fiscally sound policies that preserve and enhance services for the community.

City of Chula Vista
Proposed Budget FY 2025 93
DEPARTMENT SUMMARY REPORTS → Administration
Status:
► Presented a balanced budget�
► Strategically managed the allocation of federal aid including the American Rescue Plan Act. ► Measure P sales tax (2016), Measure A sales tax (2018) and Measure Q cannabis business tax (2020) oversight and monitoring to bolster City revenue and strengthen services, safety and infrastructure. ■ Excel in service delivery by continuously improving.
● Implement structural changes as needed throughout the organization for continuous improvement.

Status:
► Reviewing Citywide organizational structure and functions to streamline processes and enhance operations.

Economic Vitality
■ Provide policies, planning, infrastructure, and services that are fundamental to an economically strong, vibrant city�
● Plan and implement the University-Innovation District.

Status:
► Collaborating with State legislators and university partners to seed the first phase of the University- Innovation District.
► Developing a feasibility study on the first phase of development on the City-owned University-Innovation District.

KEY PERFORMANCE MEASURES

City Manager’s Office

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Provide an annual report to the City Council, community and City staff at the end of each fiscal year 100% complete 100% complete 100% complete Implement a cross-departmental spending plan with reporting metrics and an emphasis on equity for American Rescue Plan Act Funds from May 2021-December 2024

78.5%
implementation 100% complete 100% complete
Increase intergovernmental collaboration and legislative advocacy to further adopted platform and support as-needed special projects, including a new federal legislative advocacy contract
100% complete 100% complete 100% complete
Continue City Manager’s Message in the monthly Community Connection newsletter to improve and increase outreach and relationship building within the community; write minimum of 10 messages in FY25 100% complete 100% complete 100% complete
Propose a Citywide technology oversight and privacy policy and establish a privacy advisory commission 100% complete 100% complete 100% complete Engage a consultant to assist in the development and adoption of a Diversity, Equity, and Inclusion Plan 77.5% complete 90% complete 100% complete Update the City’s Strategic Plan
N/A 25-50%
complete 100% complete
University Now Initiative (Academic Program Planning with Southwestern College) N/A 80% complete 100% complete
First Phase of University Development Planning Effort N/A N/A 100% complete

City of Chula Vista
Proposed Budget FY 2025 94
DEPARTMENT SUMMARY REPORTS → Administration
Office of Communications

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Increase in followers on City social media sites N/A N/A 5% growth Number of City-sponsored special events produced and special events permitted N/A N/A 16 Percentage of social media posts translated into Spanish N/A N/A 100% Number of community engagement campaigns Communications conducted N/A N/A 3 Engage consultant to conduct Citywide strategic communications assessment, with recommendations for improvements to modernize practices N/A N/A 100% complete

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
Increased Personnel Services expenditures of $611,393 due to the addition of 1.0 FTE Deputy City Manager/Public Works Director and 1.0 Community Engagement Specialist in FY 2025. This increase also includes projected salary increases along with CalPERS unfunded actuarial liability costs (UAL).

City of Chula Vista
Proposed Budget FY 2025 95
DEPARTMENT SUMMARY REPORTS → Administration
(05) ADMINISTRATION
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 1,606,271 1,567,121 1,734,180 2,245,552 511,372 Health Benefits 158,649 151,403 184,852 205,179 20,327 Retirement Benefits 149,372 137,342 175,443 206,713 31,270 Other Personnel Expense 306,607 231,011 230,803 279,227 48,424 Personnel Expenses Subtotal 2,220,898 2,086,876 2,325,278 2,936,671 611,393 Supplies and Services 124,696 257,005 265,739 265,739 - Other Expenses - 38,071 - - -
Utilities 619 559 675 675 -
Non-Personnel Expenses Subtotal 125,315 295,636 266,414 266,414 - Total Expenditures $ 2,346,214 $ 2,382,512 $ 2,591,692 $ 3,203,085 $ 611,393 Licenses and Permits (11,188) - - - -
Charges for Services (42,904) (50,883) (55,100) (55,100) - Other Revenues (20,020) (59,720) - (735) (735)
Transfers In (25,000) (17,000) - - -

Total Revenues $ (99,111) $ (127,603) $ (55,100) $ (55,835) $ (735)

Net Program Expenditures $ 2,247,103 $ 2,254,909 $ 2,536,592 $ 3,147,250 $ 610,658

Authorized Full Time Positions 9.00 10.00 11.00 13.00 2.00 City of Chula Vista
Proposed Budget FY 2025 96
DEPARTMENT SUMMARY REPORTS → Administration
Administration
(13.00)
City Manager’s Office
Communications
Total GF FTE 13.00
Total Non GF FTE 0.00
Total Dept FTE 13.00

ORGANIZATIONAL CHART
City of Chula Vista
Proposed Budget FY 2025 97
DEPARTMENT SUMMARY REPORTS → Information Technology Services Information Technology Services

INFORMATION

WEBSITE www.chulavistaca.gov/departments/information-technology-service EMAIL [email protected]

The Information and Technology Services (ITS) Department provides Citywide technology services, solutions, and support to all departments within the City. ITS develops, implements, operates, and maintains computer hardware and software systems, mobile communications systems, and enterprise application systems to improve the operational availability and efficiencies of all departments in support of the citizens of the City. ITS also partners with regional municipalities and other governmental agencies including the Living Coast Discovery Center and Elite Athlete Training Center to provide IT support and advice.

Information and Technology Services is comprised of the following divisions:
■ Network Operations
■ Geographic Information Systems (GIS)
■ Application Support and Programming
The Network Operations (NetOps) Division provides technical planning and implementation, guidance, training, and assistance to employees who work on more than 1,000 microcomputers, dozens of standard office productivity and specialized applications. The Network staff also maintains the City’s Local Area Networks (LANs) and Wireless (WLANs) networks for both City guests and staff at City Hall and remote facilities. Additionally, NetOps also provides planning and support services for an increasingly wide range of non-desktop computer technologies, including mobile devices such as smartphones or tablet computers, digital displays, wireless devices for public safety, and videoconferencing equipment.

The Geographic Information System (GIS) Division provides mapping, data modeling and analysis, and development of custom applications used by staff daily. The Division also provides GIS services to the public through data access and web-enabled mapping applications. With over 300 unique data layers, GIS staff manages one of the most extensive, fully integrated GIS databases in San Diego County. As a multi - departmental resource, the City’s GIS division has developed into a critical decision-making tool used by City staff and the public daily.

The Applications Support and Programming Division administers and supports enterprise-level software used by staff, including the City’s accounting, financial planning, human resources, land development, building permitting, and utility billing systems. The Division assists end users in application functionalities, configuration, report writing, data exchange, security, and the implementation of modifications to meet end-user needs and specialized requirements.

Programming staff improve business efficiencies by developing custom desktop and web applications used daily by City staff and their customers. The City’s webmaster designs and administers the City’s website and content management system. The website is the City’s first point of contact and is vital in linking the City with the public.

It allows residents and visitors alike to conduct business and find accurate, up-to-date information 24 hours a day.

The City’s continued expansion of online services results not only in improved customer service, but also furthers the City’s green paperless initiative to reduce the negative environmental impacts associated with printed materials.

MISSION STATEMENT
The mission of the Information Technology Services Department is to build a quality and comprehensive technology infrastructure, establish and maintain an effective operational environment, and deliver quality, prompt, cost effective, and reliable technology services to the City of Chula Vista.

City of Chula Vista
Proposed Budget FY 2025 98
DEPARTMENT SUMMARY REPORTS → Information Technology Services

STRATEGIC GOALS
Network Operation Services
■ Evaluate and implement emerging technologies to solve problems, enhance processes and services, and assist with defining direction for the City.
■ Provide and maintain secure and reliable information technologies to meet the City’s changing needs by developing long term Information Technology and Cyber Strategic Road Map. ■ Provide professional development and training in the use of technology to increase the productivity, efficiency, and communication expertise of City staff.
↘ STATUS:

Staff is currently engaged in several projects which will enhance the City’s technology infrastructure:
► In FY2023, staff replaced 300 desktop PCs to continue with the PC Modernizations efforts City-wide. An additional 250 desktop PCs and Laptops will be deployed in FY2024. ► In FY2023, the ITS Department continued working on implementing Office 365 City-wide and nearly finished eliminating our fleet of Windows Server 2003 systems. Additionally, staff has continued deploying Windows 10 updates to all City desktop computers.
► In FY2023, staff began working on replacing the City’s vintage analog telephone system. The new collaboration-centered phone system will provide significant improvements in employees ability to communicate effectively through a variety of collaborative methods including video conferencing, voicemail to email, emergency notifications by location, “talk and go” in which you can transfer a call from a work phone to cell phone mid call with no interruption, and other technological advances. ► In FY2023, a centralized and scalable City-wide CCTV security camera plan was designed and implemented to enhance public safety for citizens and employees. Currently City Hall and Loma Verde Recreation have been completed with the Animal Care Facility, Public Works, libraries, and fire stations to follow. ► In FY2023, enhancements to the Police Department included the finishing of the Real Time Operations Center through the completion of Motorola’s Command Central Aware software\hardware integration.

This technology resource allows various law enforcement data sources to be viewed and manipulated on one platform. This includes, but is not limited to, Computer Aided Dispatch (CAD) information, automated license plate reader data to track stolen vehicles, drone tracking for the Drone as First Responder program, and access to City-wide CCTV security cameras.
► In FY2023, the LED marquee in front of the Police Department building was replaced to provide consistent performance of displaying public information and education on current public safety information and City events.
► In FY2023, a centralized content management system was implemented to digitally display public and internal information and communications at the Police Department using Samsung MagicInfo technology and regular LED monitoring screens. This centrally managed technology solution is enterprise scalable and can be deployed throughout the City for future projects requiring information to be displayed at any City asset location�
► In FY2023, innovation testing of public safety traffic preemption technology began. In collaboration with two third-party vendors, public safety, and the traffic management center, we are helping test and validate technology that preempts traffic signals over an Internet and internal network connection based on high priority calls for service from the Computer Aided Dispatch system without the need for installation of additional equipment in emergency vehicles.
► In FY2023, a mobile data and cellular usage study was conducted to evaluate LTE\Broadband connectivity throughout the City to identify gaps in service coverage. Connection data from over 100 police department and fire department devices was collected over a period of 5 months, 24 hours a day, 7 days a week, to evaluate the value of the City’s current LTE\data\cellular service provider. There was also a comparative analysis done between the City’s current provider and another provider under a free service trial. This data City of Chula Vista
Proposed Budget FY 2025 99
DEPARTMENT SUMMARY REPORTS → Information Technology Services helped determine the need and possibility to change service providers to maximize return of investments (ROI).
► Additional support staff hired at the end of FY2023 will allow the department to implement a number of complex, high-priority projects involving the City’s existing enterprise software, thereby increasing business efficiencies and reducing
Cyber Security and Privacy Protection
■ Develop and implement a Cybersecurity and Disaster Recovery Plan. ■ Establish and support a Privacy Commission.
■ Establish IT Governance Board and lead the IT Governance process for the City. ↘ STATUS:

Staff is currently engaged in several projects which will enhance the City’s technology infrastructure:
► Network discovery and baseline study in progress and expected to be completed early FY2024. ► The City is in process of establishing the Privacy Commission, which will provide advice intended to ensure transparency, accountability, and public deliberation in the City’s acquisition and use of the sensitive and surveillance technology.
► IT Governance Board will soon be established to ensure business needs and options are evaluated and prioritized based on organizational strategic objectives, with an intent to monitor compliance and performance against agreed-upon direction�

KEY PERFORMANCE MEASURES
The Information Technology Services Department has had massive upgrades to all systems throughout the City; staff is re-evaluating the key performance metrics for the Department. Several of the old metrics are no longer viable due to lack of reliable data. The Department will be undergoing a comprehensive Strategic Plan effort in Fiscal Year 2024 which will include new key performance metrics based upon the current IT infrastructure and staffing for the City.

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
■ No significant budget adjustments
City of Chula Vista
Proposed Budget FY 2025 100
DEPARTMENT SUMMARY REPORTS → Information Technology Services (06) INFORMATION TECHNOLOGY
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 1,711,744 1,860,936 2,280,684 2,392,307 111,623 Hourly Wages - 14,405 - - -
Overtime 1,694 711 - - -
Health Benefits 205,423 226,860 313,866 318,032 4,166 Retirement Benefits 157,272 178,497 252,584 253,847 1,263 Other Personnel Expense 248,850 169,446 67,616 146,089 78,473 Personnel Expenses Subtotal 2,324,984 2,450,855 2,914,750 3,110,275 195,525 Supplies and Services 1,199,532 1,856,863 1,538,461 1,538,461 - Other Capital 76,099 - 87,890 87,890 -
Utilities 3,448 1,462 4,270 4,270 -
Internal Service Charges 29 72 - - -
Non-Personnel Expenses Subtotal 1,279,108 1,858,397 1,630,621 1,630,621 - Total Expenditures $ 3,604,091 $ 4,309,252 $ 4,545,371 $ 4,740,896 $ 195,525 Licenses and Permits (677) - - - -
Revenue from Other Agencies (8,045) - - - -
Charges for Services (148,684) (236,427) (230,753) (220,358) 10,395 Transfers In (57,000) (117,114) (163,900) (86,400) 77,500 Total Revenues $ (214,406) $ (353,541) $ (394,653) $ (306,758) $ 87,895

Net Program Expenditures $ 3,389,685 $ 3,955,711 $ 4,150,718 $ 4,434,138 $ 283,420

Revenue Recovery % 6% 8% 9% 6% (3%)

Authorized Full Time Positions 17.00 18.00 21.00 21.00 - City of Chula Vista
Proposed Budget FY 2025 101
DEPARTMENT SUMMARY REPORTS → Information Technology Services Info Tech Svcs
(21.00)
Application Support and
ProgrammingNetwork Operations Geographic Information
Systems (GIS)
Total GF FTE 21.00
Total Non GF FTE 0.00
Total Dept FTE 21.00

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2025 103
DEPARTMENT SUMMARY REPORTS → Human Resources Department Human Resources Department

INFORMATION

WEBSITE www.chulavistaca.gov/departments/human-resources PHONE (619) 691-5096
EMAIL [email protected]

The Human Resources Department is committed to providing superior services to employees, departments and the public to ensure an informed, quality workforce and community, while treating everyone with fairness, dignity, equality and respect.

The Human Resources Department (HR) develops and manages five major divisions including Administration, Operations, Risk Management, Benefits, and Training and Development.

HR Administration provides the day-to-day oversight of 22.0 HR staff, serving approximately 1,301.75 full-time and part-time benefited employees and up to 400 temporary employees. HR Administration advises departments on the interpretation and application of City policies and procedures that pertain to Human Resources, as well as the Civil Service Rules. Additionally, this division is responsible for training and guiding departments and individuals through the teambuilding, performance management, investigation and the discipline process as well as providing staff assistance to the Civil Service Commission. The Department oversees the Employee Engagement and Wellness Committee to increase engagement levels throughout the City. HR Administration negotiates the City’s six labor contracts, coordinates Citywide labor management cooperation, interprets and maintains compliance with each bargaining unit’s memorandum of understanding. HR Administration provides City employees with organizational and personal professional development resources.

One of the goals of the Human Resources Department is to attract the best and brightest to the City of Chula Vista to create and maintain an environment in which employees can flourish. The HR Operations Division is responsible for recruitment, selection, classification and compensation. The division identifies qualified applicants to fill job vacancies at all levels, through recruiting and testing. Applicants are given the opportunity to demonstrate their employment strengths through each phase of the recruitment and selection process� The end result is an eligible list of qualified candidates. Getting new employees into vacancies in a timely manner helps departments maintain a high level of cost-effective and efficient service to City residents, which is a shared goal at the City of Chula Vista.

Human Resources Operations staff is responsible for conducting studies of positions and making recommendations on proper job classification, compensation, and writing and revising job descriptions based on these studies. The division maintains the City’s Classification Plan, Compensation Plan, and administrative regulations that relate to classification and compensation. In addition, staff conducts and responds to salary and benefit surveys, provides advice on Fair Labor Standards Act (FLSA) designation, and supports labor negotiations with the City’s unions and employee associations�
The Risk Management Division is responsible for the development of a safe and healthy environment for City employees and the public and for controlling and reducing liability exposures in order to preserve the City’s assets and service capabilities. This is accomplished via the Division’s programs that include: occupational health and safety, loss control, and disability management.

The City acknowledges the inherent risks associated with tasks performed by Police, Fire and Public Works, but will not allow this to excuse injuries and exposures as acceptable conditions. Instead, we challenge ourselves to prevent their occurrence through assessments, inspections, investigations, hazard controls, safe work practices, best available technology, communication, education and training. We are committed to providing a safe and healthful working environment for employees, volunteers and the public while strengthening the safety culture of our organization�
City of Chula Vista
Proposed Budget FY 2025 104
DEPARTMENT SUMMARY REPORTS → Human Resources Department Risk Management’s Safety program has oversight of all City safety efforts. The Safety program provides a systematic way to minimize incident frequency and severity, contribute to positive morale, effectively maintain the City’s resources and increase operational efficiency.

Disability Management oversees the City’s self-insured workers’ compensation program and the handling of claims by our third-party administrator. It also provides comprehensive services to employees and departments. The goal of the Disability Management program is to return injured or ill employees to the workforce as soon as they are able.

This is accomplished via the City’s hands on Return to Work Transitional Duty program where we partner with the treating doctors to focus on what the recovering employee can rather than what they can’t do. In the interim, Disability Management works to ensure that employees are receiving any income and job protection to which they are entitled.

Risk Management is responsible for recovering funds when City property is damaged by outside parties and recovers costs associated with emergency response related to impaired drivers. Staff aggressively seeks reimbursement from insurance companies or the uninsured party and averages between $250k and $350k per year in revenue from these endeavors.

The Training and Development Division is increasing the availability of training in the City and concentrating on expanding e-learning opportunities. One method is to continue to utilize our Target Solutions internet-based training platform. Via this program we have created several safety and human resource trainings, both mandatory and elective, available to employees from the comfort of their workstation. We also partner with external subject matter experts including local community colleges to offer a wide variety of courses at our worksite to reduce the cost of travel times for employees.

The Benefits Division administers a variety of programs including the City’s §125 Cafeteria Benefits Plan, Retiree Medical Program, Human Resources Information System (HRIS) implementation and maintenance, New Hire Orientations and Professional Enrichment Program. Benefits are an important component of total compensation, and the Division is committed to implementing comprehensive employee benefits by supporting and delivering personal assistance to valued employees, retirees, dependents, and service providers.

The following competitive benefit options are managed by the Division: medical, dental, and vision coverage; group life (including accidental death & dismemberment) insurance; voluntary supplemental life insurance; voluntary accident, critical illness, and hospital indemnity insurance; Employee Assistance Program; and retirement benefits through Public Agency Retirement Services (PARS) and California Public Employees’ Retirement System (CalPERS). To assist employees in making their benefits-related decisions, benefits forms, resources, and tools are made available to employees online�
The Department leads the Employee Engagement and Wellness Committee to make a solid impact on increasing employee satisfaction and helping to foster an environment for sustained engagement in our City. The Employee Engagement Committee implements events and programs that will increase engagement levels. Merging Engagement and Wellness together in 2018 has allowed the Department to further promote and foster wellness of mind and body by providing education, opportunities and support in choosing a healthy lifestyle. By keeping our workforce healthy we increase productivity and reduce health care costs.

MISSION STATEMENT
The mission of the Human Resources Department is to provide superior services to employees, departments, and the public to ensure an informed, quality workforce and community, while treating everyone with fairness, dignity, and respect�

STRATEGIC GOALS
Operational Excellence
■ Leverage technology to refine the employee onboarding process City of Chula Vista
Proposed Budget FY 2025 105
DEPARTMENT SUMMARY REPORTS → Human Resources Department ● Create tools to ensure new hires receive all of the information needed to be effective members of the City workforce and retain quality employees.
● Create tools and implement streamlined processes to allow optimal use of existing functionality in the Human Resources Information System (HRIS).
↘ STATUS:

Human Resources continues to create new resources and tools for employees through multiple online portals.

During the last fiscal year, the Department launched an online system aimed at streamlining the onboarding process and providing an engaging experience for new employees. The Department has added the Information Technology Services (IT) Department and the hiring/user departments to the onboarding portal to further streamline and automate our onboarding process. In the coming year, the Department is improving the New Hire Orientation process by incorporating department-level, multi-phased training. Additionally, efforts are being made to streamline the administration of the Professional Enrichment and Performance Management Programs within the HRIS.
■ Enhance self-development resources for existing employees ● Introduce resources aimed at fostering self-development and enriching existing employees’ career development. ↘ STATUS:

Human Resources continues to explore opportunities to promote personal growth and advancement. In the previous fiscal year, the Department introduced LinkedIn learning, a platform offering over 16,000 courses aimed at enhancing employee development. During the next fiscal year, the Department plans to revamp supervisor training and bolster the performance management program. ■ Reduce Lost Time for Workplace Injuries and Illnesses ● Reduce lost productivity and costs associated with filed Workers’ Compensation Claims. ↘ STATUS:

The City is in its seventh year with our Worker’s Compensation third-party administrator. Quarterly file reviews have been conducted to review open claims and we completed our sixth stewardship review of our program.

The Disability Management Staff is working closely with the Police and Fire Departments to provide innovative ways to decrease lost time due to work-related injuries. Human Resources implemented a pilot Alternative Dispute Resolution (ADR) program for Chula Vista Police Officer Association represented classifications which has been extended and is in its fourth year. Specifics of ADR programs can vary with the goal of streamlining dispute resolution issues and reducing delays in getting employees treated and back to work.

The Division continues to assist employees with the claims process and works collaboratively with the providers and the third-party administrator to facilitate returning employees to work as soon as they are physically capable to perform modified or transitional work within their restrictions. ■ Retain and attract quality employees
● Create a culture of employee engagement.
↘ STATUS:
► Over 100 employees will have been recognized with a service year milestone. ► Hosted several Employee Engagement and Wellness events, such as: New Fiscal Year Kickoff Breakfast Event, Ice Cream Day, Halloween Celebration including a costume contest and pumpkin decorating contest, Holiday Celebration event with an ugly sweater contest and gingerbread house contest and distributed reusable mugs to support the City’s sustainability efforts and recognize employees� City of Chula Vista
Proposed Budget FY 2025 106
DEPARTMENT SUMMARY REPORTS → Human Resources Department

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
% of assigned mandatory trainings completed 99% 99% 99%

CY 2022
Actual
CY 2023
Actual
CY 2024
Projected**
# of lost workdays due to work related injury* 1,987 945 - Average Number of lost workdays per work related injury* 9�69 4�92 - * City of Chula Vista tracks and reports workdays lost due to work related injury based on calendar year (CY), pursuant to OSHA calendar year reporting requirements. Numbers provided are for CY 2022 and CY 2023. ** Unable to estimate or project lost workdays due to work related injuries. Target is always 0.

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
Increase in Personnel Services expenditures of $369,959 due to the mid-year addition of 1.0 FTE Principal HR analyst and reduction of 1.0 FTE Human Resources Manager and 1.0 FTE Senior HR Analyst; addition of 1.0 FTE Principal Risk Management Specialist and reduction of 1.0 FTE Senior Risk Management Specialist in FY 2025. This increase also includes projected salary increases along with CalPERS unfunded actuarial liability costs (UAL).

City of Chula Vista
Proposed Budget FY 2025 107
DEPARTMENT SUMMARY REPORTS → Human Resources Department (07) HUMAN RESOURCES
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 1,813,534 2,105,584 2,196,954 2,392,294 195,340 Hourly Wages 131,592 83,378 4,443 54,656 50,213 Overtime 8,942 3,431 - - -
Health Benefits 256,207 289,675 325,271 353,930 28,659 Retirement Benefits 186,302 201,837 230,192 242,177 11,985 Other Personnel Expense 212,433 207,658 33,078 116,440 83,362 Personnel Expenses Subtotal 2,609,010 2,891,564 2,789,938 3,159,497 369,559 Supplies and Services 359,749 526,736 734,286 849,286 115,000 Other Capital 1,988 - 2,500 2,500 -
Utilities 1,784 1,524 1,871 1,871 -
Non-Personnel Expenses Subtotal 363,520 528,261 738,657 853,657 115,000 Total Expenditures $ 2,972,530 $ 3,419,824 $ 3,528,595 $ 4,013,154 $ 484,559 Charges for Services (198,905) (312,021) (338,760) (348,987) (10,227) Transfers In (244,286) (202,516) (173,616) (170,616) 3,000 Other Revenues (209,615) (92,663) (109,879) (109,879) - Total Revenues $ (652,805) $ (607,200) $ (622,255) $ (629,482) $ (7,227)

Net Program Expenditures $ 2,319,725 $ 2,812,625 $ 2,906,340 $ 3,383,672 $ 477,332

Revenue Recovery % 22% 18% 18% 16% (2%)

Authorized Full Time Positions 19.00 21.00 22.00 22.00 - City of Chula Vista
Proposed Budget FY 2025 108
DEPARTMENT SUMMARY REPORTS → Human Resources Department Human Resources
(22.00)
Administration
Human Resources
Operations
Benefits
Employee Development
Risk Management
Safety
Disability Management
Total GF FTE 22.00
Total Non GF FTE 0.00
Total Dept FTE 22.00

ORGANIZATIONAL CHART
City of Chula Vista
Proposed Budget FY 2025 109
DEPARTMENT SUMMARY REPORTS → Finance Department
Finance Department

INFORMATION

WEBSITE www.chulavistaca.gov/departments/finance
PHONE (619) 691-5250
EMAIL [email protected]

The Chula Vista Finance Department is dedicated to supporting the long-term financial stability of the City and enhancing public and organizational trust through integrity of financial reporting and sound financial practices. The Finance Department is responsible for the overall financial management of the City. The department consists of four divisions: Administration, Budget & Analysis, Comptroller, and Revenue & Recovery. These divisions provide support services to other City departments, including payroll, accounts payable, accounts receivable, cashiering, purchasing, and general accounting. Responsibilities include the oversight of revenues, expenditures, investments, financing and management of debt obligations, and financial reporting. The Finance Department is also responsible for the City’s annual audit that includes publication of the Annual Comprehensive Financial Report (ACFR) and the Single Audit of Federal Expenditures (SEFA). The Finance Director also serves as the City Treasurer and is responsible for managing City investments.

The Administration Division is responsible for the overall management and supervision of the Finance Department.

The division works closely with the City Manager and City Council providing guidance and financial advice, long-range financial planning, forecasting and policy implementation.

The Comptroller Division includes general accounting, debt service management, accounts payable, and payroll for the City. The general accounting functions involve accounting for expenditures, revenues, and other transactions in accordance with Generally Accepted Accounting Principles (GAAP). The accounts payable function processes all payments and invoices in a timely manner. Staff has processed 18,782 accounts payable transactions in fiscal year 2024. The payroll function is responsible for the payment of salaries and other benefits to City employees in addition to filing all State and Federal payroll tax returns and reports. Payroll staff issued 1,796 W-2’s to current and former City employees in fiscal year 2024.

The Budget & Analysis Division is responsible for coordination, preparation, and monitoring the City’s operating budget, as well as the preparation of the City’s long term financial plan. The division oversees budget transfers and adjustment throughout the year to accommodate unforeseen budget changes by reviewing numerous fiscal, policy and programmatic analyses to accurately identify potential fiscal impacts. Budget & Analysis provides ongoing analytical support on various operational and staffing issues throughout the City and participates in several special projects and studies, which may include updating fees, contracts and to support labor negotiations. Furthermore, this division oversees the purchasing team which provides acquisition and contract management services to City staff in accordance with the Standards of Purchasing Practice as defined by the California Association of Public Purchasing Officers (CAPPO). This team ensures compliance with formal bid requirements, processes all City purchase orders, and develops and maintains purchasing policies and procedures.

The Revenue & Recovery Division is responsible for the City’s general accounts receivable, cash handling, depositing, bank reconciliation processes, cash flow management and investment of City funds. Other functions performed by this division include utility billing, oversight of parking meter operations, issuance of business licenses and coordinating the business license renewal process, special districts administration, and the documentation and accounting of staff time reimbursements through the City’s Project Accounting system. Division staff have issued 13,233 business licenses in fiscal year 2024. The Revenue & Recovery Division works closely with other City departments as well as outside agencies in the collection of delinquent accounts. Unpaid sewer and trash bills that City of Chula Vista
Proposed Budget FY 2025 110
DEPARTMENT SUMMARY REPORTS → Finance Department
have gone unsuccessfully through the collection process are eventually placed as liens on the County’s property tax roll by division staff.

For its financial reporting, the department has received the “Certificate of Achievement for Excellence in Financial Reporting” award from the Government Finance Officers Association (GFOA) every year, beginning with the fiscal year 2000 financial report. The department has also received GFOA’s Distinguished Budget Presentation Award annually since fiscal year 2003, with the exception of fiscal year 2010 when the City did not pursue the award due to staffing reductions and budget constraints�

MISSION STATEMENT
The Chula Vista Finance Department is dedicated to supporting the long-term financial stability of the City and enhancing public and organizational trust through integrity of financial reporting and sound financial practices.

STRATEGIC GOALS
Operational Excellence
■ Provide fiscal oversight of the Federal American Rescue Plan Act (“ARPA”) Funds received from the Federal government to address the COVID-19 pandemic and resulting economic impact. ● Established the accounting structure within the City’s ERP system to track revenue and expenditures for the ARPA allocation received from the United States Treasury (“Treasury”) in the sum of $57.5 million. Reporting information to the Treasury as prescribed in the ARPA legislation. ↘ STATUS:

Underway: Tracking ARPA activities in accordance with the Final Rule that was issued by the Treasury. Provide quarterly project expenditure and reporting information to the Treasury as required by the ARPA legislation on the financial and programmatic use of these funds.
■ Create and implement policies to help safeguard the City’s finances. ↘ STATUS:

The Finance Department implemented the Measure A Reserve Policy (Council Policy No. 220-10) to establish a policy for the Measure A Sales Tax Fund that can be found in the Appendix section.

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ Decrease of $307,485 for projected decreases in Charges for Services and Other Revenues in FY 2025.

Expenditures
■ Increase in Personnel costs for mid-year addition of 1.0 FTE and projected salary increases along with CalPERS unfunded actuarial liability costs (UAL).

City of Chula Vista
Proposed Budget FY 2025 111
DEPARTMENT SUMMARY REPORTS → Finance Department

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Accounts payable transactions 30,114 21,367 22,008
Business licenses issued 10,978 13,233 13,630
Purchase requisitions 2,333 2,348 2,418
Form W-2s processed 1,502 1,796 1,850

City of Chula Vista
Proposed Budget FY 2025 112
DEPARTMENT SUMMARY REPORTS → Finance Department
(08) FINANCE
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 2,418,004 2,900,741 3,314,012 3,594,344 280,332 Hourly Wages 86,221 38,254 31,766 33,287 1,521 Overtime 1,724 2,970 - - -
Health Benefits 363,684 414,929 510,179 486,376 (23,803) Retirement Benefits 253,585 300,022 387,869 397,175 9,306 Other Personnel Expense 282,261 273,141 71,088 184,464 113,376 Personnel Expenses Subtotal 3,405,479 3,930,056 4,314,914 4,695,646 380,732 Supplies and Services 264,218 264,394 382,952 391,052 8,100 Other Capital 3,459 2,594 3,573 3,573 -
Utilities 1,743 1,432 1,789 1,789 -
Non-Personnel Expenses Subtotal 269,421 268,421 388,314 396,414 8,100 Total Expenditures $ 3,674,900 $ 4,198,476 $ 4,703,228 $ 5,092,060 $ 388,832 Licenses and Permits (73,661) (41,324) (33,915) (31,395) 2,520 Fines and Penalties - - (5,100) - 5,100
Charges for Services (475,033) (201,875) (395,672) (288,724) 106,948 Use of Money and Property (253) - - - -
Other Revenues (618,638) (483,957) (584,708) (391,791) 192,917 Transfers In (573,862) (639,649) (882,602) (882,602) - Total Revenues $ (1,741,447) $ (1,366,805) $ (1,901,997) $ (1,594,512) $ 307,485

Net Program Expenditures $ 1,933,453 $ 2,831,671 $ 2,801,231 $ 3,497,548 $ 696,317

Revenue Recovery % 47% 33% 40% 31% (9%)

Authorized Full Time Positions 30.00 32.00 34.00 35.00 1.00 City of Chula Vista
Proposed Budget FY 2025 113
DEPARTMENT SUMMARY REPORTS → Finance Department
Finance
(37.00)
Administration
Revenue & Recovery
Budget & Analysis
Comptroller
Sewer Billing
Total GF FTE 35.00
Total Non GF FTE 2.00
Total Dept FTE 37.00
Purchasing

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2025 115
DEPARTMENT SUMMARY REPORTS → Non-departmental
Non-Departmental
The Non-Departmental budget reflects expenses that are not directly related to any single department. The expenditure budget consists of items such as:
■ Insurance
■ Interest expense
■ Transfers Out expenditures to liability reserves and to various Debt Service Funds for the General Fund’s debt service obligations.

The Non-Departmental budget also includes all General Fund discretionary revenues including the following:
■ Property taxes
■ Sales and Use taxes
■ Motor Vehicle license fees
■ Transient Occupancy Tax (TOT)
■ Franchise fees
■ Utility users tax (UUT)
■ Transfers In from various other funds.

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ Property Tax: $3,649,292 increase to assessed values by $3.1 million on real property budgeted due to anticipated growth over FY 2024 Adopted Budget, and increase to Successor Agency residual revenue projections of $0.6 million�
■ Other Local Taxes: $5,877,748 increase, including Sales & Use Taxes by $2,185,568, Measure A Sales Tax by $1,480,385, Measure P Sales Tax by $1,480,140, Transient Occupancy Taxes by $570,235, based on projected growth along with other local taxes of $161,420.
■ Motor Vehicle License Fees: $1,855,981 increase to assessed values on real property budgeted due to anticipated growth over FY 2024 Adopted Budget.
■ Use of Money and Property: $764,090 increase for investment earnings by $649,000 and rental lease revenues by $115,090.
■ Other Revenues: $2,408,028 increase, including reimbursement from other City funds for $903,294, Cardroom Fees/Business License by $859,007, Entertainment Facility Contribution by $382,930, Cannabis Excise Tax by $311,484, Franchise Fees by $296,150, and a decrease of Business License Taxes by $344,837.

Expenditures
■ Supplies and Services: $2,036,697 increase for a significant increase in insurance costs by $1,647,000 and increase in other costs by $389,697.
■ Transfers Out: $1,062,788 increase, including a transfer to both the Measure A Sales Tax Fund and Measure P Sales Tax Fund for a total of $2,926,481, other transfers of $754,695, and decrease in transfers to both the Section 115 Trust Fund by ($1,418,388) and Public Liability Trust Fund by ($1,200,000).

City of Chula Vista
Proposed Budget FY 2025 116
DEPARTMENT SUMMARY REPORTS → Non-departmental
(09) NON-DEPARTMENTAL
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Health Benefits - 2,705 10,000 10,000 -
Retirement Benefits 132,683 93,895 100,000 100,000 - Other Personnel Expense 186,709 249,334 279,700 279,700 - Personnel Expenses Subtotal 319,392 345,933 389,700 389,700 - Supplies and Services 4,798,627 5,013,545 7,093,612 9,130,309 2,036,697 Other Expenses 14,868,013 2,703,250 1,587,377 1,757,735 170,358 Other Capital 712,003 - - - -
Utilities 15,605 30,036 7,148 19,074 11,926
Transfers Out 84,339,569 97,984,382 86,474,731 87,537,519 1,062,788 CIP Project Expenditures 38,498 44,103 - - -
Non-CIP Project Expenditures 336,567 (134,654) - - - Non-Personnel Expenses Subtotal 105,108,882 105,640,662 95,162,868 98,444,637 3,281,769 Total Expenditures $ 105,428,273 $ 105,986,595 $ 95,552,568 $ 98,834,337 $ 3,281,769 Property Taxes (42,276,854) (46,174,891) (48,315,099) (51,964,391) (3,649,292) Other Local Taxes (114,359,168) (118,406,715) (117,352,647) (123,230,395) (5,877,748) Motor Vehicle License Fees (26,184,314) (28,293,752) (29,545,779) (31,401,760) (1,855,981) Licenses and Permits 170,715 (125,394) (138,110) (103,920) 34,190 Use of Money and Property (2,833,181) (4,054,304) (2,569,495) (3,333,585) (764,090) Revenue from Other Agencies (499,548) (318,828) (392,150) (228,246) 163,904 Charges for Services - (224) - - -
Other Revenues (22,108,720) (21,096,786) (19,938,560) (22,346,588) (2,408,028) Transfers In (2,346,646) (2,621,212) (2,519,746) (2,519,746) -

Total Revenues $ (210,437,716) $ (221,092,106) $ (220,771,586) $ (235,128,631) $ (14,357,045)

Net Program Expenditures $ (105,009,442) $ (115,105,512) $ (125,219,018) $ (136,294,294) $ (11,075,276)

Revenue Recovery % N/A N/A N/A N/A N/A

Authorized Full Time Positions
1 - - - - -
City of Chula Vista
Proposed Budget FY 2025 117
DEPARTMENT SUMMARY REPORTS → Animal Services Department Animal Services Department

INFORMATION

WEBSITE www.cvacf.org
PHONE (619) 691-5123
EMAIL [email protected]

The Chula Vista Animal Services Department (CVAS) has provided animal control services since 1923. Over the years, CVAS services have expanded to include community outreach and education programming, and comprehensive medical care. The Animal Services Department is comprised of five divisions: Field Services, Shelter Services, Adoption/Volunteer Services, Veterinary/Medical Services, and Administrative Services. Approximately 3,500 homeless animals come to the facility each calendar year� Field Operations and Dispatch
Animal Control is one of the divisions within Animal Services which responds to a variety of animal related questions; complaints; concerns and investigates any possible violations. The division also responds to animal disturbances, noise complaints, mistreatment or abuse to animals, neglect and cruelty of any other animal related problems.

Appropriate action ranges from voluntary compliance through education to administrative action and/or prosecution in some instances. Additionally, our officers rescue animals from a variety of situations.

CVAS also provides animal control services for the City of Lemon Grove. Call (619) 476-2476 during our  business hours to report any animal issues or (619) 691-5151 (PD Dispatch) after hours for animal related emergencies.

Shelter Operations
CVAS also provides sheltering services for the cities of Chula Vista, Lemon Grove, Imperial Beach and National City.

Every day a variety of animals are sheltered at the CVAS either because they are found, rescued, surrendered, or impounded�
Adoption
CVAS assists interested persons adopting a pet through the application and matching process. The staff works with a number of partnering agencies/businesses to find suitable homes for animals every day. Adoptable pets can be viewed online at www.petharbor.com�
Veterinary/Medical Services
CVAS provides veterinary care to all shelter animals. Animals being adopted out are altered, vaccinated and microchipped. CVAS offers Spay/Neuter Clinics for Low Income Chula Vista, National City, Lemon Grove, and qualifying City of San Diego residents. Rabies & Microchipping services are also available weekly.

City of Chula Vista
Proposed Budget FY 2025 118
DEPARTMENT SUMMARY REPORTS → Animal Services Department

MISSION STATEMENT
Provide compassionate care and ensure the health and safety for the animals and citizens of our community.

STRATEGIC GOALS
Strong and Secure Neighborhoods
Keep animals out of the shelter by providing more resources to the community. Provide return to home services, microchip clinics, spay/neuter services to help reduce the population, and provide more community outreach and engagement�

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Projected
FY 2025
Estimated
% Cat Save rate 80% 84% 88%
% Dog Save rate 84% 85% 88%
Total Animal Intake 3,758 4,100 4,100

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
■ Increase in 2.0 FTE positions with the elimination of 1.0 Animal Care Facility Manager and the addition of 1.0 Animal Control Officer, 1.0 Animal Services Specialist and 1.0 Deputy Director of Animal Services. ■ Increase to Personnel Services of $424,588 for position changes and increases for various labor groups.

City of Chula Vista
Proposed Budget FY 2025 119
DEPARTMENT SUMMARY REPORTS → Animal Services Department (10) ANIMAL CARE FACILITY
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 1,393,398 1,665,078 1,899,952 2,156,964 257,012 Hourly Wages 230,939 230,344 112,000 117,363 5,363 Overtime 76,054 58,557 84,536 84,536 -
Health Benefits 267,782 309,644 340,592 439,580 98,988 Retirement Benefits 154,526 184,432 231,421 245,077 13,656 Other Personnel Expense 157,277 170,504 37,902 87,471 49,569 Personnel Expenses Subtotal 2,279,976 2,618,560 2,706,403 3,130,991 424,588 Supplies and Services 357,775 389,280 351,950 351,950 - Other Expenses 5,592 4,812 4,500 4,500 -
Other Capital 28 239 6,282 6,282 -
Utilities 54,856 77,639 53,571 64,541 10,970
Internal Service Charges 45,603 41,825 74,846 77,384 2,538 Non-Personnel Expenses Subtotal 463,854 513,795 491,149 504,657 13,508 Total Expenditures $ 2,743,830 $ 3,132,355 $ 3,197,552 $ 3,635,648 $ 438,096 Licenses and Permits (130,516) (140,736) (142,800) (142,800) - Fines and Penalties (24,252) (14,984) (20,400) (20,400) - Charges for Services (422,617) (133,906) (299,256) (299,256) - Use of Money and Property (2,678) - - - -
Other Revenues (497,485) (835,006) (911,086) (911,086) - Transfers In (43,500) (23,500) - - -
Total Revenues $ (1,121,047) $ (1,148,132) $ (1,373,542) $ (1,373,542) $ -

Net Program Expenditures $ 1,622,783 $ 1,984,224 $ 1,824,010 $ 2,262,106 $ 438,096

Revenue Recovery % 41% 37% 43% 38% (5%)
Authorized Full Time Positions 21.25 21.25 27.25 29.25 2.00 City of Chula Vista
Proposed Budget FY 2025 120
DEPARTMENT SUMMARY REPORTS → Animal Services Department Animal Care
Facility
(29.25)
Shelter Services
Total GF FTE 29.25
Total Non GF FTE 0.00
Total Dept FTE 29.25
Field Services
Veterinary Services
Administrative Services
Community Outreach

ORGANIZATIONAL CHART
City of Chula Vista
Proposed Budget FY 2025 121
DEPARTMENT SUMMARY REPORTS → Economic Development
Economic Development

INFORMATION

WEBSITE www.chulavistaca.gov/businesses
PHONE (619) 409-5913
EMAIL [email protected]

The Office of Economic Development focuses on facilitating the achievement of economic prosperity for Chula Vista through the expansion, attraction and retention of office, industrial, hospitality and retail-based businesses. Two key aspects of the Department’s work include providing critical small business concierge services and leveraging smart City technology to establish a sound foundation for Chula Vista’s sustainable economic development. The Department’s work is guided by five strategic focus areas outlined in the Economic Development Department’s Work Plan accepted by the City Council: 1) expand business support, 2) improve collaboration and outreach, 3) strengthen economic vitality, 4) drive innovation and sustainability, and 5) advance equity and inclusion. The Economic Development team continues to work to provide financial, technical and marketing assistance to small businesses in addition to creating more business-friendly policies and continuing work on economic catalyst projects such as the development of the Chula Vista Bayfront, 707 F Street, and the UniverCity.

The Office of Economic Development is organized into two divisions: Economic Development and the Office of Sustainability. Together these divisions comprise an Economic Development team that strives to create sustainable economic development through quality employment, shopping, dining and entertainment opportunities for our residents while increasing City revenues for vital public infrastructure and community services. This work translates into an enhanced quality of life for all Chula Vista residents to enjoy.

Economic Development
Economic Development staff work directly with businesses, trade and business organizations, stakeholders and internal City departments to create a business-friendly ecosystem that supports a stable and thriving economy.

Staff also maintains and manages the City’s portfolio of real estate assets and raw land including the licensing and leasing of assets held by the City�
Office of Sustainability
At an organizational level, “sustainability” is defined as the City’s ability to provide high quality infrastructure, services and programs in a manner which balances the social, economic, and environmental needs of current and future generations – also referred to as the 3Ps: People, Planet and Prosperity. The Office of Sustainability strives to uphold these priorities through the work of Chula Vista’s Smart Cities Initiative, the Environmental Services Division, and the Conservation Division
Smart Cities
Smart Cities begins with sustainability and this division is responsible for leading the implementation of Chula Vista’s Smart Cities Strategic Action Plan, including regional efforts, that aim to leverage innovative technology and data tools to better serve and engage Chula Vista citizens, enhance sustainability, improve public safety, promote local economic development and maximize tax-payer dollars through increased efficiency of operations and optimization of resources. The goals of the Action Plan are for the City of Chula Vista to:
■ Become more responsive by working with our communities, residents and businesses to improve operations and services, including public safety and citizen engagement; City of Chula Vista
Proposed Budget FY 2025 122
DEPARTMENT SUMMARY REPORTS → Economic Development
■ Become more transparent by using data and analytics to improve services and operations and ensure public access to performance indicators;
■ Lay the groundwork for economic development to attract new businesses and support existing businesses Conservation
Also, within the Office of Sustainability, the Conservation Division leads the City’s energy and water conservation, alternative transportation, and climate action planning; and actively collaborates with civic groups, business organizations, environmental and health advocates, academic institutions, internal City departments and other public agencies�

MISSION STATEMENT
The mission of the City of Chula Vista’s Economic Development Department is to maintain and enhance a high quality of life for the City’s residents and businesses by developing and sustaining a healthy, strong and diverse economic base while promoting a smart and sustainable community for everyone.

STRATEGIC GOALS
To promote transparency and accountability, the Economic Development Department’s efforts are captured in a work plan. The work plan includes an annual report along with strategic goals, supporting actions and key performance indicators to track progress. The strategic focus areas are outlined below and the full work plan can be viewed at www.chulavistaca.gov/businesses.

Expand Business Support
■ Promote an environment for residents and businesses to prosper ● Provide exceptional concierge and customer service to all businesses by tracking all commercial, industrial and office projects to ensure on-time delivery of service.
● Provide services, programs and policies to help businesses recover from the economic impacts of the COVID-19 Pandemic.

Improve Collaboration and Outreach
■ Collaboration with regional and bi-national partners is essential to strengthening the region and provides sustainable economic development.
● Create a culture of stewardship, innovation and regional action that can lead to community prosperity and future economic gains.
● Collaborative with regional economic development ecosystem partners.

Strengthen Economic Vitality
■ Foster the economic development efforts of existing assets and key development projects ● Champion catalytic development projects such as the Chula Vista Bayfront, Millenia and the University Innovation District as they drive job growth, expand workforce development, strengthen public revenues, and improve the quality of life and vitality for residents and businesses.

Drive Innovation and Sustainability
■ Provide high quality infrastructure, services and programs that balance social, economic, and environmental needs of current and future generations with considerations for equity and inclusion. ● Implement strategies to provide a sustainable environment that supports people, prosperity, and the planet.

City of Chula Vista
Proposed Budget FY 2025 123
DEPARTMENT SUMMARY REPORTS → Economic Development
● Lead the international smart City movement with state-of-the-art technology and data analytics tools that improve quality of life and contribute to economic growth.

Advance Equity and Inclusion
■ Rebuild the local economy while prioritizing equity and inclusion. ● Implement policies that promote and support small, minority, women, disabled, veteran-owned businesses to foster a more inclusive local economy.
● Champion equity and inclusion across City policies and programs. ● Continue to support an equitable community recovery from the impacts of the COVID-19 pandemic.

City of Chula Vista
Proposed Budget FY 2025 124
DEPARTMENT SUMMARY REPORTS → Economic Development

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Complete actions identified in annual economic development work program Outstanding actions remain in progress 65% 70% 70%
Set updated goals for City Operations Sustainability Plan 60% 65% 100% Complete initiatives identified in the adopted Smart Cities Strategic Action Plan 70% 80% 90% Complete initiatives identified in the adopted Digital Equity Inclusion Plan 60% 80% 90% Develop an integrated Waste Management Plan to meet a 90% City waste reduction goal
Plan developed
and approved by
City Council 75% 85%
Develop and implement the Building Energy Saving Ordinance to support high performing commercial and multifamily buildings in Chula Vista 2nd year of
implementation,
roughly 40%
buildings
reported
Goal of 50%
buildings
reported 60%
Engage stakeholders, including the Climate Change Working Group, to develop strategies and fully update the 2017 Climate Action Plan 65% 75% 100% Chula Vista Community Shuttle - funding, development, implementation and sustaining the program after initial funding 85% 90% 100%

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ Increase to Use of Money and Property of $309,774 for land space rentals and leases.

Expenditures
■ No significant budget adjustments.

City of Chula Vista
Proposed Budget FY 2025 125
DEPARTMENT SUMMARY REPORTS → Economic Development
(11) ECONOMIC DEVELOPMENT
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 863,526 826,105 967,645 830,151 (137,494) Hourly Wages 9,132 12,572 737 772 35
Overtime 1,519 4,780 - - -
Health Benefits 128,700 122,355 140,173 138,328 (1,845) Retirement Benefits 92,122 85,782 113,390 89,520 (23,870) Other Personnel Expense 120,162 77,872 27,983 58,330 30,347 Personnel Expenses Subtotal 1,215,160 1,129,465 1,249,928 1,117,101 (132,827) Supplies and Services 136,012 417,726 195,154 195,154 - Other Expenses (54,745) 63,482 - - -
Utilities 1,409 1,644 1,776 1,776 -
Transfers Out 209,000 - - - -
Non-CIP Project Expenditures - 111,392 200,000 - (200,000) Non-Personnel Expenses Subtotal 291,677 594,244 396,930 196,930 (200,000) Total Expenditures $ 1,506,836 $ 1,723,709 $ 1,646,858 $ 1,314,031 $ (332,827) Use of Money and Property (327,000) (309,774) - (309,774) (309,774) Other Revenues (198,740) (48,902) (240,398) (246,072) (5,674) Transfers In (237,334) (493,670) (211,334) (211,334) - Total Revenues $ (763,074) $ (852,346) $ (451,732) $ (767,180) $ (315,448)

Net Program Expenditures $ 743,762 $ 871,363 $ 1,195,126 $ 546,851 $ (648,275)

Revenue Recovery % 51% 49% 27% 58% 31%

Authorized Full Time Positions 13.00 11.00 9.00 8.00 (1.00)

City of Chula Vista
Proposed Budget FY 2025 126
DEPARTMENT SUMMARY REPORTS → Economic Development
Office of Economic
Development
(8.00)
Administration
Office of SustainabilityEconomic Development
Total GF FTE 8.00
Total Non GF FTE 0.00
Total Dept FTE 8.00
Successor Agency to
the Redev Agency Debt Service Funds

ORGANIZATIONAL CHART
City of Chula Vista
Proposed Budget FY 2025 127
DEPARTMENT SUMMARY REPORTS → Development Services Department Development Services Department

INFORMATION

WEBSITE https:/ /www.chulavistaca.gov/departments/development-services PHONE (619) 691-5101
EMAIL [email protected]

With the adoption of the fiscal year 2025 budget, the City Council approves the budget for the General Fund divisions of the Development Services Department. The Development Services Department’s General Fund divisions include Code Enforcement, Advance Planning, and an Administration division.

Code Enforcement
The primary function of Code Enforcement is to educate the public in code issues and to work with citizens to achieve code compliance. Code Enforcement responds to complaints from the community and proactively enforces regulations regarding inoperable vehicles on private property, graffiti on businesses, commercial cannabis, short-term rentals and garage sale permits. The following are issues routinely investigated by Code Enforcement:
■ Abandoned foreclosed homes
■ Abandoned vehicles
■ Auto repair
■ Construction without a permit
■ Excessive or unpermitted signage
■ Garage conversions
■ Home occupations
■ Illegal signage
■ Short-term rentals
■ Trash, junk and debris
■ Unpermitted cannabis sales
Violations can be reported by calling the Code Enforcement Hotline at (619) 691-5280 or online by visiting https:/ /www.chulavistaca.gov/ce�
Advance Planning
The primary purpose of Advance Planning is to manage the City’s vision for growth and development. The Advance Planning section consists of four major areas of emphasis: long-range planning, special projects (such as the Otay Valley Regional Park), environmental planning and Chula Vista Municipal Code updates (Comprehensive, single topic and consistency with newly adopted State Laws). Advance Planning is primarily responsible for the following:
■ Maintaining, updating, and monitoring implementation of the City’s General Plan ■ Regional planning programs and coordination (such as SANDAG) ■ Administering environmental programs including the Multiple Species Conservation Program (MSCP), historic preservation, and mitigation monitoring
City of Chula Vista
Proposed Budget FY 2025 128
DEPARTMENT SUMMARY REPORTS → Development Services Department ■ Lead for updates to the Chula Vista Municipal Code
■ Maintaining the Citywide land use database and maps
■ Providing technical services including land use and demographic information and forecasts ■ Reviewing proposed development projects for compliance with the City’s General Plan and Sectional Plans ■ Conducting public hearings on issues of community concern ■ Coordinating with elected representatives, citizen groups, individuals, and other City departments and agencies on issues of local and regional significance

MISSION STATEMENT
The mission of the Development Services Department is to guide the physical development of the City through the implementation of the General Plan, development regulations and Building Codes. We are committed to enhancing the quality of life in our community by planning for sound infrastructure and public services, protection of the environment, and promotion of high quality social and economic growth.

STRATEGIC GOALS
Healthy Community
■ Develop and implement strategies and programs that restore and protect natural resources. ↘ STATUS:

Advanced Planning implements the City’s Multiple Species Conservation Program Subarea Plan which preserves, protects and connects the most valuable biological habitats while allowing development to occur in less sensitive areas.
► Comprehensively manage and conduct stewardship activities within open space preserves, by treating invasive plant species, controlling unauthorized access, implementing erosion control, and reducing fuel- load�
► Monitor biological resources, including threat assessments, habitat conditions and the presence of sensitive species to allow for adaptive management.
► Actively seek partnerships and funding to restore and enhance habitats to maintain and improve the region’s biological integrity�
Economic Vitality
■ Strengthen and diversify the City’s economy by supporting and advancing existing businesses, targeting and attracting new businesses, promoting balanced land use decisions, and engaging the community to reinvest in the City. ↘ STATUS:

The Development Services Department has made great progress moving the Bayfront Master Plan forward.

Permits for the planned resort hotel and convention center project and associated infrastructure have been issued. Project is currently under construction and projected completion is May 2025. Additionally, Development Services is working towards an all-digital permitting process that will streamline the permitting process for existing and future business in the City.

City of Chula Vista
Proposed Budget FY 2025 129
DEPARTMENT SUMMARY REPORTS → Development Services Department

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
■ Increase in Personnel Services expenditures of $507,474 due to the mid-year addition of 1.0 FTE Deputy Director of Development Services and 1.0 FTE Development Services Tech I, and reduction of 1.0 FTE Development Services Tech II and 1.0 FTE Senior Planning Technician; addition of 1.0 FTE Building Official in FY 2025. This increase also includes projected salary increases along with CalPERS unfunded actuarial liability costs (UAL).

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Respond to 85% of Code Enforcement complaints within two business days of initial report� 53% 85% 85%
Update 85% of Code Enforcement cases from an “Open” status to another status within thirty days. 93% 85% 85%
Inspect a minimum 5% of the City’s mobile home park units annually, as required by State law. 100% 100% 100%
City of Chula Vista
Proposed Budget FY 2025 130
DEPARTMENT SUMMARY REPORTS → Development Services Department (12) DEVELOPMENT SERVICES
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 1,603,864 1,619,813 1,987,020 2,382,112 395,092 Hourly Wages 26,493 19,494 29,615 31,033 1,418 Overtime 3,540 3,960 1,026 1,026 -
Health Benefits 239,269 229,332 269,688 302,301 32,613 Retirement Benefits 160,715 148,944 221,527 243,809 22,282 Other Personnel Expense 173,150 145,280 29,155 85,224 56,069 Personnel Expenses Subtotal 2,207,030 2,166,823 2,538,031 3,045,505 507,474 Supplies and Services 189,045 216,844 170,003 173,003 3,000 Other Expenses 22,727 3,426,108 11,000 46,610 35,610 Other Capital - (31) - - -
Utilities 1,612 2,586 1,533 1,533 -
Internal Service Charges 12,249 15,107 33,476 34,610 1,134 Non-Personnel Expenses Subtotal 225,633 3,660,614 216,012 255,756 39,744 Total Expenditures $ 2,432,663 $ 5,827,437 $ 2,754,043 $ 3,301,261 $ 547,218 Licenses and Permits (660,955) (605,128) (558,516) (555,504) 3,012 Fines and Penalties (283,698) (85,928) (350,521) (350,521) - Charges for Services (249,526) (225,508) (219,447) (255,057) (35,610) Other Revenues (3,452,999) (21,800) (29,117) (29,117) - Transfers In (1,135,472) (1,114,472) (1,095,472) (1,023,733) 71,739 Total Revenues $ (5,782,649) $ (2,052,837) $ (2,253,073) $ (2,213,932) $ 39,141

Net Program Expenditures $ (3,349,986) $ 3,774,600 $ 500,970 $ 1,087,329 $ 586,359

Revenue Recovery % 238% 35% 82% 67% (15%)

Authorized Full Time Positions 20.00 20.00 21.00 22.00 1.00 City of Chula Vista
Proposed Budget FY 2025 131
DEPARTMENT SUMMARY REPORTS → Development Services Department Development
Services
(85.00)
Administration
Building ServicesCurrent Planning
Facilities Financing
Total General Fund (GF) FTE 22.00
Total Non GF FTE 63.00
Total Dept FTE 85.00
Code EnforcementAdvance Planning Land Development Landscape Architecture
Development Svcs
Counter

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2025 133
DEPARTMENT SUMMARY REPORTS → Engineering & Capital Projects Department Engineering & Capital Projects Department

INFORMATION
WEBSITE www.chulavistaca.gov/departments/engineering
PHONE (619) 691-5021
EMAIL [email protected]

The Engineering & Capital Projects Department provides engineering services, technical expertise and oversight for the development and operations of the City’s public infrastructure and facilities. The Department is responsible for the development of the long-range Capital Improvement Plan, the delivery of the diverse projects identified in the CIP as well as a variety of other engineering related functions. The Department strives to provide expeditious, cost-effective service while maintaining a high degree of quality optimizing mobility, public and environmental health, and safety.

The Engineering & Capital Projects Department is located in the Public Services Building B, across from the Council Chambers at 276 Fourth Avenue. The Department consists of the following programs:

Advanced Planning
Manages asset inventories, infrastructure master plans, FEMA floodplain management services, and special studies to identify current and future deficiencies in the City’s sewer, pavement, storm drain, wastewater disposal, and street systems to ensure that the City’s infrastructure will adequately serve the community now and in the future.

Project Delivery (Design/Survey)
Manages the delivery of Capital Improvement Projects (CIPs) through the entire life cycle to meet or exceed quality, scope, schedule, and cost commitments to ensure that the City’s infrastructure will adequately serve the community now and in the future. Also provides technical support services to various divisions and other departments.

Traffic Engineering
Provides traffic management, operations and planning services to the traveling public so they can enjoy a safe and efficient transportation system by responding to inquiries regarding public safety and other related issues, monitoring the function and operation of the roadway system on a daily basis, initiating remedial measures for high accident locations and provide for timely transportation infrastructure.

Advanced Transportation Technologies & Maintenance
Implements transportation related “Smart City” strategies and technologies, supports the Autonomous Vehicles Proving Grounds (AVPG) implementation in Chula Vista through coordination with SANDAG & CALTRANS and provides the focus and expertise needed to ensure proper development and deployment. Provides safe movement of all users of the City’s circulation system, including vehicle operators, bicyclists and pedestrians through maintenance of electrical traffic control devices and street lighting.

Wastewater Engineering
Manages the City’s sewer system so that Chula Vista residents receive dependable and affordable wastewater treatment and disposal services.

CIP Construction, Administration and Management
Provides inspection, enforcement, education, and contract administration services to contractor’s, developers and City departments so they can comply with City construction standards and storm water regulations related to construction activities with the goal of delivering to the public cleaner water and durable and safe public infrastructure.

City of Chula Vista
Proposed Budget FY 2025 134
DEPARTMENT SUMMARY REPORTS → Engineering & Capital Projects Department Stormwater Management
Develops and implements comprehensive programs and activities in compliance with State and Federal Clean Water Act (CWA) standards applied locally through Municipal National Pollutant Discharge Elimination System (NPDES) permitting requirements. Local NPDES permits are issued and regulated by the San Diego Regional Water Quality Control Board (RWQCB). Core stormwater management services include: enforcement of the City’s stormwater ordinance, review and implementation of development standards including training to affected City staff, inspection of commercial, industrial, municipal and construction sites, water quality monitoring and reporting, complaint response, community outreach and education, and interjurisdictional watershed management.

Development and Utility Permit Inspections
Provides inspections and inspection documentation for permits issued by the Development Services Department associated with grading, improvements, minor construction, utility, and encroachments to ensure compliance with City construction standards�
Wastewater Management
Provides wastewater infrastructure maintenance services to residents, businesses, along with other City departments to sustain a reliable and environmentally safe wastewater system.

Fiscal Sustainability
Prepares the annual Capital Improvement Program, oversees funds, grants and projects. Provides financial support services to manage and accommodate growth while maintaining service levels for existing infrastructure.

This is all accomplished through the Department’s commitment to provide a safe and sustainable environment for the City’s residents and to keep the City beautiful. We provide the means for residents to live in the City and get safely to work, schools, shops, businesses, offices, and other communities.

City of Chula Vista
Proposed Budget FY 2025 135
DEPARTMENT SUMMARY REPORTS → Engineering & Capital Projects Department

MISSION STATEMENT
The mission of the Engineering & Capital Projects Department is to provide and manage the City’s infrastructure through high quality operations, maintenance, and construction in order to optimize mobility, public and environmental health and safety�

STRATEGIC GOALS
Connected Community
■ Replace Loma Verde Community Center
● This facility is approximately 50 years old.
● The Center is among the busiest community centers in the southwestern area of the City and needs replacement. ● In April 2020, Council approved a Design Build Agreement for replacing the Center which includes multi-purpose facilities in addition to an aquatic facility encompassing an area of approximately 44,000 square feet. ● In August 2021, Council awarded the contract for construction for Phases 1 and 2 which includes the demolition and reconstruction of approximately 20,000 square feet of the Center and will feature a new multi-purpose gymnasium, dance rooms, crafts room, fitness room, game room, hard courts, restrooms, changing room, staff offices, lifeguard staff room, and break room.
● The Phase 3 portion of the project replaced the balance of the existing building to create space for new pool mechanical equipment, wet and dry storage, construction of a new pool; and deck, classroom space, a new splashpad, replacement playground, replacement of the solar water heater, and new sports lighting. ● Total cost of the project is estimated at $30.7 million. ↘ STATUS:

Construction of Segments 1 and 2 was completed in April 2023, these segments were opened for limited use until the completion of Segment 3. Design of Segment 3 began in June of 2021 and was completed June 2022. Loma Verde Community Center is fully operational and open to the public while the final stages of completion are underway.
■ Expansion of Adaptive Traffic Control Systems
● These smart traffic signal systems can “see” approaching vehicles from much farther away, and can automatically adjust the duration of green and red light cycles based on real-time traffic patterns. ● The goal is to reduce travel times, enhance safety, and to reduce emissions attributable to vehicles idling at red lights along heavily traveled streets.
● The adaptive control systems also have the capacity to interact with the vehicle-to-infrastructure technology that can support connected vehicles and autonomous vehicles, better known as self-driving cars. ● In the winter of 2018, the City upgraded 29 intersections along Telegraph Canyon Road, East H Street, and Otay Lakes Road with adaptive traffic signal controllers. The system continued to be monitored and optimized in 2019.
● During fiscal year 2021, the City installed Adaptive Traffic Signals along H Street between Hidden Vista Drive & Tierra Del Rey and Telegraph Canyon Road between Canyon Plaza Driveway & Buena Vista Way. ● The design for project TRF0408, Traffic Signal Replacements and Improvements for 11 locations throughout the City was completed during fiscal year 2021. The CIP project’s scope of work includes traffic signal modifications and upgrades to improve visibility, provide for protected left turn movements, provide for permissible flashing yellow left turn movements, and replace failing and outdated traffic signals at various locations Citywide.

City of Chula Vista
Proposed Budget FY 2025 136
DEPARTMENT SUMMARY REPORTS → Engineering & Capital Projects Department ↘ STATUS:

Construction began in February of 2021 and was completed in July of 2023. An additional $1.5 million in Measure P funding for FY 2025 will help further these efforts, as the City continues to evaluate other streets to deploy modern traffic signal technology which will enhance safety, efficiency, and support the City’s “Smart City” initiatives.

Strong and Secure Neighborhoods
■ Renovation of Fire Station 1
● This facility was constructed in 1947.
● Fire Station 1 requires renovation to meet the evolving duties of the Fire Department. ● The project will include enlarging the opening at the apparatus bay to accommodate a larger ladder truck, renovations to accommodate modern equipment and completing repairs for aging aspects of the building. ● The station’s dorm rooms and bathrooms also require upgrades to meet modern firefighter personnel needs. ● In May 2021, Council approved a Design Build Agreement for renovation of Fire Station 1. ● The design phase was completed in January of 2023 and the award of the construction phase was approved by Council in February of 2023.
↘ STATUS:

Construction for Fire Station 1 renovations began in September of 2023, and complete renovation is expected to be completed in the Fall of 2024�
■ Replace Heritage Road Bridge
● The existing four-lane bridge at Heritage Road was built using FEMA emergency funding as an interim facility in 1993 when heavy flood waters destroyed the original two-lane river crossing. ● This interim bridge is inadequate for peak traffic volumes, does not accommodate pedestrians, special event vehicle volumes, and is unable to convey the 50-year storm without being overtopped. ● Federal Highway Administration (FHWA) and Caltrans approved the bridge for replacement as the existing bridge is Functionally Obsolete (FO) and the cost of rehabilitation exceeded replacement. ● In 2014, the Heritage Road Bridge Replacement Project was accepted into the Highway Bridge Program (HBP). ● The HBP provides funding to enable states to improve the condition of their highway bridges through replacement, rehabilitation, and systematic preventive maintenance of deficient bridges. ● As of January 2021, approved grant funds total $3.7 million for preliminary engineering and $354,000 for right- of-way acquisition.
● The project design is completed and construction permits/mitigation from the Resource Agencies are near approval.
● Pending construction programming has been identified in the amount of $26.9 million with total construction anticipated at $30.9 million (including construction management). ↘ STATUS:

Advertising of the construction contract is scheduled for the Spring of 2024, with construction beginning in the Summer of 2024 and completed in fiscal year 2027. Development Impact Fees from both Chula Vista and the City of San Diego benefit areas will provide the required matching funds.

City of Chula Vista
Proposed Budget FY 2025 137
DEPARTMENT SUMMARY REPORTS → Engineering & Capital Projects Department

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Pavement Condition Index 73 73 73
Deliver Projects within 5 Year CIP Cycle 95% 81% 81% Sewer pipe flows meeting design standards 100% 100% 100% Storm water flows meeting design standards 100% 100% 100% Arterial roadways meeting service levels 97.5% 97.5% 97.5% Number of traffic signals retimed (20 signals/year) 100% 100% 100% Number of traffic signals with upgraded communications or newly connected (40 signals/year) 100% 100% 100%

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ $255,723 increase for Transfers In.

Expenditures
■ $1,116,315 increase to Personnel Services for the addition of positions and MOU salary and benefit changes. ■ Net Mid-Year reduction of 1.0 FTE.
■ Addition of 1.0 Assistant Director of Engineering and 1.0 Principal Civil Engineer.

City of Chula Vista
Proposed Budget FY 2025 138
DEPARTMENT SUMMARY REPORTS → Engineering & Capital Projects Department (13) ENGINEERING/CAPITAL PROJECTS
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 5,205,358 5,346,773 6,771,453 7,506,593 735,140 Hourly Wages 9,211 2,112 23,975 25,123 1,148
Overtime 55,321 46,673 81,958 81,958 -
Health Benefits 702,832 675,796 883,479 999,686 116,207 Retirement Benefits 518,200 512,996 745,841 809,768 63,927 Other Personnel Expense 516,241 528,295 156,150 356,043 199,893 Personnel Expenses Subtotal 7,007,164 7,112,645 8,662,856 9,779,171 1,116,315 Supplies and Services 355,140 758,531 353,517 353,517 - Other Expenses 70,300 72,851 95,000 95,000 -
Other Capital - 199,526 5,000 5,000 -
Utilities 1,190,366 1,329,668 1,118,427 1,353,083 234,656 Internal Service Charges 191,372 207,222 262,312 271,204 8,892 Transfers Out 383,321 201,668 201,018 100,440 (100,578) Non-Personnel Expenses Subtotal 2,190,499 2,769,467 2,035,274 2,178,244 142,970 Total Expenditures $ 9,197,662 $ 9,882,112 $ 10,698,130 $ 11,957,415 $ 1,259,285 Licenses and Permits (66,507) (51,755) (66,300) (66,300) - Revenue from Other Agencies 31 - - - -
Charges for Services (2,077,610) (1,657,126) (2,071,170) (2,071,170) - Other Revenues (4,436,889) (5,693,329) (5,455,837) (5,455,837) - Transfers In (1,401,975) (1,341,966) (1,217,428) (1,473,151) (255,723) Use of Money and Property (375) - - - -
Total Revenues $ (7,983,324) $ (8,744,176) $ (8,810,735) $ (9,066,458) $ (255,723)

Net Program Expenditures $ 1,214,338 $ 1,137,937 $ 1,887,395 $ 2,890,957 $ 1,003,562

Revenue Recovery % 87% 88% 82% 76% (6%)

Authorized Full Time Positions 55.00 59.00 59.00 60.00 1.00 City of Chula Vista
Proposed Budget FY 2025 139
DEPARTMENT SUMMARY REPORTS → Engineering & Capital Projects Department Eng & Capital
Projects
(66.00)
Administration
Prj Design & Mgmt
Admin
Fiscal
Sustainability
Infrastructure
Projects
Total GF FTE 60.00
Total Non GF FTE 6.00
Total Dept FTE 66.00
Transportation and
Planning
Wastewater
Engineering
Advanced
Planning
Building Projects
Survey
Traffic Sig/St. Light
Maint
Traffic Engineering Construction
Inspection
NPDES

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2025 141
DEPARTMENT SUMMARY REPORTS → Police Department
Police Department

INFORMATION
WEBSITE www.chulavistapd.org
PHONE (619) 691-5151

The Chula Vista Police Department’s (CVPD) is a leader in the public safety profession and maintains a culture of community-based policing, innovative problem solving, community engagement, and accountability. The need to provide public safety services with fairness, compassion, equality and justice is not only a pillar of the Department’s formal policies and practices, but also deeply ingrained into the history and culture of the Department. The Department adheres to guidance provided by former President Obama’s Task Force on 21st Century Policing, upholds the highest ideals for policing practices, and serves Chula Vista’s residents according to the community’s expectations and needs�
The Police Department’s primary focus is community policing. Community policing focuses on crime and social disorder through the delivery of police services that includes aspects of traditional law enforcement, as well as prevention, problem solving, community engagement, and partnerships. The community policing philosophy balances reactive responses to calls for service with proactive problem solving centered on the root causes of crime and disorder. In addition to community policing, the Police Department focuses on traffic safety, criminal investigations, juvenile services, regional task forces, community partnerships, and many other services to support these operations.

The Chula Vista Police Department is led by a Command Staff, consisting of the Police Chief, an Assistant Police Chief, three Police Captains and an Administrative Services Manager. The Department is authorized for 290 sworn officers and 113 civilian employees. The Police Department maintains an extremely lean workforce, having the lowest per capita staffing in the region according to SANDAG studies. Although limited staffing can present certain service challenges, the Police Department stays on the cutting edge of efficiency through innovation and effectiveness.

The Department consists of five divisions: Community Engagement, Patrol Operations, Investigations, Support Operations and Administrative Services.

Community Engagement
The Community Engagement Division concentrates on increasing transparency and enhancing relationships with residents, visitors, business owners, students, community leaders and advocates, and the unsheltered. This division helps the Department to expand on its mission to provide community policing with the highest level of professionalism and transparency�
The Community Engagement Division includes the Community Policing Unit; Research, Crime and Intelligence Analysis Unit; Public Information Unit and Police Technology. The Community Policing Unit consists of the Homeless Outreach Team, Community Relations Unit and Community Liaison Officers. The Public Information Unit consists of a Sergeant acting as full-time Public Information Officer (PIO) and a Public Information Specialist to focus on electronic and social media resources�
Patrol Operations
The Patrol Operations Division includes Community Patrol, K-9 Unit, Traffic Operations, School Resource Officer Unit and proactive Street Team and Gang Suppression Unit. Community Patrol represents the largest section in Patrol Operations and is responsible for providing quality law enforcement to the residents, businesses and visitors 24 hours a day, 7 days a week. In 2023, the Patrol Division of the Chula Vista Police Department responded to 55,593 citizen-initiated calls for service, made 26,159 officer-initiated contacts, and effected 5,094 arrests.

City of Chula Vista
Proposed Budget FY 2025 142
DEPARTMENT SUMMARY REPORTS → Police Department
Investigations
The Investigations Division is comprised of units whose officers, detectives, and civilians work predominantly plain- clothes assignments and conduct follow-up investigations to crimes. This Division consists of traditional general crimes units including Crimes of Violence, Family Protection, and Property Crimes. Crime Lab, Property & Evidence and Digital Evidence Unit are part of the Investigations Division. The Crime Lab provides forensic services such as documentation, evidence collection, crime scene reconstruction, processing and latent print examinations for the Department. The Property & Evidence unit stores, disposes, auctions and maintains a chain of custody of all the items brought into the Department. The Division is also staffed with members in special operations who primarily work undercover assignments including intelligence, narcotics, and participating in regional task forces including fugitive, auto theft, and organized crime. The Investigations Division also consists of the Strategic Operations unit, which includes the Department’s internationally acclaimed Drone as First Responder (DFR) program.

Support Operations
The Support Operations Division consists of Professional Standards, City Jail and Police Communications Center (Dispatch). The Professional Standards Unit (PSU) ensures the Department supports, promotes, and adheres to the highest standards in training, ethics, and professionalism. The Police Department’s City Jail serves as a temporary holding facility. The Dispatch Center handles various levels of calls for police assistance, and dispatchers are trained to take emergency and routine telephone calls from community members and visitors and to communicate effectively with police officers in the field.

Administrative Services
The Administrative Services Division is comprised of Fiscal Operations and Police Support Services (Records).

The Fiscal Operations Unit manages the Department’s operational budget, monitors restricted funds, administers grants and handles payroll, purchasing and inventory for the Department. Police Support Services provides support services to the public, Police Department staff and other law enforcement agencies through proper dissemination and maintenance of police documents and providing front counter assistance.

The Police Department operates out of a nationally recognized 148,000 square foot facility that supports upgraded police operations and enhanced services for the community. A regional law enforcement memorial is located at the Police Facility, providing a place to honor peace officers in San Diego County who lost their lives in the line of duty.

The Department prides itself in being a fiscally responsible organization. In order to minimize impacts to the General Fund, the Department constantly seeks alternative funding opportunities to enhance resources. The fiscal year 2025 budget includes approximately $7 million in grant funding. Since 1995, the Police Department has secured over $154 million in grants, which has allowed the Department to expand and meet the growing demands of the community, while maximizing alternative funding and remaining fiscally responsible.

MISSION STATEMENT
The Chula Vista Police Department, in partnership with the Community, is dedicated to providing community policing, with the highest level of professionalism and transparency. Chula Vista Police Department Employees will provide fair, courteous, and compassionate service to enhance the quality of life in Chula Vista.

VALUES STATEMENT
Leadership – Respect – Integrity – Accountability
City of Chula Vista
Proposed Budget FY 2025 143
DEPARTMENT SUMMARY REPORTS → Police Department

STRATEGIC GOALS
Protecting and Serving the Community
■ Address community concerns regarding general safety, crime, traffic safety, and satisfaction with CVPD ● As a result of a resident survey conducted by SANDAG in 2019, the survey’s outcomes disclose that residents generally believe the crime rate is the same, or has increased, from 2018. This is in spite of the fact that the City was, at the time of the survey, experiencing the lowest levels of crime in more than three decades. ↘ STATUS:

The Police Department will deploy a multi-faceted approach to address issues reported by residents, and work to lessen the fear of crime and improve lines of communications in physical and online settings. The primary responsibility for managing this work will be a new Community Relations Officer position and a new Public Information Specialist position. The Police Department will address concerns regarding traffic safety by expanding the Traffic Unit to focus on traffic safety and provide enhanced education, prevention and enforcement efforts across the City�
■ Recruit, train, and retain critical staffing positions that are authorized and necessary to maintain Chula Vista’s low crime rate
↘ STATUS:

The Police Department will collaborate with bargaining groups and partners Citywide to ensure that the Department is competitive, to the fullest extent possible, in workload and compensation in the region, and continues to be a great place to work and to stay. The Police Department will also increase existing efforts and reinvest in the engagement, health, safety and wellness of its members to insure they maintain the right mindset and right readiness to serve our community in the way the community needs and expects.

Advancing Innovation and Efficiency
■ Manage innovation in the Department to remain at the leading edge of change, and also to optimize the integration of new capabilities into existing organizational structures in the best possible ways ● Chula Vista has earned a reputation as a leader in public safety innovation. The Police Department has adopted an innovation initiative that strives for the safe and effective use of technology to improve community safety while balancing the protection of our community’s rights and expectations. ↘ STATUS:

Chula Vista is a national leader in the deployment of Unmanned Aerial Systems (UAS) with its Drone as First Responder (DFR) program, which provides remotely operated drones to respond to calls for service. The Real Time Operations Center will provide crime analysis and an operational picture for field and detective criminal investigations in real time to support police operations and is physically located adjacent to field operations personnel to enhance the flow and exchange of information. The Department is evaluating a pilot program of hand-held smartphones that can be carried by officers away from the vehicle, which may replace mobile data computers in police vehicles. A traffic signal emergency preemption program is being tested to improve response times and enhance safety when officers respond to emergency calls.

Strengthening Resource Sustainability
■ Participate more fully in the City’s planning and growth to allow the Department to anticipate emerging challenges and develop strategies to ensure public safety
● Growth in Chula Vista is persistent, and the next five years will see unprecedented changes in the City population, and in the community’s complexity. Major components of this growth include the Bayfront resort hotel and convention center, university site, and maturation of Millenia project.

City of Chula Vista
Proposed Budget FY 2025 144
DEPARTMENT SUMMARY REPORTS → Police Department
↘ STATUS:

The Police Department will ensure members of CVPD attend all relevant meetings of City Economic Development, including public hearings and discussions surrounding the need of police presence.

Development projects will impact law enforcement efforts, and the police perspective should be considered during the planning stages�
Championing Community Engagement, Equity and Inclusion
■ Continue to build trust between law enforcement and the community ● In May 2020, national protests erupted over the police treatment of communities, especially those in urban areas. The protests have resulted in widespread calls to defund the police, radically restructure the ways the police treat their citizenry, especially as it relates to systemic bias in the criminal justice system, and to transition away from using the police to respond to mental health calls, community and social issues and other calls for service where trained professionals from other disciplines may be better suited to resolve issues. ↘ STATUS:

CVPD staff will engage in appropriate dialog, training and work with the community to strengthen current relationships, to build new ones, and to address any issues of bias, racism or adverse police conduct in a spirit of creating the most responsive and respectful police Department possible. The newly formed Community Engagement Division will lead these efforts.

KEY PERFORMANCE MEASURES

FY 2022
Actual
FY 2023
Actual
FY 2024
Actual
Average Response Time for Priority 1 Calls 5:38 5:38 - Average Response Time for Priority 2 Calls 12:43 12:53 -

CY 2022
Actual
CY 2023
Actual
CY 2024
Actual
FBI Part I Overall Crime Rate 16.13 Pending -
* FBI has not published 2023 crime rate data

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ Increase to Charges for Services of $284,206 for projected increases for reimbursement of Police Services in FY 2025�
Expenditures
■ Reduction of 1.0 FTE position with the elimination of 1.0 Detention Facility Manager, 1.0 Detention Officer, 1.0 Senior Office Specialist and the addition of 1.0 Detention Supervisor and 1.0 Senior Fiscal Office Specialist. ■ Increase to Personnel Services of $4,156,350 for position changes and MOU contract increases for various labor groups�

City of Chula Vista
Proposed Budget FY 2025 145
DEPARTMENT SUMMARY REPORTS → Police Department
(14) POLICE
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 28,644,622 31,268,483 35,548,942 38,161,407 2,612,465 Hourly Wages 270,861 137,835 300,578 314,971 14,393 Overtime 3,817,807 4,698,984 2,389,931 2,389,931 - Health Benefits 3,714,655 3,925,331 4,804,087 5,205,930 401,843 Retirement Benefits 5,412,032 5,515,160 6,891,315 6,951,385 60,070 Other Personnel Expense 2,547,387 2,757,491 579,231 1,646,810 1,067,579 Personnel Expenses Subtotal 44,407,363 48,303,284 50,514,084 54,670,434 4,156,350 Supplies and Services 2,245,084 2,731,403 2,555,280 2,405,280 (150,000) Other Expenses 102,833 94,690 100,930 100,930 - Other Capital 13,589 89,975 25,000 25,000 -
Utilities 684,471 820,816 791,845 828,875 37,030 Internal Service Charges 1,049,138 1,086,654 1,414,637 1,462,589 47,952 Non-Personnel Expenses Subtotal 4,095,116 4,823,539 4,887,692 4,822,674 (65,018) Total Expenditures $ 48,502,479 $ 53,126,822 $ 55,401,776 $ 59,493,108 $ 4,091,332 Licenses and Permits (333,207) (238,408) (277,579) (274,424) 3,155 Fines and Penalties (687,000) (956,578) (673,200) (726,003) (52,803) Revenue from Other Agencies (509,244) (1,227,087) (1,237,786) (1,237,786) - Charges for Services (3,292,453) (3,372,860) (3,036,227) (3,320,433) (284,206) Use of Money and Property (28,099) (16,663) - - - Other Revenues (216,904) (254,963) (128,419) (128,419) - Transfers In (752,016) (337,679) (566,016) (399,140) 166,876 Total Revenues $ (5,818,922) $ (6,404,238) $ (5,919,227) $ (6,086,205) $ (166,978)

Net Program Expenditures $ 42,683,556 $ 46,722,584 $ 49,482,549 $ 53,406,903 $ 3,924,354

Revenue Recovery % 12% 12% 11% 10% (1%)

Authorized Full Time Positions 319.50 319.50 329.00 328.00 (1.00)

City of Chula Vista
Proposed Budget FY 2025 146
DEPARTMENT SUMMARY REPORTS → Police Department
Police
(438.00)
Administration
InvestigationsPatrol
Operations
Total GF FTE 328.00
Total Non GF
FTE
110.00
Total Dept FTE 438.00
Support
Operations
Community
Engagement
Administration
Services
Family
Protection Unit
Police Dispatch
Community
Policing
Police Support
Services
Crime of
Violence
Property Crimes
Professional
Standards
Street Team
Fiscal
Operations
Digital Evidence
Unit
Special
Investigations
Police
Technology
School Resource
Unit
Police Grant
Funds
Evidence Control
Narcotics
Enforcement Team
Strategic
Operations
Research &
Analysis
Forensic
Services
City Jail
Public
Information /
Social Media
Measure A Fund
Regional Auto Theft
Task Force (RATT)
Traffic Unit
Community
Patrol
Task Forces

ORGANIZATIONAL CHART
City of Chula Vista
Proposed Budget FY 2025 147
DEPARTMENT SUMMARY REPORTS → Fire Department
Fire Operations
Responsible for emergency medical services (EMS), fire suppression, rescue, hazardous conditions, and all other emergency and non-emergency calls for service. Consists of ten fire stations located in all of the City’s major regions.

Operations responses are 85% medical, 10% fire, and 5% hazardous materials, rescues, and public assistance.

Emergency Services Division
The emergency services division prepares the City for any natural disasters or other unusual occurrences. This division maintains the Emergency Operations Center and acts as a liaison with other agencies regarding large disasters�
Fire Prevention Division
The purpose of the Chula Vista Fire Prevention Division is to provide services aimed at reducing the risk of fire and injuries to the public. These services are provided through the administration of Fire Safety Engineering, Fire Code Inspection, Fire Investigation and Public Education Programs to the community while maintaining a commitment to excellence in an atmosphere of courtesy, integrity, and respect for diversity. The Fire Marshal is responsible for the Fire Department’s Fire Prevention Division.

Fire Department

INFORMATION

WEBSITE www.chulavistaca.gov/departments/fire-department PHONE (619) 691-5055

The Chula Vista Fire Department delivers fire, rescue and emergency medical services to Chula Vista residents, visitors, and employees daily. The Fire Department is currently in a period of renovation and expansion, with the recent remodel of two fire stations, planned remodel of Fire Station 1, celebrating the second year of operation of our Ambulance Transport System (ATS), and planning for additional fire stations for the upcoming developments within the City of Chula Vista.

The Fire Department is authorized for 213 sworn positions, 66 single-role ambulance positions, and 15 civilian positions. The department’s ten stations respond to nearly 27,000 calls annually across the City and neighboring cities as needed. Each day the Fire Department has 51 firefighters, 10 EMT’s and 10 paramedics on duty.

Station Address Units Incidents Responses
Station 1 447 F St B51, E51, M51 7,568 16,797
Station 2 80 East J St E52, O420, M52 1,480 3,302
Station 3 341 Orange Ave USAR53, T51, M53 3,115 6,973 Station 4 850 Paseo Ranchero E54 1,775 4,606
Station 5 100 Moss St E55, M55, M54, BR55 3,776 8,433 Station 6 605 Mount Miguel Rd E56, M56, BR56 1,315 3,389 Station 7 1640 Santa Venita B52, E57, T57, M57 2,327 5,988 Station 8 1180 Woods Dr E58 1,269 3,283
Station 9 1410 Brandywine Ave E59 2,625 5,935
Station 10 1715 Millenia E60, E61, M60 1,130 2,837
City of Chula Vista
Proposed Budget FY 2025 148
DEPARTMENT SUMMARY REPORTS → Fire Department
Training Division
The Training Division provides effective and realistic training for all personnel based on fire service standards, information analysis, and emergency response demands. The Training Division’s goal is to provide valuable training before a firefighter is presented with the many different types of emergency and non-emergency calls for service Emergency Medical Services (EMS)
The EMS division is responsible for Emergency Medical Services (EMS) that are delivered in Chula Vista by Emergency Medical Technicians (EMTs) and Paramedics that respond on both fire apparatus and ambulances. This division is responsible for ongoing medical training and compliance for both firefighters and ambulance personnel.

MISSION STATEMENT
Protect life, environment, and property

VISION STATEMENT
The vision statement answers who we are as an organization� We are: “People who care about people. ”

VALUES STATEMENT
Service and protection, with pride, respect, teamwork and safety.

PURPOSE STATEMENT
The purpose statement answers why we are here as an organization.

We are here to: Put others first, make positive contacts, and build relationships.

STRATEGIC GOALS
Organizational Effectiveness
Key factors associated with this initiative are to build transparency and effectiveness of organizational responsibilities, complete essential organizational assessments and planning to establish a unified direction, and rebuild Department doctrine to guide daily operations
■ Goal 1: Department Doctrine Framework
Develop a department doctrine framework identifying significant manuals and documentation. This doctrine framework goal includes the development of an executive summary, policies and procedures revision, rules and regulations revision, and a communications plan.
↘ STATUS:

All items of the framework are currently in process and are expected to be completed within calendar year 2024�
■ Goal 2: Organizational Accountability
Improve accountability within the organization by standardizing administrative processes. This includes establishing desk manuals and comprehensive task lists for each administrative position, as well as quality control policies and procedures around departmental purchasing and procurement. In addition, establish and deliver standardized City of Chula Vista
Proposed Budget FY 2025 149
DEPARTMENT SUMMARY REPORTS → Fire Department
responsibilities and expectations of officer positions, and establish a committee program document to provide a transparent structure of workgroups within the Department. ↘ STATUS:

Comprehensive task lists of administrative staff and responsibilities have been completed and are now in progress to be added to the department-wide formal policies and procedures platform. Expectations and responsibilities of captains/supervisors have also been completed. The development of desk manuals and expectations and responsibilities of Battalion Chiefs have been completed. Establishment of a committee program document is currently in progress�
■ Goal 3: Structural Plans
Develop and/or refine critical and perpetual planning documents. This includes developing a three-year Strategic Work Plan, a Staffing and Succession Plan, a three-year Fire Department Training Plan, and a three-year Emergency Operations Center Training Plan. Due to the large number of anticipated retirements and new firefighters necessary for future fire stations, a Fire Academy Program document is needed to standardize initial training. The Fire Department will also be assisting the Public Works Department to complete an FD-based fleet study. Existing plans also require updating or revision. These include the revision of the Fire Department Master Plan and the City’s Disaster Plan.

Emergency management and Fire Operations will be creating an internal large-scale disaster response framework to match known hazards within the City.
↘ STATUS:

Currently in progress and expected to be completed by their target deadline. ■ Goal 4: Continuous Improvement
Initiate organizational continuous improvement efforts. This includes building financial, operational and budgetary standards of work and 10-year budget forecasts for each division within the Department to ensure proper planning.

In addition, this includes establishing a comprehensive and contemporary community risk reduction assessment and develop a program document executive summary detailing a program framework and necessary resources. ↘ STATUS:

Currently in progress and expected to be completed by their target deadline.

Operational Excellence
Key factors associated with this initiative aim to: Improve operational service delivery; Streamline recruitment and hiring; and Correcting known areas for improvement.
■ Goal 1: Assess, improve, and adjust operational awareness. This includes developing, revising, and training on all SOG’s and policies related to fire ground command and control, methods, and communications. In addition, the Fire Department will be evaluating areas such as service delivery for transport services in Imperial Beach and Bonita, as well as continue to build our relationship with San Diego Fire Department (SDFD) and Falck for transport and bariatric services to ensure operational effectiveness for the communities. Lastly, the Fire Department will review and update with proposed changes to the State Fire Marshals model and adopted code, work with the City to update the General Plan’s Safety Element, and develop a Crowd Manager Program for events at the North Island Credit Union Amphitheatre.
↘ STATUS:

The update to the State Fire Marshals model and adopted code is complete. Evaluation of service delivery with Imperial Beach, Bonita, and SDFD/Falck is currently in progress and expected to be completed by the target deadline�
■ Goal 2: Prioritize and invest in the development of our personnel. This includes minimizing vacancy rate below 5% and developing and delivering an officer academy to mirror firefighter and engineer training effectiveness. In City of Chula Vista
Proposed Budget FY 2025 150
DEPARTMENT SUMMARY REPORTS → Fire Department
addition, the Fire Department will also fill vacant Emergency Operations Center (EOC) roster positions, implement an EOC training plan, and host an EOC workshop or functional exercise. ↘ STATUS:

Filling of EOC vacant positions and hosting of a functional exercise are complete. Developing an officer academy and working to minimize the vacancy rate are currently in progress. ■ Goal 3: Enhance our information technology system to provide seamless integration and access to data. This includes transitioning Cradle Point management to Emergency Communications & Data Center (ECDC) and establish First Watch Online Compliance Utility to allow for compliance reconciliation. The Fire Department will also upgrade Telestaff and complete its connection to Tablet Command and Computer Aided Dispatch (CAD) to allow for the Ambulance Transport System use of National Fire Incident Reporting System (NFIRS).

The Prevention Division will deploy ePlanSoft for fire/life safety system permits and establish the Inspection RMS application. Finally, the EMS and Operations divisions will develop the PSTrax modules to include critical equipment and facilities tracking and maintenance.
↘ STATUS:

Telestaff upgrade and transition of Cradle Point to ECDC, establishing First Watch, Inspection RMS application and ePlanSoft are complete�
Service
Key factors associated with this initiative are: Focusing on serving Department members; Revitalizing community engagement efforts; and Supporting response partners�
■ Goal 1: Focused attention on our inward-facing service delivery efforts. This includes developing an organizational leadership workshop focused on building relationships, build and maintain relationships with other City departments and external partners, assess how to effectively improve communication of Department information through the organizations and establish quarterly briefings to review Department liaison assignment report outs.

Additionally, the Fire Department will assess Department-wide needs for mental health training and resources to formulate a 3-year plan�
↘ STATUS:

The assessment of mental health awareness training and resources is currently in progress and is expected to be complete by the target deadline�
■ Goal 2: Service–Outside the Department: Focused attention on our outward-facing service delivery efforts. This includes improving connectedness with the community, such as re-establishing Fire Safety Week, developing and engagement program with the Elementary and High School systems, increasing social media following by 10%, develop yearly public safety outreach and programs, and release Public Service Announcements (PSA’s) focused on public safety and disaster preparedness. Additionally, the Fire Department will develop and initiate public safety meetings through the Homeowners Association and Senior Center to establish outreach programs.

Finally, the Department will also research the need for Advanced Practice EMS programs and develop and deliver the SB-105 Multi-Family Condominium Inspection Program. ↘ STATUS:

The re-establishment of Fire Safety Week, improve social media presence, and develop a yearly public safety outreach programs are all currently in progress. In addition, the SB-105 Multi-Family Condominium Inspection Program and creation and release of PSA’s are also in progress. ■ Goal 3: Be attentive to mutual aid partners. This includes establishing a mutual aid program document to properly track aid agreements, resume ability to support California Fire Assistance Agreement (CFAA) deployment requests City of Chula Vista
Proposed Budget FY 2025 151
DEPARTMENT SUMMARY REPORTS → Fire Department
to participate in the mutual aid system, and resume ability to support California Task Force 8 (CA-TF8) deployment requests to participate in FEMA US&R responses.
↘ STATUS:

Each of these items are in progress and are expected to be completed by their target date..

City of Chula Vista
Proposed Budget FY 2025 152
DEPARTMENT SUMMARY REPORTS → Fire Department

KEY PERFORMANCE MEASURES
Service Function (1) Standard
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Ambulance Transport System (ATS) (2)
ALS - 1st unit 12 mins @ 90% 94.0% 92.0% 91%
BLS - 1st unit 20 mins @ 90% 93.0% 93.0% 92%
First Responder
EMS
ALS - 1st unit (3) 7 mins @ 90% 88.0% 85.0% 85%
Fire
IAF – (1E, 4FF) 7 mins @ 90% 74.0% 76% 77%
ERF – (1E, 14FF) 10 mins @ 90% 80.0% 79% 78%
Property Saved % Saved N/A (8) N/A (8) N/A (8)
Training
Mandatory Training 100% annually 100% 100% 100%
Fire Prevention
Inspections – FCIP (4) 100% annually 94% (4) 100% (4) 100% (5) Inspections – Group E, Schools (5) 100% annually 100% 100% 100% Inspections – Group R2, Apartments (5) 100% annually 100% 100% 100% Inspections – Group R2, Condo (5)(6) 100% annually -% -% 100% Inspections – Group R1, Hotels (5) 100% annually 100% 100% 100% Inspections – Group I2 & I3, Institutional 100% annually 100% 100% 100% Inspections – Fire Code Permits 100% annually 100% 100% 100% Inspections – GUC (7) w/in 1 month of application -% -% -% Plan Reviews – Fire Safety Engineering w/in 90% of time frame 97% 97% 97% Investigations – Origin & Cause 100% of all fires investigated by a trained Investigator 100% 100% 100%
(1) All reporting completed on a calendar year basis
(2) Includes service to Chula Vista only
(3) ALS in 7 mins includes any unit with a Paramedic (Ambulance or First Responder) (4) Inspections doubled to catchup from pandemic (CY22) (5) SB 1205 reporting requirement, reported as part of this budget process (6) Group R2 Condo inspection program is in the process of development (7) Position frozen
(8) Due to software issues, Property Saved is not available at the time of this publication

ALS - Advanced Life Support, requires two paramedics
BLS - Basic Life Support, requires two EMTs
IAF - Initial Attack Force, requires one engine and four firefighters ERF - Effective Response Force, requires multiple units and fourteen firefighters GUC - General Use Certificate, initial fire inspection upon business license application receipt City of Chula Vista
Proposed Budget FY 2025 153
DEPARTMENT SUMMARY REPORTS → Fire Department

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ Increase to Charges for Services of $490,790 for anticipated revenues in FY 2025.

Expenditures
■ Increase of 9.0 FTE positions due to the Bayfront Fire Station coming online in FY2025. ■ Increase to Personnel Services of $2,375,816 for position changes and MOU contract increases for various labor groups�
City of Chula Vista
Proposed Budget FY 2025 154
DEPARTMENT SUMMARY REPORTS → Fire Department
(15) FIRE
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 20,673,433 21,799,043 21,566,667 23,238,448 1,671,781 Hourly Wages 169,347 177,768 36,238 37,974 1,736 Overtime 1,461,109 1,489,456 462,544 552,647 90,103 Health Benefits 2,308,396 2,407,478 3,523,397 3,364,118 (159,279) Retirement Benefits 3,047,436 3,143,608 3,595,268 3,781,590 186,322 Other Personnel Expense 1,417,005 1,353,060 1,232,645 1,817,798 585,153 Personnel Expenses Subtotal 29,076,726 30,370,412 30,416,759 32,792,575 2,375,816 Supplies and Services 1,445,699 1,632,091 2,126,219 2,319,351 193,132 Other Capital - 96,228 25,000 25,000 -
Utilities 234,483 285,274 316,094 311,536 (4,558) Internal Service Charges 1,456,923 1,501,802 1,568,874 1,647,473 78,599 Transfers Out 62,010 65,516 78,299 62,048 (16,251) Non-Personnel Expenses Subtotal 3,199,115 3,580,912 4,114,486 4,365,408 250,922 Total Expenditures $ 32,275,841 $ 33,951,324 $ 34,531,245 $ 37,157,983 $ 2,626,738 Licenses and Permits (796,092) (688,060) (752,982) (749,539) 3,443 Charges for Services (877,359) (758,659) (757,256) (1,248,046) (490,790) Other Revenues (1,339,530) (1,053,309) (212,395) (212,395) - Transfers In (2,169,361) (1,609,605) (1,176,729) (1,335,255) (158,526) Use of Money and Property (5,115) - - - -
Total Revenues $ (5,187,456) $ (4,109,634) $ (2,899,362) $ (3,545,235) $ (645,873)

Net Program Expenditures $ 27,088,384 $ 29,841,691 $ 31,631,883 $ 33,612,748 $ 1,980,865

Revenue Recovery % 16% 12% 8% 10% 2%

Authorized Full Time Positions 145.00 146.00 156.00 165.00 9.00 City of Chula Vista
Proposed Budget FY 2025 155
DEPARTMENT SUMMARY REPORTS → Fire Department
Fire
(294.00)
Operations
Training Operations
Advanced Life Support (ALS)
Fund
Administration
Prevention Operation
Measure A Fund
Total GF FTE 165.00
Total Non GF FTE 129.00
Total Dept FTE 294.00
Federal Grants FundTransport Enterprise Fund

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2025 157
DEPARTMENT SUMMARY REPORTS → Public Works Department
Public Works Department

INFORMATION

WEBSITE www.chulavistaca.gov/departments/public-works
PHONE (619) 397-6000
EMAIL [email protected]

The Public Works Department maintains the City’s infrastructure including, streets, wastewater, facilities, parks, and open space through high quality operations, maintenance repair and rehabilitation in order to optimize mobility, public and environmental health, and safety.

Located at the John Lippitt Public Works Center at 1800 Maxwell Road, just north of Auto Park Drive and east of Interstate 805, the Public Works Department consists of the following divisions:

Building Management: Provides maintenance and custodial services to the Police facility, Fire stations, and Civic Center, Public Works Center, Libraries, and Recreational facilities and maintains public safety radio equipment and the City’s audiovisual equipment.

Drainage Management: Provides cleaning and maintenance services to residents for flood prevention and improved water quality and to ensure the City is in compliance with environmental standards.

Fleet Management: Provides and maintains vehicles and equipment to City departments used to perform City services such as Police and Fire response calls, sewer system maintenance, street signage and striping, open space inspections and park maintenance�
Open Space Management: Provides various landscape management and inspection services to preserve natural and landscaped open space areas within neighborhoods and to enhance City parkways and medians.

Parks Management: Provides maintenance of parks, sports courts and fields used by the public, sports leagues, schools and for Recreation programs.

Park Ranger Program: Provides service to the City’s 72 parks to secure a safe environment throughout the park system. Rangers assist with cleaning restrooms and restocking restroom supplies, cleaning gazebos for reservations, removal of graffiti, and trash clean up.

Project Management: Provides management of all stages of building projects, including capital improvement projects, to ensure construction and alteration work is completed in accordance with contract specifications.

Roadway Management: Provides maintenance services to the City’s roadway system to ensure the benefits of safe, clean, and dependable public streets, sidewalks, curbs & gutters, traffic striping and signage, fences, and railings.

Urban Forestry Management: Provides for the ongoing maintenance needs of trees and the liability presented by aging and dying trees throughout the City�
Wastewater Management: Provides wastewater infrastructure maintenance services to residents, businesses, and other City departments to sustain a reliable and environmentally safe wastewater system. A new crew was formed in 2021 to address added service needs to new residents as a result of new development. The new crew is necessary to support infrastructure maintenance standards for over 511 miles of sewer pipes.

City of Chula Vista
Proposed Budget FY 2025 158
DEPARTMENT SUMMARY REPORTS → Public Works Department

MISSION STATEMENT
The mission of the Public Works Department is to provide and manage the City’s infrastructure, open space through high quality operations, maintenance, repair and rehabilitation of assets to optimize mobility, public and environmental health and safety�

STRATEGIC GOALS
Strong and Secure Neighborhoods
■ Determine adequate funding for maintenance and replacement ● Initiate study to recommend systems and methods to implement Asset Management, leading to near and long- term financial planning.
↘ STATUS:
► From the City’s nine Asset Management Systems, the Public Works Department has identified the “critical” infrastructure needs based on “risk” to prioritize replacement and repair of City’s deteriorating assets.

An estimated $175 million will be generated over a 10 year period by a half cent sales tax passed by the electorate in November of 2016 (Measure P). The City secured bonds totaling over $70 million to advance these repairs and replacements over the next several years. The Public Works Department delivered several key Measure P projects in fiscal year 2023 and will continue to focus on replacing failed assets. ■ Complete the asset inventory and condition assessment ● Public Works Management developed an Asset Management Program (AMP) strategy in July 2010.

Implementation is ongoing.
↘ STATUS:
► The City has an Asset Management Program (AMP) which consists of nine Asset Management Systems including Wastewater, Roadway, Drainage, Building, Parks, Open Space, Urban Forestry, Fleet, and General Government. The City continues to make efforts to maintain an accurate asset inventory via GIS (Geographical Information System) mapping locations, and condition assessment of the various elements within each System, along with development of risk assessment and potential failure modes to execute preservation and rehabilitation strategies for each asset type.

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Storm Drain Structure Inspections 3,120 1,915 2,611 Storm Drains Cleaned 1,533 765 1,685
Storm Drain Channels Cleaned 474,741 SF 103,394 SF 435,035 SF Sewer Mains Cleaned 3,304,739 LF 2,339,011 LF 2,723,697 LF Crack Sealing 25,000 LF 25,000 LF 25,000 LF
Graffiti Removal 2,000 2,000 2,000
Traffic Sign Maintenance 400 424 427
Trees Trimmed (Right-of-Way) 3,657 4,000 4,000
Fleet Vehicles Commissioned (1) 104 60 70
ACT Chula Vista Requests 9,430 9,430 9,763
(1) Vehicles commissioned = new vehicles processed, including additions to the fleet and new vehicles for replacement purposes.

City of Chula Vista
Proposed Budget FY 2025 159
DEPARTMENT SUMMARY REPORTS → Public Works Department
Significant Budget Adjustments & Service Impacts
Revenues
■ Decrease in Charges for Services of $942,123 for decreased reimbursements for staff time based on one-time American Rescue Plan projects in FY 2023 and FY 2022.
■ Increase in Transfers In revenues of $480,825 related to reimbursements from other funds for staff time on projects�
Expenditures
■ Increase in Personnel Services expenditures of $1,112,795 due to the mid-year addition of 1.0 FTE Parks Maintenance Worker II and 1.0 FTE Real Property Manager; and addition of 1.0 FTE Maintenance Worker, 1.0 FTE Public Works Specialist, 1.0 FTE Public Works Supervisor, and reduction of 1.0 FTE Senior Management Analyst in FY 2025. This increase also includes projected salary increases along with CalPERS unfunded actuarial liability costs (UAL).
■ Increase in Supplies & Services expenditures of $535,711 for contracted services related to striping and signing, graffiti removal, street sweeping, storm drain maintenance and tree trimming.

City of Chula Vista
Proposed Budget FY 2025 160
DEPARTMENT SUMMARY REPORTS → Public Works Department
(16) PUBLIC WORKS
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 5,373,855 8,429,821 9,310,488 9,969,436 658,948 Hourly Wages 65,504 516,250 673,402 705,647 32,245 Overtime 187,244 240,019 153,679 153,679 -
Health Benefits 982,800 1,597,571 1,715,240 1,853,925 138,685 Retirement Benefits 507,319 817,841 1,007,726 1,008,597 871 Other Personnel Expense 660,136 927,725 225,429 507,475 282,046 Personnel Expenses Subtotal 7,776,858 12,529,227 13,085,964 14,198,759 1,112,795 Supplies and Services 2,539,274 3,797,978 4,830,359 5,366,070 535,711 Other Expenses 51,242 47,233 11,400 11,400 -
Other Capital - 149,826 3,000 3,000 -
Utilities 755,881 3,360,316 3,786,912 3,566,229 (220,683) Internal Service Charges 563,969 938,595 1,085,707 1,122,510 36,803 Non-CIP Project Expenditures 1,940 4,769 - - - Non-Personnel Expenses Subtotal 3,912,305 8,298,716 9,717,378 10,069,209 351,831 Total Expenditures $ 11,689,163 $ 20,827,943 $ 22,803,342 $ 24,267,968 $ 1,464,626 Fines and Penalties - (11,383) - - -
Charges for Services (226,395) (614,767) (1,035,128) (93,005) 942,123 Other Revenues (1,829,061) (2,242,609) (1,974,254) (1,974,254) - Transfers In (5,265,684) (5,462,102) (5,468,967) (5,949,792) (480,825) Use of Money and Property (71,193) (23,717) - - - Total Revenues $ (7,392,334) $ (8,354,578) $ (8,478,349) $ (8,017,051) $ 461,298

Net Program Expenditures $ 4,296,829 $ 12,473,365 $ 14,324,993 $ 16,250,917 $ 1,925,924

Revenue Recovery % 63% 40% 37% 33% (4%)

Authorized Full Time Positions 82.00 83.00 124.00 128.00 4.00

Budget Restructuring:

The Park Rangers, Park Maintenance, and Park Operations Administration Divisions were moved from the Parks and Recreation Department to the Public Works Department in FY 2023.

City of Chula Vista
Proposed Budget FY 2025 161
DEPARTMENT SUMMARY REPORTS → Public Works Department
Public Works
(194.00)
Administration
WastewaterBuilding Svcs
Admin
Total GF FTE 128.00
Total Non GF
FTE

66.00 Total Dept FTE 194.00
Open Space Street
Maintenance
Pumps & PoolsBuilding Svcs
Comm
Fleet Management
BRT Maintenance
Storm DrainsConstruction &
Repair Graffiti Removal
Wastewater MaintCustodial Services Gas Tax Fund
Striping & Signing
Urban Forestry
Park Maintenance
Park Rangers
Parks
Environmental
Services

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2025 163
DEPARTMENT SUMMARY REPORTS → Parks And Recreation
Parks and Recreation

INFORMATION

WEBSITE www.chulavistaca.gov/departments/recreation
PHONE (619) 409-5979
EMAIL [email protected]

The Parks and Recreation Division offers a variety of recreational opportunities and services to the community.

The Division’s vision is a community that achieves learning, self-discovery, balance, and essential life skills through recreation. Community involvement is an important component of this process as the Division values assessment information and evaluative input from the community on new and existing programs and services. Community volunteers are an important and valuable resource to the Parks and Recreation Division’s offerings and with their support, additional offerings of activities are available to the community.

A multitude of programs and classes are currently offered to the community, which include the following:
■ Adult and youth aquatics and sports
■ Programs for senior citizens
■ Camps for children during school intersessions
■ Therapeutic classes
■ Public rental of recreation facilities, including park gazebos ■ Fee-based classes such as dance, performing arts, martial arts, physical fitness, preschool, and courses that promote physical fitness enrichment, and creativity
■ Free after school programs during critical hours for children and youth focusing on fitness, fun, and a healthy lifestyle
■ Coordinates the use of outdoor fields for local nonprofit youth-serving sports organizations ■ The Parks and Recreation Division operates 12 recreational facilities throughout the City, which includes two outdoor swimming complexes.

MISSION STATEMENT
We enrich our community through recreation opportunities and services.

VALUES STATEMENT
Integrity – Respect – Professionalism – Accountability – Commitment – Teamwork – Fun City of Chula Vista
Proposed Budget FY 2025 164
DEPARTMENT SUMMARY REPORTS → Parks And Recreation

STRATEGIC GOALS
Economic Vitality
■ Enhance the quality, experience, and accessibility of parks and recreation opportunities and facilities for the citizens of Chula Vista�
↘ STATUS:
► Continued services for senior citizens and therapeutic recreation programs, funded by a Community Development Block Grant (CDBG).
► Meals on Wheels started a 5-year lease to use Norman Park as a hub for senior meals. ► Partnered with the Friends of Chula Vista Parks and Recreation Foundation to start a scholarship program for children who are in foster care and/or homeless families to participate in core recreation programs and services in the amount of $8,000.
► Held the 15th annual Snores & Smores family campout.
► Continued the Movies in the Park program throughout the City. ► Norman Park Senior Center received two Grants-$3500 and $12,200 for Programs and Services Operational Excellence
■ Perform quality public service to our citizens by enhancing facilities and programs Status:
► Hired two full time Supervisors for support.
► Received two new marques at Norman Park and Loma Verde.

Connected Community & Healthy Community
■ Provide safe and inclusive parks and recreational programs, services, and facilities. ↘ STATUS:
► Worked with local nonprofit youth sports organizations to continue the field allocation process to provide more equity in accessing Chula Vista sports fields.
► Conducted “Champions Run” 5k at the CVEATC.
► Celebrated Parks and Rec Month in May at Memorial Bowl. ► Loma Verde Community Center Grand Re-Opening
► Hilltop Park Dog Park Opening
► Grove Park Grand Opening
► Participated in the Starlight Parade�
► Implemented Coed Youth Volleyball League.
► Lauderbach Park Grand Re-Opening
► Partnered with CVESD for scholarships for homeless children. ► Rebranded Senior Walking group-Norman Park Sole Walkers. ► Continued partnership with the Chula Vista Elementary School district to provide sports leagues for the faculty�
► Continued Chula Vista’s Elementary Learn to Swim Program: fourth graders are provided swim lessons, water safety, sun safety, which continues to be funded through a grant provided by Kaiser Foundation.

Received $93,500 for the program.

City of Chula Vista
Proposed Budget FY 2025 165
DEPARTMENT SUMMARY REPORTS → Parks And Recreation

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Facility Attendance at Norman Park Senior Center 63,403 65,000 65,000 Number of Enrolled in Recreation Classes & Activities 26,261 28,000 29,000 Facility Attendance at Recreation Facilities 705,662 850,000 850,000 Number of Enrolled Teams in Adult Sports Leagues 572 580 580 Volunteers for the Parks & Recreation / Equivalent Cost Savings 82/$18,175 90/$19,000 90/$19,000 Significant Budget Adjustments & Service Impacts
Revenues
■ Increase in Charges for Services revenues of $842,913 for expanded special interest classes, recreation programming, and swimming pool activity.
■ Increase in Use of Money and Property revenues of $354,846 for increased rentals of Parks and Recreation facilities�
Expenditures
■ Increase in Personnel Services expenditures of $1,014,615 due to the mid-year addition of 1.0 FTE Director of Parks and Recreation and 1.0 FTE Assistant Director of Parks and Recreation, and reduction of 1.0 FTE Parks and Recreation Administrator and 0.5 FTE Director of Community Services; addition of 1.0 FTE Management Analyst II and reduction of 1.0 FTE Administrative Technician, and hourly staffing in FY 2025. This increase also includes projected salary increases along with CalPERS unfunded actuarial liability costs (UAL). ■ Increase in Supplies and Services expenditures of $344,280 for independent contractors for programming, and equipment and furnishings.

City of Chula Vista
Proposed Budget FY 2025 166
DEPARTMENT SUMMARY REPORTS → Parks And Recreation
(17) PARKS AND RECREATION
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 3,834,174 1,459,279 1,899,137 1,954,673 55,536 Hourly Wages 1,391,932 1,363,957 964,879 1,875,526 910,647 Overtime 39,654 3,058 4,193 4,193 -
Health Benefits 756,574 242,061 320,085 333,115 13,030 Retirement Benefits 443,461 199,068 267,345 257,063 (10,282) Other Personnel Expense 432,386 170,649 (6,910) 38,774 45,684 Personnel Expenses Subtotal 6,898,180 3,438,072 3,448,729 4,463,344 1,014,615 Supplies and Services 1,217,863 883,937 484,406 828,686 344,280 Other Expenses 118,204 166,987 20,000 170,000 150,000 Other Capital 37,049 6,913 26,423 26,423 -
Utilities 3,026,710 332,207 321,793 407,421 85,628 Internal Service Charges 335,210 15,970 28,060 29,011 951 Non-Personnel Expenses Subtotal 4,735,036 1,406,015 880,682 1,461,541 580,859 Total Expenditures $ 11,633,216 $ 4,844,087 $ 4,329,411 $ 5,924,885 $ 1,595,474 Fines and Penalties (25,397) - - - -
Revenue from Other Agencies - (18,605) - - -
Charges for Services (1,629,247) (2,099,929) (1,294,830) (2,137,743) (842,913) Use of Money and Property (1,453,839) (1,670,269) (1,293,755) (1,648,601) (354,846) Other Revenues (418,650) (263,366) (260,455) (305,180) (44,725) Transfers In (114,000) (20,000) - - -
Total Revenues $ (3,641,133) $ (4,072,168) $ (2,849,040) $ (4,091,524) $ (1,242,484)

Net Program Expenditures $ 7,992,083 $ 771,919 $ 1,480,371 $ 1,833,361 $ 352,990

Revenue Recovery % 31% 84% 66% 69% 3%

Authorized Full Time Positions 56.50 60.50 19.50 20.00 0.50

Budget Restructuring:

The Park Rangers, Park Maintenance, and Park Operations Administration Divisions were moved from the Parks and Recreation Department to the Public Works Department in FY 2023.

City of Chula Vista
Proposed Budget FY 2025 167
DEPARTMENT SUMMARY REPORTS → Parks And Recreation
Parks & Recreation
(20.00)
Administration
Total GF FTE 20.00
Total Non GF FTE 0.00
Total Dept FTE 20.00
SportsSenior Services Recreation Facilities
Mount San MiguelNorman Park Senior Center Chula Vista Woman’s Club
Aquatics
Adult Athletics
Heritage Park Rec
Center
Parkway Pool
Athletics & Ballfield
Management
Loma Verde Pool
Youth Athletics
Loma Verde Rec Center
Montevalle Rec Center
Otay Recreation Center
Parkway Rec Center
Salt Creek Rec Center
Veterans Rec Center

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2025 169
DEPARTMENT SUMMARY REPORTS → Library
Library

INFORMATION

WEBSITE www.chulavistalibrary.com
PHONE (619) 691-5170
EMAIL [email protected]

The mission of the Chula Vista Public Library is to increase knowledge and enrich lives within the community. This is accomplished by connecting people equitably to responsive programs, services and resources that reflect the ideals of a democratic society. The Department’s vision is that the Chula Vista Public Library be the community’s family room, a welcoming and inviting place to learn, connect, explore, experience and reflect.

The Chula Vista Public Library is comprised of three dynamic state-of-the-art libraries delivering books, magazines, newspapers, information services, DVD’s, CD’s, free public access computers, free Wi-Fi, passport application services, and community programming to the City’s residents nearly every day of the year. The South Chula Vista Branch Library and the Civic Center Branch Library offer full library service in English and Spanish. The Otay Ranch storefront branch, located in the Otay Ranch Town Center Mall is an exciting community-based partnership providing a location especially suited for young families and students. From the library’s interactive and user-friendly homepage, residents can request or renew books, pay fines, browse digitized photos from Chula Vista’s past, use premium subscription databases and research materials, learn a language, practice civil service and academic tests, download e-books, music, and digital audiobooks, check out the calendar of library events, and register for programs via remote access 24 hours a day, from home, work or school.

The Chula Vista Public Library offers numerous programs, activities and events to the community’s children, teens and adults. These include summer reading programs for all ages, after school activities, homework help, free film festivals, art exhibits, and concerts. The library provides a variety of public spaces available for use by community groups, as well as bridging the digital divide by providing laptops and wi-fi hotspots for home use. As part of the library’s thriving volunteer program, residents may read to children and help with early literacy and youth activities, tutor students, staff the Adult Literacy and ESL (English as a Second Language) center, help in the library’s bookstores, work on library projects, and assist with special events.

City of Chula Vista
Proposed Budget FY 2025 170
DEPARTMENT SUMMARY REPORTS → Library

MISSION STATEMENT
The mission of the Chula Vista Public Library is to increase knowledge and enrich lives within the community. We accomplish this by connecting people equitably to responsive programs, services and resources in a manner that reflect the ideals of a democratic society.

STRATEGIC GOALS
Connected Community
■ Explore New Library facility
● Identify opportunities to open a community services hub on the east side of the City. Continue planning process for library at Millenia site.
↘ STATUS:
► Since September 2022, the City of Chula Vista has been in the planning and building phase of the Millenia Library, a multi-use library which will serve a larger vision of public, education and industry use. The facility is set to open in late 2025 for public use, providing our first city library built since 1995. ► In 2024, the Library coordinated a move towards a new space in the Otay Ranch Town Center mall and executed a renewal of the lease for the Otay Ranch Branch. The new space opened in April 2024 in a larger public space, moving from 2,200 square feet to 4,000 square feet and allowing more study space for the Chula Vista community�
► The Chula Vista Public Library has been awarded nearly $19.5 million in state grants to make critical upgrades at the Civic Center and South Branch libraries. The grants each total $9,735,000 and are part of the California State Library’s Building Forward Library Facilities Improvement Program. The renovations are expected to be completed in 2027.
■ Expand library hours
● Expand early literary services. Open a new library branch on the east side of the City. Create high interest events designed to spark positive media attention.
↘ STATUS:
► The Library continues to be a part of the State Library’s Stay and Play Early Literacy Initiative. The Stay and Play Initiative is a library service model specifically designed to serve and support the needs of informal childcare providers, often referred to as Family, Friend, and Neighbor or FFNs. Stay & Play is designed to be offered over time and includes weekly in-person gatherings as well as targeted online resources. As a part of this initiative, the Library offers special Stay and Play programs at its locations. To date, the library has offered over 40 programs with over 800 attendees participating. ■ Create and use effective partnerships to leverage the Library’s reach into the community. ↘ STATUS:
► The Library continues to build connections within the Chula Vista community. The Library continued to partner with Chula Vista Elementary School District to provide Science, Technology, Engineering, Arts and Mathematics (STEAM) classes from the Innovation Station and Energy Station, both in person and virtually.

This year the Library and the school district have continued to grow the partnership to reach the Chula Vista community, by opening the Sound Station in July 2023. The Stations create an innovative learning experience through a rigorous 21st Century learning environment that is rooted in effective teaching practices and high-quality instruction. Their mission is to nurture every child’s imagination, intellect, and sense of inquiry through the District’s 48 schools that serve nearly 26,000 students, primarily in grades K-6, with over 4,000 students visiting the Station experiences annually.

City of Chula Vista
Proposed Budget FY 2025 171
DEPARTMENT SUMMARY REPORTS → Library
■ Provide successful library programming, services, and facilities ● Evaluate current programs, facilities, and services. Identify optimum candidates for affordable, effective improvement and expansion.
↘ STATUS:
► The Library continues to grow its cultural arts programming. In September 2023, the Library held Chula Vista’s first ever arts festival — the latest in a series of ongoing efforts to strengthen the local arts community. The inaugural Chula Vista Art Fest brought together dozens of local artists who displayed and sold their work on the courtyard outside Chula Vista City Hall. The event also featured food trucks, live painting, art exhibits, music, and dance performances. The event boasted an attendance of over 6,000 community members. ► In 2024, the Library revived the Performing Visual Arts Grant to support arts in the Chula Vista community.

The grant fund supports art projects in dance, design arts, media arts, music, photography, theater, traditional/folk arts, visual arts, or interdisciplinary expressions involving more than one of the above fields. This grant provides the city with an opportunity to increase public awareness of, and participation in, performing and cultural arts in the community. Awardees will be announced in the Summer 2024. ► In early 2024, the Library continued to support passport services and opened its third acceptance facility at the South Chula Vista Library for service.
► The Library will once again be involved in the California State Library’s Lunch at the Library Initiative in the 2024 year. In partnership with the Chula Vista Elementary School District, the Library will be offering lunch and snack during school breaks. For many families, the stability, nutrition, and education provided during the school year end when school lets out for summer. During the summer months, children and teens in low-income families often have reduced or limited access to healthy food. The Lunch at the Library program exists to meet this need while sharing information about other resources available at the library and in the community. In 2023, the Library has served over 1,200 meals to kids in the Chula Vista community. ► The Library was awarded a $30,000 grant from the California State Library in partnership with California Revealed the Memory Lab Grant Program. The grant would provide Library staff and patrons with guidelines, tools, and training for personal analog and digital archiving. The grant funds will allow the Library to purchase new equipment to develop an innovative do-it-yourself innovative digital preservation workstation that meets the transfer needs of our community residents. This digital preservation workstation will include scanning equipment and software which can accommodate photographs (prints, negatives and slides), documents, audio cassettes, VHS/VHS-C cassettes, DV/miniDV cassettes, 8mm/Super 8mm film, CDs, DVDs, and 3.5” Floppy disks. This opportunity allows patrons to have access to knowledgeable library staff. as well as instructions and orientations that explain how to digitize materials. Our mission is to provide users with the tools needed for the conversion and analysis of their digital projects so that they can ultimately proceed independently�
► The Library was awarded California State Library’s Sustainable California Libraries grant program which funds climate and sustainability related community-driven programming for adults and intergenerational groups. The initiative also fosters connections between California library workers supporting climate resilience in communities. The purpose of these grants is to fund services, programming, and educational opportunities focused on sustainability and climate resilience. Chula Vista Public Library was one of fifteen libraries awarded Sustainable California Grant from California State Library to fund seed libraries all three Chula Vista Library branches by April 2024 as well as create gardening education programs for Chula Vista residents to sustain local food systems and encourage seed biodiversity. ► In 2023-2024, the city continues to work towards the revitalization of 50 North Fourth Avenue, Casa Casillas, which will provide the community a space dedicated to arts, for exhibition, incubation, and development of artistic capabilities. This facility will be supporting programs and activities that provide community members with creative expression and social engagement have proven to be beneficial to both the individual and the community at large. Through Casa Casillas, the Chula Vista Public Library plans on providing arts classes, art exhibitions, and providing opportunities for artists in residence with a planned opening in late 2024.

City of Chula Vista
Proposed Budget FY 2025 172
DEPARTMENT SUMMARY REPORTS → Library

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Internet sessions per capita 0�40 0�44 0�44
Program attendance per capita 0�30 0�40 0�43
Visitor count per capita 3�20 3�30 3�40
Circulation per capita 2.10 2.15 2.18

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
■ Increase in Personnel Services expenditures of $339,825 due to the mid-year addition of 1.0 FTE Director of Library Services and reduction of 0.5 FTE Director of Community Services and 1.0 FTE City Librarian; additional hourly staffing added in FY 2025. This increase also includes projected salary increases along with CalPERS unfunded actuarial liability costs (UAL).

City of Chula Vista
Proposed Budget FY 2025 173
DEPARTMENT SUMMARY REPORTS → Library
(18) LIBRARY
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Expenses
Salaries 1,346,247 1,531,689 1,858,232 1,920,002 61,770 Hourly Wages 531,388 583,303 699,999 883,368 183,369 Health Benefits 221,573 243,813 309,465 332,067 22,602 Retirement Benefits 156,002 177,968 245,157 247,027 1,870 Other Personnel Expense 157,118 136,782 9,006 79,220 70,214 Personnel Expenses Subtotal 2,412,329 2,673,555 3,121,859 3,461,684 339,825 Supplies and Services 240,540 266,671 418,427 433,427 15,000 Other Expenses 360 360 400 400 -
Utilities 234,442 312,941 260,278 254,384 (5,894) Internal Service Charges 3,180 2,730 4,719 4,879 160 Non-CIP Project Expenditures 200,078 189,922 - - - Non-Personnel Expenses Subtotal 678,600 772,625 683,824 693,090 9,266 Total Expenditures $ 3,090,929 $ 3,446,180 $ 3,805,683 $ 4,154,774 $ 349,091 Fines and Penalties (19,679) (15,625) - - -
Revenue from Other Agencies (80,111) - - - -
Charges for Services (790,467) (589,086) (977,100) (804,058) 173,042 Use of Money and Property (14,627) (19,434) (18,270) (18,270) - Other Revenues 82 1,274 (7,236) (7,236) -
Transfers In (243,078) (16,000) - - -
Total Revenues $ (1,147,880) $ (638,872) $ (1,002,606) $ (829,564) $ 173,042

Net Program Expenditures $ 1,943,049 $ 2,807,308 $ 2,803,077 $ 3,325,210 $ 522,133

Revenue Recovery % 37% 19% 26% 20% (6%)

Authorized Full Time Positions 24.00 23.00 23.00 22.50 (0.50)

City of Chula Vista
Proposed Budget FY 2025 174
DEPARTMENT SUMMARY REPORTS → Library
Library
(22.50)
Administration
Branch Operations
Civic Center Branch
Operations
Museum
Cultural Arts
Literacy
South Chula Vista
Branch Operations
Total GF FTE 22.50
Total Non GF FTE 0.00
Total Dept FTE 22.50
Otay Ranch Branch
Operations

ORGANIZATIONAL CHART

DEVELOPMENT
SERVICES FUND

City of Chula Vista
Proposed Budget FY 2025 177
Development Services fund
Development Services Fund
The Development Services Fund is an enterprise fund, accounting for revenues and expenditures related to the processing of development plans and permits. Enterprise funds are self-supporting, where revenues cover expenses. Enterprise funds allow for operating expenses to be adjusted with changes in demand, avoiding impacts to the General Fund when revenue fluctuations occur because of changes in development activity throughout the City.

The Development Services Fund provides Planning, Building, Engineering, Landscape Architecture, and permitting services to property owners, developers, and the City as required for the entitlement and/or improvement of property. The services provided encompass most development activities, including land use entitlements; public infrastructure, open space, and landscape planning; public infrastructure construction, grading and building permits.

Revenues
Development related revenues consist of two categories: development processing fee revenues and deposit-based revenues. Development processing fee revenues include building permits, planning fees, other building department fees, and engineering fees. Deposit-based revenues are generated through staff time reimbursements related to specific projects. The City is anticipating that the following major projects will continue to move forward in fiscal year 2025:
■ Bayfront Redevelopment Project
■ Millenia Project
■ Freeway Commercial North
■ Otay Ranch Villages
■ Sunbow II, Phase 3
■ Chula Vista Center mixed-use project
■ Otay Ranch Town Center mixed-use project
■ University Land Entitlement Projects

The following table compares the fiscal year 2024 Adopted Budget revenues to the fiscal year 2025 Proposed Budget revenues.

Development Services Fund Revenues
Category
FY 2024
Adopted
FY 2025
Proposed Change % Change
Licenses and Permits $ 4,222,895 $ 4,722,895 $ 500,000 11.8% Charges for Services $ 6,660,122 $ 6,907,836 $ 247,714 3.7% Other Revenue $ 737,985 $ 737,985 $ - -%
Transfers In $ 588,991 $ 582,991 $ (6,000) (1.0%)
Taxes $ 50,000 $ 50,000 $ - -%
Total Revenues $ 12,259,993 $ 13,001,707 $ 741,714 6.0%

City of Chula Vista
Proposed Budget FY 2025 178
Development Services fund
Expenditures
Development related expenditures support personnel costs, training costs for technical staff, and maintenance costs for Development Services software applications.

The fiscal year 2025 Proposed Budget includes funding for 63.0 positions in the Development Services Fund.

The following table compares the fiscal year 2024 Adopted Budget expenditures to the fiscal year 2025 Proposed Budget expenditures.

Development Services Fund Expenditures
Category
FY 2024
Adopted
FY 2025
Adopted Change % Change
Personnel Services $ 8,590,220 $ 8,799,023 $ 208,803 2.4% Supplies and Services $ 1,019,184 $ 1,021,852 $ 2,668 0.3% Other Expenses $ 1,182,597 $ 1,192,082 $ 9,485 0.8% Other Capital $ 85,500 $ 85,500 $ - -%
Utilities $ 3,073 $ 3,073 $ - -%
Internal Service Charges $ 65,938 $ 68,173 $ 2,235 3.4% Transfers Out $ 2,861,577 $ 2,824,695 $ (36,882) (1.3%) Total Expenditures $ 13,808,089 $ 13,994,398 $ 186,309 1.3% City of Chula Vista
Proposed Budget FY 2025 179
Development Services fund
DEVELOPMENT SERVICES FUND (408)
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 6,319,916 7,378,931 8,590,220 8,799,023 208,803 Supplies and Services 968,652 1,428,032 1,019,184 1,021,852 2,668 Other Expenses 1,186,103 1,238,681 1,182,597 1,192,082 9,485 Other Capital 31,127 80,893 85,500 85,500 -
Utilities 2,747 3,814 3,073 3,073 -
Internal Service Charges 37,952 39,725 65,938 68,173 2,235 Transfers Out 2,389,955 2,393,036 2,861,577 2,824,695 (36,882)

Total Expenditures $ 10,936,452 $ 12,563,112 $ 13,808,089 $ 13,994,398 $ 186,309

Licenses and Permits (4,489,941) (4,755,476) (4,222,895) (4,722,895) (500,000) Charges for Services (5,550,528) (6,443,133) (6,660,122) (6,907,836) (247,714) Other Revenue (766,583) (729,075) (737,985) (737,985) - Transfers In (661,343) (871,730) (588,991) (582,991) 6,000 Use of Money and Property (45,104) (63,713) - - - Taxes (114,335) (51,540) (50,000) (50,000) -

Total Revenues $ (11,627,834) $ (12,914,667) $ (12,259,993) $ (13,001,707) $ (741,714)

Net Program Expenditures $ (691,383) $ (351,555) $ 1,548,096 $ 992,691 $ (555,405)

SUCCESSOR AGENCY

AND HOUSING FUNDS
Successor Agency Funds
Housing Authority Funds

SUCCESSOR AGENCY
FUNDS

City of Chula Vista
Proposed Budget FY 2025
Successor Agency And Housing Funds → SUCCESSOR AGENCY FUNDS 185
Successor Agency Funds
The Chula Vista Redevelopment Agency was created on October 24, 1972 by City Council Ordinance. The goals of the former Redevelopment Agency were to reduce blight and to encourage new development, reconstruction, and rehabilitation of residential, commercial, industrial, and retail uses. Since the Agency’s creation, the City adopted and amended six project areas to encompass a total of approximately 3,563 acres of City territory. Land uses within these areas are mostly commercial and industrial, but also includes some residential and public uses (e.g., governmental administrative centers, corporation yards, streets, etc.).

On December 29, 2011, amidst a state fiscal emergency, the California Supreme Court upheld Assembly Bill (AB) 26 dissolving California redevelopment agencies. Effective February 1, 2012, all redevelopment agencies were dissolved, and the City of Chula Vista assumed the role of Successor Agency to the Chula Vista Redevelopment Agency (City Council resolution 2011-164).

The Successor Agency is responsible for the wind down of the former Redevelopment Agency activities and obligations. The Successor Agency will continue to oversee all legally enforceable obligations as well as dispose of the former Redevelopment Agency assets.

As required by AB 26, an Oversight Board, composed of affected taxing entities within the City, was created. The primary responsibility of the Oversight Board is reviewing and approving the annual Recognized Obligation Payment Schedule and serving in a fiduciary role to the taxing entities that the Oversight Board represents. The Oversight Board transitioned to one central County Oversight Board in fiscal year 2019.

Fund Descriptions
The Successor Agency budget is organized into a Redevelopment Obligation Retirement Fund (RORF) and debt service funds. The RORF accounts for the staffing and other expenditures required in winding down activities of the former Redevelopment Agency. The Debt Service funds are used to pay for the former Redevelopment Agency’s debt service on its outstanding Tax Allocation Bonds, loans and other debt of the former Redevelopment Agency.

Operating Funds
■ Fund 318: Redevelopment Obligation Retirement Fund (RORF) The RORF serves as the primary operating funds in the winding down of the former Redevelopment Agency. This fund is used to pay the documented enforceable obligations of the former redevelopment agency that have been approved by the Successor Agency Oversight Board and the State Department of Finance.

Debt Service Funds
The Debt Service funds are used to pay for former Redevelopment Agency debt service on its outstanding Tax Allocation Bonds, loans and other debt of the former Redevelopment Agency. ■ Fund 666: 2016 Tax Allocation Refunding Bonds (TARBs) In July 2016, the Successor Agency issued the Tax Allocation Refunding Bonds in the amount of $29,315,000 to refinance the Agency’s outstanding 2006 Senior Tax Allocation Refunding Bonds, Series A, 2006 Subordinate Tax Allocation Refunding Bonds, Series B, and the 2008 Tax Allocation Refunding Bonds. The Annual Debt Service is paid from property tax increments generated in the project areas. The term of the bonds runs through 2036. ■ Fund 692: Long Term Advances Debt Service Fund – Redevelopment Agency This fund was established to account for Redevelopment Agency inter-fund loans.

City of Chula Vista
Proposed Budget FY 2025
Successor Agency And Housing Funds → SUCCESSOR AGENCY FUNDS 186
Revenues
A summary of revenues by category are listed below:
■ Property Taxes – The revenues in this category are received due to the dissolution of the Redevelopment Agency.

Property tax increment revenues are now received by the County of San Diego and will be distributed to the Successor Agency based on documented enforceable obligations that have been approved by both the Successor Agency Oversight Board and the State Department of Finance. For fiscal year 2025, revenues decreased in comparison to the fiscal year 2024 Adopted Budget based on technical corrections to the baseline budget and updated redevelopment property tax trust fund allocation information from the County Auditor & Controller.

The table below provides a revenue comparison of the fiscal year 2024 Adopted Budget to the fiscal year 2025 Proposed Budget. The table does not reflect the revenue budget of the debt service funds which are reflected in the debt service section of the budget document.

Redevelopment/Successor Agency Operating Fund Revenues
Category
Fund 318
FY 2024
Adopted
Fund 318
FY 2025
Proposed Change % Change
Property Taxes $ 4,967,150 $ 3,229,247 $ (1,737,903) (35.0%) Total Revenues $ 4,967,150 $ 3,229,247 $ (1,737,903) (35.0%) Expenditures
Expenditures for fiscal year 2025 are winding down for the former Redevelopment Agency activities and documented enforceable obligations�
■ Supplies & Services – The supplies and services expenditure category decreased by $121 thousand as compared to the fiscal year 2024 Adopted Budget based on the winddown of the Successor Agency and reduction in staff time activities.
■ Transfers Out – The transfers out expenditure category accounts for the required debt service for the Successor Agency. Bonded debt service for the 2016 TARBS is approximately $2.8 million. The Transfers Out category has decreased slightly due to the scheduled decrease of the debt service payments related to the 2016 Tax Allocation Refunding Bonds.

The table below provides a comparison of the 2024 Adopted Budget expenditures to the fiscal year 2025 Proposed Budget expenditures.

Redevelopment/Successor Agency Operating Fund Expenditures Category
Fund 318
FY 2024
Adopted
Fund 318
FY 2025
Proposed Change % Change
Supplies and Services $ 6,000 $ 11,500 $ 5,500 91.67% Other Expenses $ 490,926 $ 369,730 $ (121,196) (24.69%) Transfers Out $ 2,797,612 $ 2,796,211 $ (1,401) (0.1%) Total Expenditures $ 3,294,538 $ 3,177,441 $ (117,097) (3.6%) City of Chula Vista
Proposed Budget FY 2025
Successor Agency And Housing Funds → SUCCESSOR AGENCY FUNDS 187
RDA SUCCESSOR AGENCY FUND (318)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 7,050 5,881 6,000 11,500 5,500 Other Expenses 442,950 217,931 490,926 369,730 (121,196) Transfers Out 2,794,881 2,796,882 2,797,612 2,796,211 (1,401) Total Expenditures $ 3,244,881 $ 3,020,693 $ 3,294,538 $ 3,177,441 $ (117,097) Property Taxes (3,541,005) (3,363,658) (4,967,150) (3,229,247) 1,737,903 Use of Money and Property (47,367) (61,626) - - - Total Revenues $ (3,588,372) $ (3,425,284) $ (4,967,150) $ (3,229,247) $ 1,737,903

Net Program Expenditures $ (343,491) $ (404,591) $ (1,672,612) $ (51,806) $ 1,620,806 City of Chula Vista
Proposed Budget FY 2025
Successor Agency And Housing Funds → SUCCESSOR AGENCY FUNDS 188
DEBT SERVICE - SUCCESSOR AGENCY FUND (666, 692)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change
FY 2025
Adopted Change

Expenditures
Supplies and Services 4,000 4,000 5,000 5,000 - - (5,000) Other Expenses 779,596 703,609 2,790,101 2,788,700 (1,401) - (2,790,101) Total Expenditures $ 783,596 $ 707,609 $ 2,795,101 $ 2,793,700 $ (1,401) $ - $ (2,795,101)

Revenues
Other Revenue - (4,788,560) - - - - -
Transfers In (2,847,054) (2,796,882) (2,795,101) (2,793,700) 1,401 - 2,795,101 Use of Money and Property (16) (826) - - - - - Total Revenues $ (2,847,070) $ (7,586,268) $ (2,795,101) $ (2,793,700) $ 1,401 $ - $ 2,795,101 Net Program Expenditures $ (2,063,475) $ (6,878,658) $ - $ - $ - $ - $ -

DEBT SERVICE - SUCCESSOR AGENCY FUND (666, 692)
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change
FY 2025
Adopted Change

Expenditures
666-2016 TARBs 783,596 707,609 2,795,101 2,793,700 (1,401) 2,793,700 (1,401) Total Expenditures $ 783,596 $ 707,609 $ 2,795,101 $ 2,793,700 $ (1,401) $ 2,793,700 $ (1,401) 666-2016 TARBs (2,794,897) (2,797,707) (2,795,101) (2,793,700) 1,401 (2,793,700) 1,401 692-Long-Term Advances
DSF-RDA SA (52,173) (4,788,560) - - - - - Total Revenues $ (2,847,070) $ (7,586,267) $ (2,795,101) $ (2,793,700) $ 1,401 $ (2,793,700) $ 1,401 Net Program Expenditures $ (2,063,475) $ (6,878,658) $ - $ - $ - $ - $ -

HOUSING FUNDS

City of Chula Vista
Proposed Budget FY 2025
Successor Agency And Housing Funds → HOUSING FUNDS
191
Housing Authority Funds
The Housing Authority was formed in 1993. A Housing Authority can provide tax-exempt bond financing, own and operate housing, and operate various housing programs. The Section 8 Housing Choice Voucher program, including public housing in Chula Vista, is operated by the County of San Diego Housing Authority. With the elimination of the City’s Redevelopment Agency in 2012, the Housing Authority assumed the housing functions of the former Redevelopment Agency, becoming a “Successor Housing Agency”. Housing Authority staff provides comprehensive housing services for the City including new affordable housing development and program administration.

The Chula Vista Housing Authority fund is the clearinghouse for all housing related staff activity. Included in this fund are personnel expenses which are reimbursed by various funding sources such as the US Department of Housing and Urban Development Grant Funds and Low/Moderate Income Housing Funds. The Housing Fund will receive funds for staff time reimbursements for managing the City’s Affordable Housing projects and programs, administering State and Federal Grant Programs, and for monitoring bond covenants for multifamily housing revenue bonds issued by the City’s Housing Authority. The Housing Authority focuses on the development of sustainable neighborhoods through investments in and administration of programs that seek to improve, preserve, and increase the supply of affordable housing in Chula Vista and serve low income residents such as:
■ Long-range planning of housing goals and annual monitoring of Housing Element goals ■ Predevelopment financing
■ Financing and assistance in the production of affordable rental housing through new construction and acquisition/ rehabilitation
■ Rehabilitation grants and loans for small owner-occupied and rental properties ■ Providing rental assistance
■ Expanding home ownership opportunities for first-time homebuyers ■ Assistance to homeless shelter/service providers
■ Overseeing contracts with social service agencies for the provision of services to low/moderate income residents ■ Developing and implementing policies and programs related to affordable housing Fund Descriptions
Operating Funds
■ Fund 313: Chula Vista Housing Authority
The Chula Vista Housing Authority Fund accounts for all housing related activities funded through the Low/ Moderate Income Housing Fund and those eligible for reimbursement such as the U.S. Department of Housing and Urban Development Block Grant Funds.
■ Fund 319: Successor Agency Housing Fund
The City’s Housing Authority became the Successor Housing Agency. This fund accounts for all assets originally held by the Low and Moderate Income Housing fund and will account for activities similar to the Low and Moderate Income Housing program. The fund revenues are not discretionary and must be used for the production of affordable housing�

City of Chula Vista
Proposed Budget FY 2025
Successor Agency And Housing Funds → HOUSING FUNDS
192
Revenues
Below is a summary of fiscal year 2025 changes by category:

The table provides a comparison of the fiscal year 2024 Adopted Budget to the fiscal year 2025 Proposed Budget revenues. The table does not reflect the revenue budget of the debt service funds which are reflected in the debt service section of the budget document.

Housing Authority Operating Fund Revenues
Category
Funds
313/319
FY 2024
Adopted
Funds
313/319
FY 2025
Proposed Change % Change
Charges for Services $ 1,545,342 $ 1,771,380 $ 226,038 14.6% Use of Money and Property $ 215,000 $ 215,000 $ - -% Other Revenue $ 902,407 $ 902,407 $ - -%
Transfers In $ 3,000 $ 3,000 $ - -%
Total Revenues $ 2,665,749 $ 2,891,787 $ 226,038 8.5% Expenditures
Expenditure changes for fiscal year 2025 for the Housing Authority are summarized below:

The table below provides a comparison of the fiscal year 2024 Adopted Budget to fiscal year 2025 Proposed Budget.

The table does not reflect the debt service expenditure budget which is discussed in the debt service section of this document�
Successor Housing Agency Operating Fund Expenditures
Category
Funds
313/319
FY 2024
Adopted
Funds
313/319
FY 2025
Proposed Change % Change
Personnel Services $ 1,417,768 $ 1,579,933 $ 162,165 11.4% Supplies and Services $ 367,900 $ 367,900 $ - -%
Other Expenses $ 2,051,000 $ 2,051,000 $ - -%
Other Capital $ 6,000 $ 6,000 $ - -%
Utilities $ 662 $ - $ (662) (100.0%)
Transfers Out $ 462,661 $ 373,092 $ (89,569) (19.4%) Total Expenditures $ 4,305,991 $ 4,377,925 $ 71,934 1.7% City of Chula Vista
Proposed Budget FY 2025
Successor Agency And Housing Funds → HOUSING FUNDS
193
CHULA VISTA HOUSING AUTHORITY (313)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 713,135 865,635 1,417,768 1,579,933 162,165 Supplies and Services 178,473 343,066 310,000 310,000 - Other Expenses 29,143 42,860 42,500 42,500 -
Utilities - - 662 - (662)
Internal Service Charges - 25 - - -
Transfers Out 368,934 368,819 452,803 363,234 (89,569)

Total Expenditures $ 1,289,686 $ 1,620,405 $ 2,223,733 $ 2,295,667 $ 71,934

Revenues
Charges for Services (406,412) (383,518) (1,545,342) (1,771,380) (226,038) Use of Money and Property (84,102) (163,739) - - - Other Revenue (826,943) (779,083) (647,407) (647,407) - Transfers In (15,000) (6,000) (3,000) (3,000) -

Total Revenues $ (1,332,456) $ (1,332,340) $ (2,195,749) $ (2,421,787) $ (226,038)

Net Program Expenditures $ (42,771) $ 288,064 $ 27,984 $ (126,120) $ (154,104)

City of Chula Vista
Proposed Budget FY 2025
Successor Agency And Housing Funds → HOUSING FUNDS
194
HOUSING SUCCESSOR AGENCY FUND (319)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 1,190 425 57,900 57,900 - Other Expenses 3,337 2,289 2,008,500 2,008,500 - Other Capital 2,700 2,025 6,000 6,000 -
Transfers Out 6,269 5,262 9,858 9,858 -

Total Expenditures $ 13,496 $ 10,001 $ 2,082,258 $ 2,082,258 $ -

Revenues
Use of Money and Property (325,523) (466,994) (215,000) (215,000) - Other Revenue (138,420) (143,487) (255,000) (255,000) -

Total Revenues $ (463,943) $ (610,481) $ (470,000) $ (470,000) $ -

Net Program Expenditures $ (450,447) $ (600,480) $ 1,612,258 $ 1,612,258 $ - City of Chula Vista
Proposed Budget FY 2025 195
DEPARTMENT SUMMARY REPORTS → Housing & Homeless Services Specific projects to address these priorities in fiscal year 2025 include the funding for permanent supportive housing, collaborate with the Homeless Outreach Team to implement Council priorities, pursue funding opportunities for expansion of homeless services, operations of the Chula Vista Bridge Shelter, affordable and middle-income housing development, first-time homebuyer and rental assistance programs, overseeing the Tenant Protection Ordinance, implementation of new Density Bonus and Inclusionary housing procedures, and administration of the Community Development Block Grants and other Housing & Urban Development funding programs. To support these efforts the Department has a Director who supervises a staff member in each of the priority areas including a Principal Management Analyst, Housing Manager, Homeless Solutions Manager, and a Management Analyst II.

The Department’s efforts are better detailed below, listing specific responsibilities under each priority. ■ Grant Administration and Compliance – the Principal Management Analyst leads a team consisting of a Management Analyst II and Senior Fiscal Office Specialist to provide day to day operations and customer service Housing & Homeless Services

INFORMATION

WEBSITE www.chulavistaca.gov/departments/development-services/housing PHONE (619) 691-5047
EMAIL [email protected]

The Department of Housing and Homeless Services was created in November 2022 to better address the housing needs of Chula Vista residents and to advance solutions for the City’s unhoused residents. The department manages important programs to meet the housing needs of City residents across all income levels. Priorities for the Department include grant administration for federal and state funds, maintaining and increasing the housing stock, providing essential services and programs both internally and through partnerships to initiate and sustain individual and family self-sufficiency, and overseeing the Healthy & Age-Friendly Initiatives to promote public health, wellness, and community livability for all ages.

The Department has been strategically structured to address each priority and better serve the residents of Chula Vista in four main priority areas�
City of Chula Vista
Proposed Budget FY 2025 196
DEPARTMENT SUMMARY REPORTS → Housing & Homeless Services response. In addition, this team oversees grant administration, leads new grant applications and monitors and ensures compliance for grant requirements and other financial obligations of the Department and clients. ■ Affordable Housing Preservation & Production – the Housing Manager oversees the production and preservation of affordable housing, the implementation of the Housing Element, and compliance with state laws through the supervision of a Senior Planner and Management Analyst II. ■ Homeless Solutions and Prevention - Homeless Solutions Manager supervises a Homeless Services Specialist I that leads the efforts to address the needs of unhoused residents, oversee operations of the Emergency Bridge Shelter, and assist clients on their path to self-sufficiency. ■ Community Initiatives – A Management Analyst I is assigned to pursue grants, policies, and programs related to the Healthy & Age-Friendly Initiatives.

In addition to everyday operations, the Department of Housing and Homeless Services also works closely with the Housing and Homeless Advisory Commission and the Health, Wellness & Aging Commission which further branch into their respective task forces.

MISSION STATEMENT
Empower individuals & families – Build community resilience – Promote housing opportunities – Enhance quality of life The Department of Housing & Homeless Services strives to channel available resources, services and information needed to provide residents with affordable housing opportunities, essential services, and empowering community through partnerships to enhance quality of life and build resilience.

STRATEGIC GOALS
Operational Excellence
■ Implementation of the 2021-2029 Housing Element Policies and Goals ● The Department of Housing and Homeless Services is committed to complying with State law regarding the Housing Element and related policies. The development and preservation of affordable housing is at the forefront of the Department’s efforts.
↘ STATUS:
► In Progress - The City is required to provide the California Department of Housing and Community Development with an Annual Progress Report by April 1st of each year. The City submitted the 2023 Annual Progress Report by the deadline and adopted a comprehensive affordable housing production package in May 2023, toward furthering goals in the Housing Element. For specific timeframes related to goals see the Housing Element, Chapter 7 of the City’s General plan at https:/ /www.chulavistaca.gov/departments/ development-services/planning/planning-digital-library/general-plan. In addition, the City will be working with the Development Services Department to streamline density bonus applications and will be launching a new web-based platform for applications and monitoring of loans in fiscal year 2025. ■ Fiscal Responsibility and Administration of Grants
● The Department of Housing and Homeless Services works to implement the 2020-2025 Consolidated Plan and utilize grant funds as required and allowed to create opportunities for the vulnerable populations of the City of Chula Vista. In addition, staff continuously reviews grant applications in order to increase and enhance funding opportunities to provide critical services for the Chula Vista community.

City of Chula Vista
Proposed Budget FY 2025 197
DEPARTMENT SUMMARY REPORTS → Housing & Homeless Services ↘ STATUS:
► In Progress - The City released a Notice of Funding Availability in February 2024 to solicit applications from qualified organizations that can provide necessary services to Chula Vista residents. The City is required to adopt an Annual Action Plan identifying the use and distribution of funds annually and submit such documentation to the U.S. Department of Housing and Urban Development by May 15th. During fiscal year 2025 the City will be following its Community Participation Plan process to update and adopt the 2026- 2030 Consolidated Plan�
Economic Vitality
■ Furthering Affordable Housing Options in the City
● The Department of Housing and Homeless Services continues to seek opportunities to apartment with qualified developers and service providers and facilitate the construction and provision of quality housing to meet the City’s diverse needs.
↘ STATUS:
► In Progress - During fiscal year 2024 the City held one Tax Equity and Fiscal Responsibility Act (TEFRA) hearing to authorize the issuance of tax credits for a 56-unit senior housing project, purchased a 31-unit motel for conversion into permanent supportive housing, and issued a Request for Proposals (RFP) for $4.0 million toward additional permanent supportive housing units. Three (3) affordable housing complexes opened in 2023, increasing the affordable housing stock by almost three hundred (300) apartment units and anticipates another approximately three hundred (300) units breaking ground or opening in fiscal year 2025 (2024 - leasing Columba 200 units, Encelia 175 units, Casa Estilo 16 units & 2025 construction - Interfaith 58 units, Congregational Place 56 units, V2 98 units, Paseo del Rey 90 units). ■ Promote Programs and Services Related to Self-Sufficiency ● The Department of Housing and Homeless Services seeks to provide programs that meet individuals where they are and give a hand up to improve their quality of life and standard of living. ↘ STATUS:
► In Progress - The City partners with local organizations to help unhoused residents meet these goals through weekly outreach. These partnerships include McAllister Institute, Alpha Project, County of San Diego, Veterans Administration, CityNet, SBCS, Clean the World, East County Transitional Living Center, Family Health Centers, etc. In addition, the City opened the first Emergency Bridge Shelter in the South Bay area in May 2023 and conducted extensive education and was given specific policy direction on City Council priorities in December 2023.

City of Chula Vista
Proposed Budget FY 2025 198
DEPARTMENT SUMMARY REPORTS → Housing & Homeless Services

KEY PERFORMANCE MEASURES

FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Respond to constituent requests for information within three (3) business days from receipt of request 100% 100% 100%
Maintain web based resources and information including dashboards for CVMC

9.65 Tenant Protection Ordinance and Homeless Housing Outcomes. * 100% 100% Perform file inspections of all City-regulated affordable projects, and physical inspections of 33% of City-regulated affordable projects. 100% 100% 100% Complete all 2021-2029 Housing Element implementation items falling under Department’s purview that set a completion target of 36 months of Housing Element adoption� 100% 100% 100%
Assist households with homeless prevention programs, such as rehabilitation and rental assistance� TBD TBD 40 households
Engage individuals in Community Participation Plan and adopt the 2026-2030 Community Plan� ** ** 50 individuals
Provide resources to homeless individuals. 150 individuals 300 individuals 300 individuals

* Department began using dashboards in fiscal year 2024 ** Department will begin the con plan process in fiscal year 2025

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■ No significant budget adjustments.

Expenditures
■ Addition of 1.0 Homeless Services Specialist position.

City of Chula Vista
Proposed Budget FY 2025 199
DEPARTMENT SUMMARY REPORTS → Housing & Homeless Services (19) HOUSING & HOMELESS SERVICES
Summary of Department Resources
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Salaries - 298,580 1,058,493 1,158,154 99,661
Hourly Wages - 42,132 - - -
Health Benefits - 34,914 156,497 189,730 33,233 Retirement Benefits - 28,081 122,030 126,038 4,008 Other Personnel Expense - 4,269 58,322 82,539 24,217 Personnel Expenses Subtotal - 407,976 1,395,342 1,556,461 161,119 Supplies and Services - - - 4,200 4,200
Internal Service Charges - 25 - - -
Non-Personnel Expenses Subtotal - 25 - 4,200 4,200 Total Expenditures $ - $ 408,001 $ 1,395,342 $ 1,560,661 $ 165,319 Charges for Services - - (1,395,342) (1,448,286) (52,944) Total Revenues $ - $ - $ (1,395,342) $ (1,448,286) $ (52,944)

Net Program Expenditures $ - $ 408,001 $ - $ 112,375 $ 112,375

Revenue Recovery % N/A N/A 100% 93% 32%

Authorized Full Time Positions - - 10.00 11.00 1.00

The Housing & Homeless Services Department was created in November 2022.

City of Chula Vista
Proposed Budget FY 2025 200
DEPARTMENT SUMMARY REPORTS → Housing & Homeless Services Housing & Homeless
Services
(11.00)
Homeless Solutions &
Prevention
Total GF FTE 0.00
Total Non GF FTE 11.00
Total Dept FTE 11.00
Affordable Housing
Preservation & ProductionAdministration
Chula Vista Housing
Authority
Community Initiatives

ORGANIZATIONAL CHART

SEWER FUNDS

City of Chula Vista
Proposed Budget FY 2025 203
Sewer Funds
Sewer Funds
The Sewer enterprise funds account for revenues and expenditures related to the City’s Sewer programs, including maintenance and expansion of the City’s conveyance system and payment of San Diego Metro wastewater treatment costs�
The City of Chula Vista provides wastewater conveyance and treatment services to approximately 50,000 billing accounts, including residential and non-residential uses. The wastewater generated by Chula Vista customers is collected and sent to treatment facilities in the South Bay and Point Loma through the City’s extensive sewer collection system, which consists of 13 pump stations and over 500 miles of sewer pipe. The San Diego Metropolitan Wastewater System (San Diego Metro) provides wastewater treatment services to the City of Chula Vista and most of the region per an agreement. The wastewater permit for the Point Loma Treatment Plant Advanced Primary requires a waiver which is renewed regularly. The last approved waiver application, submitted in 2015 to the Regional Water Quality Control Board and the Environmental Protection Agency was approved in April 2018 with special conditions.

This included the requirement to implement the Pure Water Program.

The 2005 Chula Vista Wastewater Master Plan (WWMP), which was updated in 2014, identifies a conservative planning level sewer generation rate of 230 gallons per equivalent dwelling units (EDU). The 2014 WWMP estimates the City’s ultimate sewer treatment capacity required for the currently planned build out condition will be 29.89 million gallons per day (MGD). However, current flow projections are lower with treatment capacity needs estimated at 19.9 MGD. The reduction in flow can be attributed, in part, to lowered use due to the increase in the cost of water and on-going water conservation efforts. The City’s buildout sewer capacity needs are projected to be between the WWMP and the current metered flow estimate. The Wastewater Engineering Section will continue to track water usage trends, changes in land use and population projections to validate current generation rates and project the ultimate need for the City. An update to the WWMP is currently underway, which will include an evaluation of the projected build out sewer needs.

The following figure illustrates the City’s current trunk sewer network, which conveys flows to the San Diego Metro trunk sewer (shown in red). Some of the City’s sewer lines are used by the County of San Diego (County) and some of the County’s sewer pipelines are used by the City and coordinated through transportation agreements. The City has an existing transportation agreement with the County to use the Spring Valley Trunk sewer (shown in green).

City’s Current Trunk Sewer Network
Revenues
The Sewer Fund derives the majority of its revenue from various service charges that are collected from system users. This fund also derives revenues from other sources such as permit fees for new connections to the sewer system, interest earnings from investments, development impact fees, transfers from other funds designated to support Sewer fund operations. Other revenues include revenue reimbursements from other City funds and various service charges.

To ensure the future adequacy of the Sewer Funds, the City Council adopted the sewer rate case study that set the new sewer rates, which went into effect April 26, 2022 upon adoption and remains in effect through fiscal year 2026.

City of Chula Vista
Proposed Budget FY 2025 204
Sewer Funds
Previously, the rates had not changed since July 1, 2018 and with the adoption of the new rates, increases began on July 1, 2022. One issue of continued importance is the sewage treatment costs through the City of San Diego.

The recent permit required for treatment was renewed on the condition of implementation of a regional wastewater reuse program, Pure Water Program, which includes significant capital investments. The adopted sewer rate case study allows for increases or decreases in the costs from the City of San Diego to be adjusted annually to ensure more accuracy�
Revenues for the Sewer Income Fund (Fund 411), the Trunk Sewer Capital Reserve Fund (Fund 413), the Sewer Service Revenue Fund (Fund 414) and the Sewer Facility Replacement Fund (Fund 428) are summarized in the following table:

Sewer Fund Revenues
Category
FY 2024
Adopted
FY 2025
Proposed Change % Change
Licenses and Permits $ 40,000 $ 40,000 $ - 0.00%
Charges for Services $ 46,770,000 $ 53,570,000 $ 6,800,000 0.15% Use of Money and Property $ 1,018,726 $ 1,185,726 $ 167,000 0.16% Other Revenues $ 5,000 $ 133,133 $ 128,133 25.63%
Transfers In $ 199,000 $ 198,000 $ (1,000) -0.01%
Total Revenues $ 48,032,726 $ 55,126,859 $ 7,094,133 0.15% Note: Revenue amounts include Sewer Operating Funds: 411, 413, 414, and 428. Note that Fund 430 is not included.

Expenditures
Sewer Fund operations and capital project programming contain no General Fund contributions. Sewer fund operations and capital programming costs are offset by fees paid by residential and non-residential users. In addition, other revenue sources generated within the Sewer Fund through normal operations fund 42.0 permanent positions that are contained in the fiscal year 2025 Proposed Budget.

The City continues to focus on its Annual Sewer Rehabilitation Program, which ranges annually from $1,200,000 to $2,000,000 for the replacement and rehabilitation of sewer pipes, manholes, lift stations, access roads, and other sewer system components. The City utilizes standardized evaluation and ranking criteria to inspect and evaluate the condition of the entire system to prioritize sewer infrastructure for replacement or rehabilitation.

City staff expenditures incurred supporting wastewater system maintenance and operations are funded by the Sewer Funds through a combination of direct expenditures and inter-fund transfers. Positions 100% funded by Sewer Funds are budgeted directly in the Sewer Funds. The remaining support staff is budgeted in either the General or Development Services Funds. These position costs are partially offset via inter-fund transfers. All supplies, services and utilities budgets associated with supporting the wastewater system are also budgeted in the Sewer Service Fund in fiscal year 2025.

Capital Improvement Projects
The second highest commitment of CIP funding is for the Wastewater Management System (WMS). The appropriation for Wastewater projects is approximately $4.3 million, which represents 7.07% of the adopted CIP budget. The capital projects are done through the use of enterprise funds coming from the Sewerage Facilities Replacement Fund.

Sewer Projects
■ An additional $800,000 is programmed for the Sewer Access Road Rehabilitation program, which improves access roads at various locations citywide and allows sewer infrastructure to be efficiently maintained. ■ Approximately $3.2 million is programmed for the rehabilitation and upsize of Telegraph Canyon sewer basin. ■ Funding of $340,000 is programmed for sewer manhole inspections, to complete a sewer Fees Analysis, and for the completion of a Sewer Cost of Service (Rate) Study.

City of Chula Vista
Proposed Budget FY 2025 205
Sewer Funds
Sewer Fund expenditures are summarized in the table below:

Sewer Fund Expenditures
Category
FY 2024
Adopted
FY 2025
Proposed Change % Change
Personnel Services $ 4,985,070 $ 5,278,868 $ 293,798 5.9% Supplies and Services $ 28,851,529 $ 34,689,858 $ 5,838,329 20.2% Other Expenses $ 719,826 $ 725,610 $ 5,784 0.8%
Other Capital $ 1,393,473 $ 1,393,473 $ - -%
Utilities $ 155 $ 155 $ - -%
Internal Service Charges $ 525,169 $ 542,970 $ 17,801 3.4% Transfers Out $ 4,145,616 $ 4,360,705 $ 215,089 5.2% CIP Project Expenditures $ 475,000 $ 4,315,000 $ 3,840,000 808.4% Non-CIP Project Expenditures $ 64,600 $ 64,600 $ - -% Total Expenditures $ 41,160,438 $ 51,371,239 $ 10,210,801 24.8% Note: Expenditure amounts include Sewer Operating Funds: 411, 413 414, and 428. Note that Fund 430 is not included.

Fund Descriptions
■ Fund 411: Sewer Income Fund
This fund is used to account for all revenues collected to recover the City’s costs incurred constructing the public wastewater system. The funds are collected from new properties receiving a permit to connect to the City’s wastewater collection system. The owner or person making the application for connection pays fees to the City as designated in the master fee schedule. Funds received are used for the acquisition, construction, reconstruction, maintenance and operation of sanitation or sewerage facilities, or to reimburse a subdivider or any person who has constructed sewer facilities benefiting other properties. The fund may also be used to reimburse the City for any expense incurred in connection with the construction and installation of any sewer facility including engineering work and acquisition of rights-of-way.
■ Fund 413: Trunk Sewer Capital Reserve Fund
The Trunk Sewer Capital Reserve Fund is used to account for the revenue derived from the sewer capacity charges or sewerage facility participation charges. The funds are collected from new properties or existing facilities to account for increases in sewer flow. Funds received may be used for the planning, design, or construction of sewerage collection or treatment or water reclamation purposes. ■ Fund 414: Sewer Service Revenue Fund
The Sewer Service Revenue Fund is used to account for monies collected from the monthly sewer service charge not going into the Sewer Facility Replacement Fund. Monies in this fund may be used for sewer related activities.

The primary use of these funds is the payment of the operations and maintenance of the system assets including City’s annual San Diego Metropolitan Sewer Capacity and Maintenance fees. It can also be used to meet capital and planning needs�
City of Chula Vista
Proposed Budget FY 2025 206
Sewer Funds
■ Fund 428: Sewer Facility Replacement Fund
A portion of the revenues derived from the monthly sewer service charge is deposited into the Sewerage Facilities Replacement Fund. Monies in this fund are used for the purpose of paying the cost of refurbishment and/or replacement of deficient sewerage facilities including related evaluation, engineering, and utility modification costs�
■ Funds 430: Sewer Development Impact Fee Funds
These fees are levied against new development in specific areas of the City, based upon the sewer facility their project will impact. The monies collected are used to fund construction of public improvements designed to increase the capacity of the subject facilities, allowing the City to maintain service levels with increased demand.

City of Chula Vista
Proposed Budget FY 2025 207
Sewer Funds
SEWER FUNDS (411 - 428)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 4,249,407 4,525,597 4,985,070 5,278,868 293,798 Supplies and Services 26,650,830 28,643,561 28,851,529 34,689,858 5,838,329 Other Expenses 499,564 594,090 719,826 725,610 5,784 Other Capital 1,508,302 466,634 1,393,473 1,393,473 - Utilities 86 120 155 155 -
Internal Service Charges 485,323 551,182 525,169 542,970 17,801 Transfers Out 3,675,810 3,715,641 4,145,616 4,360,705 215,089 CIP Project Expenditures 2,160,064 4,869,543 475,000 4,315,000 3,840,000 Non-CIP Project Expenditures - - 64,600 64,600 - Total Expenditures $ 39,229,387 $ 43,366,365 $ 41,160,438 $ 51,371,239 $ 10,210,801 Licenses and Permits (18,920) (49,116) (40,000) (40,000) - Charges for Services (49,024,013) (45,286,518) (46,770,000) (53,570,000) (6,800,000) Use of Money and Property (2,473,246) (3,318,844) (1,018,726) (1,185,726) (167,000) Other Revenue (5,878,772) (10,103,049) (5,000) (133,133) (128,133) Transfers In (249,391) (203,806) (199,000) (198,000) 1,000 Total Revenues $ (57,644,342) $ (58,961,332) $ (48,032,726) $ (55,126,859) $ (7,094,133)

Net Program Expenditures $ (18,414,955) $ (15,594,967) $ (6,872,288) $ (3,755,620) $ 3,116,668 City of Chula Vista
Proposed Budget FY 2025 208
Sewer Funds
SEWER FUNDS (411 - 428)
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
411-Sewer Income 1,744 732,443 1,809 51,809 50,000 412-Special Sewer 0 0 - - -
413-Trunk Sewer Capital Reserve 466,781 3,322,552 203,895 203,895 - 414-Sewer Service Revenue 37,063,022 38,544,143 40,469,090 46,939,891 6,470,801 428-Sewer Facility Replacement 1,697,839 767,227 485,644 4,175,644 3,690,000 Total Expenditures $ 39,229,387 $ 43,366,365 $ 41,160,438 $ 51,371,239 $ 10,210,801 411-Sewer Income (37,672) (47,285) - - -
412-Special Sewer (7) (9) - - -
413-Trunk Sewer Capital Reserve (13,738,602) (11,383,474) (4,967,000) (6,134,000) (1,167,000) 414-Sewer Service Revenue (41,610,421) (45,172,018) (40,764,000) (46,691,133) (5,927,133) 428-Sewer Facility Replacement (2,257,640) (2,358,547) (2,301,726) (2,301,726) - Total Revenues $ (57,644,342) $ (58,961,332) $ (48,032,726) $ (55,126,859) $ (7,094,133) Net Program Expenditures $ (18,414,955) $ (15,594,967) $ (6,872,288) $ (3,755,620) $ 3,116,668 City of Chula Vista
Proposed Budget FY 2025 209
Sewer Funds
SEWER DIF FUNDS (430)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services - - 120,000 120,000 -
Other Expenses 302,577 384,664 528,490 695,490 167,000 Transfers Out 2,740 - - - -
CIP Project Expenditures 7,737 68,418 - - -
Total Expenditures $ 313,054 $ 453,082 $ 648,490 $ 815,490 $ 167,000 Charges for Services (886,028) (832,475) (760,000) (842,000) (82,000) Use of Money and Property (73,054) (114,347) 402,000 - (402,000)

Total Revenues $ (959,082) $ (946,821) $ (358,000) $ (842,000) $ (484,000)

Net Program Expenditures $ (646,028) $ (493,739) $ 290,490 $ (26,510) $ (317,000)

FLEET FUND

City of Chula Vista
Proposed Budget FY 2025 213
Fleet Fund
Fleet Fund
The Fleet Fund is an internal service fund, which is used to finance and account for goods, special activities, and services performed by one City department for other City departments on a cost reimbursement basis. The Fleet Management fund consists of two functions, Central Garage Operations and Equipment Replacement. Funds are collected on an annual basis through each affected department’s operating budget and deposited in the Fleet Management Fund.

The Central Garage Operations function maintains the City’s fleet of vehicles and equipment, both through City equipment mechanics and through contracts with local vendors for more specialized maintenance work, such as major transmission repairs. All City vehicles/equipment is maintained by the Central Garage including vehicles for public safety, streets and sewers, parks and open space, development services, housing and library.

Services provided include maintenance and repair of vehicles, vehicle fuel, vehicle replacement, and other specialized services not directly related to any single vehicle.

With the approval of Measure P , Fleet has been able to address the replacement of many older vehicles that had reached the end of their useful life. The replacement of the vehicles has generated new workload (ordering and outfitting vehicles) as vehicles had not been replaced at this rate in prior years; the new vehicles reduce maintenance costs and provide reliable vehicles for service delivery. Fleet recently upgraded its fleet management system software and is currently working on the replacement of the fuel management system.

As part of the City’s goal to reduce greenhouse emissions, the City has a fleet of 33 electric vehicles and 77 hybrid vehicles with the corresponding charging stations to support those vehicles. Electric vehicles help reduce maintenance costs while making a positive impact on the environment.

Revenues
Revenues in the Fleet Fund are generated from departments which utilize City vehicles and equipment through vehicle maintenance charges. These charges are based on the actual vehicles that reside within a department and include costs ranging from routine (oil changes, preventive maintenance) to major (transmission repair, accident repair), as well as fuel costs.

During the past seven years, the majority of vehicle replacement costs have been funded by Measure P sales tax revenues. Approximately $1.1 million is allocated in the fiscal year 2025 Proposed Budget for the replacement of public safety vehicles within the Measure P Fund.

For fiscal year 2025, the proposed revenue budget for the Fleet Fund is $6.9 million. The increase of revenues over the fiscal year 2024 Adopted Budget is due to an increase in the size of the fleet and operating expenditures such as fuel costs and automotive maintenance.

Fleet Fund Revenues
Category
FY 2024
Adopted
FY 2025
Proposed Change % Change
Charges for Services $ 193,334 $ 198,771 $ 5,437 2.8% Transfers In $ 690,314 $ 929,755 $ 239,441 34.7%
Other Revenues $ 5,536,265 $ 5,818,503 $ 282,238 5.1% Total Revenues $ 6,419,913 $ 6,947,029 $ 527,116 8.2%

City of Chula Vista
Proposed Budget FY 2025 214
Fleet Fund
Expenditures
The Fleet fund’s expenditures include costs to maintain City vehicles, as well as to maintain and repair equipment (mowers, generators, equipment trailers) throughout the City. As discussed in the revenue summary above, these costs are then allocated back to the affected departments based on several factors such as the number of vehicles/ equipment, repair history, and fuel usage.

The fiscal year 2025 Proposed Budget for Fleet Management expenditures is $6.1 million. This amount includes funding for the necessary resources that will be required to sustain operations for service, repairs, and to fuel the City’s fleet in fiscal year 2025.

Fleet Fund Expenditures
Category
FY 2024
Adopted
FY 2025
Proposed Change % Change
Personnel Services $ 1,375,440 $ 1,580,941 $ 205,501 14.9% Supplies and Services $ 4,134,127 $ 4,186,389 $ 52,262 1.3% Other Expenses $ 91,385 $ 92,450 $ 1,065 1.2%
Utilities $ 98,576 $ 111,059 $ 12,483 12.7%
Internal Service Charges $ 31,170 $ 33,639 $ 2,469 7.9% Transfers Out $ 143,324 $ 126,567 $ (16,757) (11.7%) Total Expenditures $ 5,874,022 $ 6,131,045 $ 257,023 4.4% City of Chula Vista
Proposed Budget FY 2025 215
Fleet Fund
FLEET MANAGEMENT (391, 392, 394)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 1,130,460 1,186,896 1,375,440 1,580,941 205,501 Supplies and Services 3,419,347 3,370,928 4,134,127 4,186,389 52,262 Other Expenses 70,075 90,156 91,385 92,450 1,065 Other Capital 203,900 608,236 - - -
Utilities 92,307 233,020 98,576 111,059 12,483 Internal Service Charges 33,995 23,295 31,170 33,639 2,469 Transfers Out 90,452 82,673 143,324 126,567 (16,757) Total Expenditures $ 5,040,536 $ 5,595,205 $ 5,874,022 $ 6,131,045 $ 257,023 Charges for Services (120,141) (354,455) (193,334) (198,771) (5,437) Transfers In (257,982) (321,760) (690,314) (929,755) (239,441) Use of Money and Property (191,716) (84,120) - - - Other Revenue (4,922,270) (4,922,898) (5,536,265) (5,818,503) (282,238) Total Revenues $ (5,492,109) $ (5,683,233) $ (6,419,913) $ (6,947,029) $ (527,116) Net Fund Activity $ (451,573) $ (88,028) $ (545,891) $ (815,984) $ (270,093) City of Chula Vista
Proposed Budget FY 2025 216
Fleet Fund

FLEET MANAGEMENT
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
391-Central Garage Fund 5,040,295 5,114,186 5,874,022 6,131,045 257,023 392-Equipment Vehicle Replacement 240 481,018 - - - 394-Vehicle Replacement Fund - 0 - - -
Total Expenditures $ 5,040,536 $ 5,595,205 $ 5,874,022 $ 6,131,045 $ 257,023 391-Central Garage Fund (4,880,092) (5,237,009) (5,738,599) (6,131,045) (392,446) 392-Equipment Vehicle Replacement (187,492) (84,090) - - - 394-Vehicle Replacement Fund (424,525) (362,133) (681,314) (815,984) (134,670) Total Revenues $ (5,492,109) $ (5,683,233) $ (6,419,913) $ (6,947,029) $ (527,116) Net Fund Activity $ (451,573) $ (88,028) $ (545,891) $ (815,984) $ (270,093)

CAPITAL PROJECTS
FUNDS

City of Chula Vista
Proposed Budget FY 2025 219
Capital Projects Funds
Capital Project Funds
Capital Projects Funds account for resources used for the acquisition and construction of capital facilities by the City, with the exception of those assets financed by proprietary funds.

Assessment District Improvement Funds
These funds were established as depositories for monies received from issuance of bonds for various assessment districts. The monies are used to finance the construction of public works improvements in the related districts.

Included in this group are funds 501 through 518.

Development Impact Fees (DIF)
These funds were established as depositories for various development impact fees. The fees are levied against all new development in the City in order to pay for the construction or improvement of public facilities as a result of City growth. Included in this group are the following funds:
■ Fund 542: Drainage Development Impact Fee
This fee is levied against new development in specific areas of the City, based upon the drainage facility their project will generate an impact on. The monies collected are used to fund construction of public improvements designed to increase the capacity of the subject facilities, allowing the City to maintain service levels with increased demand�
■ Funds 560: Public Facilities Development Impact Fees
The Public Facilities Development Impact Fee (PFDIF) is levied against new development throughout the City to mitigate the impacts of growth on the City’s public services. The monies collected are used in the construction of new, and renovation of existing, public facilities.
■ Fund 580: Pedestrian Bridge DIF
The Otay Ranch Pedestrian Bridge DIF is levied against all new development in Otay Ranch Villages 1, 2, 5, 6, and 11 to fund the construction of pedestrian bridge improvements, as necessitated by growth in these villages. ■ Fund 590: Transportation Development Impact Fee
The Transportation Development Impact Fee (TDIF) is levied against all new development in the City to fund the construction of transportation improvements, as necessitated by growth in the City.

Other Transportation Funds
Included as a part of this group are the following:
■ Fund 723: Bicycle Facilities
This fund is a depository for local Transportation Development Act funds, Article 3.0, received from the County for bicycle related programs�
■ Fund 725: Industrial Development Authority
The Industrial Development Authority (IDA) is a conduit-issuer of bonds, formed in February 1982 (Ordinance 1970) by the City of Chula Vista City Council. The IDA enables bonds to be issued with a tax-exempt status but does not pledge City funds to repay the bond issues. The City can issue and sell bonds to provide financial assistance that has a public benefit for the acquisition, construction and installation of facilities for industrial, commercial, business or public utility purposes.
■ Fund 735: Transportation Partnership
This fund is a depository for the revenues received from the State and Local Transportation Partnership Program.

Funds must be spent on street purposes�
City of Chula Vista
Proposed Budget FY 2025 220
Capital Projects Funds
■ Fund 736: Other Transportation Programs
This fund accounts for other miscellaneous Federal and State transportation grants received by the City. ■ Fund 741: Proposition 1B Highway Safety
This fund is a depository for revenues received from the State government under Proposition 1B (The Highway Safety, Traffic Reduction, Air Quality, and Port Security Act), as approved by voters in the November 2006 general election� Funds must be spent on street purposes�
Miscellaneous Capital Improvement Program Funds
Included as part of this group are the following:
■ Fund 713: Capital Improvement Fund
The Capital Improvement Fund is used to account for general purpose capital projects funded primarily from the General Fund. Funds are utilized to account for resources used for the acquisition and construction of capital facilities by the City�
■ Fund 715: Park Acquisition and Development (East)
This fund is a depository for fees collected from subdividers for the purpose of providing park and recreational facilities directly benefiting and serving the residents of the regulated subdivision east of the 805. These funds are collected pursuant to Chapter 17.10 of the Chula Vista Municipal Code, in accordance with authority granted by Section 66477 of the California Government Code.
■ Fund 716: Park Acquisition and Development (West)
This fund is a depository for fees collected from subdividers for the purpose of providing park and recreational facilities directly benefiting and serving the residents of the regulated subdivision west of the 805. These funds are collected pursuant to Chapter 17.10 of the Chula Vista Municipal Code, in accordance with authority granted by Section 66477 of the California Government Code.
■ Fund 717: Residential Construction Tax
This fund is a depository for fees levied for the construction, replacement, or conversion of all dwelling units within the City including hotels and motels, collected pursuant to Chapter 3.32 of the Chula Vista Municipal Code.

City of Chula Vista
Proposed Budget FY 2025 221
Capital Projects Funds

ASSESSMENT DISTRICTS IMPROVEMENT FUNDS
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Other Expenses 238 134 - - -
Total Expenditures $ 238 $ 134 $ - $ - $ -
Use of Money and Property (17,334) (22,310) - - - Total Revenues $ (17,334) $ (22,310) $ - $ - $ -
Net Fund Activity $ (17,097) $ (22,176) $ - $ - $ - City of Chula Vista
Proposed Budget FY 2025 222
Capital Projects Funds

ASSESSMENT DISTRICTS IMPROVEMENT FUNDS
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
507-Otay Valley Rd AD 90-2 Impvt 20 11 - - - 508-Assessment District 97-2 2 1 - - -
511-OV Rd Fee Recovery District 216 122 - - - 518-AD2005-1 Tobias Drive 1 0 - - -
Total Expenditures $ 238 $ 134 $ - $ - $ -
507-Otay Valley Rd AD 90-2 Impvt (1,431) (1,842) - - - 508-Assessment District 97-2 (112) (145) - - - 511-OV Rd Fee Recovery District (15,751) (20,273) - - - 518-AD2005-1 Tobias Drive (39) (51) - - -
Total Revenues $ (17,334) $ (22,310) $ - $ - $ -

Net Fund Activity $ (17,097) $ (22,176) $ - $ - $ - City of Chula Vista
Proposed Budget FY 2025 223
Capital Projects Funds

DEVELOPMENT IMPACT FEES FUNDS
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services - 71,333 57,000 57,000 - Other Expenses 888,795 3,555,408 2,182,453 2,808,891 626,438 Other Capital 81,462 93,947 - - -
Transfers Out 5,217,860 5,276,291 5,254,267 5,253,005 (1,262) CIP Project Expenditures 1,334,273 2,863,544 24,972,750 20,000 (24,952,750) Non-CIP Project Expenditures - - 15,000 15,000 - Total Expenditures $ 7,522,390 $ 11,860,523 $ 32,481,470 $ 8,153,896 $ (24,327,574) Use of Money and Property (1,148,480) (1,763,743) (164,000) (245,000) (81,000) Charges for Services (19,753,647) (22,728,636) (15,823,000) (18,265,000) (2,442,000) Total Revenues $ (20,902,127) $ (24,492,379) $ (15,987,000) $ (18,510,000) $ (2,523,000) Net Fund Activity $ (13,379,737) $ (12,631,855) $ 16,494,470 $ (10,356,104) $ (26,850,574) City of Chula Vista
Proposed Budget FY 2025 224
Capital Projects Funds

DEVELOPMENT IMPACT FEES FUNDS
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
542-Drainage DIF 244,539 226,930 13,291 13,291 - 560-Public Facilities DIF 5,837,696 7,206,356 6,827,707 7,452,883 625,176 580-Pedestrian Bridge DIFs 5,332 2,013,681 100,279 100,279 - 590-Transportation DIFs 1,434,822 2,413,557 25,540,193 587,443 (24,952,750) Total Expenditures $ 7,522,390 $ 11,860,523 $ 32,481,470 $ 8,153,896 $ (24,327,574) 542-Drainage DIF (59,336) (71,505) - - -
560-Public Facilities DIF (10,223,005) (14,132,093) (9,188,000) (11,375,000) (2,187,000) 580-Pedestrian Bridge DIFs (591,138) (218,647) (85,000) (90,000) (5,000) 590-Transportation DIFs (10,028,648) (10,070,134) (6,714,000) (7,045,000) (331,000) Total Revenues $ (20,902,127) $ (24,492,379) $ (15,987,000) $ (18,510,000) $ (2,523,000)

Net Fund Activity $ (13,379,737) $ (12,631,855) $ 16,494,470 $ (10,356,104) $ (26,850,574) City of Chula Vista
Proposed Budget FY 2025 225
Capital Projects Funds

OTHER TRANSPORTATION FUNDS
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Other Expenses 0 - - - -
CIP Project Expenditures 570,830 533,658 12,772,000 34,967,767 22,195,767 Total Expenditures $ 570,830 $ 533,658 $ 12,772,000 $ 34,967,767 $ 22,195,767 Revenue from Other Agencies (327,187) (704,245) (12,772,000) (34,967,767) (22,195,767) Use of Money and Property (18) (23) - - -
Total Revenues $ (327,205) $ (704,268) $ (12,772,000) $ (34,967,767) $ (22,195,767)

Net Fund Activity $ 243,626 $ (170,611) $ - $ - $ - City of Chula Vista
Proposed Budget FY 2025 226
Capital Projects Funds

OTHER TRANSPORTATION FUNDS
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
725-Industrial Development Auth. 0 0 - - -
735-Transportation Partnership 0 0 - - -
736-Other Transportation Program 570,830 533,658 12,772,000 34,967,767 22,195,767 741-Prop 1B Highway Safety 0 0 - - -
Total Expenditures $ 570,830 $ 533,658 $ 12,772,000 $ 34,967,767 $ 22,195,767 735-Transportation Partnership (2) (2) - - -
736-Other Transportation Program (327,187) (704,245) (12,772,000) (34,967,767) (22,195,767) 741-Prop 1B Highway Safety (15) (20) - - -
Total Revenues $ (327,204) $ (704,267) $ (12,772,000) $ (34,967,767) $ (22,195,767)

Net Fund Activity $ 243,626 $ (170,609) $ - $ - $ - City of Chula Vista
Proposed Budget FY 2025 227
Capital Projects Funds

MISCELLANEOUS CIP FUNDS
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services - - 50,000 50,000 -
Other Expenses 164,173 195,767 245,000 337,000 92,000 Transfers Out 689,931 673,358 750,444 701,110 (49,334) CIP Project Expenditures 396,721 8,402,109 1,797,715 500,000 (1,297,715) Non-CIP Project Expenditures 88,309 508,967 - 200,000 200,000 Total Expenditures $ 1,339,133 $ 9,780,201 $ 2,843,159 $ 1,788,110 $ (1,055,049) Charges for Services (4,333,475) (658,723) (800,000) (1,200,000) (400,000) Use of Money and Property (758,856) (942,694) (185,000) (277,000) (92,000) Other Revenue (1,448,349) (215,958) (325,505) (325,505) - Transfers In (91,496) (8,739,618) (50,000) (200,000) (150,000) Total Revenues $ (6,632,176) $ (10,556,993) $ (1,360,505) $ (2,002,505) $ (642,000)

Net Fund Activity $ (5,293,043) $ (776,792) $ 1,482,654 $ (214,395) $ (1,697,049) City of Chula Vista
Proposed Budget FY 2025 228
Capital Projects Funds

MISCELLANEOUS CIP FUNDS
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
713-Capital Improvement Projects 486,668 8,935,419 1,799,149 201,434 (1,597,715) 715-Parkland Acquisition & DevFees 29,367 20,960 114,975 114,975 - 716-Western-Park Acquisition & Dev 156,289 191,751 261,768 803,768 542,000 717-Residential Construction Tax 666,809 632,071 667,267 667,933 666 Total Expenditures $ 1,339,133 $ 9,780,201 $ 2,843,159 $ 1,788,110 $ (1,055,049) 713-Capital Improvement Projects (1,193,456) (8,858,153) - (200,000) (200,000) 715-Parkland Acquisition & DevFees (4,521,446) (1,281,813) (835,000) (1,277,000) (442,000) 716-Western-Park Acquisition & Dev (496,790) (272,061) (200,000) (200,000) - 717-Residential Construction Tax (420,484) (144,966) (325,505) (325,505) - Total Revenues $ (6,632,176) $ (10,556,993) $ (1,360,505) $ (2,002,505) $ (642,000)

Net Fund Activity $ (5,293,043) $ (776,792) $ 1,482,654 $ (214,395) $ (1,697,049)

DEBT SERVICE FUNDS

City of Chula Vista
Proposed Budget FY 2025 231
Debt Service Funds
Debt Service Funds
The debt service requirement for the City, Public Financing Authority and Municipal Financing Authority is $36.9 million for fiscal year 2025. These funds do not include the Successor Agency to the Redevelopment Agency debt as it is reported in the “Debt Administration” section of this document. The $36.9 million budgeted for debt service funds is the required payments for the debt per the amortization schedules; however, the amounts actually paid for debt service are usually less due to funds available with the trustee as a result of interest earnings or excess cash in the various debt service funds that reduce the required cash outlay budgeted for the annual payment of the debt.

Debt service payments are made from various City funds in accordance with the legal documents governing each borrowing. Currently, the debt is in the form of Certificates of Participation, Lease Revenue Bonds, Pension Obligation Bonds, Long Term Notes and Financed Purchase Obligations. Debt has been issued by the City to pay the City’s currently unamortized, unfunded accrued actuarial liability to CalPERS as of the 6/30/2019 valuation, and to finance a wide variety of projects, including the construction of the Public Works Center, the Police Facility, parking facilities, refurbishment of the Chula Vista Shopping Mall, property acquisitions, building remodeling, equipment and software acquisition.

Debt Service – City Fund
Debt Service for City Fund accounts for the activities of the City’s bonds (not issued by the CV Public Financing Authority or the CV Municipal Financing Authority), notes and financed purchases. Debt service expenditures for the City Fund are approximately $19.7 million offset by revenues of $19.7 million. To follow is a brief description of the City’s debt service funds.
■ Fund 100: General Fund - DHCD ERAP Loan
In May 2022 the City was approved for a loan of $8.6 million and received a total of $3.4 million from the U.S.

Department of Housing and Community Development (DHCP), under the ERAP loan program. No additional disbursements are anticipated. Repayment of these funds are anticipated to be covered by a federal allocation in accordance with Senate Bill No. 115, Budget Act of 2021. ■ Fund 220: Sales Tax Measure P - Financed Purchases
In July 2020 the City was approved for a loan of $2.3 million from Bank of America for the acquisition of one Pierce Aerial Ladder Truck (tiller) and one Pierce Arrow XT Triple Combination Pumper/Fire Engine. These funds will be repaid from Measure P tax revenue.
■ Fund 410: Transport Enterprise Fund - Financed Purchase In July 2020, as part of the loan agreement of the $2.3 million above, an additional $4.5 million was approved by Bank of America for additional equipment pertaining to the Ambulance Transport Enterprise Program. These funds will be repaid from revenues from the new Ambulance Transport Enterprise Program. ■ Fund 442: CDBG Section 108 Loan
In June of 2008, the City received a loan of $9.5 million from the U.S. Department of Housing and Urban Development (HUD), under the Section 108 program. These funds will be repaid with a portion of the City’s annual CDBG allocation, over the next 20 years. The funds will be used for the ‘Castle Park Infrastructure Project’. The Section 108 loan is an ‘advance’ of future CDBG entitlement funds, and, as such, is repaid with a portion of the City’s annual entitlement�
On November 27, 2018, the City received notice from HUD regarding the opportunity to refinance the existing loan with a lower interest rate. On December 6, 2018, the City notified HUD of its election to redeem the current note.

The City signed the agreement for the refinancing on January 23, 2019. This refinancing resulted in cost savings to the City from lower interest rates received during the remaining life of the loan.

City of Chula Vista
Proposed Budget FY 2025 232
Debt Service Funds
■ Fund 451: Long-Term Debt City of Chula Vista
In February of 2021, the City issued the 2021 Pension Obligation Bonds in the amount of $350,025,000 to pay the balance of Miscellaneous and Safety plans Unfunded Actuarial Liability (UAL) based on the CalPERS Actuarial Valuation as of June 30, 2019. The source of repayment is from the General Fund and other City funds over the remaining life of the bonds. The term of the bonds is through calendar year 2045. Future pension liabilities will be addressed by the City’s Section 115 Trust that has been specifically established for future pension related liabilities�
■ Fund 452: Capital Leases
This fund was established to account for the financed purchases of the Fire Department’s apparatuses, the Police Department’s Mobile Data Computers, and Energy Conservation equipment.

In December 2012, the City entered into a lease purchase agreement with Bank of America to purchase certain energy conservation equipment. The agreement would bridge the financial gap between the Municipal Streetlight Retrofit Project capital costs and the available rebates for energy conservation equipment.

In August 2016, the City entered into a financed purchase agreement with JP Morgan Chase Bank, N.A. for the acquisition of one Pierce Fire Engine. In 2018, it was decided that this lease would be paid out of the revenues from the newly adopted tax increase known as Measure P .

In October 2019, the City entered into a Capital Lease Agreement with DELL Financial Services for 120 Mobile Data Computers. In Fiscal Year 2022, this agreement converted to a GASB 87 Lease per the new GASB 87 Lease implementation and is no longer considered part of long-term debt. Please refer to note 12 of the ACFR for additional information�
■ Fund 453: Energy Loan Repayment
This fund accumulates payment of principal and interest on a loan obtained through the California Energy Commission to fund various energy conservation capital projects.

On July 23, 2013, the City Council authorized a 16-year lease purchase agreement with Bank of America to fund various solar energy projects for City facilities. The original amount of the loan was $2,121,500 and will be repaid through future energy savings.
■ Fund 560: Financed Purchases
In October 2018, the City entered into a financed purchase loan agreement with JP Morgan to purchase one Pierce Arrow XT Triple Combination Pumper/Fire Engine. The total loan amount is $720,785.92 and it will be repaid from revenues from the Public Facilities Development Impact Fees (PFDIF) Fund.

In November 2022, the City entered into a financed purchase agreement with JP Morgan to purchase two Pierce Arrow XT Pierce’s Ultimate Configuration (PUC) Pumpers and one Pierce Arrow XT 107’ Tractor Drawn Aerial (TDA) engine. The total loan amount is $3,986,967 and it will be repaid from revenues from the PFDIF Fund.

Debt Service – Chula Vista Public Financing Authority
The Chula Vista Public Financing Authority (PFA) formed in April 1995 to provide for financing of acquisition, construction and improvement of public capital improvements. The PFA has been used to issue Certificates of Participation on behalf of the City�
Debt service expenditures for the PFA are approximately $6.8 million with offsetting revenues of $6.8 million. To follow is a brief description of the Chula Vista PFA - debt service funds. ■ Fund 475: 2014 Refunding Certificates of Participation In March 2014, the Public Financing Authority issued the 2014 COP in the amount of $45,920,000 to refinance the outstanding principal balance of the 2002 Certificates of Participation. The source of repayment of the certificates is the lease payments to be made by the General Fund and PFDIF to the Public Financing Authority.

The term of the certificates is through calendar year 2032.

City of Chula Vista
Proposed Budget FY 2025 233
Debt Service Funds
■ Fund 476: 2015 Refunding Certificates of Participation In September 2015, the Public Financing Authority issued the 2015 COP in the amount of $34,330,000 to refinance the outstanding principal balance of the 2004 Certificates of Participation and to refinance part of the outstanding principal balance of the 2006 Certificates of Participation. The source of repayment of the certificates is the lease payments to be made by General Fund and PFDIF to the Public Financing Authority. The term of the certificates is through calendar year 2034�
■ Fund 477: 2016 Refunding Certificates of Participation In July 2016, the Public Financing Authority issued the 2016 COP in the amount of $8,600,000 to refinance the outstanding principal balance of the 2006 Certificates of Participation. The source of repayment of the certificates is the lease payments to be made by General Fund and PFDIF to the Public Financing Authority. The term of the certificates is through calendar year 2036.

Debt Service – Chula Vista Municipal Financing Authority The Chula Vista Municipal Financing Authority (MFA) formed in June 2013 to provide for financing or refinancing for the acquisition, construction and improvement of public capital improvements. The MFA has been used to issue Lease Revenue Refunding Bonds on behalf of the City.

Debt service expenditures for the MFA are approximately $10.4 million with offsetting revenues of $10.4 million. To follow is a brief description of the Chula Vista MFA debt service funds. ■ Fund 478: 2016 Lease Revenue Refunding Bonds
In July 2016, the Municipal Financing Authority issued the 2016 LRRB in the amount of $25,885,000 to refinance the outstanding principal balance of the 2010 Certificates of Participation. The source of repayment of the LRRBs is the lease payments to be made by General Fund and PFDIF to the Municipal Financing Authority. The term of the lease is through calendar year 2033�
■ Fund 479: Lease Revenue Bonds Series 2017A & Series 2017B In December 2017, the Municipal Financing Authority issued the 2017 LRB Series A in the amount of $12,045,000 and the 2017 LRB Series B in the amount of $1,085,000 to finance photovoltaic energy systems at various City facilities. The source of repayment of the LRB is the lease payments to be made by the General Fund to the Municipal Financing Authority. The term of the Series 2017A lease is through calendar year 2048 and the term of the Series 2017B lease is through calendar year 2028. ■ Fund 480: 2017 Lease Revenue Bonds Series
In July 2017, the Municipal Financing Authority issued the 2017 Lease Revenue Bonds in the amount of $61,355,000 under Fund 220 to finance critical City infrastructure, facilities, and equipment. The source of repayment of the 2017 Lease Revenue Bonds is revenue generated from the citizen-approved Measure P Sales tax. The term of the issuance is through calendar year 2027. Fund 220 is reported under the General column of the financial statements. In Fiscal Year 2022, fund 480 was created to report the bond-related activity under the Municipal Financing Authority column of the financial statements.

City of Chula Vista
Proposed Budget FY 2025 234
Debt Service Funds
DEBT SERVICE – CITY FUNDS (442 - 453)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 12,132,292 - - - -
Supplies and Services 3,665 3,665 4,581 6,413 1,832 Other Expenses 16,416,442 16,369,946 16,470,016 16,537,368 67,352 Transfers Out - 100,336 - - -
Total Expenditures $ 28,552,399 $ 16,473,947 $ 16,474,597 $ 16,543,781 $ 69,184 Transfers In (16,328,545) (16,339,682) (16,447,040) (16,542,488) (95,448) Use of Money and Property (1,932) (1,641) - - -
Other Revenue (12,213,236) (12,818) (7,000) (1,300) 5,700 Total Revenues $ (28,543,714) $ (16,354,142) $ (16,454,040) $ (16,543,788) $ (89,748)

Net Fund Activity $ 8,685 $ 119,805 $ 20,557 $ (7) $ (20,564) City of Chula Vista
Proposed Budget FY 2025 235
Debt Service Funds
DEBT SERVICE – CITY FUNDS (442 - 453)
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
442-CDBG Section 108 Loan 644,746 657,213 669,863 682,451 12,588 451-Long Term Debt - City of CV 27,120,619 15,116,862 15,290,749 15,450,403 159,654 452-Equipment Lease Fund 302,390 396,752 208,019 101,741 (106,278) 453-Energy Conservation Loans 484,644 303,120 305,966 309,186 3,220 Total Expenditures $ 28,552,399 $ 16,473,947 $ 16,474,597 $ 16,543,781 $ 69,184 442-CDBG Section 108 Loan (644,746) (657,213) (669,863) (682,451) (12,588) 451-Long Term Debt - City of CV (27,113,839) (15,097,603) (15,270,192) (15,450,410) (180,218) 452-Equipment Lease Fund (300,485) (296,205) (208,019) (101,741) 106,278 453-Energy Conservation Loans (484,644) (303,120) (305,966) (309,186) (3,220) Total Revenues $ (28,543,714) $ (16,354,142) $ (16,454,040) $ (16,543,788) $ (89,748) Net Fund Activity $ 8,685 $ 119,805 $ 20,557 $ (7) $ (20,564) City of Chula Vista
Proposed Budget FY 2025 236
Debt Service Funds
DEBT SERVICE – PUBLIC & MUNICIPAL FINANCING AUTHORITIES (475 - 480) Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 34,270 28,600 34,400 36,746 2,346 Other Expenses 17,747,481 17,444,313 17,152,951 17,185,205 32,254 Total Expenditures $ 17,781,751 $ 17,472,913 $ 17,187,351 $ 17,221,951 $ 34,600 Use of Money and Property (544,705) 311,224 - - - Transfers In (17,466,510) (16,870,451) (16,944,351) (16,980,951) (36,600) Other Revenue (314,851) (246,113) (243,000) (241,000) 2,000 Total Revenues $ (18,326,066) $ (16,805,339) $ (17,187,351) $ (17,221,951) $ (34,600) Net Fund Activity $ (544,315) $ 667,574 $ - $ - $ - City of Chula Vista
Proposed Budget FY 2025 237
Debt Service Funds
DEBT SERVICE – PUBLIC & MUNICIPAL FINANCING AUTHORITIES (475 - 480) Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
475-2014 COP Refunding 3,607,831 3,610,081 3,619,582 3,618,082 (1,500) 476-2015 Refunding COP 2,925,013 2,922,763 2,926,770 2,929,692 2,922 477-2016 Ref COP Civic Ctr/Nature 286,550 286,550 287,552 287,552 - 478-2016 LRRB PFDIF/COP 2,146,675 2,148,275 2,153,475 2,150,077 (3,398) 479-2017 CREBs LRBs 675,132 681,245 686,575 721,753 35,178 480-2017 Measure P LRBs 8,140,550 7,824,000 7,513,397 7,514,795 1,398 Total Expenditures $ 17,781,751 $ 17,472,913 $ 17,187,351 $ 17,221,951 $ 34,600 475-2014 COP Refunding (3,735,131) (3,438,717) (3,619,582) (3,618,082) 1,500 476-2015 Refunding COP (3,211,271) (2,578,439) (2,926,770) (2,929,692) (2,922) 477-2016 Ref COP Civic Ctr/Nature (418,559) (130,018) (287,552) (287,552) - 478-2016 LRRB PFDIF/COP (2,147,314) (2,148,331) (2,153,475) (2,150,077) 3,398 479-2017 CREBs LRBs (675,150) (681,293) (686,575) (721,753) (35,178) 480-2017 Measure P LRBs (8,138,642) (7,828,541) (7,513,397) (7,514,795) (1,398) Total Revenues $ (18,326,066) $ (16,805,339) $ (17,187,351) $ (17,221,951) $ (34,600)

Net Fund Activity $ (544,315) $ 667,574 $ - $ - $ -

OTHER FUNDS

City of Chula Vista
Proposed Budget FY 2025 241
Other Funds
Other Funds
The funds included in this section include miscellaneous Special Revenue, Internal Service, and Enterprise funds. Special Revenue Funds are used to account for proceeds derived from various revenue sources, which are legally restricted to expenditures for specific purposes. Internal Service Funds are used to finance and account for goods, special activities, and services performed by one City department for other City departments on a cost reimbursement basis. Internal Service Funds account for the activities of worker’s compensation, insurance, and technology replacement. Enterprise Funds are self-supporting, typically involve goods and services for a fee, with an accounting framework similar to that used in the private sector.

To follow is a brief description of the City’s special revenue funds.

Transportation Funds
Included in this group are the following funds:
■ Fund 221: Gas Tax
This fund accounts for the receipt and expenditure of all monies received from the State under Street and Highway Code Sections 2103, 2105, 2106, 2107, 2107.5, and the Road Repair and Accountability Act of 2017 (Senate Bill 1). The allocations must be spent for street maintenance or construction and a limited amount for engineering. ■ Fund 227: Transportation Sales Tax
This fund was established to account for the receipt and disbursement of all transportation sales tax (TransNet) revenues for the City. In November 1987, San Diego County voters first approved the Transportation Program (TransNet). In November of 2004, voters approved a 40-year extension of the program, which funds transportation improvements throughout the region via a half-cent local sales tax. The City’s allocation of regional funds is based upon population and the number of local street and road miles maintained by the City� Parking Funds
Included as part of this group are the following funds:
■ Fund 241: Parking Meter
Parking Meter Fund revenues are generated through two sources: coin deposits from parking meters located in the downtown area and parking citation payments for expired meter violations. These funds pay for the coin collection and maintenance of the meters, the parking enforcement staff that monitors the downtown area, and general upkeep and signage of the downtown parking lots. ■ Fund 243: Town Center I Parking
This fund is used to account for revenues from an in-lieu parking fee. This in-lieu parking fee applies to any developer of a new commercial building or addition to an existing commercial building within the Downtown Parking District. Use of monies in this fund is restricted to the purchase or development of parking sites.

Public Safety Funds
Included in this group are the following funds:
■ Fund 245: Traffic Safety
This fund is a depository for all monies derived from vehicle code fines, excluding parking violations. The fines are collected through the County court system and remitted to the City monthly. These monies may be expended only for traffic control devices and equipment and maintenance thereof or for the maintenance, improvement or construction of public streets�
This fund was established to account for the receipt and disbursement of local grant funds received by the City (non-Federal or State Grants).

City of Chula Vista
Proposed Budget FY 2025 242
Other Funds
Library/Cultural Arts Funds
Included in this group are the following Permanent funds:
■ Fund 267: Permanent Endowments Fund
The Permanent Endowments Fund was established from a contribution from Gayle McCandliss in 1991 shortly after she passed away. Consistent with her wishes, it was established as a perpetual fund to recognize and provide monetary support or recognition to individuals or groups who make substantial contributions to the arts in the City of Chula Vista�
Sundry Grant & Miscellaneous Funds
Included as part of this group are the following funds:
■ Fund 223: Telephone Users Tax (TUT) Common Fund
This fund is used to account for funds in accordance with a 2014 settlement agreement that resolved a class action lawsuit challenging the City’s collection of Telephone Users’ Taxes from wireless customers. ■ Fund 268: American Rescue Plan Act of 2021
This fund is used to account for federal funds under the American Rescue Plan Act of 2021 Coronavirus State and Local Fiscal Recovery Funds program.
■ Fund 269: Other Grant Fund
The Other Grants Fund was established to account for all grants other than Federal and State grants such as:

San Diego Neighborhood Reinvestment Program and Be the Change grants. ■ Fund 270: Mobile Home Rent Review Program Fund
This fund is a depository for monies collected for the Mobile Home Administrative Fee. This fee was established in July 2011 to ensure a consistent funding source for administration and implementation of Chula Vista Municipal Code 9.50 – Mobile Home Park Space Rent Review.
■ Fund 271: Local Grants
This fund was established to account for the receipt and disbursement of local grant funds received by the City (non-Federal or State Grants).
■ Fund 272: Federal Grants Fund
This fund was established to account for the receipt and disbursement of all Federal Grants received by the City. ■ Fund 273: State Grants Fund
This fund was established to account for the receipt and disbursement of all State Grants received by the City (excluding Recreation related grants).

Environmental Services and Conservation Funds
Included as part of this group is the following fund:
■ Fund 282: Environmental Services
The Environmental Services fund is a depository for revenue that is generated primarily by a 5% surcharge (AB 939 fees) applied to the refuse rates for residential and commercial customers. The surcharge is authorized by the State to recover the costs of developing and implementing source reduction, recycling, and composting programs that are implemented to meet the State mandate to divert 50% of all waste generated annually in the City from landfills. The fund also includes two annual flat fees paid by the franchise hauler under the franchise agreement to cover litter container costs and to support the programs public education and enforcement service costs.

City of Chula Vista
Proposed Budget FY 2025 243
Other Funds
Storm Drain Fund
Storm Drain Revenue (Fund 301) – In accordance with Chapter 14.16 of the Chula Vista Municipal Code all proceeds of the storm drain fee are deposited into the Storm Drain Revenue Fund. Monies in this fund may only be used for storm drain purposes. The monthly storm drain service charge is included on the sewer bill.

Community Development Block Grant Housing Program Fund
The overall CDBG entitlement funds are now budgeted in Fund 272 – Federal Grants. ■ 311: CDBG Housing Program
These funds are depositories of grant entitlement monies received from the Department of Housing and Urban Development for the Housing Program. The purpose of these monies is for community development projects; eligible activities include those that:
● Benefit low and moderate income people.
● Eliminate substandard housing and blight�
● Alleviate conditions posing a serious health and/or safety hazard.

Open Space District Funds
These funds are a depository for all monies received for all flat rate property tax assessments levied against benefiting property owners for all maintenance of open space areas. Included in this group are funds 342 through 389.

The total assessment amount for each Open Space District is calculated each year based upon the cost of providing services within the district. This assessment rate is limited to the prior year’s amount, increased by the lesser of two local indexes. In recent years the indexed increases were not effectively keeping pace with the actual costs of providing these services to the property owners. In fiscal year 2007-08 staff went through the Proposition 218 process on seven districts/zones, in order to bring revenues in line with actual maintenance costs. Only one of the seven districts were approved for an increase in assessment. As a result, a concentrated effort has been made to reduce expenditures within available resources.

Miscellaneous Special Revenue Funds
Included in this group are the following funds:
■ Fund 105: Bayfront Lease Revenue Fund
This fund was established as part of the City’s Bayfront Master Plan and the development of the Gaylord Pacific Resort and Convention Center under a Revenue Sharing Agreement between the City, Port of San Diego and developer RIDA Chula Vista, LLC. Revenues include transfers from the General Fund based on: 1) Master Service Agreement in which the Port of San Diego reimburses the City for municipal public safety services provided by the City in the tidelands area; and 2) project-generated revenues. Project revenues include Transient Occupancy Tax and Sales Tax revenues generated by the Bayfront Project geographic area. Expenditures include contributions to the Chula Vista Bayfront Facilities Financing Authority. The Bayfront Financing Authority was created as a joint powers agreement between the City of Chula Vista, the County of San Diego, and the San Diego Unified Port District for the purpose of issuing tax exempt debt obligations to finance development of the Chula Vista Bayfront Master Plan area.
■ Fund 224: OR V2 Public Benefit Contributions
This fund is used to account for public benefit contributions in Otay Ranch Village 2. ■ Fund 225: Community Purpose Facilities (CPF) Benefit Funds This fund is used to account for resources related to Community Purpose Facility requirements for development projects under Chula Vista Municipal Code Section 19.48.025. These requirements enable the City to adopt City of Chula Vista
Proposed Budget FY 2025 244
Other Funds
measures providing for the development of the surrounding area to be compatible with the planned community zone�
■ Fund 230: Developer Deposits
This fund is used to account for developer deposits.
■ Fund 250: National Opioid Settlement
This fund is utilized for the National Opioid Settlement against manufacturers, distributors and other entities responsible for aiding the opioid epidemic. Funds are to be utilized for opioid abatement activities. Payments are expected to be received through 2038.
■ Fund 260 Transportation Fair Share Developer Contributions This fund is used to account for transportation fair share developer contributions. ■ Fund 261 Park Benefit Fees
This fund is used to account for park benefit fees.
■ Fund 262 Public Benefit Contributions
This fund is used to account for public benefit contributions. ■ Fund 263: Economic Development Developer Contributions This fund was established to account for contributions from developers and eligible expenditures related to economic development in the City.
■ Fund 264: Donations
This fund is used to account for donations to the City for various programming. ■ Fund 316: Public Educational & Governmental Fees Fund This fund was established to account for the fees associated with regulating video service providers holding state video franchised pursuant to the Digital Infrastructure and Video Competition Act of 2006. ■ Fund 340: Pension Reserve Fund - Section 115 Trust
The Pension & OPEB Reserve Fund Policy (PRF) established an Irrevocable Section 115 Trust Fund where all PRF contributions will be made to cover the following: repayment of future CalPERS unfunded liabilities in part or whole; establishment of an OPEB reserve fund; to pay off any outstanding Pension Obligation Bonds; and any other unanticipated pension related costs or charges. Upon meeting the 15% General Fund Operating Reserves, 75% of all future surplus funds shall be transferred to the PRF while the remaining 25% is allocated to the Economic Contingency Reserves and Catastrophic Event reserves in accordance with the General Fund Reserve Policy. In the event all three General Fund reserve accounts are fully funded at the stated policy percentage, 100% of surplus funds will be transferred to the PRF until it reaches 15% of annual General Fund budgeted expenditures (excluding Measure A and P Sales taxes).

Internal Service Funds
Included as part of this group are the following funds:
■ Fund 234: Advanced Life Support (ALS) Fund
This fund accounts for the receipt of pass-through revenue from ambulance services to fund the First Responder Advanced Life Support program.
■ Fund 341: Public Liability Trust Fund
This fund is a depository for contributions made from the General Fund to provide an appropriate reserve level to pay for uninsured and deductibles for public liability losses. The City is self-insured for amounts up to $250,000 per claim�
City of Chula Vista
Proposed Budget FY 2025 245
Other Funds
■ Fund 393: Technology Replacement Fund
The Technology Replacement Fund is an internal service function that provides for the replacement of computers and related technology equipment. Funds from departments’ operating budgets are transferred to the Technology Replacement Fund for future replacement of equipment included in the program. Due to economic reasons, the program has not been funded for several years. Computer replacement has been included in various funds based on available resources.
■ Fund 394: Vehicle Replacement Fund
The Vehicle Replacement Fund was established to set aside funds for the purchase and/or replacement of vehicles.
■ Fund 398 Workers’ Compensation
This fund is a depository for contributions made from all funds, which have personnel allocated to them, to pay for annual costs related to workers’ compensation liabilities including the provision of an appropriate reserve to pay uninsured claims costs. The City is self-insured for amounts up to $1.0 million per claim. The amount of the reserve and the required annual transfer is determined by the Director of Finance, based on experience and consultation with the Risk Manager.

Other Enterprise Funds
Included as part of this group are the following funds:
■ Fund 406: Chula Vista Municipal Golf Course
This fund is used to account for revenues and expenditures related to the operation of the Chula Vista Municipal Golf Course�
■ Fund 407: Living Coast Discovery Center
This account is to track revenues and expenses related to the Living Coast Discovery Center. ■ Fund 409: Chula Vista Elite Athlete Training Center
This fund accounts for the revenues and expenditures related to the management of the Chula Vista Elite Athlete Training Center�
■ Fund 410: Transport Enterprise
This fund accounts for the revenues and expenditures related to the management of the Fire Department’s Transport Program�

City of Chula Vista
Proposed Budget FY 2025 246
Other Funds
OTHER FUNDS – TRANSPORTATION FUNDS (221, 227)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 218,531 242,219 240,706 240,203 (503) Supplies and Services 18,471 - - - -
Other Expenses 3,815 2,581 - - -
Internal Service Charges - - 6,874 7,107 233
Transfers Out 4,426,435 4,582,973 4,715,678 5,092,897 377,219 CIP Project Expenditures 4,166,578 10,784,425 19,588,671 18,481,785 (1,106,886) Total Expenditures $ 8,833,829 $ 15,612,198 $ 24,551,929 $ 23,821,992 $ (729,937) Revenue from Other Agencies (12,103,336) (13,199,800) (14,759,410) (14,645,345) 114,065 Charges for Services (1,407) (1,602) - - -
Other Revenue (3,867,096) (2,897,706) (6,673,500) (6,673,500) - Transfers In (4,000) (2,000) (2,000) (2,000) -
Use of Money and Property (275,489) (443,659) - - - Total Revenues $ (16,251,327) $ (16,544,767) $ (21,434,910) $ (21,320,845) $ 114,065

Net Fund Activity $ (7,417,498) $ (932,569) $ 3,117,019 $ 2,501,147 $ (615,872) City of Chula Vista
Proposed Budget FY 2025 247
Other Funds
OTHER FUNDS – TRANSPORTATION FUNDS (221, 227)
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
221-Transportation Grants-Gas Tax 5,994,481 12,576,248 15,159,429 14,596,492 (562,937) 227-Transportation Sales Tax 2,839,348 3,035,950 9,392,500 9,225,500 (167,000) Total Expenditures $ 8,833,829 $ 15,612,198 $ 24,551,929 $ 23,821,992 $ (729,937) 221-Transportation Grants-Gas Tax (12,316,854) (13,644,900) (14,761,410) (14,647,345) 114,065 227-Transportation Sales Tax (3,934,473) (2,899,867) (6,673,500) (6,673,500) - Total Revenues $ (16,251,327) $ (16,544,767) $ (21,434,910) $ (21,320,845) $ 114,065 Net Fund Activity $ (7,417,498) $ (932,569) $ 3,117,019 $ 2,501,147 $ (615,872) City of Chula Vista
Proposed Budget FY 2025 248
Other Funds
OTHER FUNDS – PARKING FUNDS (241 - 243)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 399,307 386,826 360,700 415,700 55,000 Other Expenses 214,526 213,277 198,500 254,500 56,000 Utilities 37,816 52,525 28,454 97,183 68,729
Transfers Out 961 655 1,227 1,227 -
CIP Project Expenditures 59,047 15,403 - - -
Total Expenditures $ 711,656 $ 668,686 $ 588,881 $ 768,610 $ 179,729

Licenses and Permits - (42,100) (25,000) (30,000) (5,000) Fines, Forfeitures, Penalties (267,274) (231,033) (200,000) (249,153) (49,153) Use of Money and Property (437,872) (450,450) (365,000) (440,268) (75,268) Other Revenue (75,076) (10,500) - - -

Total Revenues $ (780,222) $ (734,083) $ (590,000) $ (719,421) $ (129,421)

Net Fund Activity $ (68,565) $ (65,397) $ (1,119) $ 49,189 $ 50,308 City of Chula Vista
Proposed Budget FY 2025 249
Other Funds
OTHER FUNDS – PARKING FUNDS (241 - 243)
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
241-Parking Meter 711,613 668,657 588,881 768,610 179,729 243-Town Center I Parking District 44 30 - - -

Total Expenditures $ 711,656 $ 668,686 $ 588,881 $ 768,610 $ 179,729 241-Parking Meter (702,386) (718,556) (590,000) (719,421) (129,421) 243-Town Center I Parking District (77,835) (15,528) - - - Total Revenues $ (780,222) $ (734,083) $ (590,000) $ (719,421) $ (129,421)

Net Fund Activity $ (68,565) $ (65,397) $ (1,119) $ 49,189 $ 50,308 City of Chula Vista
Proposed Budget FY 2025 250
Other Funds
OTHER FUNDS – PUBLIC SAFETY FUNDS (245, 256)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 34,389 48,846 38,500 38,500 - Other Expenses 56 25 - - -
Other Capital - 2,175 - - -
Transfers Out 399,140 236,374 399,140 399,140 - Total Expenditures $ 433,585 $ 287,420 $ 437,640 $ 437,640 $ - Fines, Forfeitures, Penalties (264,647) (282,454) (437,640) (437,640) - Use of Money and Property (2,074) (1,693) - - -
Transfers In (124,557) - - - -
Total Revenues $ (391,278) $ (284,147) $ (437,640) $ (437,640) $ -

Net Fund Activity $ 42,307 $ 3,273 $ - $ - $ -

OTHER FUNDS – PUBLIC SAFETY FUNDS (245, 256)
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
245-Traffic Safety 433,585 287,420 437,640 437,640 - Total Expenditures $ 433,585 $ 287,420 $ 437,640 $ 437,640 $ - 245-Traffic Safety (391,278) (284,147) (437,640) (437,640) -

Total Revenues $ (391,278) $ (284,147) $ (437,640) $ (437,640) $ -

Net Fund Activity $ 42,307 $ 3,273 $ - $ - $ -
City of Chula Vista
Proposed Budget FY 2025 251
Other Funds
OTHER FUNDS – PERMANENT ENDOWMENTS FUND (267)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Use of Money and Property (198) (255) - - -
Total Revenues $ (198) $ (255) $ - $ - $ -

Net Fund Activity $ (196) $ (254) $ - $ - $ -
City of Chula Vista
Proposed Budget FY 2025 252
Other Funds
OTHER FUNDS – SUNDRY GRANT & MISC FUNDS
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 6,435,956 6,332,563 2,273,242 7,104,990 4,831,748 Supplies and Services 1,372,732 1,894,635 2,169,610 2,169,610 - Other Expenses 36,055,068 5,715,157 321,391 1,195,421 874,030 Other Capital 127,962 83,372 420,000 420,000 - Utilities 688 - - - -
Internal Service Charges 2,773 2,930 3,261 3,371 110 Transfers Out 2,303,718 1,606,438 1,266,346 1,222,919 (43,427) CIP Project Expenditures 1,330,470 10,611,349 363,934 - (363,934) Non-CIP Project Expenditures 3,260,890 4,157,380 - - -

Total Expenditures $ 50,890,257 $ 30,403,824 $ 6,817,784 $ 12,116,311 $ 5,298,527

Revenue from Other Agencies (45,416,667) (45,028,256) (4,412,985) (11,198,145) (6,785,160) Charges for Services (261,568) (211,797) (206,930) (220,269) (13,339) Use of Money and Property (365,397) (154,826) - - - Other Revenue (490,399) (544,681) (10,000) (10,000) - Transfers In (637,531) (520,288) (79,299) (396,783) (317,484) Total Revenues $ (47,171,562) $ (46,459,848) $ (4,709,214) $ (11,825,197) $ (7,115,983)

Net Fund Activity $ 3,718,695 $ (16,056,024) $ 2,108,570 $ 291,114 $ (1,817,456) City of Chula Vista
Proposed Budget FY 2025 253
Other Funds
OTHER FUNDS – SUNDRY GRANT & MISC FUNDS
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
223-Utility Tax Settlement 22 12 - - -
269-Other Grants 237,803 1,529,401 75,000 75,000 - 270-Mobile Park Fee 30,889 38,897 65,000 65,000 - 271-Local Grants 66,044 84,874 258,564 258,564 - 272-Federal Grants 47,894,624 20,053,681 5,053,103 9,964,884 4,911,781 273-State Grants 2,660,876 8,696,957 1,366,117 1,752,863 386,746 Total Expenditures $ 50,890,257 $ 30,403,824 $ 6,817,784 $ 12,116,311 $ 5,298,527 223-Utility Tax Settlement (1,600) (2,058) - - - 269-Other Grants (288,390) (2,354,549) (75,000) (75,000) - 270-Mobile Park Fee (32,180) (24,076) (65,000) (65,000) - 271-Local Grants (185,003) (4,073,411) (15,000) (38,564) (23,564) 272-Federal Grants (45,168,038) (19,605,673) (3,490,116) (9,893,770) (6,403,654) 273-State Grants (1,496,352) (20,400,080) (1,064,098) (1,752,863) (688,765) Total Revenues $ (47,171,563) $ (46,459,847) $ (4,709,214) $ (11,825,197) $ (7,115,983)

Net Fund Activity $ 3,718,695 $ (16,056,024) $ 2,108,570 $ 291,114 $ (1,817,456) City of Chula Vista
Proposed Budget FY 2025 254
Other Funds
OTHER FUNDS – ENVIRONMENTAL SERVICES (282)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 671,188 739,290 1,061,211 1,013,835 (47,376) Supplies and Services 771,655 946,008 1,401,856 1,402,262 406 Other Expenses 51,151 51,944 110,351 110,351 - Other Capital 87 30,621 4,600 4,600 -
Utilities 7,379 - 18,558 18,558 -
Internal Service Charges 11,772 10,911 10,413 10,766 353 Transfers Out 401,326 400,604 468,976 457,189 (11,787) Total Expenditures $ 1,914,558 $ 2,179,377 $ 3,075,965 $ 3,017,561 $ (58,404)

Charges for Services (1,573,840) (1,693,162) (1,416,799) (1,574,627) (157,828) Other Revenue (400,395) (259,659) (139,726) (139,726) - Transfers In (15,000) (5,000) (7,000) (7,000) -
Total Revenues $ (1,989,235) $ (1,957,821) $ (1,563,525) $ (1,721,353) $ (157,828)

Net Fund Activity $ (74,677) $ 221,556 $ 1,512,440 $ 1,296,208 $ (216,232) City of Chula Vista
Proposed Budget FY 2025 255
Other Funds
OTHER FUNDS – STORM DRAIN FUND (301)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 151,515 235,843 348,100 348,100 - Other Expenses 481 317 - - -
Transfers Out - 27,685 218,284 318,284 100,000 Total Expenditures $ 151,995 $ 263,845 $ 566,384 $ 666,384 $ 100,000

Revenues
Fines, Forfeitures, Penalties (200) (400) (5,000) (5,000) - Charges for Services (625,970) (616,392) (585,000) (661,384) (76,384) Use of Money and Property (33,539) (50,699) - - - Other Revenue 1,279 (3,950) - - -

Total Revenues $ (658,431) $ (671,441) $ (590,000) $ (666,384) $ (76,384)

Net Fund Activity $ (506,435) $ (407,596) $ (23,616) $ - $ 23,616 City of Chula Vista
Proposed Budget FY 2025 256
Other Funds
OTHER FUNDS – CDBG HOUSING PROGRAM (311)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 41 578 - - -
Other Expenses 18,090 36,347 25,000 25,000 -
Non-CIP Project Expenditures 1,875 96,905 75,000 75,000 - Total Expenditures $ 20,007 $ 133,831 $ 100,000 $ 100,000 $ -

Revenue from Other Agencies - (92,019) (100,000) (100,000) -

Total Revenues $ - $ (92,019) $ (100,000) $ (100,000) $ -

Net Fund Activity $ 20,007 $ 41,812 $ - $ - $ -
City of Chula Vista
Proposed Budget FY 2025 257
Other Funds
OTHER FUNDS – OPEN SPACE DISTRICT FUNDS (342 - 389)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 9,396,012 9,568,106 13,079,978 15,340,520 2,260,542 Other Expenses 2,574,560 2,640,276 2,938,199 3,671,799 733,600 Utilities 2,585,088 2,317,643 4,028,597 4,123,716 95,119 Internal Service Charges - - 3,403 3,519 116
Transfers Out 258,531 254,125 323,271 323,665 394

Total Expenditures $ 14,814,191 $ 14,780,150 $ 20,373,448 $ 23,463,219 $ 3,089,771

Revenues
Use of Money and Property (677,833) (966,777) - - - Other Revenue (19,717,838) (20,497,616) (20,707,027) (22,547,777) (1,840,750) Transfers In (517,996) (514,002) (700,768) (701,555) (787)

Total Revenues $ (20,913,667) $ (21,978,394) $ (21,407,795) $ (23,249,332) $ (1,841,537)

Net Fund Activity $ (6,099,476) $ (7,198,244) $ (1,034,347) $ 213,887 $ 1,248,234 City of Chula Vista
Proposed Budget FY 2025 258
Other Funds
OTHER FUNDS – OPEN SPACE DISTRICT FUNDS (342 - 389)
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
342-CFD 11-M Rolling Hills McM 161,334 160,286 247,761 250,503 2,742 343-CFD 12-M Otay Ranch Village 7 449,252 584,933 659,315 679,816 20,501 344-CFD 13-M Otay Ranch Village 2 472,746 511,480 1,554,382 2,448,200 893,818 345-CFD 12M Village 7 Otay Ranch 526,770 551,712 697,840 777,735 79,895 346-CFD 14M-A-EUC Millenia 211,187 195,861 289,474 267,859 (21,615) 347-CFD 14M-B-EUC Millenia 332,169 388,093 646,988 646,383 (605) 348-CFD 18M Village 3 Otay Ranch 81,161 108,960 878,341 1,231,572 353,231 349-CFD 19M Freeway Commercial 2 41,887 26,970 274,986 315,430 40,444 350-Bayfront Special Tax District 589,680 553,193 15,000 607,545 592,545 351-Town Center Landscape Dist I 6 3 - - -
352-Bay Blvd Landscape District 5,202 6,923 9,560 12,930 3,370 353-Eastlake Maintenance Dist I 316,312 400,534 436,063 470,930 34,867 354-Open Space District #01 84,570 86,306 96,638 101,417 4,779 355-Open Space District #02 12,385 12,431 16,793 17,805 1,012 356-Open Space District #03 39,329 41,409 58,894 62,441 3,547 357-Open Space District #04 112,386 105,651 115,780 124,453 8,673 358-Open Space District #05 39,211 46,355 60,670 62,409 1,739 359-Open Space District #06 28,415 37,700 42,814 43,729 915 361-Open Space District #07 22,113 21,394 24,515 30,557 6,042 362-Open Space District #08 63,164 65,253 83,514 88,633 5,119 363-Open Space District #09 55,641 54,985 75,019 87,040 12,021 364-Open Space District #10 59,556 70,490 94,963 101,407 6,444 365-Open Space District #11 158,851 158,166 192,630 197,538 4,908 366-Open Space District #13 0 0 - - -
367-Open Space District #14 307,121 253,348 399,437 414,159 14,722 368-Open Space District #15 14,898 13,775 22,776 23,562 786 369-Open Space District #17 7,924 7,827 10,198 10,835 637 371-Open Space District #18 161,574 164,544 210,675 232,832 22,157 372-Open Space District #20 1,546,515 1,495,266 1,824,447 1,884,730 60,283 373-Open Space District #23 63,741 69,721 66,946 74,819 7,873 374-Open Space District #24 22,723 22,430 34,434 37,191 2,757 375-Open Space District #26 8,116 8,994 13,042 13,785 743 376-Open Space District #31 185,508 206,009 224,550 253,735 29,185 378-CFD 07M Eastlake Woods & Vista 685,185 559,204 974,583 933,442 (41,141) 379-CFD 08M Vlg 6 McMillin & OR 1,092,210 1,145,604 1,672,634 1,956,040 283,406 380-CFD 09M ORV II Brookfield-Shea 1,132,579 1,019,319 1,343,156 1,447,147 103,991 381-CFD 14M-2-EUC Millenia 202,842 188,906 279,302 314,429 35,127 382-CFD 99-2 Otay Ranch Vlg 1 West 860,372 873,691 1,086,470 1,183,939 97,469 383-Town Ctr Business Improv Dist 2 1 - - -
386-Otay Ranch Preserve 767,783 692,170 780,327 804,387 24,060 387-CFD 98-3 Sunbow 2 1,081,162 1,089,571 1,276,348 1,333,982 57,634 388-CFD 97-1 Otay Ranch 2,810,571 2,780,660 3,582,183 3,917,873 335,690 389-Otay Ranch Village 1,2,6,7,12 36 20 - - -

Total Expenditures $ 14,814,191 $ 14,780,150 $ 20,373,448 $ 23,463,219 $ 3,089,771

City of Chula Vista
Proposed Budget FY 2025 259
Other Funds
OTHER FUNDS – OPEN SPACE DISTRICT FUNDS (342 - 389)
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Revenues
342-CFD 11-M Rolling Hills McM (207,169) (223,614) (226,688) (228,327) (1,639) 343-CFD 12-M Otay Ranch Village 7 (586,372) (589,219) (610,828) (606,932) 3,896 344-CFD 13-M Otay Ranch Village 2 (956,619) (1,387,186) (1,721,829) (2,409,842) (688,013) 345-CFD 12M Village 7 Otay Ranch (618,929) (660,860) (676,572) (681,479) (4,907) 346-CFD 14M-A-EUC Millenia (306,592) (328,164) (334,507) (336,931) (2,424) 347-CFD 14M-B-EUC Millenia (496,046) (496,842) (646,542) (647,329) (787) 348-CFD 18M Village 3 Otay Ranch (1,724,235) (1,880,322) (1,787,149) (1,982,382) (195,233) 349-CFD 19M Freeway Commercial 2 (289,825) (311,793) (297,637) (316,109) (18,472) 350-Bayfront Special Tax District (614,368) (565,043) (200,000) (500,000) (300,000) 351-Town Center Landscape Dist I (432) (556) - - - 352-Bay Blvd Landscape District (13,626) (14,013) (12,851) (13,028) (177) 353-Eastlake Maintenance Dist I (409,652) (415,555) (422,506) (442,921) (20,415) 354-Open Space District #01 (96,244) (96,925) (95,953) (101,417) (5,464) 355-Open Space District #02 (17,015) (16,629) (16,847) (17,805) (958) 356-Open Space District #03 (58,337) (60,212) (59,074) (62,441) (3,367) 357-Open Space District #04 (103,707) (111,469) (102,189) (108,014) (5,825) 358-Open Space District #05 (58,817) (59,244) (58,447) (61,781) (3,334) 359-Open Space District #06 (40,408) (39,803) (38,381) (40,570) (2,189) 361-Open Space District #07 (16,294) (16,073) (16,548) (17,492) (944) 362-Open Space District #08 (83,456) (85,274) (83,172) (87,914) (4,742) 363-Open Space District #09 (81,639) (83,511) (82,498) (87,194) (4,696) 364-Open Space District #10 (95,678) (98,224) (94,963) (100,370) (5,407) 365-Open Space District #11 (194,277) (198,732) (193,309) (204,325) (11,016) 366-Open Space District #13 (9) (11) - - -
367-Open Space District #14 (405,341) (413,856) (405,475) (428,590) (23,115) 368-Open Space District #15 (25,776) (25,722) (25,723) (27,190) (1,467) 369-Open Space District #17 (9,965) (10,135) (9,937) (10,504) (567) 371-Open Space District #18 (196,396) (197,058) (188,962) (196,854) (7,892) 372-Open Space District #20 (1,676,874) (1,715,898) (1,661,464) (1,756,303) (94,839) 373-Open Space District #23 (60,060) (60,516) (59,257) (62,635) (3,378) 374-Open Space District #24 (36,990) (34,550) (34,983) (36,978) (1,995) 375-Open Space District #26 (12,867) (13,056) (13,042) (13,785) (743) 376-Open Space District #31 (199,586) (199,206) (201,097) (203,876) (2,779) 378-CFD 07M Eastlake Woods & Vista (1,023,596) (1,052,546) (995,933) (1,013,101) (17,168) 379-CFD 08M Vlg 6 McMillin & OR (1,743,613) (1,808,391) (1,701,311) (1,770,578) (69,267) 380-CFD 09M ORV II Brookfield-Shea (1,509,731) (1,563,326) (1,491,357) (1,511,968) (20,611) 381-CFD 14M-2-EUC Millenia (262,849) (343,224) (335,452) (388,678) (53,226) 382-CFD 99-2 Otay Ranch Vlg 1 West (1,170,208) (1,174,339) (1,121,628) (1,137,129) (15,501) 383-Town Ctr Business Improv Dist 11,626 5,353 - - - 386-Otay Ranch Preserve (829,145) (871,692) (840,661) (922,011) (81,350) 387-CFD 98-3 Sunbow 2 (1,125,109) (1,145,442) (1,120,846) (1,184,763) (63,917) 388-CFD 97-1 Otay Ranch (3,564,827) (3,612,150) (3,422,177) (3,529,786) (107,609) 389-Otay Ranch Village 1,2,6,7,12 (2,616) (3,366) - - -

Total Revenues $ (20,913,667) $ (21,978,394) $ (21,407,795) $ (23,249,332) $ (1,841,537)

Net Fund Activity $ (6,099,476) $ (7,198,244) $ (1,034,347) $ 213,887 $ 1,248,234 City of Chula Vista
Proposed Budget FY 2025 260
Other Funds
OTHER FUNDS – MISCELLANEOUS SPECIAL REVENUE FUNDS
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 988,070 684,254 319,500 319,500 - Other Expenses 73,996 2,777,901 2,045,827 2,162,317 116,490 Other Capital 53,351 139,531 168,500 168,500 - CIP Project Expenditures 23,577 76,211 - - -

Total Expenditures $ 1,138,995 $ 3,677,897 $ 2,533,827 $ 2,650,317 $ 116,490

Other Revenue (1,624,895) (4,817,320) (488,000) (513,995) (25,995) Transfers In (11,785,138) (10,987,848) (12,894,456) (11,082,053) 1,812,403 Use of Money and Property 1,244,655 (795,334) - - -

Total Revenues $ (12,165,377) $ (16,600,501) $ (13,382,456) $ (11,596,048) $ 1,786,408

Net Fund Activity $ (11,026,384) $ (12,922,604) $ (10,848,629) $ (8,945,731) $ 1,902,898

City of Chula Vista
Proposed Budget FY 2025 261
Other Funds
OTHER FUNDS – MISCELLANEOUS SPECIAL REVENUE FUNDS
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
105-Bayfront Lease Revenue (27,969) 2,522,531 2,045,827 2,136,322 90,495 224-OR V2 Pub Benefit Contribution 82 - - - - 225-CPF Benefit Funds - 52,649 - - -
250-National Opioid Settlement - 37 - - -
260-Transp Fair Share Dev Contrib - 6 - - - 262-Public Benefit Contribution - 9,395 - - - 263-Developer Contributions 82,000 173,738 - - - 264-Donations - 140,818 - 25,995 25,995
316-Public Educational & Govt Fee 1,048,604 727,510 488,000 488,000 - 340-Section 115 Trust 36,278 51,214 - - -
Total Expenditures $ 1,138,995 $ 3,677,898 $ 2,533,827 $ 2,650,317 $ 116,490 105-Bayfront Lease Revenue (1,033,159) (1,980,515) (2,045,827) (2,136,322) (90,495) 224-OR V2 Pub Benefit Contribution (5,986) - - - - 225-CPF Benefit Funds - (131,244) - - -
250-National Opioid Settlement - (92,382) - - - 260-Transp Fair Share Dev Contrib - (55,930) - - - 262-Public Benefit Contribution - (11,411) - - - 263-Developer Contributions (1,000,000) (4,050,483) - - - 264-Donations (160,934) (143,282) - (25,995) (25,995) 316-Public Educational & Govt Fee (463,961) (416,801) (488,000) (488,000) - 340-Section 115 Trust (9,501,339) (9,718,454) (10,848,629) (8,945,731) 1,902,898

Total Revenues $ (12,165,379) $ (16,600,502) $ (13,382,456) $ (11,596,048) $ 1,786,408

Net Fund Activity $ (11,026,384) $ (12,922,604) $ (10,848,629) $ (8,945,731) $ 1,902,898 City of Chula Vista
Proposed Budget FY 2025 262
Other Funds
OTHER FUNDS – INTERNAL SERVICE FUNDS (234, 341, 398)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 840,097 864,960 919,324 974,899 55,575 Supplies and Services 2,102,438 2,398,070 2,636,595 2,113,782 (522,813) Other Expenses 4,144,836 6,321,322 5,201,879 4,675,941 (525,938) Other Capital 6,630 - 193,469 - (193,469)
Internal Service Charges 8,687 11,531 20,881 21,589 708 Transfers Out 1,372,357 1,226,216 1,317,140 1,335,255 18,115

Total Expenditures $ 8,475,045 $ 10,822,099 $ 10,289,288 $ 9,121,466 $ (1,167,822)

Revenue from Other Agencies (77,370) - (214,000) - 214,000 Charges for Services - (3,668) - - -
Transfers In (3,525,996) (6,375,129) (4,779,600) (3,602,339) 1,177,261 Other Revenue (5,163,434) (5,137,519) (5,083,136) (5,250,916) (167,780)

Total Revenues $ (8,766,800) $ (11,516,316) $ (10,076,736) $ (8,853,255) $ 1,223,481

Net Fund Activity $ (291,755) $ (694,217) $ 212,552 $ 268,211 $ 55,659

OTHER FUNDS – INTERNAL SERVICE FUNDS (234, 341, 398)
Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
234-Advanced Life Support Program 2,391,611 2,246,961 2,722,074 2,582,472 (139,602) 341-Public Liability Trust 2,331,544 3,881,335 2,484,078 1,284,078 (1,200,000) 398-Workers Compensation Fund 3,751,891 4,693,803 5,083,136 5,254,916 171,780

Total Expenditures $ 8,475,045 $ 10,822,099 $ 10,289,288 $ 9,121,466 $ (1,167,822)

Revenues
234-Advanced Life Support Program (2,554,918) (2,426,315) (2,509,522) (2,318,261) 191,261 341-Public Liability Trust (1,363,884) (4,243,502) (2,484,078) (1,284,078) 1,200,000 398-Workers Compensation Fund (4,847,997) (4,846,499) (5,083,136) (5,250,916) (167,780)

Total Revenues $ (8,766,800) $ (11,516,316) $ (10,076,736) $ (8,853,255) $ 1,223,481

Net Fund Activity $ (291,755) $ (694,217) $ 212,552 $ 268,211 $ 55,659 City of Chula Vista
Proposed Budget FY 2025 263
Other Funds
OTHER FUNDS – OTHER ENTERPRISE FUNDS (405-407, 409-410) Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Changes

Expenditures
Personnel Services 8,827,295 7,871,396 8,274,926 8,695,584 420,658 Supplies and Services 4,177,582 5,511,621 4,325,106 6,250,906 1,925,800 Other Expenses 1,753,594 1,865,802 2,597,894 2,798,184 200,290 Other Capital 11,433 136,006 - - -
Utilities 104,085 160,293 69,133 167,691 98,558 Internal Service Charges 293,670 292,903 198,822 328,953 130,131 Transfers Out 3,346,489 3,290,966 3,135,364 3,158,103 22,739 CIP Project Expenditures 69,918 31,253 - - -

Total Expenditures $ 18,584,066 $ 19,160,239 $ 18,601,245 $ 21,399,421 $ 2,798,176 Fines, Forfeitures, Penalties (155) - - - -
Revenue from Other Agencies (1,371,086) - - - - Charges for Services (23,281,573) (21,438,541) (18,930,132) (21,330,307) (2,400,175) Use of Money and Property (10,121) (49,223) (132,580) - 132,580 Transfers In (579,430) (1,409,073) (257,308) (357,270) (99,962) Other Revenue (65,474) (796,449) (51,800) (51,800) -

Total Revenues $ (25,307,838) $ (23,693,286) $ (19,371,820) $ (21,739,377) $ (2,367,557)

Net Fund Activity $ (6,723,772) $ (4,533,048) $ (770,575) $ (339,956) $ 430,619 City of Chula Vista
Proposed Budget FY 2025 264
Other Funds
OTHER FUNDS – OTHER ENTERPRISE FUNDS (405-407, 409-410) Fund Detail
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
405-City Jail 2,212,382 - - - -
406-Chula Vista Muni Golf Course 2,934,161 3,121,924 2,864,243 3,249,516 385,273 407-Living Coast Discovery Center 118,750 173,295 81,744 180,570 98,826 409-CV Elite Athlete Training Ctr 269,473 914,107 254,526 254,526 - 410-Transport Enterprise 13,049,299 14,950,913 15,400,732 17,714,809 2,314,077

Total Expenditures $ 18,584,066 $ 19,160,239 $ 18,601,245 $ 21,399,421 $ 2,798,176 405-City Jail (1,396,241) (1,050,786) - - -
406-Chula Vista Muni Golf Course (3,509,593) (3,214,174) (3,433,173) (3,615,498) (182,325) 407-Living Coast Discovery Center (117,536) (173,295) (80,608) (180,570) (99,962) 409-CV Elite Athlete Training Ctr (183,833) (914,359) (228,500) (228,500) - 410-Transport Enterprise (20,100,634) (18,340,672) (15,629,539) (17,714,809) (2,085,270)

Total Revenues $ (25,307,838) $ (23,693,286) $ (19,371,820) $ (21,739,377) $ (2,367,557)

Net Fund Activity $ (6,723,772) $ (4,533,048) $ (770,575) $ (339,956) $ 430,619

CAPITAL

IMPROVEMENT

PROGRAM
Capital Improvement Program Summary
CIP Revenue Summary
CIP Expenditure Summary
CIP Budget Summary
Five‐Year CIP Project Summary Schedule

CAPITAL

IMPROVEMENT

PROGRAM SUMMARY

City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CAPITAL IMPROVEMENT PROGRAM SUMMARY 269
Capital Improvement Program Summary
The following is an overview of the Capital Improvement Budget Program. The goal of the Capital Improvement Program (CIP) is to provide for the sustainable preservation of City-owned assets at the lowest cost and to leverage financial strategies to address infrastructure needs within a prioritized framework, which includes an assessment of the asset’s condition, capacity to meet service demands, probability of failure, maintenance and preservation strategies, and funding availability. The CIP is a living document used to identify current and future requirements and the basis for determining annual capital budget expenditures. The CIP document can be found in its entirety on the City’s website. To follow is a summary of the document.

Capital Improvement Projects are defined as capital investments with a value of $50,000 or more and a minimum useful life of 5 years at a fixed location.

Equipment, operating, and maintenance costs are budgeted in the City’s operating budget. New maintenance costs are included in the CIP budget and appropriated in future operating budget cycles�
The CIP document provides the capital project budget detail and reporting by asset management category, funding, and location. This format better aids the decision-making process as it allows the City Council to review projects recommended in each asset management system, gain an understanding of the condition of the asset in relation to the overall system and the basis for the recommendation, as well as the availability of funding sources. The proposed projects’ detail sheets within each asset management system provide a description, location, project intent, type of project, link to the strategic goals, and funding requirements over the life of the project.

CIP Process
The Engineering and Capital Projects Department annually prepares a Capital Improvement Budget for the City Council’s approval. The process of developing the Capital Improvement Program is quite extensive and includes participation from each division of the department including Advance Planning, Project Delivery (Design/Survey), Traffic Engineering, Advanced Transportation Technologies & Maintenance, Inspection Services, Stormwater Management, Building Construction, Wastewater Management, and Fiscal Sustainability. Project proposals are submitted by these divisions and by other City departments such as Public Works, Fire, Police, Library, Development Services, and Community Services. The cooperation and diligence of each participating group is a critical component of the program’s quality and success.

The CIP budget includes an estimated five-year Capital Improvement Program, which gives the public and City Council an idea of what infrastructure needs are projected in the future. This also allows the City to begin planning and identifying possible funding options to repair and/or replace infrastructure assets. The City is faced with the challenge of managing a range of aging infrastructure assets that are critical to maintaining an aging City while serving new development. Making sound decisions about asset maintenance and replacement requires detailed information about the assets’ expected life cycle, probability of failure, and capacity to meet the ongoing requirements necessary to sustain the system�
The CIP Program is a planning tool the City uses to identify and manage the City’s capital needs and priorities. As such, amendments are presented to Council throughout the year to address any changes in priority and/or emergency infrastructure repairs. On a continuous basis, project proposals are added to the City’s capital improvement budget and project management database (CIPACE). These proposals are based on recommendations from “guiding documents” (see list below) adopted by the City Council as well as condition assessments performed by staff from the Engineering & Capital Projects and Public Works Departments.

City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CAPITAL IMPROVEMENT PROGRAM SUMMARY 270
The process of establishing the annual CIP includes ranking proposals and projects, by reviewing the scopes, preliminary cost estimates, locations, and feasibility of each proposal. Projects are placed in order with the highest ranked receiving top priority, based on the following categories:
■ City Needs – Does the proposal address an existing need, problem and/or safety concern? ■ City Benefit – Does the proposal provide a benefit citywide or for a specific area? Does the proposal link to one of the City’s Strategic Goals?
■ Regulatory Concerns, Implementation Pathways – Is the proposal feasible based on time and cost necessary to meet federal, state and City regulations?
■ Methodology – Is the proposed scope and location consistent with a “guiding document” (see list below)? ■ Funding Limitations/Availability – Does the proposal require funding from the General Fund? Is the proposal fully or partially funded by grant funds?
Depending upon the availability of funding, lower ranked proposals may not be funded; however, they will remain on the Unfunded Proposals List to be addressed as resources become available. A list of non-funded projects is included as part of the CIP document.

Another tool used in ranking and formulating the CIP recommendations are “guiding documents” approved by the City Council. “Guiding Documents” are used in the ranking process to ensure proposed CIP projects are consistent with established program priorities and determine whether the project description fits within a specific master plan (i.e., Pedestrian Master Plan). The ”guiding documents” also provide more insight on the planned project details.

Typically, the development of these “guiding documents” includes a large public outreach element as described in the Public Input/Community Involvement section below. The following is a partial list of “guiding documents”, which have included public input from multiple stakeholders in the community. ■ General Plan
■ SANDAG 2050 Regional Transportation Program
■ Active Transportation (Bikeway & Pedestrian) Plan
■ Street Saver Condition Index Database
■ Drainage Master Plan
■ Wastewater Master Plan
■ Fire Master Plan
■ Asset Management Plan
■ Parks Master Plan
■ Redevelopment Implementation Plan
■ Southwest United in Action Survey Results
■ Third Avenue Streetscape Master Plan
■ F Street Promenade Streetscape Master Plan
■ Environmental Mitigation Program
■ Bayfront TDIF Program
■ Western TDIF Program
■ TDIF Program
■ Redevelopment Implementation Plan
■ Traffic Monitoring Program
■ Growth Management Oversight Committee Annual Report
City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CAPITAL IMPROVEMENT PROGRAM SUMMARY 271
■ Other Specific Plans (e.g., Urban Core Specific Plan, Palomar, Bayfront and Main Street Specific Plans) Operational Impact of Capital Projects
Typically, projects in the City’s Capital Improvement Plan and Budget only address the needs of existing assets and are not expected to substantially impact operational costs. However, if a new Fire Station, Library, Park, and/or Recreation Center was planned that had a significant operational impact, projected costs would be reflected in the City’s Five-Year Financial Plan, issued annually. Additionally, staffing, building maintenance, equipment maintenance, and utility costs associated with these facilities would be approved as part of the annual Budget Process. As a result, these costs would be specified within the Budget Document and identified under the Significant Budget Adjustment & Service Impact Sections of the Fire, Library and/or Community Services Departments.

Public Input/Community Involvement
As mentioned, the “guiding documents” included public input and involvement from multiple stakeholders. Throughout the development of a “guiding document”, a community engagement process is conducted in two phases and located in both eastern and western Chula Vista. During Phase 1, the outreach focuses on existing conditions.

Several workshop sessions and booths at local civic events are scheduled with community stakeholder groups so that valuable local insight to existing conditions and desired infrastructure requests can be discussed and defined.

Phase 2 focuses on soliciting feedback on the proposed networks and community priorities. Additional workshop sessions are scheduled to discuss progress made on refining proposed recommendations and priority or policy decisions needed to work towards a final scope and plan of action.

Once the final draft of the “guiding document” is completed, the document is brought before any of the relevant Boards, Commissions, Associations, and/or Civic Groups for their review before it is brought for approval and adoption by City Council. Continuous public input throughout the development of these “guiding documents” is maintained including web-based and map-based questionnaires, and electronic opinion surveys hosted on the City’s website. Furthermore, the public is provided notice of upcoming Boards & Commission Meetings and City Council Public Hearings. Typical summary of public outreach includes:
■ Community event booths for public to provide comments ■ Workshop sessions held at public library sites closest to project ■ Website surveys conducted during initial & final draft phases of project ■ Consultant outreach programs & mailouts during development of project ■ Presentations at Board & Commission Meetings prior to City Council adoption ■ Final draft presentation at City Council Public Hearings The City continuously works with local community-based groups, healthcare organizations, faith-based groups, senior groups, commissions, home-owner associations, chamber of commerce, non-profit organizations, and other stakeholders in the community such as:
■ Southwest Civic Association – citizen group interested in infrastructure needs within southwestern Chula Vista ■ Crossroads II – citizen group interested in new development projects as they progress through the Planning Commission’s and City Council’s approval process
■ Bike Walk Chula Vista – citizen group interested in bicycle & pedestrian infrastructure needs and programs ■ Chula Vista Elementary School District – organization interested in traffic calming and pedestrian safety measures near elementary schools
■ Sweetwater Union High School District – organization interested in traffic calming and pedestrian safety measures near middle schools and high schools
■ DCVA – business group interested in programs and redevelopment within the downtown Chula Vista area City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CAPITAL IMPROVEMENT PROGRAM SUMMARY 272
Budget Development
Although a component of the City Manager’s overall budget, the CIP budget is developed separately by Engineering and Capital Projects staff on an annual basis. The CIP budget process runs parallel to the development process for the City’s operating budget, and they are subsequently presented together for City Council approval.

On June 7, 2022, a public hearing was held for the City Council to consider and adopt an amendment to the TransNet Local Street Improvement Program of projects for fiscal years 2022-2023 through 2026-27.

Public comment is a vital component of the “guiding documents” and the CIP process. The public also had the opportunity to comment on the proposed CIP . The initial proposed capital improvement project detail sheets are posted annually in April of each year on the Engineering and Capital Projects website for public comment and review. www.chulavistaca.gov/departments/public-works/projects
Additionally, the Engineering and Capital Projects Department publishes an annual proposed CIP budget. The document will be made available at the City Clerk’s Office, the Civic Center Library, Otay Ranch Mall Library, and the South Chula Vista Library.

The proposed program reaffirms the City’s commitment to identify resources to move us toward long-term sustainability of our City’s current assets as well as new improvements that accommodate growth.

The City will continue to collaborate with regional agencies, such as the Port, SANDAG, and Caltrans, to ensure that the needs of our City residents are met, taking into account the unique characteristics of our City and recognizing our role as the County’s second largest City and a leader in the South Bay�

CIP REVENUE

SUMMARY

City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CIP REVENUE SUMMARY
275
Gas Tax: 11.39%
Gas Tax: 11.39%Gas Tax: 11.39%
Highway Bridge Program (HBP): 43.04%
Highway Bridge Program (HBP): 43.04%Highway Bridge Program (HBP): 43.04% Measure A: 18.71%
Measure A: 18.71%Measure A: 18.71%
Measure P: 9.55%
Measure P: 9.55%Measure P: 9.55%
Sewer Facility Replacement: 4.94%
Sewer Facility Replacement: 4.94%Sewer Facility Replacement: 4.94% Sewer Income Fund: 0.06%
Sewer Income Fund: 0.06%Sewer Income Fund: 0.06%
Sewer Service Revenue: 0.31%
Sewer Service Revenue: 0.31%Sewer Service Revenue: 0.31% TDIF: 0.02%
TDIF: 0.02%TDIF: 0.02%
TransNet: 11.36%
TransNet: 11.36%TransNet: 11.36%
Western Parkland Acquisition and
Western Parkland Acquisition and
Development: 0.62%
Development: 0.62%
Western Parkland Acquisition and
Development: 0.62%
FY 2024/2025 Capital Improvement Plan by Fund Source
Fund Source Percentage Amount
Gas Tax 11.39% $ 9,256,285
Highway Bridge Program (HBP) 43.04% $ 34,967,767
Measure A 18.71% $ 15,200,000
Measure P 9.55% $ 7,755,146
Sewer Facility Replacement 4.94% $ 4,015,000
Sewer Income Fund 0.06% $ 50,000
Sewer Service Revenue 0.31% $ 250,000
TDIF 0.02% $ 20,000
TransNet 11.36% $ 9,225,500
Western Parkland Acquisition and Development 0.62% $ 500,000 Total: 100% $ 81,239,698
CIP Revenue Summary
The Capital Improvement Program is supported by several funding sources. City staff continuously explore opportunities to diversify revenue and leverage funding for infrastructure improvements. The following chart and table summarize the funding sources for the FY 2025 CIP budget.

Fiscal Year 2025 CIP by Funding Source
City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CIP REVENUE SUMMARY
276
The Capital Improvement Budget is primarily supported by Transportation Sales Tax (TransNet), Gas Tax/RMRA (Road Maintenance and Rehabilitation Account), and Measure P funds. Chula Vista voters approved Measure P – a temporary, 10-year, half-cent sales tax to fund high priority infrastructure needs. TransNet is the largest stable source of revenues for Capital Improvement projects. Along with TransNet, Gas Tax/RMRA funds continue to provide a steady source of revenue for street related projects. Other major revenues in this year’s budget include federal grant funding from the Highway Bridge Program (HBP) and Sewer Facility Replacement funds for ongoing capital improvement projects. Additionally, Measure A will be used to fund the development of a new Fire Training Facility that will accommodate 230 Fire and EMS personnel and allow for future growth within the Fire Department. Competitive grant revenue sources remain steady with grant revenue growth opportunities in the imminent future. Transportation grants include the Active Transportation Program and Federal Highway Safety Improvement Program.

The following is a brief description of key funding sources which support the fiscal year 2025 Capital Improvement Budget:

Development Impact Fees
Traffic Signal Fee
The Traffic Signal Fee is a trip-based development impact fee that is charged with the issuance of building permits for new construction. The fee can be utilized for the installation and upgrade of traffic signals throughout the City.

No Traffic Signal DIF funding is programmed in fiscal year 2025.

Transportation Development Impact Fee (TDIF)
The City’s TDIF Program was established on January 12, 1988, by Ordinance 2251 for the collection of development impact fees to be used to construct transportation facilities to accommodate increased traffic generated by new development within the City’s eastern territories. Approximately $20,000 is programmed as part of the fiscal year 2025 CIP .

Western Transportation Development Impact Fee (WTDIF)
The City’s WTDIF Program was established on March 18, 2008, by Ordinances 3106 through 3110. This program is similar to the Eastern Transportation Development Impact Fee (TDIF) Program, which was established on January 12, 1988. In 2014, it was determined that the Bayfront, previously included in the WTDIF , be removed and a new DIF area covering only the Bayfront be established. No WTDIF is programmed as part of the fiscal year 2025 CIP .

Telegraph Canyon Development Impact Fee
The City’s Telegraph Canyon DIF was established on August 7, 1990, by Ordinance 2384 for collection of development impact fees to be used to construct drainage and channel improvements for the Telegraph Canyon Basin. No Telegraph Canyon DIF funds are programmed in the fiscal year 2025 CIP .

Public Facilities Development Impact Fees
The Public Facilities Development Impact Fee (PFDIF) is levied against new development throughout the City to mitigate the impacts of growth on the City’s public services. The monies collected are used in the construction of new, and renovation of existing public facilities. No PFDIF is programmed in the fiscal year 2025 CIP .

Grants
California Active Transportation Grant Program
The Legislature created the Active Transportation Program (ATP) in 2013 to encourage increased use of active modes of transportation, such as biking and walking. The ATP consolidates existing federal and state transportation programs – including the Transportation Alternatives Program (TAP), Bicycle Transportation Account (BTA), and Safe Routes to School (SR2S) – into a single program with a focus to make California a national leader in active transportation. ATP Cycle 6 was announced in early 2022 and included about $440 million of Federal, State SB1, and State Highway (SHA) funding. The funding/programming years for ATP Cycle 6 include FY23/24, 24/25, 25/26, and 26/27. Regionally, $61.9 million was available and Chula Vista received approximately 21%, or $12.8 million for City of Chula Vista
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two projects. Therefore, $12.8 million in ATP grant funds were programmed in the fiscal year 2024 CIP Program for two ATP projects: F Street Promenade - Phase 1 (Bay Blvd to Broadway) and the Bayshore Bikeway - Segment 6A (E Street to Lagoon Dr.). There are no additional ATP funds programmed as part of the fiscal year 2025 CIP .

TransNet Active Transportation Grant Program (San Diego Region) The TransNet Active Transportation Grant Program (ATGP) is also funded with Transportation Development Act (TDA) funds. The grant program encourages local jurisdictions to plan and build facilities that promote multiple travel choices and increase connectivity to transit, schools, retail centers, parks work, and other community gathering places. It also encourages agencies to provide bike parking, education, encouragement, and awareness programs that support pedestrian and bike infrastructure. There are no ATGP grant funds programmed as part of the fiscal year 2025 CIP Program.

Community Development Block Grant Funds
Each year, the City receives approximately $2.4 million in Community Development Block Grant (CDBG) funds. Of this amount approximately $1.3 million is available for community development activities, which include capital improvement projects. In 2006, the City of Chula Vista received a CDBG Section 108 loan in the amount of $9.5 million for the completion of the Castle Park Infrastructure Projects. While the project has been completed, the City continues to allocate funding for the annual debt service payments of approximately $650,000 annually. This reduces the amount of CDBG funds available for other capital projects to approximately $0.3 - $0.5 million annually for the next few years. In addition to regular CDBG entitlement funds, the City received an additional $3 million through the CDBG CARES Act to respond to COVID related and homeless issues in the City. In 2022, the City began construction of a new homeless bridge shelter, which was completed in August of 2023. No CDBG funds are programmed as part of the fiscal year 2025 CIP Program.

Highway Bridge Program
The Highway Bridge Program (HBP) provides funding to enable states to improve the condition of their highway bridges through replacement, rehabilitation, and systematic preventive maintenance of deficient bridges. Included in the fiscal year 2024 Capital Improvement Program are two major bridge replacement projects: STL-0261, “Willow Street Bridge Widening, ” at the Sweetwater River and STM-0386 “Heritage Road Bridge Replacement, ” at the Otay River.

The original Willow Street bridge was constructed in 1940 and, through a series of studies, was determined that it was not practical to rehabilitate the bridge, so funding for full replacement was subsequently approved by the Federal Highway Administration (FHWA) and Caltrans, which administers the HBP Grant Program in California. The Willow Street Bridge Replacement Project has been completed and provides an arched 610-foot-long bridge with four traffic lanes, 8-foot shoulders (bike lanes), and 5.5-foot sidewalks. The project consisted of two phases; $3.5 million water transmission line relocations and $16.7 million bridge replacement and was completed November of 2020. The total project cost for design and environmental clearance, construction, and construction administration was $23 million in HBP funds. Habitat mitigation monitoring, reporting and maintenance for the 5-Year Maintenance Period is currently underway and is set to end on July 1, 2024.

The existing four-lane bridge at Heritage Road was built using FEMA emergency funding as an interim facility in 1993 when heavy flood waters destroyed the original two-lane river crossing. This interim bridge is inadequate for peak traffic volumes, does not accommodate pedestrians, special event vehicle volumes, and is unable to convey the 50-year storm without being overtopped. FHWA and Caltrans approved the bridge for replacement as the existing bridge is Functionally Obsolete (FO) and the cost of rehabilitation exceeded replacement.

In 2014, the Heritage Road Bridge Replacement Project was accepted into the HBP . As of January 2024, approved grant funds total $6.8 million for preliminary engineering and $354,000 for right-of-way acquisition. An additional $3 million in grant funds have been approved for purchase of mitigation banking credits. However, the previously selected bank is unavailable to the project due to banking administrative constraints. A mitigation bank in the project’s tributary is working to be established, should it become accredited, the project would evaluate for use.

Currently, all mitigation is proposed onsite. The project design is completed and construction permits/mitigation from the Resource Agencies are near approval. Pending construction programming has been identified in the amount City of Chula Vista
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of $45.5 million with total cost anticipated at $53.6 million (including construction management). Advertising of the construction contract is anticipated Spring of 2024, with construction beginning in the Fall of 2024 and open to traffic in fiscal year 2027. Development Impact Fees from both Chula Vista and the City of San Diego benefit areas will provide the required matching funds. Approximately $35 million in HBP funding is programmed in fiscal year 2025 for the Heritage Road Bridge Replacement project.

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Highway Safety Improvement Program
The Highway Safety Improvement Program (HSIP) was established to attain a significant reduction in traffic fatalities and serious injuries on all public roads through the implementation of infrastructure-related highway safety improvements. There are no HSIP Grant funds programmed as part of the fiscal year 2025 CIP .

Neighborhood Reinvestment Program
The Neighborhood Reinvestment Program (NEP) provides grant funds to County departments, public agencies, and to non-profit community organizations for one-time community, social, environmental, educational, cultural or recreational needs. No NEP funds are programmed in the fiscal year 2025 CIP .

Smart Growth Incentive Program Grant
The TransNet Smart Growth Initiative Program (SGIP) provides funding for transportation-related infrastructure improvements and planning efforts that support smart growth development in Smart Growth Opportunity Areas as shown on the Smart Growth Concept Map (updated May 2016). The goal is to fund comprehensive public infrastructure projects and planning activities that facilitate compact, mixed-use, transit-oriented development and increase housing and transportation choices. There are no SGIP funds programmed as part of the fiscal year 2025 CIP .

Rubberized Pavement Grant Program
The California Department of Resources Recycling and Recovery (CalRecycle) provides the Rubberized Pavement Grant Program to promote markets for recycled-content surfacing products derived from waste tires generated in California and decrease the adverse environmental impacts created by unlawful disposal and stockpiling of waste tires. Rubberized Asphalt Concrete (RAC) is a proven road paving material that has been used in California since the 1970s. Under the Pavement Grant Program, two project types are eligible for grant funding - RAC and Rubberized Chip Seal projects. No Rubberized Pavement Grant funds are programmed as part of the fiscal year 2025 CIP .

Miscellaneous Funds
General Fund
The General Fund is the City’s main operating fund used to pay for City services. No General Fund monies are programmed as part of the fiscal year 2025 CIP . Capital improvement projects will be funded by the Measure P commitment�
Residential Construction Tax (RCT)
The Residential Construction Tax (RCT) was established by the City Council in October 1971 to provide a more equitable distribution of the burden of financing parks, open spaces, public facilities, and other capital improvements, the need for which is created by the increasing population of the City. The RCT is applicable to all new residential units and paid by the person constructing the units. RCT funds are used to pay for debt service obligations resulting from the issuance of Certificates of Participation (COP’s) for western Chula Vista failing CMP repairs. No RCT funds are programmed as part of the fiscal year 2025 CIP .

Capital Improvement Project Fund
The Capital Improvement Fund was established to set aside monies for capital improvement projects. This fund does not generate revenues from any source except by transfer from other funds. Monies transferred to the fund are expended for budgeted capital improvement projects and monies remaining after completion of a project are transferred back to the fund from which the project was originally financed. No CIP funds are programmed as part of the fiscal year 2025 CIP .

Park Acquisition and Development Fund
The Park Acquisition and Development (PAD) fund is a depository for fees collected from subdividers for the purpose of providing park and recreational facilities directly benefiting and serving the residents of the regulated subdivisions east and west of the 805. These funds are collected pursuant to Chapter 17.10 of the Chula Vista Municipal Code, City of Chula Vista
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in accordance with authority granted by Section 66477 of the California Government Code. A total of $500,000 in PAD funds are programmed in the fiscal year 2025 CIP Program to supplement a previously awarded state grant in the amount of $1.86 million. The new park will be located on D Street, west of Woodlawn Avenue, and will increase park acreage in western Chula Vista. Construction is expected to begin in the Fall of 2024..

American Rescue Plan Act Funds
On May 10, 2021, the U.S. Department of the Treasury announced the launch of the Coronavirus State and Local Fiscal Recovery Funds, established by the American Rescue Plan Act of 2021 (ARPA), to provide $350 billion in emergency funding for eligible state, local, territorial, and Tribal governments. The Treasury also released details on how these funds can be used to respond to acute pandemic response needs, fill revenue shortfalls among these governments, and support the communities and populations hardest-hit by the COVID-19 crisis. With the launch of the Coronavirus State and Local Fiscal Recovery Funds, eligible jurisdictions have been able to access this funding to address these needs. The Treasury has launched much-needed relief to:
■ Support urgent COVID-19 response efforts to continue to decrease spread of the virus and bring the pandemic under control;
■ Replace lost public sector revenue to strengthen support for vital public services and help retain jobs; ■ Support immediate economic stabilization for households and businesses; and, ■ Address systemic public health and economic challenges that have contributed to the unequal impact of the pandemic on certain populations�
The Coronavirus State and Local Fiscal Recovery Funds provide substantial flexibility for each jurisdiction to meet local needs—including support for households, small businesses, impacted industries, essential workers, and the communities hardest-hit by the crisis. These funds also deliver resources that recipients can invest in building, maintaining, or upgrading their water, sewer, and broadband infrastructure. There are no ARPA funds programmed in the fiscal year 2025 CIP Program.

Voter Approved Funds
Proposition 1B Highway Funds
In 2007, the voters of the State of California approved Proposition 1B. This proposition included funds to be provided to cities within the State for local roadway improvements. The initial allocation of $3.6 million was spent on pavement rehabilitation projects in fiscal year 2011. The second allocation of $3.3 million was frozen by the State of California due to the State’s financial crisis and released in late April 2010 in monthly installments. As a result, the State provided an additional year of expenditure for Prop 1B funds received in fiscal year 2010. The City spent the second allocation of Prop 1B funds prior to June 2014.

Gas Tax/RMRA
The state of California imposes per-gallon excise taxes on gasoline and diesel fuel, sales taxes on gasoline and diesel fuel and registration taxes on motor vehicles with allocations dedicated to transportation purposes. These allocations flow through the Highway Users Tax Account (HUTA), the familiar gasoline tax revenues that have been in place for decades, and the Road Maintenance and Rehabilitation Account which allocates much of the revenue from the Road Repair and Accountability Act of 2017 (SB1 Beall). The SB1 Beall is a significant investment in California’s transportation systems. The Act increases per gallon fuel excise taxes, diesel fuel sales taxes and vehicle registration taxes, stabilizes the problematic price-based fuel tax rates and provides for inflationary adjustments to rates in future years. The Act significantly increased local streets and road funds allocated through the Highway Users Tax Account, allocating funds from new taxes through the “Road Maintenance and Rehabilitation Account (RMRA). In fiscal year 2025, the Gas Tax-RMRA budget is approximately $500,000 for pavement rehabilitation and maintenance based on the City’s Pavement Management System.

Transportation Sales Tax
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Transportation Sales Tax (TransNet) funds are derived from sales tax revenues levied in San Diego County that are collected by the State specifically for use on transportation related projects in San Diego County. The regional metropolitan planning agency, San Diego Association of Governments (SANDAG), programs these funds to municipalities within San Diego County. Revenues vary from year-to-year, depending on the amount of sales tax available to the region and the number and costs of projects for which municipalities, local transit, and Caltrans request funding. The revenue approved for municipalities is based on the specific cost estimates that are required to be submitted as part of the annual request for funding. The TransNet Extension Ordinance states that at least 70% of the funds allocated to local agencies for local road projects should be used to fund Congestion Relief (CR) projects. CR projects include the construction of new or expanded facilities, major rehabilitation and reconstruction of roadways, traffic signalization, transportation infrastructure to support smart growth, capital improvements for transit facilities, and operating support for local shuttle and circulator transit routes. No more than 30% of TransNet funds allocated to local agencies are expected to be used for local street and road maintenance. In the fiscal year 2025 CIP , the TransNet budget is approximately $9.2 million.

Measure P
On August 2, 2016, the City Council approved Ordinance 3371 modifying the Municipal Code to establish a temporary one-half cent General Transactions and Use Tax if approved by the voters. As part of the action to approve the Ordinance, the City Council approved a spending plan described as the Intended Infrastructure, Facilities and Equipment Expenditure Plan, which identified how the funds were to be allocated. On November 8, 2016, Chula Vista voters approved Measure P , authorizing the one-half cent sales tax increase on retail sales within the City for a period of ten (10) years. The Finance Department created the 2016 Measure P Sales Tax Fund for the purpose of monitoring all revenues and expenditures of Measure P funds. All expenditures of Measure P funds will be tracked and accounted for by the Finance Department in accordance with Generally Accepted Accounting Principles (GAAP) and presented annually in a report to the Citizens’ Oversight Committee (COC). Approximately $50,000 in Measure P funds are programmed as part of the fiscal year 2025 CIP .

Sewer Funds
Sewer Service Revenue
The Special Sewer fund is used to account for the sale of the City’s excess Metropolitan Sewerage Capacity. A total of $250,000 in Special Service funds are programmed in the fiscal year 2025 CIP to fund the Sewer Cost of Service (Rate) Study, which will evaluate the sewer service charges to ensure they will cover the costs to operate and maintain the city’s sewer system. The study is approved for a five-year period, takes 6-12 months to complete, and another six months to implement.

Trunk Sewer Capital Reserve
The Trunk Sewer Capital Reserve Fund is a permit fee-based revenue source received from the owner or person applying for a permit to develop or modify the use of any residential, commercial, industrial, or other property that may increase the volume of flow in the City’s sewer system. The funds may be used for: (1) to repair, replace or enlarge trunk sewer facilities to enhance efficiency of utilization and/or adequacy of capacity to serve the needs of the City, or (2) to plan and/or evaluate any future proposals for area-wide sewage treatment and/or water reclamations systems and facilities. No Truck Sewer Capital Reserve funds are programmed in the fiscal year 2025 CIP .

Sewer Facility Replacement Fund
The Sewer Facility Replacement Fund is a fee-based revenue source that all properties pay each month as part of their sewer bills. The funds can be utilized to replace, rehabilitate or upgrade existing sewer facilities. Approximately $4 million in Sewer Facility Replacement funds are programmed in the fiscal year 2025 CIP .

Sewer Development Impact Fee Funds
These fees are levied against new development in specific areas of the City, based upon the sewer facility their project will impact. The monies collected are used to fund construction of public improvements designed to increase the capacity of the subject facilities, allowing the City to maintain service levels with increased demand. Included DIF City of Chula Vista
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programs are the Telegraph Canyon Sewer Basin DIF , the Poggi Canyon Sewer Basin DIF , and the Salt Creek Sewer Basin DIF . No Sewer DIF funds are programmed in the fiscal year 2025 CIP .

CIP EXPENDITURE

SUMMARY

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CIP Expenditure Summary
The 2025-2029 Capital Improvement Program (CIP) is a five-year expenditure plan that provides the City with a financial strategy for infrastructure improvements. The estimated five-year project summary report is included at the end of this Capital Improvement Program (CIP) section. The CIP includes funding for projects and programs in various geographic areas of the City. The proposed fiscal year 2025 capital expenditure budget is approximately $81.2 million. The forecasted five-year program is estimated at $156 million. The 2025-2029 CIP program reflects the actions taken by Council and developed in accordance with Council adopted policies and guiding documents (such as and not limited to the City’s General Plan, Master Plans, Specific Plans and the Regional Transportation Plan) as well as generally accepted accounting principles. Overall, the 5-year program continues to trend favorably despite the economy and the fiscal constraints facing the City.

Projects in this year’s Capital Improvement Budget have been sorted by the nine-asset management systems identified in the City’s Fiscal Recovery Plan and the Infrastructure Workshop with the City Council. This provides a mechanism to track CIP allocations by Asset Management System (AMS). The nine AMS’s include the following:
■ The Roadway Management System (RMS) is comprised of all City-owned assets in the Public Right-of-Way. These assets include: Major and Local Streets, Sidewalks, Traffic Signals & Striping, Bicycle and Pedestrian paths, ADA Ramps and Curbs and Gutters.
■ The Wastewater Management System (WMS) is comprised of Sewer Pump Stations, Rehabilitation and related projects�
■ The Drainage Management System (DMS) is comprised of Citywide storm drain facilities. ■ The Building Management System (BMS) is comprised of City-owned facilities including the Civic Center, Fire Stations, Libraries, Police Station, Recreation Centers, and community facilities such as Rohr Manor and the Woman’s Club�
■ The Parks Management System (PMS) is comprised of the citywide park system. ■ The Open Space Management System (OSMS) is comprised of the Open Space Districts and Community Facility Districts (CFDs).
■ The Fleet Management System (FMS) is comprised of infrastructure associated with maintaining City-owned vehicles.
■ The General Government Management System (GGMS) includes general-purpose items such as Automation, Utility Undergrounding and Parking Meters.
■ The Urban Forestry Management System (UFMS) is comprised of City-owned street trees, and trees within Public Right-of-Way and parks.

The following chart provides an expenditure breakdown, by Asset Management System, totaling approximately $81.2 million of recommended appropriations:

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Roadway Management System (RMS)
A majority of the CIP funding is focused on the Roadway Management System (RMS). The total amount programmed for the Roadway Management System (RMS) is $57.0 million, which represents 89.8% of the proposed CIP budget.

Project types within the RMS are Major Streets, Local Streets, and Traffic. The following table summarizes the funding by these project types�

Fund Source Percentage Amount
Local Streets 11.14% $ 6,350,728
Major Streets 82.01% $ 46,755,637
Traffic 6.85% $ 3,905,000
Total: 100% $ 57,011,365
Major Streets
Approximately $35 million in Highway Bridge Program grant funding has been programmed for the Heritage Road Bridge Replacement project, which is associated with the widening of Main Street from Nirvana Avenue to Heritage Road to a 6-lane major and widening Heritage Road from Main Street to Entertainment Circle by adding two lanes including sidewalk and bike lanes on both sides of the street. The Highway Bridge Program and TDIF will fund the replacement of the Heritage Road bridge.

Approximately $11.5 million in funding is included for Citywide Major Pavement Rehabilitation Projects. Major pavement rehabilitation includes resurfacing and pavement overlays, which may extend street life by 15-20 years.

Failure to complete proactive street maintenance will lead to the accelerated deterioration of City streets, thereby, costing more to repair in the long-term�
Additionally, a total of $340,000 is programmed to support the Pavement Management System and the Bikeway Facilities Gap Program�
Local Streets
Building: 22.07%
Building: 22.07%Building: 22.07%
Drainage: 0.03%
Drainage: 0.03%Drainage: 0.03%
General Gov't: 0.07%
General Gov't: 0.07%General Gov't: 0.07%
Parks: 2.34%
Parks: 2.34%Parks: 2.34%
Roadway: 70.18%
Roadway: 70.18%Roadway: 70.18%
Wastewater: 5.31%
Wastewater: 5.31%Wastewater: 5.31%
FY 2024/2025 Capital Improvement Plan by Asset
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Approximately $3.2 million is programmed for the annual Pavement Maintenance Program to extend street life by 7-10 years.

Funding of over $3.1 million is planned for projects associated with curb, gutter, sidewalk, pedestrian, and Americans with Disabilities Act (ADA) pedestrian ramp improvements throughout the City.

Traffic
Approximately $3.5 million is programmed for the Traffic Calming Program, Traffic Signal System Optimization, Traffic Signal and Streetlight Systems Upgrade and Modification Program, Neighborhood Traffic & Pedestrian Safety Program, Adaptive Traffic Signal System, and other traffic related programs.

A total of $400,000 is programmed for pedestrian and guardrail improvements at various locations throughout the City�
Wastewater Management System (WMS)
The appropriation for the Wastewater Management System (WMS) is $4.3 million, which represents 5.31% of the proposed CIP budget.

Sewer Projects
Approximately $3.2 million from the Sewer Facility Replacement Fund is being added for the rehabilitation and upsizing of the Telegraph Canyon sewer basin. The project, guided by the 2014 Wastewater Master Plan, will replace approximately 4,200 linear feet of 15-inch pipe with 440 linear feet of 24-inch pipe, and 3,760 linear feet of 18-inch pipe from Moss St. & Industrial Blvd. to J St. & Colorado Ave. Advertising is scheduled for November 2024, with construction planned to begin in February of 2025�
In addition, a total of $300,000 is programmed for a Sewer Fees Analysis and Sewer Cost of Service (Rate) Study.

A complement to the Wastewater Master Plan is the Wastewater Asset Management Plan (WAMP) focusing on existing infrastructure. The WAMP utilizes condition assessments already completed or underway to establish a priority level for rehabilitations/replacements to ensure reliability of facilities. No additional funding is programmed for the WAMP as part of the fiscal year 2025 CIP .

Drainage Management System (DMS)
The appropriation for Drainage Management System (DMS) projects is $25,000 which represents 0.03% of the proposed CIP budget.

Drainage
CMP located outside the right of way and within drainage easements in critical or unknown condition, was funded for rehabilitation/replacement using Measure P . No funding for CMP rehabilitation is programmed in the fiscal year 2025 CIP .

Similarly, CMP in critical condition within the right of way has been assigned funding using Gas Tax and TransNet.

CMP in satisfactory condition, regardless of location, will continue to be monitored and assigned funding as the needs arise�
The Statewide Trash Amendments mandate that jurisdictions control the discharge of trash from Municipal Separate Storm Sewer Systems (MS4) into receiving waters. In response, the City has devised an Implementation Plan to meet these regulations, with a final compliance deadline set for fiscal year 2029. This plan entails the installation and perpetual maintenance of Full Capture Trash Best Management Practices (BMPs) within storm drains in the targeted areas�
To outline the City’s approach to compliance with the Trash Amendments, City Council adopted Resolution 2017- 158, which delineates the adopted strategies and commitment. Project DRN0214 is a focal point of these efforts, with $125,000 allocated in previous years to prevent trash from infiltrating local creeks, rivers, and San Diego Bay.

An additional $25,000 is programmed to this project as part of the fiscal year 2025 CIP .

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Building Management System (BMS)
The appropriation for Building Management System (BMS) projects is approximately $17.9 million and represents

22.07% of the proposed CIP budget. Programming includes $2.7M of Measure P funding for the Public Building and Repairs project (GGV0234), and $15.2 million of Measure A funding for the development of a new fire training facility.

Additional funding provided by Measure P in preceding years supports several ongoing, multi-year projects focused on completing building repairs and replacing assets that have reached or surpassed their expected useful life. These projects encompass essential facilities such as Fire Stations, the Police Facility, Civic Center, South Libraries, and other public buildings. The allocated funds will ensure the maintenance and enhancement of these vital community assets�
Fleet Management System (FMS)
There are no CIP projects associated with Fleet infrastructure. However, since the adoption of Measure P , approximately $34 million has been allocated towards replacing 169 no-public safety vehicles, 150 police vehicles, and 39 fire vehicles that had exceeded their recommended replacement period. Measure P funds have also facilitated the installation of electric charging stations at select municipal facilities, supporting the integration of new electric vehicles into the fleet.

Other funds, such as Wastewater, Development Services, and Measure A also fund vehicle replacement and/or new additions to the Fleet in order to meet service needs.

Parks Management System (PMS)
The appropriation for Park Management System (PMS) projects is $1.9 million, which represents 2.34% of the proposed CIP budget.

Approximately $1.4 million in Measure P funds are planned for park infrastructure asset replacements and repairs associated with drinking fountains, irrigation controls, lights, picnic tables, benches, and similar amenities.

Additionally, repairs may also include efforts to bring the City’s sports fields up to good standing.

Fiscal Year 2025 also includes $500,000 in funding from the Western Parkland Acquisition and Development fund to supplement $1.9 million in state grant funding awarded to the City for the design and construction of Patty Davis Park (PRK0341).

Open Space Management System (OSMS)
The Open Space Districts and Community Facility Districts (CFD’s) were established with new subdivisions beginning in the 1980s. These funding mechanisms were established to ensure sustainable improvements in the natural and landscaped areas in and around the new developments. These fees were structured to allow incremental adjustment with inflation and have generally kept pace with the maintenance needs of the districts. There are no CIP projects associated with the Open Space Management System.

Urban Forestry Management System (UFMS)
The Urban Forestry Management System is responsible for monitoring the overall health of trees throughout the City, including street trees, park trees, and trees located on City property. The City continues to maintain City street trees to:
■ Ensure ongoing traffic safety along City streets;
■ Enhance the appearance and image of the City;
■ Improve the air quality and the environment for City residents; and ■ Clear right-of-way obstructions.

Industry standard sets the ideal schedule for periodic tree trimming as follows: Palms need to be trimmed every 1 or 2 years. Non-palms are recommended to be trimmed every 3‐5 years (eucalyptus and pine every 2‐3 and broadleaf City of Chula Vista
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every 5‐6). Based on an inventory of about 27,500 trees and using 5 years, the annual goal is to trim 5,500 trees.

There are no CIP projects associated with the Urban Forestry Management System.

General Government Management System (GGMS)
The appropriation for General Government Management System (GGMS) projects is $60,000, which represents

0.07% of the proposed CIP budget.

General Government
The City has approximately 164 Miles of aboveground electric distribution wires on arterial/collector streets (20A Program) and on local streets (20B Program) with an estimated cost to underground of $275 million. The Franchise Agreement with SDG&E Allocation is $2 million per year from 20A funds and about 33 miles of arterial/collector streets qualify, but at a cost of about $134 million. Close to $40 million has been expended on underground projects since the 1990’s. As of Spring 2023, the City’s 20A fund allocation has a positive balance of approximately $12 million.

Draw down on the balance is expected in 2023 as the design work for UUD# 141 is completed and the conversion work commences.

On November 21, 2017, the City Council held a Public Hearing and formed the two Utility Undergrounding Districts (UUD) for the F Street corridor: F Street from Bay Blvd. to Broadway (UUD #141) – $3 million, and from Broadway to Fourth Avenue (UUD #142) – $1.6 million via Resolution 2017-216. Design work has commenced with SDG&E on UUD #141 and the undergrounding of the utilities will begin in 2023 with completion estimated in 2024. The cost estimate of UUD #141 was recently increased to $5.9 million to reflect current design plans and inflationary increases in construction costs. MTS also removed approximately 1,550 LF of railroad tracks, ties, ballast and repaved the center of F Street west of Broadway in August of 2019 at a cost of about $600,000. SDG&E began the conversion work for UUD # 141 on F street in 2023, which will be followed by the F Street Promenade Streetscape Improvements funded with almost $10 million in Active Transportation Program Grant funds. The conversion work east of Broadway on UUD #142 is anticipated to closely follow UUD #141 completion, but the CPUC has taken a decision to sunset the 20A Program as of December 31, 2022. It is unclear at this time if a new program will be created to continue utility undergrounding�
A total of $60,000 is programmed for advance planning associated with the Citywide CIP Program.

Regional Projects
The City of Chula Vista CIP includes funding for several planning level studies related to regional projects. Regional projects are predominantly funded and led by regional agencies such as Caltrans or SANDAG, however, City staff is often involved in the delivery of these projects, since they provide a direct benefit to the community and provide sustainable infrastructure. CIP funding for regional projects is often necessary to assist regional agencies with initiating projects and to fund City staff costs. The following is a summary of various regional projects:

Interstate-5 Multi-modal Corridor Study
In an effort to identify all transportation related improvements needed along, across and within the four-mile long Interstate-5 and rail corridor in Chula Vista, the City has combined efforts with Caltrans, Metropolitan Transit System (MTS) and SANDAG to undertake this planning level study. Funding is provided by a combination of TransNet and two Federal grants. The study has three phases of work, which are all now completed.

Phase I identified and prioritized needed transportation improvements to improve mobility and goods movement within the study area bounded by SR-54 and Main Street. The results of the first phase study included in the 2050 Regional Transportation Plan adopted by SANDAG in October 2011 and in 2015. This report is used as a technical appendix to the SANDAG 2050 Regional Transportation Plan. Rail improvements were identified as the highest near- term need and led to the SANDAG’s Board of Directors approval of the design phase at Palomar Street. Design began in 2021 and will be completed by the end of 2025.
www.sandag.org/regional-plan
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Phase II, the Chula Vista Light Rail Corridor Improvements Project Study Report, is a grade separation study for each of the three light rail trolley stations at E Street, H Street and Palomar Street. This document, completed in August 2012, has planning level work for the ultimate rail corridor improvements in Chula Vista. Final recommendations from the Light Rail Train (LRT) Improvement study were incorporated into the Phase III environmental work for the Palomar Street location as well as future regional plans and as individual projects into the Bayfront Development Impact Fee Program, the Western Transportation Development Impact Fee (WTDIF) Program and the CIP program. https:/ /www.chulavistaca.gov/home/showpublisheddocument/16349/636542936250330000 In April of 2017, the E Street, F Street & H Street rail corridor study was updated to include additional information on project limits and a program level cost estimate. The “CHULA VISTA LIGHT RAIL CORRIDOR IMPROVEMENTS FINAL SUPPLEMENTAL PROJECT STUDY REPORT” functions as a supplemental report to the 2012 Project Study Report, and whose purpose is to document the analysis of one additional alternative for grade-separating the MTS (San Diego Metropolitan Transit System) LRT tracks from the roadway crossings at E and H Streets by combining the two grade separations into one project. Since F Street is between E and H Streets, this combined project would also grade-separate the F Street crossing� The three future grade separated tracks are also used by the freight trains that travel through this corridor.

The completed Phase I and Phase II studies serve to identify an accurate project description for Phase III, which commenced in FY 2013-14 for the environmental work and preliminary engineering of grade-separating the Palomar Street railroad crossing near the intersection with Industrial Blvd. On January 28, 2020, the City Council approved the Project Report for the Palomar Street Rail Grade Separation Project with Resolution 2020-015. A freight rail and LRT grade-separation Environmental Impact Report (EIR) for the Palomar Street rail crossing commenced in FY 2013-14 and was completed during this phase.

Chula Vista Light Rail Corridor Improvements
www.chulavistaca.gov/departments/engineering/light-rail-corridor-improvements This environmental and preliminary design work was the last phase of the I-5 Multi-modal Corridor Study. The Palomar Street crossing is the highest priority LRT grade-separation project out of 27 study locations evaluated within San Diego County. City staff worked with SANDAG staff to obtain the $5 million design phase funded in FY20 for the next phase of work for Palomar Street. SANDAG and the City of Chula Vista were awarded $21.5 million through the Rebuilding American Infrastructure with Sustainability and Equity (RAISE) program. These funds will be used for the project’s design phase, which includes acquiring right-of-way and relocating utilities ahead of the start of construction. The construction phase is likely to get regional, State & Federal funding once the design phase nears completion in late 2025. The design phase is estimated to take 24 to 30 months. Pending SANDAG funding for the construction phase in FY25, construction could be up to 36 months in duration with a project completion date sometime in FY2029�

City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CIP EXPENDITURE SUMMARY
291
The H Street and the E street locations rank fourth and sixth, respectively. Due to the proximity of the F Street crossing and freight rail profile design constraints between the Sweetwater River and the J Street rail crossing, F Street must be grade separated along with the E Street and H Street rail crossings. The updated April 2017 E Street & H Street Grade Separation Project Alternatives Analyses/Feasibility Study (AA/FS) Report was completed with input from the freight rail operator. This AA/FS report provides additional information on the extent of the work needed from south of the Sweetwater River to a point south of the J Street crossing for this corridor. The AA/FS report also includes a preliminary opinion of probable costs�
Ultimate improvements for this freight and LRT rail corridor are planned for in the SANDAG Regional Transportation Plan and shown in Appendix A.
https:/ /www.sandag.org/-/media/SANDAG/Documents/PDF/regional-plan/2021-regional-plan/final-2021-regional- plan/2021-regional-plan-appendix-a-2021-12-01.pdf
This project titled “Blue Line/Mid-Coast Frequency Enhancements and rail grade separations at 28th St, 32nd St, E St, H St, Palomar St, at Taylor St and Ash St, and Blue/Orange Track Connection at 12th/Imperial” is included as in the ”2019 Federal Regional Transportation Plan” – Appendix A, as a two phased project with a planned completion date of Year 2035 for the work within Chula Vista. No funding is yet identified for the E Street (& F Street) to H Street rail corridor other than the current design phase of work at Palomar Street. As indicated below, the Chula Vista locations are planned to be completed by year 2035. In FY21, staff submitted to SANDAG an application packet for all four Chula Vista rail improvements so that they can be considered in the next Federal Transportation Act.

Phase I – Blue Line Frequency Enhancements and rail grade separations at 28th St, 32nd St, E St, H St, Palomar St, and Blue/Orange Track Connection at 12th/Imperial (Year 2035).

Phase II – Blue Line rail grade separations at Taylor St and Ash St (Year 2050).

Main Street Extension from Heritage Road to La Media Road.

The project is in coordination with the development community to consider several roadway alignments of which one includes a bridge over Wolf Canyon and associated utilities. The initial work involves meeting with the resource agencies and Caltrans, which will ultimately result in the completion of the environmental document and preliminary level bridge and utility design. The development community continues their evaluation of various land use alternatives that will determine the timing and alignment needs for this arterial roadway but more immediate needs are further east along the SR-125 corridor.

On July 30, 2020, as new development continues in the southeastern portion of the City in Otay Ranch, the developer, with approval by the City, initiated work with Caltrans on a future pair of $65M interchanges at SR-125/Main Street and at SR-125/Otay Valley Road (La Media Road). Additional discussion with Caltrans has been conducted on the first interchange with SR-125 at the easterly terminus of Main Street between Magdalena Avenue and westerly extension of Hunte Parkway from Eastlake Parkway. To eventually proceed to the construction phase for the initial interchange at Main Street, a Project Initiation Document (PID) via a Project Study Report has been completed for the project and is currently in the environmental clearance phase. Design phase for the project is anticipated in FY25.

The second location is an overcrossing planned south of Main Street at Otay Valley Road. Otay Valley Road is the south-to-easterly extension of La Media Road across the SR-125 corridor. This overcrossing is needed but may be constructed as a secondary interchange pending the traffic and geometric studies.

The phase of work and completion of work timeline for the SR-125 interchanges are:

1. Project Initiation Document/Project Study Report (FY23) 2� Project Report/Environmental Document (FY25)
3� Construction Phase (Begin FY25 – Open to Public FY27)

City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CIP EXPENDITURE SUMMARY
292
I-805 South Express Lanes Project (from “www.keepsandiegomoving.com” website):

Work began in June 2012 on the first phase of the I-805 South Express Lanes Project, a $1.1 billion effort to create a modern, new transportation backbone that will meet the future needs of travelers in our region. When finished, the project will offer new transportation choices, relieve traffic congestion, and improve the quality of life in South County.

City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CIP EXPENDITURE SUMMARY
293
Phase I
■ Built nearly eight miles of Carpool/High Occupancy vehicle (HOV) lanes and ten sound walls between East Naples Street in Chula Vista and State Route 94 (SR 94) in San Diego (completed 2014) ■ Constructed a Direct Access Ramp (DAR), Transit Station and Park & Ride at East Palomar Street in Chula Vista that provides new travel choices for commuters (completed 2017) ■ Added a northbound auxiliary lane and a southbound outside through lane along I-805 from State Route 54 (SR54) to East Plaza Boulevard to accommodate the maneuvering of entering and exiting traffic (completed 2016) ■ Constructed five additional sound wall segments along I-805 between East Naples Street and Bonita Road in Chula Vista (completed 2020)
■ Constructed bridge and safety improvements between Bonita Road and SR54 in National City (completed 2021) Phase II
■ Convert the HOV Lanes into Express Lanes to construct an HOV direct connector between I-805 and I-15. ■ Construct planned in-line transit stations built in the freeway median at East H Street in Chula Vista and East Plaza Boulevard in National City.
■ Construct a northbound auxiliary lane between East Naples Street and Telegraph Canyon Road in Chula Vista along I-805 to extend the merging distance between on and off-ramps. ■ Construct additional sound walls.
* Construction of these improvements will be scheduled as funding becomes available. www.keepsandiegomoving.com/I-805-corridor/I-805-south-segment.aspx The South Bay Bus Rapid Transit (SBBRT) Project
Significant construction work was completed for South Bay Rapid in FY 2017/18 and FY 2018/19. This project includes 12 stations along a 26-mile route from the Otay Mesa Port of Entry to Downtown San Diego via eastern Chula Vista, connecting to employment and activity centers in Downtown San Diego and South County. This project also will include a nearly six-mile-long transit-only guideway within the center median of East Palomar Street and along Eastlake Parkway in Chula Vista. Construction of one of the four segments (from Heritage Road to Olympic Parkway) was completed at the end of 2017. Two segments (Olympic Parkway to Birch Road & Otay Mesa Transit Center) were completed in 2018. Due to extensive utility relocation work between Oleander Avenue and Paseo Ladera, the last segment, Oleander Avenue to Heritage Road, was completed in early 2021. Rapid service began on January 27, 2019.

Construction through Chula Vista will be completed in three (3) phases by SANDAG plus one (1) phase by the developer:

1. Phase 1A – from Oleander Avenue to Heritage Road. This segment is under construction now and has provided a new traffic signal at Oleander Avenue/East Palomar Street. Except for the landscaping maintenance period, all construction was completed in FY 2020/21.
2� Phase 1B – from Heritage Road to Olympic Parkway. Construction began in February 2016 and was completed in fiscal year 2018.
3� Phase 2 – from Olympic Parkway and across the SR-125 Toll Road via a new pedestrian and bus bridge overcrossing. Then around the northerly and easterly frontage of the Otay Ranch Mall to Birch Road. Construction began in September 2016. This phase was completed in fiscal year 2019. 4� Millenia Station – work by the developer south of Birch Road within the Millenia project area was generally completed in fiscal year 2019.

Updates to the regional projects can be found on the following weblink:
www.keepsandiegomoving.com
Future I-5 (Blue Line), SR 125 & I-805 (Purple Line) Corridor System Management Plans City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CIP EXPENDITURE SUMMARY
294
In late 2019, the SANDAG Board of Directors took two actions that ultimately approved an amendment to the FY 2020 Program Budget, adding $593.4 million in formula funds for numerous region wide projects. For Chula Vista, the freeway corridors listed below have commenced and will conclude with recommendations for various transportation improvements that could be implemented in phases over many years:
■ Complete Corridor: Blue Line Express/I-5 South & Palomar St Rail Xing ■ Complete Corridor: High Speed Transit/SR 125
■ Complete Corridor: Purple Line Corridor/I-805
City staff has been working with SANDAG on the Comprehensive Multimodal Corridor Plan (CMCP) known as the South Bay to Sorrento (SB2S) Study. The CMCP evaluates all travel modes and transportation facilities in a defined corridor – highways and freeways, parallel and connecting roadways, transit (bus, bus rapid transit, light rail, intercity rail, etc.), pathways, and bikeways to accommodate more efficient movement of people and goods through the southern portion of San Diego County.

The completed CMCP will help the San Diego region compete for local, state, and federal funds, including SB1. The SB2S Study was completed in September 2022.
https:/ /www.sandag.org/regional-plan/comprehensive-multimodal-corridor-plans/south-bay-to-sorrento-cmcp CIP Document
The initial proposed capital improvement project detail sheets are posted annually in April of each year on the Public Works website for public comment and review.
www.chulavistaca.gov/departments/public-works/projects
The proposed CIP is presented at a Council Budget Workshop and adopted in May of every year.

Additionally, the Engineering & Capital Projects Department publishes an annual adopted CIP budget. The document is made available at the City Clerk’s Office, the Civic Center Library, Otay Ranch Mall Library, the South Chula Vista Library, and the City’s website.

CIP BUDGET SUMMARY

City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CIP BUDGET SUMMARY
297

CAPITAL IMPROVEMENT BUDGET
Funding Summary by Project Type

BUILDING

FY 2024-25
Proposed
GGV0234 Public Building Repairs (Measure P) $ 2,728,333 SAF0170 Fire Training Facility $ 15,200,000
BUILDING TOTAL $ 17,928,333

DRAINAGE

FY 2024-25
Proposed
DRN0214 Full Capture Trash BMP Installation $ 25,000
DRAINAGE TOTAL $ 25,000

GENERAL GOVERNMENT

FY 2024-25
Proposed
CTY0202 CIP Advance Planning $ 60,000
GENERAL GOVERNMENT TOTAL $ 60,000

PARKS

FY 2024-25
Proposed
PRK0326 Park Infrastructure (Measure P) $ 1,000,000
PRK0327 Sports Court & Fields $ 400,000
PRK0341 Patty Davis Park Design and Construction $ 500,000 PARKS TOTAL $ 1,900,000
City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CIP BUDGET SUMMARY
298

CAPITAL IMPROVEMENT BUDGET
Funding Summary by Project Type

ROADWAY

FY 2024-25
Proposed
CTY0219 Pavement Management System $ 240,000
CTY0232 ADA Pedestrian Connectivity Program $ 50,000
STL0454 ADA Pedestrian Curb Ramps Program FY2021/22 $ 450,000 STL0463 Pavement Repair Program $ 400,000
STL0470 Sidewalk Panel Replacement Citywide $ 2,126,813 STL0471 Pavement Maintenance FY2024/25 $ 1,473,915
STL0472 RMRA Pavement Maintenance FY2024/25 $ 1,300,000 STL0473 Sidewalk Replacement Program - FY2024/25 $ 300,000 STL0474 ADA Pedestrian Curb Ramps Program - FY2024/25 $ 250,000 STM0369 Bikeway Facilities Gap Program $ 100,000
STM0386 Heritage Road Bridge Replacement Project $ 34,967,767 STM0403 RMRA Pavement Rehabilitation FY2024/25 $ 5,732,370 STM0404 Pavement Major Rehabilitation Program FY2024/25 $ 5,715,500 TRF0274 Traffic Count Station Program $ 20,000
TRF0321 Citywide Traffic Data Program $ 20,000
TRF0325 Traffic Monitoring Program $ 20,000
TRF0327 Neighborhood Road Safety Program $ 400,000
TRF0332 Signing and Striping Program $ 50,000
TRF0337 Traffic Signal Left Turn Modification Program $ 20,000 TRF0345 School Zone Traffic Calming Program $ 200,000
TRF0350 Traffic Signal System Optimization Program $ 350,000 TRF0354 Traffic Congestion Relief Program $ 250,000
TRF0366 Traffic Signal and Streetlight Systems Upgrade and Modification Program $ 300,000 TRF0411 Pedestrian Improvements at Uncontrolled Mid-block Crosswalks at Castle Park Middle School $ 75,000 TRF0414 Pedestrian Access and Traffic Calming Program $ 50,000 TRF0415 Telegraph Canyon Road Raised Median Improvements $ 125,000 TRF0421 Engineering & Traffic Survey Updates Project $ 100,000 TRF0429 Pedestrian and Guardrail Improvements at Various Locations $ 200,000 TRF0436 Pedestrian Hybrid Beacon- Fourth Ave. & Orsett St $ 75,000 TRF0438 Left Turn Extension Storage Study $ 150,000
TRF0439 Traffic Signal Modifications FY25 (Measure P) $ 1,500,000 ROADWAY TOTAL $ 57,011,365
City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → CIP BUDGET SUMMARY
299

CAPITAL IMPROVEMENT BUDGET
Funding Summary by Project Type

WASTEWATER

FY 2024-25
Proposed
SWR0294 Sewer Access Rehabilitation Program FY2015/16 $ 400,000 SWR0312 Sewer Rehab & Upsize Telegraph Canyon Basin (Industrial Blvd) $ 3,175,000 SWR0315 Sewer Manhole Inspection Program FY2019/20 $ 40,000 SWR0319 Sewer Access Road Rehabilitation Program FY2024/25 $ 400,000 SWR0329 Sewer Fees Analysis FY25 $ 50,000
SWR0330 Sewer Cost of Service (Rate) Study $ 250,000
WASTEWATER TOTAL $ 4,315,000

GRAND TOTAL – ALL PROJECTS: $ 81,239,698

FIVE-YEAR CIP

PROJECT SUMMARY

SCHEDULE

City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → FIVE-YEAR CIP PROJECT SUMMARY SCHEDULE 303
2024/25 – 2028/29 Capital Improvement Program

CIP # Project Name 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 Total CTY0202 CIP Advanced Planning $ 60,000 60,000 60,000 60,000 60,000 300,000 CTY0219 Pavement Management System $ 240,000 120,000 120,000 120,000 120,000 720,000 CTY0232 ADA Pedestrian Connectivity
Program
$ 50,000

50,000

50,000

50,000

50,000

250,000
DRN0214 Full Capture Trash BMP Installation $ 25,000 25,000 25,000 25,000 25,000 125,000 GGV0234 Public Building Repairs (Measure P) $ 2,728,333 - - - - 2,728,333 PRK0326 Park Infrastructure $ 1,000,000 - - - - 1,000,000 PRK0327 Sport Court & Fields $ 400,000 - - - - 400,000 PRK0341 Patty Davis Park Design and
Construction
$ 500,000

-

-

-

-

500,000
SAF0170 Fire Training Facility $ 15,200,000 15,200,000 STL0454 ADA Pedestrian Curb Ramps
Program FY2021/22
$ 450,000

-

-

-

-

450,000
STL0463 Pavement Repair Program $ 400,000 - - - - 400,000 STL0470 Sidewalk Panel Replacement
Citywide
$ 2,126,813

2,126,813

-

-

-

4,253,626
STL0471 Pavement Maintenance FY2024/25 $ 1,473,915 1,600,000 1,600,000 1,600,000 1,600,000 7,873,915 STL0472 RMRA Pavement Maintenance
FY2024/25
$ 1,300,000

1,300,000

1,300,000

1,300,000

1,300,000

6,500,000
STL0473 Sidewalk Replacement Program -
FY2024/25
$ 300,000

300,000

300,000

300,000

300,000

1,500,000
STL0474 ADA Pedestrian Curb Ramps
Program - FY2024/25
$ 250,000

250,000

250,000

250,000

250,000

1,250,000
STM0369 Bikeway Facilities Gap Program $ 100,000 100,000 100,000 100,000 100,000 500,000 STM0386 Heritage Road Bridge Replacement
Project
$ 34,967,767

-

-

-

-

34,967,767
STM0403 RMRA Pavement Rehabilitation
FY2024/25
$ 5,732,370

5,000,000

5,000,000

5,000,000

5,000,000

25,732,370
STM0404 Pavement Major Rehabilitation
Program FY2024/25
$ 5,715,500

7,700,000

7,700,000

7,700,000

7,700,000

36,515,500
SWR0294 Sewer Access Rehabilitation
Program FY2015/16
$ 400,000

-

-

-

-

400,000
SWR0312 Sewer Rehab & Upsize Telegraph
Canyon Basin (Industrial Blvd)
$ 3,175,000

-

-

-

-

3,175,000
SWR0315 Sewer Manhole Inspection Program
FY2019/20
$ 40,000

-

-

-

-

40,000
SWR0319 Sewer Access Road Rehabilitation
Program FY2024/25
$ 400,000

-

-

-

-

400,000
SWR0329 Sewer Fees Analysis FY25 $ 50,000 - - - - 50,000 SWR0330 Sewer Cost of Service (Rate) Study $ 250,000 - - - - 250,000 TRF0274 Traffic Count Station Program $ 20,000 - - - - 20,000 TRF0321 Citywide Traffic Data Program $ 20,000 20,000 20,000 20,000 20,000 100,000 TRF0325 Traffic Monitoring Program $ 20,000 20,000 20,000 20,000 20,000 100,000 TRF0327 Neighborhood Road Safety Program $ 400,000 400,000 400,000 400,000 400,000 2,000,000 TRF0332 Signing and Striping Program $ 50,000 50,000 50,000 50,000 50,000 250,000 TRF0337 Traffic Signal Left Turn Modification
Program
$ 20,000

20,000

20,000

20,000

20,000

100,000
TRF0345 School Zone Traffic Calming Program $ 200,000 200,000 200,000 200,000 200,000 1,000,000 TRF0350 Traffic Signal System Optimization
Program
$ 350,000

350,000

350,000

350,000

350,000

1,750,000
TRF0354 Traffic Congestion Relief Program $ 250,000 250,000 250,000 250,000 250,000 1,250,000 City of Chula Vista
Proposed Budget FY 2025
Capital Improvement Program → FIVE-YEAR CIP PROJECT SUMMARY SCHEDULE 304
2024/25 – 2028/29 Capital Improvement Program

CIP # Project Name 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 Total TRF0366 Traffic Signal and Streetlight Systems
Upgrade and Modification Program
$ 300,000

300,000

300,000

300,000

300,000

1,500,000
TRF0411 Pedestrian Improvements at
Uncontrolled Mid-block Crosswalks
at Castle Park Middle School
$ 75,000

-

-

-

-

75,000
TRF0414 Pedestrian Access and Traffic
Calming Program
$ 50,000

-

-

-

-

50,000
TRF0415 Telegraph Canyon Road Raised
Median Improvements
$ 125,000

-

-

-

-

125,000
TRF0421 Engineering & Traffic Survey Updates
Project
$ 100,000

100,000

100,000

100,000

100,000

500,000
TRF0429 Pedestrian and Guardrail
Improvements at Various Locations
$ 200,000

-

-

-

-

200,000
TRF0436 Pedestrian Hybrid Beacon- Fourth
Ave. & Orsett St
$ 75,000

-

-

-

-

75,000
TRF0438 Left Turn Extension Storage Study $ 150,000 - - - - 150,000 TRF0439 Traffic Signal Modifications FY25
(Measure P)
$ 1,500,000

-

-

-

-

1,500,000
$ 81,239,698 20,341,813 18,215,000 18,215,000 18,215,000 156,226,511

MEASURE A FUND

SUMMARY

City of Chula Vista
Proposed Budget FY 2025 307
Measure A Fund Summary
Measure A Fund Summary
The Measure A fund accounts for revenues and expenditures related to the approved ballot measure adopting a one-half (½) cent Public Safety General Transactions and Use Tax (Sales Tax) in the City of Chula Vista.

In December 2017, City staff presented the Public Safety Staffing Strategies Report to the City Council. This report outlined staffing proposals for the Police and Fire Department that addressed critical needs. After discussions regarding the critical needs and funding options, the City Council directed the City Manager to return with a proposal for Council consideration to place a half-cent sales tax measure before the voters to fund public safety critical needs.

In February 2018, City staff presented the City Council with a ballot measure to consider for placement to address public safety staffing on the ballot in June 2018. The tax will remain in place, Measure A sales tax does not have a sunset date. Concurrent with the approval of placing the measure on the ballot, the City Council adopted an Intended Public Safety Expenditure Plan for the anticipated revenues generated from the measure.

On June 5, 2018 Chula Vista voters approved Measure A, authorizing the one-half cent sales tax increase. Collection of the sales tax began October 1, 2018.

The sales tax will allow the Chula Vista Fire and Police Departments to provide faster responses to 9-1-1 emergency calls, increase neighborhood police patrols, reduce gang and drug-related crimes, address homelessness, and improve firefighter, paramedic and emergency medical response times.

The City has established a separate fund to track and account for income and expenses and appointed a Citizen’s Oversight Committee (“COC”) to ensure transparency in the use of Measure A Funds.

Revenues
The fiscal year 2025 Proposed Budget reflects the allocation of approximately $29.0 million in Measure A sales tax revenues and approximately $0.1 million from Bayfront reimbursement for the Fire Department for a total of $29.1 million in revenues. Sales tax revenues are received in the City’s General Fund, and then transferred into the Measure A Fund.

The following table reflects the Measure A revenues by category.

Measure A Fund Revenues
Category
FY 2024
Adopted
FY 2025
Proposed Change % Change
Revenue from Other Agencies $ 83,334 $ - $ (83,334) -100.0% Transfers In $ 27,515,604 $ 28,978,966 $ 1,463,362 5.3% Charges for Services $ - $ 78,017 $ 78,017 -%
Use of Money and Property $ 40,000 $ 58,000 $ 18,000 45.0% Total $ 27,638,938 $ 29,114,983 $ 1,476,045 13.4%
Expenditures
The fiscal year 2025 Proposed Measure A Budget includes approximately $43.5 million in expenditures for the Fire and Police Departments, to follow are the major categories for each department as noted within the Spending Plan:

Police Department
■ Personnel Costs – The budget includes funding for the costs related to the approved Measure A positions. ■ Sworn Non-Personnel Costs – Funding included for equipment and supplies to support sworn staff. ■ Civilian Non-Personnel Costs – Funding included for equipment and supplies to support civilian staff. ■ Computers and Other Equipment – Includes funding for computers and equipment used by staff within the fund.

City of Chula Vista
Proposed Budget FY 2025 308
Measure A Fund Summary
■ Police Vehicles, Outfitting, Maint., Fuel, etc. – Funding included for Police vehicles and the costs associated with their operation�
■ Reimbursement for Support Staff (IT , Fin, HR, City Attorney) – Includes funding for the departments that provide the Measure A support to the Police Department.
■ Transfers Out – This category reflects funding for the 2021 Pension Obligation Bonds debt service payment and Section 115 Trust for OPEB contributions, and contributions to the Vehicle Replacement Fund.

Fire Department
■ Personnel Costs – The budget includes funding for costs related to Measure A positions. ■ Academy Costs – Funding for the Fire Academy.
■ PPE Maintenance – Includes funding for the maintenance of personal protection equipment. ■ Computers and Other Equipment – Includes funding for computers and equipment used by staff within the fund. ■ Fire Vehicles, Outfitting, Maint., Fuel, etc. – Funding included for Fire vehicles and the associated costs of operation�
■ Reimbursement for Support Staff (IT , Fin, HR, City Attorney) – Includes funding the departments that provide Measure A support to the Fire Department.
■ Transfers Out – This category reflects funding for the 2021 Pension Obligation Bonds debt service payment, Section 115 Trust for OPEB contributions, and contributions to the Vehicle Replacement Fund.

The following table provides the detailed breakdown of the Measure A expenditures by category.

Measure A Fund Expenditures
Category
FY 2024
Adopted
FY 2025
Proposed Change
Police Department:

Personnel Services $ 10,727,319 $ 11,502,342 $ 775,023 Supplies & Services $ 1,307,004 $ 1,477,220 $ 170,216 Other Expenses $ 515,918 $ 526,760 $ 10,842
Internal Service Charges $ 151,231 $ 156,357 $ 5,126 Other Capital $ - $ 69,936 $ 69,936
Transfers Out $ 1,781,700 $ 1,693,923 $ (87,777)
Total Police Department Expenditures $ 14,483,172 $ 15,426,538 $ 943,366 Fire Department:

Personnel Services $ 7,905,622 $ 9,123,492 $ 1,217,870 Supplies & Services $ 1,176,812 $ 1,920,671 $ 743,859 Utilities $ 60,000 $ 61,800 $ 1,800
Other Capital $ 1,500,000 $ - $ (1,500,000)
Other Expenses $ 515,918 $ 543,356 $ 27,438
Internal Service Charges $ 92,487 $ 95,622 $ 3,135
Transfers Out $ 672,261 $ 1,096,068 $ 423,807
CIP Project Expenditures $ - $ 15,200,000 $ 15,200,000 Total Fire Department Expenditures $ 11,923,100 $ 28,041,009 $ 16,117,909 Total Expenditures $ 26,406,272 $ 43,467,547 $ 17,061,275 City of Chula Vista
Proposed Budget FY 2025 309
Measure A Fund Summary
Staffing
The fiscal year 2025 budgeted staffing totals are 120.00 FTE, of which 53.00 are in the Fire Department and 67.00 are in the Police Department. The below table summarizes the staffing changes.

Measure A Fund Staffing
Measure A Fund
FY 2024
Adopted
Staffing
FY 2024
Mid Year
Changes
FY 2025
Changes
FY 2025
Proposed
Staffing
Deputy Fire Chief 1.00 - - 1.00
Fire Captain (80 hr) 6�00 - - 6�00
Fire Engineer 2�00 - - 2�00
Fire Inventory Specialist 1.00 - - 1.00
Firefighter (112 hr) 30�00 - 3�00 33�00
Firefighter/Paramedic 3�00 6�00 - 9�00
Sr Application Support Specialist 1.00 - - 1.00 Fire Department Total 44.00 6.00 3.00 53.00
Civilian Background Investigator 1.00 - - 1.00
Community Services Officer 4�00 - - 4�00
Digital Forensics Analyst II 2�00 - - 2�00
Forensics Specialist 1.00 - - 1.00
Information Technology Tech 1.00 - - 1.00
Peace Officer 24�00 - - 24�00
Police Agent 8�00 (2.00) - 6�00
Police Captain 1.00 - - 1.00
Police Comm Systems Manager 1.00 - - 1.00
Police Dispatcher 7�00 - - 7�00
Police Lieutenant 1.00 - - 1.00
Police Sergeant 7�00 2�00 - 9�00
Police Tech Spec 1.00 - - 1.00
Property & Evidence Specialist 3�00 - - 3�00
Property & Evidence Supervisor 1.00 - - 1.00
Public Information Spec 1.00 - - 1.00
Sr Police Records Specialist 3�00 - - 3�00
Police Department Total 67.00 - - 67.00
Measure A Fund Staffing Total 111.00 6.00 3.00 120.00 City of Chula Vista
Proposed Budget FY 2025 310
Measure A Fund Summary
2018 MEASURE A SALES TAX FUND (222)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Personnel Services 12,553,011 15,223,938 18,632,941 20,625,834 1,992,893 Supplies and Services 1,029,928 1,393,656 2,483,816 3,397,891 914,075 Other Expenses 1,026,274 1,059,686 1,031,836 1,070,116 38,280 Other Capital 270,751 395,574 1,500,000 69,936 (1,430,064) Utilities 52,811 59,842 60,000 61,800 1,800
Internal Service Charges 89,882 114,632 243,718 251,979 8,261 Transfers Out 1,788,920 1,935,959 2,453,961 2,789,991 336,030 CIP Project Expenditures - - - 15,200,000 15,200,000 Total Expenditures $ 16,811,577 $ 20,183,287 $ 26,406,272 $ 43,467,547 $ 17,061,275 Revenue from Other Agencies (239,583) (250,000) (83,334) - 83,334 Charges for Services - - - (78,017) (78,017)
Transfers In (27,628,161) (28,355,648) (27,515,604) (28,978,966) (1,463,362) Use of Money and Property (73,831) (57,472) (40,000) (58,000) (18,000) Other Revenue (19) - - - -
Total Revenues $ (27,941,593) $ (28,663,120) $ (27,638,938) $ (29,114,983) $ (1,476,045) Net Fund Activity $ (11,130,016) $ (8,479,833) $ (1,232,666) $ 14,352,564 $ 15,585,230

MEASURE P FUND

SUMMARY

City of Chula Vista
Proposed Budget FY 2025 313
Measure P Fund Summary
Measure P Fund Summary
The Measure P fund accounts for revenues and expenditures related to the approved ballot measure adopting a one-half (½) cent General Transactions and Use Tax (Sales Tax) in the City of Chula Vista.

On August 2, 2016, the City Council approved Ordinance 3371 (“Ordinance”) modifying the Municipal Code to establish a temporary one-half cent Sales Tax if approved by the voters. As part of the action to approve the Ordinance, the City Council approved a spending plan described as the Intended Infrastructure, Facilities and Equipment Expenditure Plan (Expenditure Plan), which identified how the funds were to be allocated.

On November 8, 2016 Chula Vista voters approved Measure P , authorizing the one-half cent sales tax increase on retail sales within the City for a period of ten (10) years.

Collection of the sales tax began April 1, 2017. The sales tax is anticipated to exceed the original estimated amount of $177.8 million over the ten-year collection period. The proceeds of the tax will be used to upgrade police, fire, paramedic and 9-1-1 equipment, vehicles and facilities; fund streets and sidewalks; replace storm drains to prevent sinkholes; improve parks; repair recreation facilities; and repair or replace other City infrastructure.

The City has established a separate fund to track and account for income and expenses and appointed a Citizen’s Oversight Committee (“COC”) to ensure transparency in the use of Measure P Funds. 28

Revenues
The fiscal year 2025 Proposed Budget reflects the allocation of approximately $29 million in Measure P sales tax revenues. These sales tax revenues are received in the City’s General Fund, and then transferred into the Measure P Fund�
The following table reflects the Measure P revenues by category.

Measure P Fund Revenues
Category
FY 2024
Adopted
FY 2025
Proposed Change % Change
Transfers In 27,515,846 $ 28,978,966 $ 1,463,120 5.3% Total $ 27,515,846 $ 28,978,966 $ 1,463,120 5.3%
City of Chula Vista
Proposed Budget FY 2025 314
Measure P Fund Summary
Expenditures
The fiscal year 2025 Proposed Measure P Budget includes approximately $18.8 million in expenditures for other public facilities, sports courts and fields, park infrastructure, traffic signal system, other public infrastructure, equipment, fleet purchases, police communication & dispatch system and debt service. To follow are the major categories as noted within the adopted Expenditure Plan:

The following table provides the breakdown of the Measure P expenditures by project category.

Measure P Fund Expenditures
Project
FY 2025
Proposed
Fire Vehicles $ 836,749
Police Vehicles $ 1,060,001
Fire Equipment $ 272,356
Police Equipment $ 32,739
Police Communications & Dispatch System $ 384,770
Regional Communications System (RCS) $ 345,262
Other Public Facilities $ 2,728,333
Sports Courts and Fields $ 400,000
Park Infrastructure $ 1,000,000
Traffic Signal System $ 1,500,000
Other Public Infrastructure $ 2,226,813
Total Project Expenditures $ 10,787,023
Administrative Expenses $ 513,176
Annual Debt Service Payments $ 7,507,250
Total Expenditures $ 18,807,449
City of Chula Vista
Proposed Budget FY 2025 315
Measure P Fund Summary
2016 MEASURE P SALES TAX FUND (220)
Fund Summary
Budget Category
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed Change

Expenditures
Supplies and Services 394,878 252,400 392,725 1,025,256 632,531 Other Expenses 1,281,359 1,278,138 1,295,499 1,295,502 3 Other Capital 4,454,453 3,318,230 607,887 1,116,750 508,863 Transfers Out 8,138,246 7,809,303 7,513,397 7,514,795 1,398 CIP Project Expenditures 16,658,485 19,908,242 6,618,014 7,755,146 1,137,132 Non-CIP Project Expenditures 43,350 94,310 100,000 100,000 - Total Expenditures $ 30,970,773 $ 32,660,624 $ 16,527,522 $ 18,807,449 $ 2,279,927 Charges for Services (1,920) - - - -
Use of Money and Property (496,830) (531,941) - - - Other Revenue (1,233) (468) - - -
Transfers In (27,402,122) (28,286,339) (27,515,846) (28,978,966) (1,463,120) Total Revenues $ (27,902,105) $ (28,818,748) $ (27,515,846) $ (28,978,966) $ (1,463,120)

Net Fund Activity $ 3,068,668 $ 3,841,876 $ (10,988,324) $ (10,171,517) $ 816,807

SUMMARY TABLES
Fund Appropriations by Department and
Expenditure Category
Schedule of Revenues
Authorized Positions by Department

FUND APPROPRIATIONS

BY DEPARTMENT

AND EXPENDITURE

CATEGORY

Summary Tables → FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY City of Chula Vista
Proposed Budget FY 2025 321

EXPENDITURES BY DEPARTMENT/CATEGORY
Dept / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non-CIP
Projects
Total
FY 2025

100 General Fund
01 City Council 1,592,124 105,880 534 - 3,190 - - - - 1,701,728 02 Boards & Commissions - 2,088 - - - - - - - 2,088 03 City Clerk 1,361,799 201,435 461 - - - - - - 1,563,695 04 City Attorney 3,392,496 367,374 1,086 - 4,948 - - - - 3,765,904 05 Administration 2,936,671 265,739 675 - - - - - - 3,203,085 06 Information Technology 3,110,275 1,538,461 4,270 - 87,890 - - - - 4,740,896 07 Human Resources 3,159,497 849,286 1,871 - 2,500 - - - - 4,013,154 08 Finance 4,695,646 391,052 1,789 - 3,573 - - - - 5,092,060 09 Non-Departmental 389,700 9,130,309 19,074 1,757,735 - - 87,537,519 - - 98,834,337 10 Animal Care Facility 3,130,991 351,950 64,541 4,500 6,282 77,384 - - - 3,635,648 11 Economic Development 1,117,101 195,154 1,776 - - - - - - 1,314,031 12 Development Services 3,045,505 173,003 1,533 46,610 - 34,610 - - - 3,301,261 13 Engineering/Capital Projects 9,779,171 353,517 1,353,083 95,000 5,000 271,204 100,440 - - 11,957,415 14 Police 54,670,434 2,405,280 828,875 100,930 25,000 1,462,589 - - - 59,493,108 15 Fire 32,792,575 2,319,351 311,536 - 25,000 1,647,473 62,048 - - 37,157,983 16 Public Works 14,198,759 5,366,070 3,566,229 11,400 3,000 1,122,510 - - - 24,267,968 17 Parks and Recreation 4,463,344 828,686 407,421 170,000 26,423 29,011 - - - 5,924,885 18 Library 3,461,684 433,427 254,384 400 - 4,879 - - - 4,154,774 19 Housing & Homeless Services - - - - - - - - - - 100 General Fund Total 147,297,772 25,278,062 6,819,138 2,186,575 192,806 4,649,660 87,700,007 - - 274,124,020

105 Bayfront Lease Revenue - - - 2,136,322 - - - - - 2,136,322 220 2016 Measure P Sales Tax - 1,025,256 - 1,295,502 1,116,750 - 7,514,795 7,755,146 100,000 18,807,449 221 Transportation Grants-Gas Tax 240,203 - - - - 7,107 5,092,897 9,256,285 - 14,596,492 222 2018 Measure A Sales Tax 20,625,834 3,397,891 61,800 1,070,116 69,936 251,979 2,789,991 15,200,000 - 43,467,547 223 Utility Tax Settlement - - - - - - - - - - 224 OR V2 Pub Benefit Contribution - - - - - - - - - - 225 CPF Benefit Funds - - - - - - - - - - 227 Transportation Sales Tax - - - - - - - 9,225,500 - 9,225,500 230 Developer Deposit - - - - - - - - - - 234 Advanced Life Support Program 974,899 250,729 - - - 21,589 1,335,255 - - 2,582,472 235 Legislative Counsel Fund - - - - - - - - - - 241 Parking Meter - 415,700 97,183 254,500 - - 1,227 - - 768,610 243 Town Center I Parking District - - - - - - - - - - 245 Traffic Safety - 38,500 - - - - 399,140 - - 437,640 250 National Opioid Settlement - - - - - - - - - - 263
Econ Dev Developer
Contribution - - - - - - - - - -
264 Donations - - - 25,995 - - - - - 25,995 Summary Tables → FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY City of Chula Vista
Proposed Budget FY 2025 322

EXPENDITURES BY DEPARTMENT/CATEGORY
Dept / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non-CIP
Projects
Total
FY 2025

266 Special Revenue Endowments - - - - - - - - - - 268
American Rescue Plan Act of
2021 - - - - - - - - - -
269 Other Grants 75,000 - - - - - - - - 75,000 270 Mobile Park Fee - 28,000 - 37,000 - - - - - 65,000 271 Local Grants 23,564 135,000 - - 100,000 - - - - 258,564 272 Federal Grants 5,671,508 1,705,424 - 1,113,268 320,000 - 1,154,684 - - 9,964,884 273 State Grants 1,334,918 301,186 - 45,153 - 3,371 68,235 - - 1,752,863 282 Environmental Services 1,013,835 1,402,262 18,558 110,351 4,600 10,766 457,189 - - 3,017,561 301 Storm Drain - 348,100 - - - - 318,284 - - 666,384 311 CDBG Housing Program - - - 25,000 - - - - 75,000 100,000 313 Chula Vista Housing Authority 1,579,933 310,000 - 42,500 - - 363,234 - - 2,295,667 316 Public Educational & Govt Fee - 319,500 - - 168,500 - - - - 488,000 318 RDA Successor Agency Fund - 11,500 - 369,730 - - 2,796,211 - - 3,177,441 319 Housing Successor Agency - 57,900 - 2,008,500 6,000 - 9,858 - - 2,082,258 340 Section 115 Trust - - - - - - - - - - 341 Public Liability Trust - 384,908 - 899,170 - - - - - 1,284,078 342 CFD 11-M Rolling Hills McM - 172,588 32,915 45,000 - - - - - 250,503 343 CFD 12-M Otay Ranch Village 7 - 467,992 126,431 85,393 - - - - - 679,816 344 CFD 13-M Otay Ranch Village 2 - 1,604,979 627,573 215,648 - - - - - 2,448,200 345 CFD 12M Village 7 Otay Ranch - 501,114 176,980 99,641 - - - - - 777,735 346 CFD 14M-A-EUC Millenia - 86,353 4,635 27,985 - - 148,886 - - 267,859 347 CFD 14M-B-EUC Millenia - 64,413 151,634 426,817 - 3,519 - - - 646,383 348 CFD 18M Village 3 Otay Ranch - 849,646 286,591 95,335 - - - - - 1,231,572 349
CFD 19M Freeway Commercial
2 - 234,902 58,455 22,073 - - - - - 315,430 350 Bayfront Special Tax District - 6,545 - 601,000 - - - - - 607,545 352 Bay Blvd Landscape District - 278 8,476 4,176 - - - - - 12,930 353 Eastlake Maintenance Dist I - 294,948 110,021 65,961 - - - - - 470,930 354 Open Space District #01 - 49,652 40,452 11,313 - - - - - 101,417 355 Open Space District #02 - 8,327 5,560 3,918 - - - - - 17,805 356 Open Space District #03 - 33,924 17,517 11,000 - - - - - 62,441 357 Open Space District #04 - 92,011 19,444 12,998 - - - - - 124,453 358 Open Space District #05 - 32,923 19,164 10,322 - - - - - 62,409 359 Open Space District #06 - 25,808 11,604 6,317 - - - - - 43,729 361 Open Space District #07 - 16,373 9,519 4,665 - - - - - 30,557 362 Open Space District #08 - 58,119 15,891 14,623 - - - - - 88,633 363 Open Space District #09 - 43,865 29,126 14,049 - - - - - 87,040 364 Open Space District #10 - 57,057 28,782 15,568 - - - - - 101,407 365 Open Space District #11 - 96,188 71,728 29,622 - - - - - 197,538 367 Open Space District #14 - 252,148 107,321 54,690 - - - - - 414,159 Summary Tables → FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY City of Chula Vista
Proposed Budget FY 2025 323

EXPENDITURES BY DEPARTMENT/CATEGORY
Dept / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non-CIP
Projects
Total
FY 2025

368 Open Space District #15 - 10,288 8,320 4,954 - - - - - 23,562 369 Open Space District #17 - 7,546 - 3,289 - - - - - 10,835 371 Open Space District #18 - 123,766 73,624 35,442 - - - - - 232,832 372 Open Space District #20 - 1,252,203 396,229 236,298 - - - - - 1,884,730 373 Open Space District #23 - 57,844 7,364 9,611 - - - - - 74,819 374 Open Space District #24 - 20,972 10,226 5,993 - - - - - 37,191 375 Open Space District #26 - 7,258 2,668 3,859 - - - - - 13,785 376 Open Space District #31 - 176,749 48,894 28,092 - - - - - 253,735 378
CFD 07M Eastlake Woods &
Vista - 609,538 139,454 184,450 - - - - - 933,442 379 CFD 08M Vlg 6 McMillin & OR - 1,398,710 309,686 247,644 - - - - - 1,956,040 380
CFD 09M ORV II Brookfield-
Shea - 1,056,904 210,324 179,919 - - - - - 1,447,147 381 CFD 14M-2-EUC Millenia - 101,356 5,442 32,852 - - 174,779 - - 314,429 382
CFD 99-2 Otay Ranch Vlg 1
West - 834,978 212,095 136,866 - - - - - 1,183,939 386 Otay Ranch Preserve - 710,481 - 93,906 - - - - - 804,387 387 CFD 98-3 Sunbow 2 - 992,660 206,867 134,455 - - - - - 1,333,982 388 CFD 97-1 Otay Ranch - 2,929,114 532,704 456,055 - - - - - 3,917,873 391 Central Garage Fund 1,580,941 4,186,389 111,059 92,450 - 33,639 126,567 - - 6,131,045 394 Vehicle Replacement Fund - - - - - - - - - - 398 Workers Compensation Fund - 1,478,145 - 3,776,771 - - - - - 5,254,916 405 City Jail - - - - - - - - - -
406 Chula Vista Muni Golf Course 1,444,467 - - 1,805,049 - - - - - 3,249,516 407 Living Coast Discovery Center - 4,713 167,691 - - 8,166 - - - 180,570 408 Development Services Fund 8,799,023 1,021,852 3,073 1,192,082 85,500 68,173 2,824,695 - - 13,994,398 409 CV Elite Athlete Training Ctr - 160,800 - 39,500 - - 54,226 - - 254,526 410 Transport Enterprise 7,251,117 6,085,393 - 953,635 - 320,787 3,103,877 - - 17,714,809 411 Sewer Income - - - - - - 1,809 50,000 - 51,809 413 Trunk Sewer Capital Reserve - - - 150,000 - - 53,895 - - 203,895 414 Sewer Service Revenue 5,278,868 34,689,858 155 575,610 1,393,473 542,970 4,144,357 250,000 64,600 46,939,891 428 Sewer Facility Replacement - - - - - - 160,644 4,015,000 - 4,175,644 430 Sewer DIFs - 120,000 - 695,490 - - - - - 815,490 442 CDBG Section 108 Loan - - - 682,451 - - - - - 682,451 451 Long Term Debt - City of CV - 6,413 - 15,443,990 - - - - - 15,450,403 452 Equipment Lease Fund - - - 101,741 - - - - - 101,741 453 Energy Conservation Loans - - - 309,186 - - - - - 309,186 475 2014 COP Refunding - 5,000 - 3,613,082 - - - - - 3,618,082 476 2015 Refunding COP - 7,001 - 2,922,691 - - - - - 2,929,692 477 2016 Ref COP Civic Ctr/Nature - 5,000 - 282,552 - - - - - 287,552 478 2016 LRRB PFDIF/COP - 5,000 - 2,145,077 - - - - - 2,150,077 Summary Tables → FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY City of Chula Vista
Proposed Budget FY 2025 324

EXPENDITURES BY DEPARTMENT/CATEGORY
Dept / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non-CIP
Projects
Total
FY 2025

479 2017 CREBs LRBs - 7,200 - 714,553 - - - - - 721,753 480 2017 Measure P LRBs - 7,545 - 7,507,250 - - - - - 7,514,795 542 Drainage DIF - - - 10,000 - - 3,291 - - 13,291 560 Public Facilities DIF - 57,000 - 2,174,391 - - 5,221,492 - - 7,452,883 580 Pedestrian Bridge DIFs - - - 95,500 - - 4,779 - - 100,279 590 Transportation DIFs - - - 529,000 - - 23,443 20,000 15,000 587,443 666 2016 TARBs - 5,000 - 2,788,700 - - - - - 2,793,700 713 Capital Improvement Projects - - - - - - 1,434 - 200,000 201,434 715 Parkland Acquisition & DevFees - 50,000 - 35,000 - - 29,975 - - 114,975 716 Western-Park Acquisition & Dev - - - 302,000 - - 1,768 500,000 - 803,768 717 Residential Construction Tax - - - - - - 667,933 - - 667,933 736 Other Transportation Program - - - - - - - 34,967,767 - 34,967,767

Grand Total, All Funds 203,191,882 98,652,747 11,402,373 64,229,232 3,457,565 5,921,726 126,748,857 81,239,698 454,600 595,298,680

SCHEDULE OF

REVENUES

City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
327

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
100 General Fund
Property Taxes
4001 Current Taxes Secured (37,861,038) (41,165,976) (43,314,015) (46,035,700) 4002 State Secured Unitary (950,075) (1,011,055) (1,052,243) (1,141,900) 4003 Current Taxes Unsecured (1,031,290) (1,351,134) (1,410,692) (1,649,200) 4004 Delinquent Taxes (278,294) (59,192) (208,046) (216,368) 4005 Prop Tax in Lieu (8,583) (12,960) (16,000) (16,640) 4006 Property Tax in Lieu of VLF (25,867,256) (28,010,041) (29,290,041) (31,051,760) 4007 Successor Agency Property Tax (2,147,574) (2,574,573) (2,314,103) (2,904,583) 4531 St Motor Vehicle Licenses (317,058) (283,711) (255,738) (350,000) Property Taxes Total (68,461,168) (74,468,642) (77,860,878) (83,366,151)

Other Local Taxes
4011 Sales and Use Taxes (44,865,095) (46,303,192) (45,797,459) (47,983,027) 4012 Sales Tax Pub Safety Augment (1,205,296) (1,255,779) (1,277,388) (1,277,388) 4015 Sales Tax - Measure P (27,627,862) (28,527,379) (27,835,960) (29,316,100) 4016 Sales Tax - Measure A (27,619,701) (28,505,316) (27,835,715) (29,316,100) 4017 Sales Tax - RV Park (15,511) (14,946) (15,000) (15,000) 4021 Franchise Fees (13,852,030) (14,432,110) (14,807,521) (15,103,671) 4031 Utility Taxes (3,731,224) (3,643,465) (3,838,095) (3,857,285) 4041 Business License Tax (1,943,670) (1,956,537) (1,526,084) (1,181,247) 4042 Business License Tax Penalty (36,173) (60,933) (71,400) - 4043 Cardroom Fees/Business License - - - (859,007) 4051 Transient Occupancy Taxes (6,415,029) (7,203,682) (7,724,829) (8,295,064) 4052 Short-Term Rentals TOT (201,351) (898,156) (843,891) (860,769) 4053 RV Park TOT (802,544) (728,567) (781,000) (849,620) 4071 Real Property Transfer Tax (1,891,067) (1,341,179) (1,418,310) (1,475,042) 4111 Cannabis Excise Tax (2,300,656) (3,059,568) (2,777,510) (3,088,994) Other Local Taxes Total (132,507,209) (137,930,809) (136,550,162) (143,478,314)

Licenses & Permits
4201 Animal Licenses (130,516) (140,736) (142,800) (142,800) 4202 Bicycle Licenses (100) - - -
4204 Cannabis Compliance Insp Fee (277,904) (319,505) (282,100) (233,316) 4211 Building Permits (158,706) (133,582) (202,459) (202,459) 4215 Utility Permits (52,890) (41,000) (51,000) (51,000) 4221 Fire Permits (611,273) (596,792) (600,780) (600,780) 4222 Security Alarm Permits (214,230) (194,187) (245,993) (245,993) 4223 Housing Permits (475,896) (485,644) (459,000) (459,000) 4224 Parking Permits (6,198) (7,518) (10,710) (10,710) 4241 Cannabis Application Fees (35,255) - - -
Licenses & Permits Total (1,962,968) (1,918,964) (1,994,842) (1,946,058)

Fines and Penalties
4301 Negligent Veh. Impound Proc. Fee (191,673) (347,271) (183,600) (234,190) 4302 Code Enforcement Violations (276,001) (69,473) (281,521) (281,521) 4312 False Alarm Penalty (92,032) (93,252) (204,000) (115,820) 4314 Ordinance Violation Fines (129,426) (151,986) (130,200) (130,200) City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
328

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
4331 Parking Citation (331,214) (406,890) (249,900) (335,193) 4341 Library Fines (19,679) (15,625) - -
Fines and Penalties Total (1,040,025) (1,084,497) (1,049,221) (1,096,924)

Use of Money & Property
4401 Investment Earnings City Pool (1,296,247) (2,131,133) (1,001,000) (1,650,000) 4402 Investment Earnings Others (20,716) (82,662) (68,000) (68,000) 4421 Sale of Other Personal Prop (123,682) (48,581) - - 4431 Coin Operated Machine Revenue (16,557) (20,745) (16,620) (16,620) 4432 Rentals Leases of Equipment (12) - - -
4433 Film Video Insurance Charge (1,028) (2,327) (1,650) (1,650) 4442 Rental Leases Picnic Shelters (444,148) (451,271) (452,625) (466,565) 4411 Sale of Real Property - (210,000) - -
4443 Rentals Leases Baseball Fields (246,570) (323,611) (207,083) (207,083) 4446 Rentals Leases Land Space (327,012) (309,786) - (309,774) 4447 Rental Telecom Site Lic. Fee (1,234,262) (1,252,114) (1,250,000) (1,285,573) 4461 Rental Leases P R Centers (744,184) (891,749) (634,047) (974,953) 4462 Rentals Leases Buildings (281,945) (370,182) (250,495) (330,012) Use of Money & Property Total (4,736,363) (6,094,161) (3,881,520) (5,310,230)

Revenue from Other Agencies
4503 PD State Grant RATT (40,141) (286,042) (335,000) (335,000) 4511 State Grant (188,552) (273,809) (407,346) (407,346) 4521 State Homeowners Prop.Tax Relief (215,691) (214,918) (228,246) (228,246) 4551 Reimb. State Mandated Costs (234,857) (103,910) (163,904) - 4552 Reimb. Human Services Agen. - (18,605) - - 4602 PD Fed Grant - HIDTA (CBAG) (102,498) (113,122) (117,084) (117,084) 4603 PD Fed Grant-HIDTA Task Force (145,367) (275,446) (287,000) (287,000) 4611 Federal Grant - Other (60,889) (48,359) (56,356) (56,356) 4621 PD POST Reimb. Prog (42,997) (97,078) (35,000) (35,000) 4622 PD STC Reimb Prog - 883 - -
4625 CARES CRF Federal 31 - - -
4701 Grant - Other Agency (8,910) - - -
4711 Contributions - Other Agencies (57,045) - - - Revenue from Other Agencies Total (1,096,916) (1,430,406) (1,629,936) (1,466,032)

Charges for Services
4751 Planning Fees (2,597) 3,425 (3,528) (3,528) 4752 Dev Fees - Deposit Based (1,497,608) (1,226,902) (1,553,072) (1,553,072) 4761 Sale of Maps & Publication (2,685) (6,460) (1,656) (1,656) 4763 Passport Fees (790,326) (587,650) (976,692) (803,650) 4764 Lien Release Fees (1,225) (825) (1,530) (750) 4766 Lien Release Fees - (224) - -
4771 Plan Checking Fees (160,481) (256,023) (165,075) (192,175) 4781 Engineering Fees (193,476) (167,968) (261,732) (261,732) 4782 Fire Construction Fees (525,792) (310,868) (402,000) (402,000) 4784 State Mobilehome Park Act Fee (57,345) (49,658) (11,055) (46,665) 4785 Microfilming Fees (140) (1,436) (408) (408) City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
329

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
4811 Subdivision Traffic Sign Fees (3,080) - - - 4901 National City - Impounds (11,141) (4,690) (10,050) (10,050) 4902 Imperial Beach - Impounds (20) - - -
4903 Lemon Grove - Impounds (2,965) (2,671) (4,590) (4,590) 4911 Port District Fees (1,136,756) (1,170,859) (1,381,057) (1,381,057) 4912 Bayfront Fire Station Fees - - - (463,690) 4921 Reimb fr Other Agencies-Jail - (134,114) - - 4951 Swimming Pool Fees (272,792) (315,952) (356,813) (453,624) 4952 Recreation Program Fees (769,447) (887,798) (596,386) (913,416) 4953 Other Recreation Fees (68,815) (231,616) (18,628) (32,573) 4961 Special Interest Class Fees (503,462) (658,103) (321,347) (736,474) 4971 Tow Referral Fee (191,585) (172,170) (200,924) (200,924) 5061 Special Police Department Serv (37,215) (49,943) (53,463) (53,463) 5062 Police Reimbursements (2,075,277) (2,096,536) (1,552,398) (1,836,604) 5064 Witness Fee (275) - (510) (510)
5065 City Staff Time & Cost Recover (266,400) (698,853) (1,459,688) (336,665) 5066 Live Scan Services (1,652) (5,380) (30,150) (30,150) 5201 Animal Shelter Fees (408,491) (126,545) (284,616) (284,616) 5220 Measure P Reimbursements (704,859) (425,000) (461,760) (461,760) 5222 Measure A Reimbursements (1,026,274) (934,135) (923,502) (972,941) 5231 Traffic Control Plan Fee (42,750) (112,050) (43,165) (43,165) 5241 Distressed Property Mgt Fee (70) (210) (3,060) (3,060) 5251 Special Event Fees (600) (1,200) (3,060) (3,060) 5252 Block Party Fees (250) (300) (510) (510)
5253 Professional Filming Fees - (2,525) (1,530) (1,530) Charges for Services Total (10,755,851) (10,635,239) (11,083,955) (11,490,068)

Other Revenue
5301 Reimb. - DIF (8,569) (8,365) (47,235) (44,672) 5331 Reimb. - RDA Housing (161) (105) - -
5341 Reimb. - Open Space Dist (386,434) (397,253) (448,516) (448,516) 5342 Reimb. - Assessment Dist (6,195) (6,173) (6,989) (6,989) 5343 Reimb. - Comm Fac Distr (1,779,987) (1,818,348) (1,739,650) (1,739,650) 5351 Reimb. - CIP Projects (3,527,790) (3,700,950) (4,682,112) (4,682,112) 5352 Reimb. - DIF CIP (636,550) (881,996) (671,340) (671,340) 5361 Reimb. - CDBG Admin (413) (2,060) (6,532) (6,532) 5362 Reimb. - HOME Prog (1,334) - - -
5363 Reimb. - CDBG CIP (223,637) (483,430) (111,555) (111,555) 5364 Reimb. - CDBG Others (50,000) (50,000) (50,350) (50,350) 5365 Reimb. - ESG Program (284) (321) - -
5371 Reimb. - Other (2,342,249) (3,222,279) (1,262,354) (1,255,554) 5372 Reimb. - Other City Funds (317,870) (96,661) (289,692) (1,124,497) 5373 Reimb. - Parking Meter (47,669) (72,043) (60,300) (60,300) 5451 Proceeds of Long Term Debt (4,350,316) - - - 5462 Gain on Disposal of Property - (401) - -
5463 Recoveries on Damaged Property (2,436,063) (131,598) (105,525) (105,525) 5481 Entertainment Facility Contrib. (592,970) (1,067,840) (617,070) (1,000,000) 5491 P .Y. Revenue (20,088) (47,267) - -
City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
330

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
5492 Cash Overage (12,222) 4,718 - -
5501 Donations (62,450) (105,400) (158,676) (158,676) 5511 Rebates/Refunds (143,240) (151,260) (85,425) (85,425) 5513 Prior Year Rebates/Refunds (29,839) (290,236) - - 5521 Miscellaneous Revenues (88,294) (329,793) (150,330) (195,055) 5523 City Administration Fee (172,718) (234,768) (128,419) (128,419) 5651 Service Charge - A/R (22,847) (6,298) (60,300) - 5656 Service Chg - Returned Cks (2,740) (1,885) (5,025) (5,025) 5702 Sales - Food/Beverage (899) (11,591) (1,206) (1,206) 5703 Sales - Supplies - - (7,236) (7,236)
Other Revenue Total (17,263,828) (13,113,603) (10,695,837) (11,888,634)

Transfers In
5999 Transfers In (14,693,028) (14,052,291) (13,475,810) (14,081,609) Transfers In Total (14,693,028) (14,052,291) (13,475,810) (14,081,609)

100 GENERAL FUND Total (252,517,356) (260,728,612) (258,222,161) (274,124,020)

105 Bayfront Lease Revenue
5999 Transfers In (1,033,159) (1,980,515) (2,045,827) (2,136,322) 105 Bayfront Lease Revenue Total (1,033,159) (1,980,515) (2,045,827) (2,136,322)

220 2016 Measure P Sales Tax
4401 Investment Earnings City Pool (496,852) (531,941) - - 4403 Trustee Investment Earnings 21 - - -
5220 Measure P Reimbursements (1,920) - - -
5371 Reimb - Other (1,233) (468) - -
5999 Transfers In (27,402,122) (28,286,339) (27,515,846) (28,978,966) 220 2016 Measure P Sales Tax Total (27,902,106) (28,818,748) (27,515,846) (28,978,966)

221 Transportation Grants-Gas Tax
4401 Investment Earnings City Pool (262,815) (441,498) - - 4522 St Gas Tax Section 2105 (1,523,753) (1,575,575) (1,816,260) (1,705,925) 4523 St Gas Tax Section 2106 (981,281) (1,033,996) (1,166,635) (1,125,595) 4524 St Gas Tax Section 2107 (1,822,021) (2,147,247) (2,181,570) (2,331,377) 4525 St Gas Tax Section 2107 5 (10,000) (10,000) (10,000) (10,000) 4526 St Gas Tax Section 2103 (2,170,578) (2,255,829) (2,742,754) (2,440,078) 4527 St Gas Tax RMRA (5,541,000) (6,177,152) (6,842,191) (7,032,370) 5065 City Staff Time & Cost Recover (1,407) (1,602) - - 5999 Transfers In (4,000) (2,000) (2,000) (2,000) 221 Transportation Grants-Gas Tax Total (12,316,855) (13,644,899) (14,761,410) (14,647,345)

222 2018 Measure A Sales Tax
4402 Investment Earnings Others (73,831) (57,472) (40,000) (58,000) 4601 PD Fed Grant-Cops Univ Hiring (239,583) (250,000) (83,334) - 4912 Bayfront Fire Station Fees - - - (78,017)
5511 Rebates/Refunds (19) - - -
5999 Transfers In (27,628,161) (28,355,648) (27,515,604) (28,978,966) City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
331

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
222 2018 Measure A Sales Tax Total (27,941,594) (28,663,120) (27,638,938) (29,114,983)

223 Utility Tax Settlement
4401 Investment Earnings City Pool (1,600) (2,058) - - 223 Utility Tax Settlement Total (1,600) (2,058) - -

224 OR V2 Pub Benefit Contribution
4401 Investment Earnings City Pool (5,986) - - - 224 OR V2 Pub Benefit Contribution Total (5,986) - - -

225 CPF Benefit Funds
4401 Investment Earnings City Pool - (2,367) - - 5390 Other Contributions - (128,877) - -
225 CPF Benefit Funds Total - (131,244) - -

227 Transportation Sales Tax
4013 Sales Tax for Transportation (3,867,096) (2,897,706) (6,673,500) (6,673,500) 4401 Investment Earnings City Pool (12,674) (2,161) - - 4701 Grant - Other Agency (54,703) - - -
227 Transportation Sales Tax Total (3,934,473) (2,899,867) (6,673,500) (6,673,500)

234 Advanced Life Support Program
4711 Contributions - Other Agencies (77,370) - (214,000) - 5065 City Staff Time & Cost Recover - (3,668) - - 5371 Reimb - Other (147,673) (158,848) - -
5523 City Administration Fee (44,667) (21,147) - - 5999 Transfers In (2,285,208) (2,242,652) (2,295,522) (2,318,261) 234 Advanced Life Support Program Total (2,554,918) (2,426,315) (2,509,522) (2,318,261)

241 Parking Meter
4231 Parking Permits Space Rental - (42,100) (25,000) (30,000) 4331 Parking Citation (267,274) (231,033) (200,000) (249,153) 4401 Investment Earnings City Pool (23,610) (29,347) - - 4444 Parking Meters On Street (257,214) (262,888) (220,000) (267,556) 4445 Parking Meters Off Street (154,288) (153,188) (145,000) (172,712) 241 Parking Meter Total (702,386) (718,556) (590,000) (719,421)

243 Town Center I Parking District
4401 Investment Earnings City Pool (2,759) (5,028) - - 5391 Town Ctr I in Lieu Parking (75,076) (10,500) - - 243 Town Center I Parking District Total (77,835) (15,528) - -

245 Traffic Safety
4313 Vehicle Code Fines (264,647) (186,620) (437,640) (437,640) 4314 Ordinance Violation Fines - (95,834) - -
4401 Investment Earnings City Pool (2,074) (1,693) - - 5999 Transfers In (124,557) - - -
245 Traffic Safety Total (391,278) (284,147) (437,640) (437,640) City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
332

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed

250 National Opioid Settlement
4401 Investment Earnings City Pool - (4,222) - - 5521 Miscellaneous Revenues - (88,160) - -
250 National Opioid Settlement Total - (92,382) - -

256 Asset Seizure
4401 Investment Earnings City Pool 7 9 - -
256 Asset Seizure Total 7 9 - -

260 Transp Fair Share Dev Contrib
4401 Investment Earnings City Pool - (546) - -
5385 Developer Contributions - (55,384) - -
260 Transp Fair Share Dev Contrib Total - (55,930) - -

262 Public Benefit Contribution
4401 Investment Earnings City Pool - (11,411) - - 262 Public Benefit Contribution Total - - (11,411) - - - -

263 Developer Contributions
4401 Investment Earnings City Pool - (50,483) - - 5385 Developer Contributions (1,000,000) (4,000,000) - - 263 Developer Contributions Total (1,000,000) (4,050,483) - -

264 Donations
4401 Investment Earnings City Pool - (15,184) - - 5501 Donations (160,934) (128,099) - (25,995)
264 Donations Total (160,934) (143,283) - (25,995)

267 Permanent Endowments
4401 Investment Earnings City Pool (198) (255) - - 267 Permanent Endowments Total (198) (255) - -

268 American Rescue Plan Act 2021
4401 Investment Earnings City Pool (546,916) (973,787) - - 4624 American Rescue Plan 2021 (3,582,761) (6,211,136) - - 268 American Rescue Plan Act 2021 Total (4,129,677) (7,184,923) - -

269 Other Grants
4401 Investment Earnings City Pool 223 (2,207) - - 4701 Grant - Other Agency (76,260) (1,972,438) - - 4710 Other Agency Grant Project Rev - (153,327) - - 4711 Contributions - Other Agencies (68,800) (81,978) (75,000) (75,000) 5065 City Staff Time & Cost Recover (143,273) (145,099) - - 5371 Reimb - Other - 500 - -
5453 Loan Repayments (281) - - -
269 Other Grants Total (288,391) (2,354,549) (75,000) (75,000)

City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
333

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
270 Mobile Park Fee
5065 City Staff Time & Cost Recover (32,180) (24,076) (65,000) (65,000) 270 Mobile Park Fee Total (32,180) (24,076) (65,000) (65,000)

271 Local Grants
4401 Investment Earnings City Pool (4,526) (36,361) - - 4441 Pay Phones Revenue (6,762) (422) - -
4511 State Grant - - - (23,564)
4711 Contributions - Other Agencies (3,466) (3,626,435) (5,000) (5,000) 5524 Confiscated Funds (124,002) (405,998) (10,000) (10,000) 5701 Sales - Sundries (44,741) (4,195) - -
5999 Transfers In (1,506) - - -
271 Local Grants Total (185,003) (4,073,411) (15,000) (38,564)

272 Federal Grants
4401 Investment Earnings City Pool (115,710) 31,260 - - 4402 Investment Earnings Others (128,508) (43,453) - - 4446 Rentals Leases Land Space (72,203) (80,412) - - 4602 PD Fed Grant - HIDTA (CBAG) (1,818,689) (2,978,274) (2,667,576) (3,077,695) 4604 PD Fed Grant - OTS (351,887) (608,150) (127,500) (125,500) 4610 Federal Grant Project Revenue (34,666,613) (4,380,797) (39,255) (706,030) 4611 Federal Grant - Other (7,008,244) (10,611,985) (374,556) (3,794,583) 4612 PD DOJ (80,487) (286,901) (60,000) (295,100) 4613 PD Treasury (54,998) (4,707) - (1,509,545) 5062 Police Reimbursements (86,115) (42,622) (141,930) (155,269) 5371 Reimb - Other - (401) - -
5453 Loan Repayments (148,558) (62,445) - -
5463 Recoveries on Damaged Property - (16,500) - - 5999 Transfers In (636,026) (520,288) (79,299) (230,048) 272 Federal Grants Total (45,168,038) (19,605,675) (3,490,116) (9,893,770)

273 State Grants
4401 Investment Earnings City Pool (12,012) (14,661) - - 4402 Investment Earnings City Pool (24,300) (6,512) - - 4501 State Grant SLESF (673,855) (701,921) (650,000) (680,771) 4510 State Grant Project Revenue (125,022) (1,136,361) (23,935) (23,935) 4511 State Grant (488,345) (18,484,982) (390,163) (881,422) 5453 Loan Repayments (167,253) (55,642) - -
5521 Miscellaneous Revenue (5,564) - - -
5999 Transfers In - - - (166,735)
273 State Grants Total (1,496,351) (20,400,079) (1,064,098) (1,752,863)

282 Environmental Services
4752 Dev Fees - Deposit Based (31,903) (26,554) - - 5065 City Staff Time & Cost Recover (560) - - - 5220 Measure P Reimbursements (244) - - -
5221 Trash/Recyc. AB939 Admin Fee (1,541,134) (1,666,608) (1,416,799) (1,574,627) 5351 Reimb - CIP Projects - (378) - -
City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
334

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
5371 Reimb - Other (398,221) (254,792) (110,000) (110,000) 5372 Reimb - Other City Funds (2,174) (4,489) (29,726) (29,726) 5999 Transfers In (15,000) (5,000) (7,000) (7,000) 282 Environmental Services Total (1,989,236) (1,957,821) (1,563,525) (1,721,353)

301 Storm Drain
4321 Storm Drain Ord Violation Fee (200) (400) (5,000) (5,000) 4401 Investment Earnings City Pool (33,539) (50,699) - - 5011 Storm Drain Fees (625,970) (616,392) (585,000) (661,384) 5651 Service Charge - A/R 1,279 (3,950) - -
301 Storm Drain Total (658,430) (671,441) (590,000) (666,384)

311 CDBG Housing Program
4611 Federal Grant - Other - (92,019) (100,000) (100,000) 5453 Loan Repayments (33,310) - - -
311 CDBG Housing Program Total (33,310) (92,019) (100,000) (100,000)

313 Chula Vista Housing Authority
4401 Investment Earnings City Pool (94,309) (113,315) - - 4402 Investment Earnings Others 10,207 (50,424) - - 4752 Dev Fees - Deposit Based (59,956) (4,890) - - 5065 City Staff Time & Cost Recover (15,241) (32,215) (1,395,342) (1,448,286) 5242 Bond Administrative Fees (331,215) (346,412) (150,000) (323,094) 5331 Reimb - RDA Housing (25,528) (39,861) - -
5332 Reimb - CHIP (16,131) (27,180) (25,000) (25,000) 5361 Reimb - CDBG Admin (174,106) (219,633) (419,735) (419,735) 5362 Reimb - HOME Prog (85,258) (25,008) (86,630) (86,630) 5364 Reimb - CDBG Others - - (50,000) (50,000)
5365 Reimb - ESG Program (8,915) (13,778) (1,042) (1,042) 5371 Reimb - Other (81,302) (323,712) (20,000) (20,000) 5372 Reimb - Other City Funds (20,494) (34,454) (45,000) (45,000) 5453 Loan Repayments (414,545) (95,173) - -
5651 Service Charge - A/R (664) (284) - -
5999 Transfers In (15,000) (6,000) (3,000) (3,000) 313 Chula Vista Housing Authority Total (1,332,457) (1,332,339) (2,195,749) (2,421,787)

316 Public Educational & Govt Fee
4022 Public Educational & Govt. Fee (463,961) (416,801) (488,000) (488,000) 316 Public Educational & Govt Fee Total (463,961) (416,801) (488,000) (488,000)

318 RDA Successor Agency Fund
4005 Prop Tax in Lieu (305,988) (312,107) - -
4081 Property Tax Increment TCI (607,543) (537,274) (1,206,866) (568,560) 4082 Property Tax Increment Bayfront (337,531) (298,700) (1,343,080) (316,094) 4083 Prop Tax Increment Southwest (823,520) (767,979) (666,328) (812,699) 4084 Property Tax Increment TC II (266,596) (239,571) (480,043) (253,522) 4085 Property Tax Increment Otay Vl (485,851) (527,980) (697,538) (558,725) 4086 Prop Tax Increment Merged Proj (713,977) (680,047) (573,295) (719,647) City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
335

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
4401 Investment Earnings City Pool (47,367) (61,626) - - 318 RDA Successor Agency Fund Total (3,588,373) (3,425,284) (4,967,150) (3,229,247)

319 Housing Successor Agency
4401 Investment Earnings City Pool (183,287) (241,580) - - 4402 Investment Earnings Others (118,639) (200,750) (200,000) (200,000) 4446 Rentals Leases Land Space (23,597) (24,664) (15,000) (15,000) 5453 Loan Repayments (138,420) (143,486) (255,000) (255,000) 319 Housing Successor Agency Total (463,943) (610,480) (470,000) (470,000)

340 Section 115 Trust
4403 Trustee Investment Earnings 1,250,640 (711,121) - - 5999 Transfers In (10,751,979) (9,007,333) (10,848,629) (8,945,731) 340 Section 115 Trust Total (9,501,339) (9,718,454) (10,848,629) (8,945,731)

341 Public Liability Trust
5371 Reimb - Other (123,096) (110,877) - -
5511 Rebates/Refunds - (148) - -
5999 Transfers In (1,240,788) (4,132,477) (2,484,078) (1,284,078) 341 Public Liability Trust Total (1,363,884) (4,243,502) (2,484,078) (1,284,078)

342 CFD 11-M Rolling Hills McM
4401 Investment Earnings City Pool (8,165) (11,206) - - 5601 District Assessments (199,004) (212,408) (226,688) (228,327) 342 CFD 11-M Rolling Hills McM Total (207,169) (223,614) (226,688) (228,327)

343 CFD 12-M Otay Ranch Village 7
4401 Investment Earnings City Pool (18,772) (23,803) - - 5601 District Assessments (567,601) (565,416) (610,828) (606,932) 343 CFD 12-M Otay Ranch Village 7 Total (586,373) (589,219) (610,828) (606,932)

344 CFD 13-M Otay Ranch Village 2
4401 Investment Earnings City Pool (37,616) (60,159) - - 5601 District Assessments (919,002) (1,327,027) (1,721,829) (2,409,842) 344 CFD 13-M Otay Ranch Village 2 Total (956,618) (1,387,186) (1,721,829) (2,409,842)

345 CFD 12M Village 7 Otay Ranch
4401 Investment Earnings City Pool (21,801) (28,708) - - 5601 District Assessments (597,128) (632,152) (676,572) (681,479) 345 CFD 12M Village 7 Otay Ranch Total (618,929) (660,860) (676,572) (681,479)

346 CFD 14M-A-EUC Millenia
4401 Investment Earnings City Pool (11,289) (16,811) - - 5601 District Assessments (295,303) (311,353) (334,507) (336,931) 346 CFD 14M-A-EUC Millenia Total (306,592) (328,164) (334,507) (336,931)

347 CFD 14M-B-EUC Millenia
4401 Investment Earnings City Pool (9,330) (14,120) - - City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
336

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
5999 Transfers In (486,716) (482,722) (646,542) (647,329) 347 CFD 14M-B-EUC Millenia Total (496,046) (496,842) (646,542) (647,329)

348 CFD 18M Village 3 Otay Ranch
4401 Investment Earnings City Pool (70,847) (121,152) - - 5601 District Assessments (1,653,388) (1,759,169) (1,787,149) (1,982,382) 348 CFD 18M Village 3 Otay Ranch Total (1,724,235) (1,880,321) (1,787,149) (1,982,382)

349 CFD 19M Freeway Commercial 2
4401 Investment Earnings City Pool (11,268) (18,968) - - 5601 District Assessments (278,557) (292,825) (297,637) (316,109) 349 CFD 19M Freeway Commercial 2 Total (289,825) (311,793) (297,637) (316,109)

350 Bayfront Special Tax District
4401 Investment Earnings City Pool (5,264) (4,857) - - 5601 District Assessments (609,104) (560,186) (200,000) (500,000) 350 Bayfront Special Tax District Total (614,368) (565,043) (200,000) (500,000)

351 Town Center Landscape Dist I
4401 Investment Earnings City Pool (432) (556) - - 351 Town Center Landscape Dist I Total (432) (556) - -

352 Bay Blvd Landscape District
4401 Investment Earnings City Pool (870) (1,245) - - 5601 District Assessments (12,756) (12,769) (12,851) (13,028) 352 Bay Blvd Landscape District Total (13,626) (14,014) (12,851) (13,028)

353 Eastlake Maintenance Dist I
4401 Investment Earnings City Pool (11,954) (16,410) - - 5601 District Assessments (366,418) (367,865) (368,280) (388,695) 5999 Transfers In (31,280) (31,280) (54,226) (54,226) 353 Eastlake Maintenance Dist I Total (409,652) (415,555) (422,506) (442,921)

354 Open Space District #01
4401 Investment Earnings City Pool (1,348) (1,842) - - 5601 District Assessments (94,896) (95,083) (95,953) (101,417) 354 Open Space District #01 Total (96,244) (96,925) (95,953) (101,417)

355 Open Space District #02
4401 Investment Earnings City Pool 26 (44) - -
5601 District Assessments (17,041) (16,585) (16,847) (17,805) 355 Open Space District #02 Total (17,015) (16,629) (16,847) (17,805)

356 Open Space District #03
4401 Investment Earnings City Pool (778) (1,344) - - 5601 District Assessments (57,560) (58,868) (59,074) (62,441) 356 Open Space District #03 Total (58,338) (60,212) (59,074) (62,441)

City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
337

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
357 Open Space District #04
4401 Investment Earnings City Pool (1,548) (1,910) - - 5601 District Assessments (102,159) (109,560) (102,189) (108,014) 357 Open Space District #04 Total (103,707) (111,470) (102,189) (108,014)

358 Open Space District #05
4401 Investment Earnings City Pool (1,501) (2,130) - - 5601 District Assessments (57,316) (57,114) (58,447) (61,781) 358 Open Space District #05 Total (58,817) (59,244) (58,447) (61,781)

359 Open Space District #06
4401 Investment Earnings City Pool (1,423) (1,917) - - 5601 District Assessments (38,984) (37,886) (38,381) (40,570) 359 Open Space District #06 Total (40,407) (39,803) (38,381) (40,570)

361 Open Space District #07
4401 Investment Earnings City Pool (321) (295) - - 5601 District Assessments (15,972) (15,778) (16,548) (17,492) 361 Open Space District #07 Total (16,293) (16,073) (16,548) (17,492)

362 Open Space District #08
4401 Investment Earnings City Pool (1,483) (2,220) - - 5601 District Assessments (81,973) (83,054) (83,172) (87,914) 362 Open Space District #08 Total (83,456) (85,274) (83,172) (87,914)

363 Open Space District #09
4401 Investment Earnings City Pool (842) (1,538) - - 5601 District Assessments (80,797) (81,973) (82,498) (87,194) 363 Open Space District #09 Total (81,639) (83,511) (82,498) (87,194)

364 Open Space District #10
4401 Investment Earnings City Pool (2,297) (3,415) - - 5601 District Assessments (93,381) (94,809) (94,963) (100,370) 364 Open Space District #10 Total (95,678) (98,224) (94,963) (100,370)

365 Open Space District #11
4401 Investment Earnings City Pool (4,071) (5,705) - - 5601 District Assessments (190,206) (193,027) (193,309) (204,325) 365 Open Space District #11 Total (194,277) (198,732) (193,309) (204,325)

366 Open Space District #13
4401 Investment Earnings City Pool (9) (11) - - 366 Open Space District #13 Total (9) (11) - -

367 Open Space District #14
4401 Investment Earnings City Pool (5,620) (9,314) - - 5601 District Assessments (399,721) (404,542) (405,475) (428,590) 367 Open Space District #14 Total (405,341) (413,856) (405,475) (428,590) City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
338

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed

368 Open Space District #15
4401 Investment Earnings City Pool 22 (168) - - 5601 District Assessments (25,798) (25,554) (25,723) (27,190) 368 Open Space District #15 Total (25,776) (25,722) (25,723) (27,190)

369 Open Space District #17
4401 Investment Earnings City Pool (184) (266) - - 5601 District Assessments (9,782) (9,869) (9,937) (10,504) 369 Open Space District #17 Total (9,966) (10,135) (9,937) (10,504)

371 Open Space District #18
4401 Investment Earnings City Pool (6,567) (8,843) - - 5601 District Assessments (189,828) (188,216) (188,962) (196,854) 371 Open Space District #18 Total (196,395) (197,059) (188,962) (196,854)

372 Open Space District #20
4401 Investment Earnings City Pool (35,673) (46,586) - - 5371 Reimb - Other (1,550) - - -
5511 Rebates/Refunds - (66) - -
5601 District Assessments (1,639,651) (1,669,246) (1,661,464) (1,756,303) 372 Open Space District #20 Total (1,676,874) (1,715,898) (1,661,464) (1,756,303)

373 Open Space District #23
4401 Investment Earnings City Pool (1,700) (1,636) - - 5601 District Assessments (58,360) (58,880) (59,257) (62,635) 373 Open Space District #23 Total (60,060) (60,516) (59,257) (62,635)

374 Open Space District #24
4401 Investment Earnings City Pool (293) (661) - - 5601 District Assessments (36,697) (33,889) (34,983) (36,978) 374 Open Space District #24 Total (36,990) (34,550) (34,983) (36,978)

375 Open Space District #26
4401 Investment Earnings City Pool (25) (98) - - 5601 District Assessments (12,843) (12,957) (13,042) (13,785) 375 Open Space District #26 Total (12,868) (13,055) (13,042) (13,785)

376 Open Space District #31
5601 District Assessments (199,586) (199,206) (201,097) (203,876) 376 Open Space District #31 Total (199,586) (199,206) (201,097) (203,876)

378 CFD 07M Eastlake Woods & Vista
4401 Investment Earnings City Pool (36,895) (53,156) - - 5601 District Assessments (986,701) (999,391) (995,933) (1,013,101) 378 CFD 07M Eastlake Woods & Vista Total (1,023,596) (1,052,547) (995,933) (1,013,101)

City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
339

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
379 CFD 08M Vlg 6 McMillin & OR
4401 Investment Earnings City Pool (83,691) (116,041) - - 5371 Reimb - Other (2,971) - - -
5601 District Assessments (1,656,951) (1,692,350) (1,701,311) (1,770,578) 379 CFD 08M Vlg 6 McMillin & OR Total (1,743,613) (1,808,391) (1,701,311) (1,770,578)

380 CFD 09M ORV II Brookfield-Shea
4401 Investment Earnings City Pool (54,380) (76,243) - - 5601 District Assessments (1,455,351) (1,487,084) (1,491,357) (1,511,968) 380 CFD 09M ORV II Brookfield-Shea Total (1,509,731) (1,563,327) (1,491,357) (1,511,968)

381 CFD 14M-2-EUC Millenia
4401 Investment Earnings City Pool (927) (3,235) - - 5601 District Assessments (261,922) (339,989) (335,452) (388,678) 381 CFD 14M-2-EUC Millenia Total (262,849) (343,224) (335,452) (388,678)

382 CFD 99-2 Otay Ranch Vlg 1 West
4401 Investment Earnings City Pool (41,590) (57,339) - - 5371 Reimb - Other (4,895) - - -
5601 District Assessments (1,123,722) (1,117,001) (1,121,628) (1,137,129) 382 CFD 99-2 Otay Ranch Vlg 1 West Total (1,170,207) (1,174,340) (1,121,628) (1,137,129)

383 Town Ctr Business Improv Dist
4401 Investment Earnings City Pool 166 (377) - - 5601 District Assessments 11,460 5,730 - -
383 Town Ctr Business Improv Dist Total 11,626 5,353 - -

386 Otay Ranch Preserve
4401 Investment Earnings City Pool (21,750) (31,595) - - 5601 District Assessments (807,396) (840,097) (840,661) (922,011) 386 Otay Ranch Preserve Total (829,146) (871,692) (840,661) (922,011)

387 CFD 98-3 Sunbow 2
4401 Investment Earnings City Pool (22,311) (28,799) - - 5601 District Assessments (1,102,798) (1,116,643) (1,120,846) (1,184,763) 387 CFD 98-3 Sunbow 2 Total (1,125,109) (1,145,442) (1,120,846) (1,184,763)

388 CFD 97-1 Otay Ranch
4401 Investment Earnings City Pool (140,596) (188,691) - - 5371 Reimb - Other (19,143) - - -
5601 District Assessments (3,405,089) (3,423,459) (3,422,177) (3,529,786) 388 CFD 97-1 Otay Ranch Total (3,564,828) (3,612,150) (3,422,177) (3,529,786)

389 Otay Ranch Village 1,2,6,7,12
4401 Investment Earnings City Pool (2,616) (3,366) - - 389 Otay Ranch Village 1,2,6,7,12 Total (2,616) (3,366) - -

City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
340

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
391 Central Garage Fund
4403 Trustee Investment Earnings (4) (12) - -
4421 Sale of Other Personal Prop (4,220) - - -
5065 City Staff Time & Cost Recover (120,141) (228,903) (85,000) (85,000) 5222 Measure A Reimbursements - (125,551) (108,334) (113,771) 5371 Reimb - Other - (2,505) - -
5463 Recoveries on Damaged Property (104,583) (7,050) (20,168) (20,168) 5471 Billings to Other Departments (4,622,447) (4,861,669) (5,516,097) (5,798,335) 5511 Rebates/Refunds (2,698) (3,318) - -
5999 Transfers In (26,000) (8,000) (9,000) (113,771) 391 Central Garage Fund Total (4,880,093) (5,237,008) (5,738,599) (6,131,045)

392 Equipment Vehicle Replacement
4401 Investment Earnings City Pool (20,554) (16,454) - - 4421 Sale of Other Personal Prop (166,938) (67,636) - - 392 Equipment Vehicle Replacement Total (187,492) (84,090) - -

394 Vehicle Replacement Fund
4401 Investment Earnings City Pool - (17) - -
5462 Gain on Disposal of Property (192,543) (48,356) - - 5999 Transfers In (231,982) (313,760) (681,314) (815,984) 394 Vehicle Replacement Fund Total (424,525) (362,133) (681,314) (815,984)

398 Workers Compensation Fund
5371 Reimb - Other (168,274) (60,602) (25,000) (25,000) 5461 Recoveries on Lien & W/C Overp - - (25,000) (25,000) 5471 Billings to Other Departments (4,679,723) (4,785,897) (5,033,136) (5,200,916) 398 Workers Compensation Fund Total (4,847,997) (4,846,499) (5,083,136) (5,250,916)

401 Bayfront Trolley Station
4401 Investment Earnings City Pool (1,399) (1,800) - - 401 Bayfront Trolley Station Total (1,399) (1,800) - -

402 Chula Vista Transit
4401 Investment Earnings City Pool 1,402 1,805 - - 402 Chula Vista Transit Total 1,402 1,805 - -

403 Transit Capital Projects
4401 Investment Earnings City Pool (2,821) (3,630) - - 403 Transit Capital Projects Total (2,821) (3,630) - -

405 City Jail
4311 Booking Fees (155) - - -
4622 PD STC Reimb Prog (6,934) - - -
4921 Reimb fr. Other Agencies-Jail (1,364,153) - - - 5999 Transfers In (25,000) (1,050,786) - -
405 City Jail Total (1,396,242) (1,050,786) - -

City of Chula Vista
Proposed Budget FY 2025
Summary Tables → SCHEDULE OF REVENUES
341

SCHEDULE OF REVENUES
Fund/Account
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
FY 2025
Proposed
406 Chula Vista Muni Golf Course
4462 Rentals Leases Buildings - - (132,580) -
5101 Operating Revenue (3,300,593) (3,214,174) (3,300,593) (3,615,498) 5999 Transfers In (209,000) - - -
406 Chula Vista Muni Golf Course Total (3,509,593) (3,214,174) (3,433,173) (3,615,498)

407 Living Coast Discovery Center
4401 Investment Earnings City Pool 1,214 467 - - 5999 Transfers In (118,750) (173,762) (80,608) (180,570) 407 Living Coast Discovery Center Total (117,536) (173,295) (80,608) (180,570)

408 Development Services Fund
4101 State Fee SB1186 (114,335) (51,540) (50,000) (50,000) 4211 Building Permits (3,970,251) (4,081,921) (3,731,410) (4,231,410) 4212 Plumbing Permits (337,678) (441,724) (333,785) (333,785) 4213 Electrical Permits (129,182) (156,651) (100,000) (100,000) 4214 Sewer Connection Permits (29,010) (14,780) (30,000) (30,000) 4215 Utility Permits (22,320) (19,900) (27,700) (27,700) 4232 Short-Term Rental Permits (1,500) (40,500) - - 4401 Investment Earnings City Pool (36,174) (63,606) - - 4403 Trustee Investment Earnings (36) (107) - - 4421 Sale of Other Personal Prop (8,894) - - -
4751 Planning Fees (321,672) (308,505) (298,384) (298,384) 4752 Dev Fees - Deposit Based (2,407,978) (2,593,951) (3,459,345) (3,459,345) 4761 Sale of Maps & Publication (3,610) (4,755) (500) (500) 4771 Plan Checking Fees (2,506,338) (3,264,630) (2,657,033) (2,907,033) 4781 Engineering Fees (99,556) (197,184) (125,000) (125,000) 4783 Strong Motion Instrument Prog (110,316) (43,594) (95,000) (95,000) 4813 Certificate of Occupancy Fee - - (2,000) (2,000) 5065 City Staff Time & Cost Recover (83,703) (18,288) (22,860) (20,574) 5220 Measure P Reimbursements (17,355) (12,227) - - 5301 Reimb - DIF (604,793) (536,961) (450,000) (450,000) 5331 Reimb - RDA Housing (2,162) - - -
5341 Reimb - Open Space Dist (732) (43) - -
5343 Reimb - Comm Fac Distr (15,529) (9,390) (145,000) (145,000) 5351 Reimb - CIP Projects (21,130) (132,694) (87,000) (87,000) 5352 Reimb - DIF CIP (8,760) (32,979) (32,500) (32,500) 5371 Reimb - Other (111,023) (11,432) - -
5372 Reimb - Other City Funds - (3,661) (23,485) (23,485) 5521 Miscellaneous Revenue (2,453) (1,914) - -
5999 Transfers In (661,343) (871,730) (588,991) (582,991) 408 Development Services Fund Total (11,627,833) (12,914,667) (12,259,993) (13,001,707)