Chula Vista City Council
May 20, 2025

2025-26
ProPosed
BUdGeT
CITYoFCHULA VIsTA • CALIForNIA

Proposed Budget
Fiscal Year 2026
John McCann
Mayor
Carolina Chavez
Councilmember
District 1
Jose Preciado
Councilmember
District 2
Michael Inzunza
Councilmember
District 3
Cesar Fernandez
Councilmember
District 4
Maria Kachadoorian
City Manager
Kerry Bigelow
City Clerk
Marco Verdugo
City Attorney
Cover Photo: Ground Floor Murals, Chula Vista Animal Services Facility

City of Chula Vista
Proposed Budget FY 2026 iii
Administration
Maria Kachadoorian City Manager
Tiffany Allen Assistant City Manager
Courtney Chase Deputy City Manager
Matthew Little Deputy City Manager / Director of Public Works Vacant Deputy City Manager
Directors
Vacant Director of Animal Services
Robert Vacchi Director of Development Services
Sarah Schoen Director of Finance/ Treasurer
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
Frank Carson Director of Parks and Recreation
Roxana Kennedy Chief of Police

City of Chula Vista
Proposed Budget FY 2026 v
Citizens of Chula Vista
Mayor *
City Council *
Citizen Advisory
Boards
Citizen Advisory
Commissions City Manager
Police Fire
Deputy City Manager/ Director
WorksAssistant of Public City Manager Deputy City Manager Development
Services
Public Works
Engineering &
Capital Projects
Communications
Finance
Economic
Development
Animal Services
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 2026 vii

TABLE OF CONTENTS

BUDGET MESSAGE
Letter from the City Manager 5
Budget Process 9
Economic Overview 15
All Funds Summary 23
Summary of Staffing Changes 29

GENERAL FUND
General Fund Expenditure Summary 39
General Fund Revenue Summary 51
General Fund Net Cost 65
Department Summary Reports 73
01 City Council 75
02 Boards and Commissions 79
03 City Clerk 83
04 City Attorney 89
05 Administration 97
06 Information Technology 103
07 Human Resources 109
08 Finance 115
09 Non-Departmental 121
10 Animal Services 123
11 Economic Development 127
12 Development Services 131
13 Engineering and Capital Projects 137
14 Police 145
15 Fire 151
16 Public Works 161
17 Parks and Recreation 167
18 Library 173
DEVELOPMENT SERVICES FUND 181

SUCCESSOR AGENCY AND HOUSING FUNDS
Successor Agency Funds 189
Housing Authority Funds 195
19 Housing & Homeless Services 199
City of Chula Vista
Proposed Budget FY 2026 viii

TABLE OF CONTENTS
SEWER FUNDS 207
FLEET FUND 215
CAPITAL PROJECTS FUNDS 221
DEBT SERVICE FUNDS 229
OTHER FUNDS 237

CAPITAL IMPROVEMENT PROGRAM ( CIP)
Capital Improvement Program Summary 261
CIP Revenue Summary 267
CIP Expenditure Summary 275
CIP Budget Summary 289
Five-Year CIP Project Summary Schedule 295
MEASURE A SALES TAX FUND 299
MEASURE P SALES TAX FUND 305

SUMMARY TABLES
Fund Appropriations by Department and Expenditure Category 313 Schedule of Revenues 319
Authorized Positions by Department 341

APPENDIX
Fiscal Policies 357
Investment Policies 361
Citywide Reserve Policy – Fiscal Health Plan 371
Financial Reporting and Transfer Authority Policy 385
City Debt Policy 389
Debt Administration 401
Service Impacts 409
Accounting Systems and Budgetary Control 413
List of Acronyms 417
Glossary 427
City of Chula Vista
Proposed Budget FY 2026 ix
ity of Chula Vista
Proposed Budget FY 2026 x
City of Chula Vista
Proposed Budget FY 2026 xi
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 descriptions, mission statements, strategic goals, key performance measures, significant budget adjustments and service impacts, operating budgets, and staffing 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: Development Services Fund, Successor Agency and Housing Funds, Sewer Funds, Fleet Fund, Capital Projects Funds, Debt Service 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 expenditures are budgeted in a separate fund. The Measure A Sales Tax 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 expenditures related to the voter approved one- half cent Sales Tax. The Measure P Sales Tax 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 2026 xii
Budgetary Funds
FundsGovernmental Funds Proprietary
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
Public
Liability
Trust Fund
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.

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. The basis of budgeting is the same as the basis of accounting,
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 2026 xiii
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 2024

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 2026
Budget Message LETTER FROM THE CITY MANAGER
5 Office of the City Manager
May 6, 2025
Honorable Mayor and Members of the City Council
I am pleased to submit for your consideration the City Manager’ s proposed operating budget and capital improvement budget for fiscal year 2025- 26. City staff developed a budget, with community input, that continues to fund and enhance services important to our residents. The proposed budget for the coming year anticipates moderate 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 recommendations to prepare for any future uncertainty
Substantial progress has been made on major City projects, including construction on the first City library since 1995 in the Millenia area, the opening of the Gaylord Pacific Resort and Convention Center this month on our Bayfront, and continued progress on the University- Innovation District planning and initial phase of development. This year, we look forward to completing a new City Strategic Plan that will reflect the unique values, needs, and aspirations of the community while creating a unifying vision for the future of our City. The City 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, thanks to Chula Vista voters’ passage of Measure P in 2016 and Measure A in 2018. Last November, voters overwhelmingly approved the continuation of Measure P through 2037, reflecting a continued commitment to our assets and infrastructure. This proposed budget includes $ 9.4 million from Measure P to fund improvements and repairs to parks, recreation centers, drainage, sidewalk repair and other facilities. Measure A continues to support ongoing public safety expenditures, including an additional three Firefighters for the second engine at the Bayfront Fire Station and one Community Relations Specialist for Police, resulting in a total of 140 additional public safety positions to date funded by Measure A.

Addressing homelessness and its impact continue to be a priority, and we are steadily increasing the tools available to assist the unsheltered. The City purchased the former Palomar Motel and will be leveraging federal aid to convert the site into permanent supportive housing and a future safe parking lot. This is in addition to the critical federal and state support the City provides as pass-through funds to social service providers in the community and the continued implementation of the 2021-2029 Housing Element of the City’s General Plan which identifies the City’ s housing needs and strategies to address housing needs
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 2025- 26, 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.

City of Chula Vista
Proposed Budget FY 2026
Budget Message LETTER FROM THE CITY MANAGER
6 Safeguard Measure P investments in infrastructure through proper maintenance allocations.

In accordance with City Council Policy, the use of reserves to balance the budget or fund ongoing commitments was avoided.

Budget Overview
The combined budget for all City funds totals $616.9 million. This amount includes a General Fund operating budget of $305.6 million, Capital Improvement Program ( CIP) budget of $29.6 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 2025- 26 City services and programs:

Fiscal Responsibility
Internal audit and contract management services
Improved Community Services
Expanding staffing at Harborside Park and other parks coming online in fiscal year 2025- 2026 Funding of operations for the newly constructed Casa Casillas art center Expanded Public Safety
New Bayfront Fire Station services expansion
Enhancements for Police training and development, records management, and facilities improvements Maintenance of City Assets and Infrastructure
CIP Program budget of $29.6 million and addressing ongoing and deferred maintenance needs Budgeted Positions
The number of positions for all City funds totals 1,325.75. This amount includes 916.75 positions in the General Fund and 409 0 positions in other funds
There are 16 additional positions requests in the City Manager’ s Proposed Budget which would support the following:

One additional Parks Maintenance position for new parks; 13 additional public safety personnel, including 12 Fire positions to support the new Bayfront Fire Station and one Police community relations position;
One additional position in Engineering for infrastructure projects throughout the City; and One additional position to assist with development projects.

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 2025- 26.

Maria V. Kachadoorian, City Manager

BUDGET PROCESS

City of Chula Vista
Proposed Budget FY 2026
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 2026 budget cycle began with a preliminary base budget developed by the Finance Department’ s Budget and Analysis staff in January 2025. The base budget accounts for the normal operating costs of the City.

Through April 2025, 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 6, 2025. At this meeting, the Council can accept the fiscal year 2026 City Manager’ s proposed operating budget as their own, with minor changes in appropriations, and set the public hearing date of May 20, 2025, 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; to assess the current environment and envision the future; and 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 2026
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. During December of fiscal year 2024- 2025 the City kicked off its robust community engagement effort, an online survey and a series of workshops to seek input on priorities to include in a new Strategic Plan. The Strategic Plan is anticipated to be completed in calendar year 2025.

City of Chula Vista
Proposed Budget FY 2026
Budget Message BUDGET PROCESS
11 Budget Development Milestones
February 11, 2025
Staff presented to the City Council the General Fund Long-Term Financial Plan Fiscal Years 2026-2035, which served as a guideline for the development of the Fiscal Year 2026 City Manager’ s Proposed Budget.

April 7, 16 & 23, 2025
Three public meetings were held at City library branches and a community center to provide an overview of the City Manager’ s Proposed Budget.

May 2, 2025
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 6, 2025
Staff will present to City Council the Fiscal Year 2026 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 20, 2025 City 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 20, 2025
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 will vote on whether to adopt the budget for Fiscal Year 2026
City of Chula Vista
Proposed Budget FY 2026
Budget Message BUDGET PROCESS
12 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 2025- 26 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 2025-26 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 2025-26 Proposed Budget is a balanced budget. Operating revenues are budgeted to support the operating expenditures, including debt service, for the 2025-26 fiscal year.

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, apositive fund balance will result ( surplus) and add to the historical, accumulated fund balance. When expenditures exceed revenues in a fiscal year, anegative fund balance will result deficit) and reduce the accumulated fund balance. An accumulated positive fund balance may also be restricted/ earmarked for usage or unrestricted as to its use. For instance, City 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 2025-26 Proposed Budget maintains the minimum reserves as required by City Council Policy 220-03, Citywide Reserve Policy - Fiscal Health Plan. This policy was revised to include all reserves of the City. Historic reserve levels are provided in the All Funds Summary Section.

ECONOMIC OVERVIEW

City of Chula Vista
Proposed Budget FY 2026
Budget Message ECONOMIC OVERVIEW
15 Economic Overview
1 Bohr, Clement. UCLA Anderson School of Management. UCLA Anderson Forecast Announces a Recession Watch. 2025 March. https:// www. anderson. ucla.edu/ about/ centers/ ucla-anderson- forecast/ recession- watch-2025 2 UCLA Anderson Spring 2025 Economic Outlook, March 5, 2025 https:// www.anderson. ucla.edu/ about/ centers/ ucla-anderson- forecast/ events/ Spring- 2025-economic- outlook
3 U.S. Department of Labor, Bureau of Labor Statistics. The Economic Daily. Consumer prices up 2.4 percent from March 2024 to March 2024 to March 2025. https:// www.bls.gov/ opub/ ted/ 2025/ consumer- prices-up-2-4-percent- from-march- 2024-to-march- 2025. htm 4 U.S. Department of Labor, Bureau of Labor Statistics. The Unemployment Situation - March 2025. 2025 Apr 4. https:// www.bls.gov/ news. release/ pdf/ empsit. pdf
5 U.S. Bureau of Economic Analysis. Gross Domestic Product, 1st Quarter 2025 ( Advance Estimate). 2025 Apr 30. https:// www.bea.gov/ data/ gdp/ gross-domestic- product
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
Key economic indicators in labor, markets, and productivity throughout 2024 demonstrated that the post-COVID U.S. economy remains strong. However, the economy’ s trajectory has recently become more uncertain as a new administration swiftly implements policy changes in trade regulation, tax policies, immigration and other areas. Signs of changes in household spending and market volatility have led economists to moderate growth expectations and position for a recession watch. 1In line with these assumptions, the overall growth rates in city revenues for fiscal year 2025-2026 reflect restrained growth from the prior year and no recession is predicted.

The latest forecast from UCLA Anderson Spring 2025 Economic Outlook is challenged by the degree of uncertainties, but includes the likely impacts from publicized tariff increases as well as proposed deportations of undocumented immigrants and the extension of the Tax Cuts and Job Acts of 2017. 2Inflation is projected to be higher in 2025, boosted by suggested tariffs as these and other trade policies are expected to raise price levels on many goods and services and contribute to wage inflation.2 Consumers continue to feel elevated prices, with core Consumer Price Index ( CPI) for All Urban Consumers nationally reported at 2.4% percent in February 2025. 3 The Federal Reserve made three cuts to interest rates in 2024 in an effort to stabilize prices and economists are now predicting a reversal to increase rates through 2025 rather than impending rate cuts. 1 Early in 2025, national unemployment levels remain low at 4.2% per the March 2025 Bureau of Labor Statistics report 4 There is a highly uncertain outlook for unemployment as well, with the onset of mass reductions in workforce and budgetary reductions within the federal government, a construction sector vulnerable to mass deportations, and tariffs impacting businesses expected to push the unemployment rate up in 2025 due to a reduction in labor demand.

The chart below from the U.S. Bureau of Economic Analysis displays recent quarterly results of real GDP, a measure of the value of all goods and services produced in a country over a period of time (adjusted for inflation), which is an economic indicator of national growth. 5 Estimated results for the first quarter ( Q1) of 2025 were a ( 0. 3)% annual rate, down from the fourth quarter ( Q4) results of 2.4%, and 3.1% for the third quarter ( Q3) of 2024. 5 Continued positive growth each quarter generally allays economists’ concerns that a recession is forthcoming, and the most recent quarter’s negative annual rate reveals slowing growth in the economy. The Federal Reserve will be closely monitoring this relatively positive economic growth in its policy decisions to reduce inflation and maximize employment.

City of Chula Vista
Proposed Budget FY 2026
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 2022 and 2023 when inflation soared nationally, the FOMC increased interest rates several times to a peak of 5. 25 - 5. 5%, the highest level since 2006 1 As unemployment began to rise, the FOMC cut the interest rate three times in 2024 down to the current

4.25 - 4.5% rate. As the unemployment rate has stabilized to a low level, the target interest rate remains at this level as of their latest meeting in March 2025. 2
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. When the federal funds rate increases, 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 monitor whether changes in the rate hinders employment levels, price control and economic growth.

City Impacts: Interest rate fluctuations impact the City’ s finances by affecting: borrowing costs for capital projects and long-term investments; private investments growth; and investment returns on its cash balances.

Labor
In the U.S. Bureau of Labor Statistics report from February 2025, the national unemployment rate was 4.1%, up slightly from 3.9% one year ago, with notable job gains in healthcare, finance, and transportation and warehousing. 3 While the labor market is softening, it continues to grow despite mass federal layoffs and uncertainty surrounding U.S. tariffs 4 The impact of imminent policy changes on the labor market will depend on the extent of implementation, which is not yet clear. Jobs reports will be closely monitored by the Federal Reserve in changing the federal interest rates, with the goal of reaching its target 2% inflation.

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. Personnel Services expenditures are described in the General Fund Expenditures Summary section of this document
1 Federal Reserve Bank of St. Louis. Federal Funds Effective Rate. 19 Mar 2025. https:// fred.stlouisfed. org/ series/ FEDFUNDS 2 Federal Open Market Committee. “ Federal Reserve Press Release” 19 Mar 2025. https:// www.federalreserve. gov/ newsevents/ pressreleases/ monetary20250319a. htm
3 US Department of Labor, Bureau of Labor Statistics. The Unemployment Situation - March 2025. https:// www.bls.gov/ news. release/ pdf/ empsit. pdf
4 Reuters. US Job openings rise, layoffs low before Trump policy shifts. 11 Mar 2025. https:// www.reuters. com/ markets/ us/ us-job-openingsincrease- january- layoffs- decline- 2025-03-11/ City of Chula Vista
Proposed Budget FY 2026
Budget Message ECONOMIC OVERVIEW
17 Consumption
Unemployment rates and consumer confidence in the economy greatly influence the growth in consumer spending and sales tax receipts. Despite a low–though slightly growing– national unemployment rate, consumers continue to exhibit a dimmer outlook of the economy than conditions would suggest. 1Interest rate increases and inflation over the last two years have been felt and relief is not perceived on the horizon due to the level of uncertainty in the national economy, particularly related to tariffs.

City Impacts: Consumer confidence is interconnected with the City’ s levels of sales tax receipts over time. For Fiscal Year 2026, the City anticipates slowing 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 for housing sent home prices soaring during the months after the onset of the COVID- 19 pandemic. The Federal Reserve’s recent federal interest rate hikes have resulted in continued elevated home mortgage rates, slower growth in home prices and slowdowns in inventory. 2 The average interest rate for a fixed 30- year mortgage was 6. 62% in April 2025, down slightly from 6. 8% one year ago; rates remain high compared to April 2021, at just under 3%.2
Single-family homes continue to be unaffordable for many buyers and supply continues to slow as material, labor and capital costs climb; these constraints would be exacerbated by changes in trade and immigration policy. According to the U.S. Census Economic Indicators report from March 2025, nationally sales of new single-family houses were up 5.1% in February compared to the prior year, despite continued elevated mortgage rates and prices, at a seasonally adjusted annual rate of 676,000. 3 The median sales price of new homes sold nationally in February 2025 was $414,500 while the average price was $487,100. 3
City Impacts: Elevated home prices and change in home sales ( turnover rate) impacts the growth in assessed valuations and property tax revenues to the City. Property tax revenue is described in the General Fund Revenue Summary section of this document
State of California
The implementation of various federal program cuts and trade policies will significantly impact the growth of the California economy, the fourth largest in the world. 4 The UCLA Anderson Spring 2025 Economic Outlook for now predicts California’ s economy will continue to grow at a similar rate as the national rate through 2026, noting the 2024 3rd Quarter GDP growth was 3.1% for both California and the nation. 5 The California labor force is expected to reduce based on anticipated deportations in areas such as construction, durable goods, and farming. 5 Deportations are also assumed to accelerate the decline in California school enrollment, impacting job growth in the education sector. In summary, overall slower economic growth is expected in 2025 with some acceleration in 2026, which is on par with national growth. The size and timing of deportations, and extent of tariffs and resultant geopolitical retaliation of trading partners will affect the magnitude of impacts on the California economy
Unemployment: The State of California’ s Employment Development Department ( EDD) regularly releases a “Labor Market Review” publication. In the March 2025 edition, the EDD reported a 5.3% unemployment rate for the State of California, increasing slightly from the 5.1% unemployment rate one year ago in March 2024. 6 1 The Conference Board. US Consumer Confidence Dropped Sharply in February. 25 Feb 2025. https:// www.conference- board. org/ topics/ consumer- confidence
2 Freddie Mac, Mortgage Market Survey Archive, www.freddiemac. com/ pmms/ pmms_archives 3 US Census Bureau, February 26, 2025 “ Monthly New Residential Sales, January 2025” https:// www.census. gov/ construction/ nrs/ current/ index. html
4 Office of Governor Newsom. California is now the 4th Largest Economy in the World. 2025 Apr 23. https:// www.gov.ca.gov/ 2025/ 04/ 23/ california- is-now-the-4th-largest- economy- in-the-world/ 5 Bohr, Clement. UCLA Anderson School of Management. UCLA Anderson Forecast Announces a Recession Watch. 2025 March. https:// www. anderson. ucla.edu/ about/ centers/ ucla-anderson- forecast/ recession- watch-2025 6 State of California’ s Employment Development Department. California Labor Market Review. March 2025. https:// labormarketinfo. edd.ca.gov/ Publications/ Labor-Market-Analysis/ calmr.pdf
City of Chula Vista
Proposed Budget FY 2026
Budget Message ECONOMIC OVERVIEW
18 Housing: Housing stock is expected to increase due to continued strong demand and new accessory dwelling unit provisions, even despite higher mortgage interest rates which are influenced by Federal Reserve action.1 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 data on countywide unemployment data in its Labor Market Review report.

From the March 2025 report, the unemployment rate in San Diego County was 4.4% in February 2025, up slightly from 4.1% one year ago in March 2024. 1
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 2025 update on CPI-U, the County of San Diego experienced a 3.8% increase in prices, as compared to one year ago, paid for the standard set of goods and services which is more than the average United States City of 3.0%.2 Higher prices for shelter and food 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 $1,083,750 in March 2025, an increase of 3.2% compared to one year ago. 3 The increase in home prices demonstrates the strong demand for real estate in San Diego. With the number of days on market until sale increasing by 10% year over year and the closed sales decreasing by 7% year over year, the rate of sales and home turnover is slowing. 4
Gasoline: Across the state of California, 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. Over the last year, prices for a gallon of gasoline on average declined to the lowest in the past three years, decreasing from $5.37 per gallon in March 2024 to $4.66 per gallon in March 2025. 4 This decrease is partially attributed to implementation of state legislation Senate Bill X1-2 for consumer protections and price transparency in the petroleum industry
Ra
t
e
March 2020 - March 2025
San Diego County Unemployment Rate
4/
2 0
7/
2 0
10 2
0 1/
2 1
4/
2 1
7/
2 1
10 2
1 1/
2 2
4/
2 2
7/
2 2
10 2
2 1/
2 3
4/
2 3
7/
2 3
10 2
3 1/
2 4
4/
2 4
7/
2 4
10 2
4 1/
2 5

0.00%

5.00%

10. 00%

15. 00%

20. 00%
US Bureau of Labor Statistics , Local Area Unemployment Statistics, March 2025 1 UCLA Anderson Spring 2025 Economic Outlook, March 5, 2025 https:// www.anderson. ucla.edu/ about/ centers/ ucla-anderson- forecast/ events/ Spring- 2025-economic- outlook
2 Bureau of Labor Statistics, March 2025 “ San Diego Area Economic Summary” https:// www.bls.gov/ regions/ west/ ca_sandiego_ msa.htm 3 San Diego Association of Realtors, March 2024, “Monthly Indicators - March 2024” http:// sdar.stats.10kresearch. com/ reports 4 AAA Gas Prices. National Average Gas Prices. 10 Mar 2025. https:// gasprices. aaa.com/ https:// gasprices. aaa.com/ City of Chula Vista
Proposed Budget FY 2026
Budget Message ECONOMIC OVERVIEW
19 Pr
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3443. 44 3. 643.64643. 3. 083.08083.

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4. 664.66664.

Average Gasoline Price
National California
March 2023 March 2024 March 2025

0.00 2.00

4.00 6.00

8.00 AAA, California Average Gas Prices
City of Chula Vista
The fiscal year 2026 Proposed General Fund revenues budget is $ 305. 6 million. This reflects an increase of $ 31.5 million or 11.5% when compared to the fiscal year 2025 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 19.1% 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 Users’ 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 $111.6 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 2026
Budget Message ALL FUNDS SUMMARY
23 Charges Charges for forforServices: Services: Services: 16 5% 16.16. 5%5% DIF &IF & DIF& Develop Develop Develop Fees:es: Fees 2..2 8% Federal Federal Federal Revenue: Revnue: Revenue: 1..1 5% Finesines Fines andndand Penalties: Penalties: Penalties: 0..0 3% Licenses & Licenses & Licenses & Permits: Permits: Permits: 1..1 1% Otherther Other Agencygency Agency Revenue: Revnue: Revenue: 0..0 0% Otherther Other Revenue: Revnue: Revenue: 9..9 0%
Taxes:axes: Taxes 41.1. 41 9% StatetateSate Revenue: Revnue: Revenue: 2..2 9% Transfers Transfers Transfers In:n: In: 22.2. 22. 6% UseseUse Money/oney/ Money/ Property: Property: Property: 1..1 3% Total Revenues Fiscal Year 2026 (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 2026.

All Funds Revenue Summary
The combined revenue budget for all City funds totals $630.9 million, of which $142.8 million represents interfund transfers. The revenues for all funds are anticipated to increase by $22.4 million when compared to the fiscal year 2025 Adopted Budget revenue of $608.5 million. The following table reflects a summary of all City revenues by category
Sources of Funds ( All Funds Combined)
Fiscal Year 2023 – 2026 Revenues
In Thousands ( 000)
Revenue Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Charges for Services $ 87,488 $ 97,207 $ 98,103 $ 103,900 $ 5,797 DIF & Develop Fees 23,835 20,875 20,007 17,945 ( 2,062) Federal Revenue 26,661 52,359 45,072 9,699 ( 35,373)
Fines and Penalties 1,598 1,609 1,789 1,722 ( 67)
Licenses & Permits 6,766 7,120 6,739 6,823 84
Other Agency Revenue 5,834 828 80 75 ( 5)
Other Revenue 67,205 73,039 47,749 56,750 9,001
State Revenue 34,704 43,811 17,576 18,108 532
Taxes 219,012 232,791 237,261 264,557 27,296
Transfers In 142,148 171,768 126,419 142,823 16,404
Use Money/ Property 17,918 24,217 7,731 8,508 777
Total $ 633,169 $ 725,622 $ 608,525 $ 630,910 $ 22,385
City of Chula Vista
Proposed Budget FY 2026
Budget Message ALL FUNDS SUMMARY
24 Personnel Personnel Services: Services: Services: 37 37. 0%37. 0%0% Utilities: Utlities: Utilities: 2..2 1%
Otherther Other Expenses: Expnses: Expnes: 14.4. 14. 0% Otherther Other Capital: Capital: Capital: 1..1. 0%
Transfers Transfers Transfers Out:ut: Out:22.2. 22. 8%
Supplies Supplies Supplies andndand Services: Services: Services: 17.7. 17. 3% Internal Internal Iternal Service Service Service Charges: Charges: 1..1 0% Non-on- Non- CIPIPCIP Project Project Project Expenditures: Expenditures: Expenditures: 0..0 1%%1 CIPIPCIP Project Project Project Expenditures: Expenditures: Expenditures: 4..4 8% Costost Cost offof Sales:ales: Sales:0..0 1%
Total Expenditures Fiscal Year 2026 (All Funds Combined) All Funds Expenditure Summary
The combined expenditure budget for all City funds for fiscal year 2026 totals $ 617. 2 million. The combined budget amount includes a General Fund operating budget of $305.6 million and a Capital Improvement Program ( CIP) budget of $29.6 million. When compared to the prior year budget, the fiscal year 2026 Proposed Budget reflects an increase of $21.9 million. The following table reflects a summary of all City expenditures by category.

Uses of Funds (All Funds Combined)
Fiscal Year 2023 – 2026 Expenditures
In Thousands ( 000)
Expenditure Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Personnel Services $ 173,299 $ 188,147 $ 202,792 $ 228,270 $ 25,478 Utilities 9,387 9,937 11,402 12,685 1,283
Other Expenses 100,756 148,470 63,792 86,266 22,473
Other Capital 5,903 8,363 3,458 5,892 2,434
Transfers Out 213,036 224,317 126,749 140,661 13,912
Supplies and Services 89,538 99,020 99,053 107,014 7,961 Internal Service Charges 4,857 5,491 5,922 5,939 17
Non-CIP Project Expenditures 5,029 4,541 455 455 0
CIP Project Expenditures 166,234 231,602 81,240 29,577 ( 51,663) Cost of Sales 426 455 437 441 5
Total $ 768,464 $ 920,342 $ 595,299 $ 617,200 $ 21,901
City of Chula Vista
Proposed Budget FY 2026
Budget Message ALL FUNDS SUMMARY
25 Re
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Fiscal Year 2021 to Fiscal Year 2025
The General Fund Operating Reserve was updated May 2024 via City Council Policy 220- 03, Citywide Reserve Policy - Fiscal Health Plan.

15.0%

16. 0%

15.0% 15. 0% 15.0%
General Fund Operating Reserve
Operating Reserve Reserve Policy Target GF Available Fund Balance FY21 FY22 FY23 FY24 FY25 Estimated

0.0%

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General Fund Reserves
The City of Chula Vista City Council Policy 220-03 Citywide Reserve Policy – Fiscal Health Plan established three General Fund Reserves, with a total recommended minimum reserve level for the three reserves of 23.0% of the prior year’s Adopted General Fund Budgeted operating expenditures including transfers out related to debt service payments and reoccurring operating obligations ( Budgeted Operating Expenditures).

General Fund Operating Reserve
The General Fund Operating Reserves represent 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 funds available for appropriation by the City Council to mitigate service impacts during a significant downturn in the economy which impacts City revenues such as sales tax, property tax, transient occupancy 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 funds available for appropriation by the City Council to fund unanticipated expenses related to a major natural disaster in the City. This reserve has a minimum level of no less than five percent

3.0%) of budgeted operating expenditures.

The following chart depicts the General Fund Reserves since fiscal year 2021 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 2026
Budget Message ALL FUNDS SUMMARY
26 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.

SUMMARY OF STAFFING

CHANGES

City of Chula Vista
Proposed Budget FY 2026
Budget Message SUMMARY OF STAFFING CHANGES
29 Summary of Staffing Changes
The fiscal year 2026 Proposed Budget includes 1, 325. 75 positions for all funds. This is a net increase of 24. 0 positions when compared to the fiscal year 2025 Adopted Budget that included 1, 301. 75 authorized positions. The summary of staffing changes is divided into two sections – the staffing changes that were approved by Council during fiscal year 2025 and changes made as part of the development of the fiscal year 2026 budget.

Position Changes Authorized during Fiscal Year 2025
During fiscal year 2025, Council approved a net increase of 8. 00 full-time equivalent ( FTE) positions Citywide, as well as several reclassifications to reflect changes in duties. This includes changes in the General Fund ( GF) resulting in a net decrease of 9.00 FTEs and changes to other funds resulting in a net increase of 17.00 FTEs. These changes are summarized in the following table.

Summary of Fiscal Year 2025 Staffing Changes
Approved by City Council
Department/ Fund Program Position FTE
Animal Services ( 0.00) Veterinary Services
Chief Veterinarian 1.00
Veterinarian II 0.75
Veterinarian ( Permitted) ( 1.75)
Administration (- 2.00)
Communications
Chief Communications Officer 1.00
Communications Manager ( 1.00)
Communications Officer 1.00
Communications/ Special Events Coordinator ( 1.00)
Community Engagement Spec ( 1.00)
Public Information Specialist ( 1.00)
City Clerk ( 0.00)
Operations
Fiscal Office Specialist ( 1.00)
Sr Administrative Secretary 1.00
Development Services GF (- 1.00) Code Enforcement Building Official ( 1.00) Development Services Fund ( 1.00) Code Enforcement Building Official 1.00 Economic Development (- 5.00) Office of Sustainability
Administrative Technician ( 1.00)
Conservation Specialist II ( 3.00)
Environmental Sustainability Mgr ( 1.00)
Fire (-9.00) Operations Firefighter - A ( 9.00)
CV Housing Authority Fund ( 1.00) Housing and Homeless
Services Community Engagement Spec 1.00
Human Resources ( 0.00) Risk Management
Safety Program Manager 1.00
Sr Risk Management Specialist ( 1.00)
Library ( 1.00) Administration Special Events Coordinator 1.00 Measure A Sales Tax Fund ( 16.00)
Fire Firefighter - A 9 00
Police
Peace Officer 6 00
Police Captain 1.00
Police ( 1.00)
Administration Services
Management Analyst I ( 1.00)
Management Analyst II 1.00
Community Engagement
Public Information Specialist ( 1.00)
Sr Public Information Specialist 1.00
Patrol Operations Peace Officer 1.00
City of Chula Vista
Proposed Budget FY 2026
Budget Message SUMMARY OF STAFFING CHANGES
30 Summary of Fiscal Year 2025 Staffing Changes ( Continued) Approved by City Council
Department/ Fund Program Position FTE
Police Grant Funds (- 1.00)

HIDTA CBAG
FA Administrative Program Manager 1.00
FA Deputy Director LECC ( 2.00)
FA Deputy Director IV-LECC 1.00
FA Network Administrator II ( 1.00)
FA Network Administrator III 1.00
FA Prog Asst Supervisor ( 1.00)
FA Supv Intelligence Analyst I 1.00
California Violence Intervention
Prevention Program Peace Officer ( 1.00)
Public Works ( 6.00)
Administration
Sr Public Works Specialist 1.00
Public Works Specialist ( 1.00)
Sustainability
Administrative Technician 1.00
Conservation Specialist II 4 00
Environmental Sustainability Mgr 1.00
Sewer Funds ( 0.00)
Engineering
Engineering Tech II ( 1.00)
Sr Engineering Tech 1.00
Public Works
Public Works Specialist ( 1.00)
Sr Public Works Specialist 1.00
Total Citywide 8.00
City of Chula Vista
Proposed Budget FY 2026
Budget Message SUMMARY OF STAFFING CHANGES
31 Fiscal Year 2026 Changes
The fiscal year 2026 Proposed Budget reflects specific program changes based on the resources available. In total, the changes result in a net increase of 16.00 FTEs across funds when compared to the fiscal year 2025 Adopted Budget. This includes changes in the General Fund (GF) resulting in a 11.00 FTE increase and changes to other funds resulting in a net increase of 5.00 FTEs. The following table summarizes the fiscal year 2026 staffing changes by department and/ or fund:

Summary of Fiscal Year 2026 Staffing Changes
Department/ Fund Program Position FTE
City Attorney ( 0.00) Advisory & Litigation
Deputy City Attorney II ( 1.00)
Deputy City Attorney III 1.00
Development Services GF ( 0.00) Administration
Assistant Dir Development Srvcs ( 1.00)
Deputy Director Of Development Srvcs 1.00
Development Services Fund ( 1.00)
Current Planning
Assistant Planner ( 1.00)
Associate Planner 1.00
Facilities Financing Sr Management Analyst 1.00
Finance ( 0.00) Revenue & Recovery
Accounting Assistant 1.00
Fiscal Office Specialist ( 1.00)
Fire ( 9.00) Operations
Fire Captain - A 3 00
Fire Engineer - A 3 00
Firefighter/ Paramedic - A 3 00
Measure A Sales Tax Fund ( 3.00) Fire Firefighter - A 3 00 Police ( 2.00) Community Policing Police Comm Relations Spec 1.00 Research & Analysis
Public Safety Analyst ( 1.00)
Sr Public Safety Analyst 1.00
Police Support Services Sr Records Specialist 1.00
Police Grant Funds (- 1.00) Justice Assistance Grant Police Comm Relations Spec ( 1.00) Public Works ( 1.00)
Construction and Repair
Electrician ( 1.00)
Sr Electrician 1.00
Plumber ( 1.00)
Sr Plumber 1.00
Parks Maintenance Parks Maintenance Worker II 1.00
Parks & Recreation ( 0.00)
Aquatics
Aquatic Supv II ( 1.00)
Aquatic Supv III 1.00
Recreation Facilities
Recreation Supervisor II ( 1.00)
Recreation Supervisor III 1.00
Sewer Funds ( 1.00) Wastewater Engineering Sr Engineering Tech 1.00 Total Citywide 16.00
City of Chula Vista
Proposed Budget FY 2026
Budget Message SUMMARY OF STAFFING CHANGES
32 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 2026 Proposed Budget reflects 1. 00 FTE in frozen positions summarized by department in the below table.

Summary of Fiscal Year 2026 Frozen Positions
Department/ Fund Program Position FTE
Fire ( 1.00) Fire Prevention Fire Prevention Specialist 1.00 Total Citywide 1.00
City of Chula Vista
Proposed Budget FY 2026
Budget Message SUMMARY OF STAFFING CHANGES
33 Summary of Staffing Changes by Department and Bargaining Unit The following tables summarize the staffing changes occurring between the fiscal year 2025 Adopted Budget and the fiscal year 2026 Proposed Budget, by department and bargaining unit.

Summary of Staffing Changes by Department
Department/ Fund
FY 2025
Adopted
Staffing
FY 2025
Mid Year
Changes
FY 2026
Changes
FY 2026
Proposed
Staffing % Change
Administration 13.00 ( 2.00) - 11.00 ( 15.4%)
Animal Services 29.25 - - 29.25 -%
City Attorney 17.00 - - 17.00 -%
City Clerk 10.00 - - 10.00 -%
City Council 14.00 - - 14.00 -%
Development Services ( General Fund) 22 00 ( 1.00) - 21.00 ( 4.5%) Economic Development 8 00 ( 5.00) - 3 00 ( 62.5%)
Engineering and Capital Projects 60 00 - - 60 00 -%
Finance 35.00 - - 35.00 -%
Fire 165.00 ( 9.00) 9 00 165.00 -%
Human Resources 22 00 - - 22 00 -%
Information Technology Services 21.00 - - 21.00 -%
Library 22.50 1.00 - 23.50 4.4%
Parks and Recreation 20 00 - - 20 00 -%
Police 328 00 1.00 1.00 330 00 0.6%
Public Works 128.00 6 00 1.00 135.00 5.5%
General Fund Total 914.75 ( 9.00) 11.00 916.75 0.2%
Other Funds
Advanced Life Support Fund 5.00 - - 5.00 -%
CV Housing Authority Fund 11.00 1.00 - 12.00 9.1%
Development Services Fund 63 00 1.00 1.00 65.00 3.2%
Environmental Services Fund 9 00 - - 9 00 -%
Federal Grants Fund 44 00 ( 1.00) ( 1.00) 42 00 ( 4.5%) Fleet Management 13.00 - - 13.00 -%
Gas Tax Fund 2 00 - - 2 00 -%
Measure A Fund 120.00 16.00 4 00 140.00 16.7%
Sewer Fund 50.00 - 1.00 51.00 2.0%
Transportation Fund 70 00 - - 70 00 -%
Other Funds Total 387. 00 17.00 5.00 409. 00 5.7%
Total Citywide 1,301.75 8.00 16.00 1,325.75 1.8%
City of Chula Vista
Proposed Budget FY 2026
Budget Message SUMMARY OF STAFFING CHANGES
34 Summary of Staffing Changes by Bargaining Unit
Bargaining Unit
FY 2025
Adopted
Staffing
FY 2025
Mid Year
Changes
FY2026
Changes
FY 2026
Proposed
Staffing % Change
City Attorney ( Elected) 1.00 - - 1.00 -%
Unrepresented Professionals and Mid Managers 54.50 - - 54.50 -% Executives 18.00 - - 18.00 -%
Chula Vista Mid Managers and Professionals
Association 86.75 ( 1.00) 1.00 86.75 -%
Association of Chula Vista Employees 447.50 3 00 450.50 0.7% City Council 5.00 - - 5.00 -%
International Association of Firefighters 208 00 - 12.00 220 00 5.8% Non-Safety International Association of Firefighters 66 00 - - 66 00 -% Police Officers Association 285.00 6 00 - 291.00 2.1%
Western Council of Engineers 49 00 - - 49 00 -%
Senior Managers 49 00 3 00 - 52.00 6.1%
Confidential 32 00 - 32 00 -%
Total Citywide 1,301.75 8.00 16.00 1,325.75 1.8%

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 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
39 General Fund Expenditure Summary
The fiscal year 2026 Proposed General Fund expenditures budget is $ 305. 6 million, an increase of $ 31. 5 million or 11.5% when compared to the fiscal year 2025 Adopted Budget expenditures budget. Fiscal year 2026 capital improvement projects will be funded primarily by non General Fund allocations; see the Capital Improvement Program section of this document
The fiscal year 2026 Proposed General Fund Budget is balanced, with budgeted expenditures equal to or less than budgeted revenues, plus other available sources. The fiscal year 2026 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 2026 Proposed Budget expenditures focus on maintaining current levels of service.

General Fund Expenditures Summary
In Thousands ( 000)
Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Personnel Services $ 126,527 $ 135,687 $ 146,898 $ 161,782 $ 14,884 Supplies and Services 19,993 24,265 25,678 28,637 2,959 Other Expenses 6,631 3,817 2,187 2,723 537
Internal Service 3,810 4,399 4,650 4,639 ( 10)
Capital 545 157 193 162 ( 31)
Transfers Out 104,793 112,839 87,700 99,989 12,289
Non-CIP Project Expenditures 171 103 - - -
Utilities 6,560 7,174 6,819 7,679 860
Total Operating Budget $ 269,030 $ 288,441 $ 274,124 $ 305,610 $ 31,486 CIP Project Expenditures 44 10 - - -
Total General Fund Budget $ 269,074 $ 288,451 $ 274,124 $ 305,610 $ 31,486 Major Expenditure Changes by Category
The following summarizes the significant changes within the expenditure categories:

Personnel Services: Increase of $14.9 million from the fiscal year 2025 Adopted Budget, driven by the following:

Net addition of 2.0 FTE: 9.0 FTE fiscal year 2025 mid- year reductions and 11. 0 FTE fiscal year 2026 increase of budgeted positions
An increase of $10.4 million increase in personnel costs due to negotiated agreements with City bargaining groups
An increase of $3.4 million for retirement costs, reflecting the increased contribution rates based on the June 30, 2023 valuation report from CalPERS for fiscal year 2026.

An increase of $0.9 million in expenses for healthcare benefits.

Supplies and Services: Increase of approximately $ 3.0 million when compared to the fiscal year 2025 Adopted Budget
General/ liability insurance increase of $1.7 million
Software Maintenance Fees increase of $0.5 million.

Travel, Conferences, Training increase of $0.2 million.

Other various supplies and services increase of $0.6 million City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
40 Fiscal Year 2026
Note: Personnel Services ( Personnel Expense, Retirement Benefits, and Health Benefits) accounts for 53% of General Fund expenditures in the fiscal year 2026 Adopted Budget.

HealthealthHealthBenefits: Benefits: Benefits: 5 2%5.5. 2%2% Personnel Personnel Personnel Expense: Expnse: Expense: 40.0. 40. 9% Supplies Supplies Supplies andndand Services: Services: Services: 9..9 4% Otherther Other Expenses: Expnses: Expnes: 0..0. 9%
Internal Internal Iternal Service: Service: Service: 1..1 5% Transfers Transfers Transfers Out:ut: Out:32.2. 32. 7%
Utilities: Utlities: Utilities: 2..2 5% Retirement Retirement Retirement Benefits: Benefits: Benefits: 6..6 8% General Fund Expenditures by Category
Other Expenses: Increase of $0.54 million when compared to the fiscal year 2025 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 $12.3 million over the fiscal year 2025 Adopted Budget, driven by the following:

An increase of $14.9 million for the City’s contribution to the Bayfront Lease Revenue fund for revenues generated by the Bayfront Hotel and Convention Center for contractual commitments.

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 in transfers to the Pension/ Reserve Fund of $2.4 million.

A decrease in other transfers of $3.3 million.

Utilities: Increase of $0.9 million from the fiscal year 2025 Adopted Budget based on rate increases for gas and electric, and water.

The chart below illustrates the fiscal year 2026 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 2023 to the fiscal year 2026 Adopted Budget expenditure amounts.

City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
41 Mi
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Fiscal Years 2023 – 2026
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
FY23 Actual FY24 Actual FY25 Adopted FY26 Adopted
0 50
100
150
200
250
300
350
City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
42 Fiscal Year 2026
Note: The chart above does not reflect net cost of each department, only their expenditure allocations.

Boardsoards Boards and and andCommissions: $ Commissions: $Commissions: $ 0 0, 0%0.0. 0, 0, 0%0% CityityCity Clerk: $ Clerk: $ Clerk: $ 2..2 3,, 3 4%
CityityCity Council: $ Council: $ Council: $ 1..1 9,, 9 3% Humanuman Human Resources: $ Resources: $ Resources: $ 4..4 2,, 2 7% Development Development Development Services: $ Services: $ Services: $ 3..3. 3,, 3 6% Economic Ecnomic Economic Development: $ Development: $ Development: $ 0..0 6,, 6 1% Engineering & Engineering & Engineering & Capital Capital Capital Projects: $ Projects: $ Projects: $ 12.2. 12. 2,, 2 21%1%21% CityityCity Attorney: $ Attorney: $ Attorney: $ 3..3 9,, 9 7% Administration: $ Administration: $ Administration: $ 3..3 3,, 3 6% Animalnimal Animal Services: $ Services: $ Services: $ 4..4 0,, 0 7% Information Information Information Technology: $ Technology: $ Technology: $ 5..5 2,, 2, 9% Library: $ Library: $ Library: $ 4..4 6,, 6 8%
Finance: $ Finance: $Finance: $ 5..5 8,, 8 10%0%10%
ParksarksParks andndand Recreation: $ Recreation: $ Recreation: $ 6..6 6,, 6 11%1%11% General Fund Expenditure by Department
The following chart reflects the “ Other” department costs included in the previous chart that includes the $ 57. 8 million of the General Fund department budgeted expenditures.

Fiscal Year 2026
Note: The chart above does not reflect net cost of each department, only their expenditure allocations.

Fire: $ LUH Fire: $ 41.41. 3, 3, 14%) 14%
3XEOLF Public Works: $ RUNV Works: $ 27.27. 4, 4, 9%9%
Police: $ 3ROLFH Police: $ 66..3, 22%%
Non- 1RQNon- Departmental: $ HSDUWPHQWDO Departmental: $ 112.112. 8, 8, 37%37% Other 2WKHU Other Departments: $ HSDUWPHQWV Departments: $ 57.57. 8, 8, 19%19% HQHUDO XQG SHQGLWXUH E\ HSDUWPHQW
The chart below illustrates the fiscal year 2026 Proposed General Fund Expenditure budget by department. Public safety (Police and Fire departments), represent approximately 35.2% of the General Fund budget for fiscal year 2026.

City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
43 FT
E
FT
E
1 0
0 0
Compared to FTEs per Thousand Residents
Note: Population for FY 2026 is estimated with the average 3.0% growth rate.

LW\ RI KXOD 9LVWD 6WDIILQJ 7( V
Total GF FTEs FTEs/ 1000
FY 2023 FY 2024 FY 2025 FY 2026 ( Estimated)
0 120
240
360
480
600
720
840
960
1,080

0.0 1.0

2.0 3.0

4.0 5.0
Staffing Levels
The fiscal year 2026 Proposed Budget includes a net increase of 2. 0 General Fund positions over the fiscal year 2025 Adopted Budget. The staffing changes are divided by those approved by Council during fiscal year 2025 and changes made as part of the development of the fiscal year 2026 budget.

General Fund Staffing Level Summary Table
General Fund Budget FY 2023 FY 2024 FY 2025 FY 2026
Change FY
2023 to FY
2026
Legislative and Administrative 119. 00 128. 00 132. 00 130. 00 9.2% Development and Maintenance 200.25 240.25 247.25 248.25 24.0% Public Safety 465.00 485.00 493 00 495.00 6.5%
Community Services 83.50 42.50 42.50 43.50 - 47.9%
Total General Fund Staff 867.75 895.75 914.75 916.75 5.6% The Park Rangers, Park Maintenance, and Park Operations Administration Divisions were moved from the Parks and Recreation Department ( Community Services) to the Public Works Department ( Development and Maintenance) in FY 2023.

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 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
44 Pe
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Target
Percent Return
Relative to CalPERS Assumed Investment Return Rate
The FY 2024 return is 9.5% for the year ending June 30, 2024. The CalPERS assumed investment rate is 7.0% for FY 2016 – FY 2021;

6.8% since FY 2022.

CalPERS Historical Market Value Rates of Return
Target Percent Return
2016 2017 2018 2019 2020 2021 2022 2023 2024
10%
5%
0%
5%
10%
15%
20%
25%
Salary Adjustments
The fiscal year 2026 Proposed Budget for the Personnel Services expense category, which includes salaries and benefits, is $ 161. 8 million or 52. 9% of the General Fund expenditure budget, a 10. 1% increase from the fiscal year 2025 Adopted Budget. The fiscal year 2026 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 $ 21.0 million or 6.9% of the City’s fiscal year 2026 Proposed Budget. This represents an increase of $3.4 million from the fiscal year 2025 Adopted Budget.

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 6.8% investment return assumption used by CalPERS in most years
City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
45 The final chart reflects historical CalPERS contributions illustrating the employer ( City) contribution rates from fiscal years 2023 to 2026 and projected rates for fiscal years 2027 through 2031. 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
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12 7 $ 14.1

17.6 21.0

12.12. 8$8 $ 13.13. 1$1 $ 13.13. 1$1 $ 13.13. 4$4
Retirement Costs POB Debt Service
FY 2023 Actual FY 2024 Actual FY 2025 Adopted FY 2026 Proposed

0.0 20.0

40.0 Retirement Costs (General Fund)
Fiscal Years 2023 – 2026
The second chart reflects actual CalPERS costs in the General Fund for fiscal years 2023 to the fiscal year 2026 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 lower than anticipated CalPERS investment earnings, 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 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
46 Mi
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Fiscal Years 2023 – 2026
11 3 $ 11.9

15.0 $ 15.9
Flex/ Health Insurance Costs (General Fund)
FY 2023 Actual FY 2024 Actual FY 2025 Adopted FY 2026 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

15.9 million or 5.2% of the fiscal year 2026 Proposed Budget expenditures. This represents an increase of $ 0. 9 million or 5.8% from the fiscal year 2025 Adopted Budget. The increase in costs is primarily due to the City’ s health insurance providers Kaiser and AETNA rate increases in calendar year 2025, based on healthcare utilization rates.

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Fiscal Years 2025 to 2031 (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, 2023 CalPERS Employer Contribution Rates
Miscellaneous Public Safety
FY25 FY26 FY27 ( projected) FY28 ( projected) FY29 ( projected) FY30 ( projected) FY31 ( projected)

0.0%

10. 0%

20. 0%

30. 0%
City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
47 Flex Allotment Increases by Bargaining Group
Calendar Year 2023 to 2026
FLEX Allotment Increases by Bargaining Unit
Bargaining Group 2023 2024 2025
2026
Estimated)
2025- 2026
Change
Confidential $ 16,436 $ 17,666 $ 18,580 $ 19,983 7.6%
Chula Vista Employees Association $ 15,060 $ 16,290 $ 18,080 $ 19,483 7.8% Executive $ 18,336 $ 19,566 $ 21,356 $ 22,759 6.6%
Mid Managers and Professionals $ 16,436 $ 17,666 $ 19,456 $ 20,859 7.2% Non-Safety International Association of Fire
Fighters $ 15,060 $ 16,290 $ 18,080 $ 19,483 7.8%
Senior Managers $ 16,936 $ 18,166 $ 19,956 $ 21,359 7.0% Western Council of Engineers $ 15,936 $ 17,166 $ 18,956 $ 20,359 7.4% Mayor & Council $ 18,336 $ 19,566 $ 21,356 $ 22,759 6.6% City Provided Public Safety Flex Benefit Ranges
Calendar Year 2023 to 2026
Public Safety Flex Benefit Ranges
Benefit 2023 2024 2025 2026 Estimated
Medical $ 7,752 - $28,464 $ 8,316 - $30,828 $ 8,620 - $33,911 $ 9,482 - $37,302 Dental( 1) $ 120 - $456 $ 120 - $456 $ 204 - $480 $ 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 $0.9 million from the fiscal year 2025 Adopted Budget to $15.9 million in the fiscal year 2026 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 2025. The final rate premium that will be in effect for January 2026 will not be known until early Fall 2025.

Premium Increases by Health Care Provider
Calendar Year 2023 to 2026
Date of Increase Kaiser AETNA Average
January 2023 15.0% 9.0% 12.0%
January 2024 7.5% 7.5% 7.5%
January 2025 9.5% 14.9% 12.2%
January 2026 ( estimated) 10.0% 10.0% 10.0%
Annual Average Premium Increase 10.5% 10.4% 10.4%
Total Increase ( January 2023 to January 2026) 42.0% 41.4% 41.7% City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND EXPENDITURE SUMMARY
48 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 in 2024, voters approved the renewal of the Measure for an additional ten years through 2037. The Measure P Sales Tax revenue is restricted for supporting repair and replacement of City infrastructure. The fiscal year 2026 Proposed Budget projects approximately $ 30. 8 million in revenue from this tax and a corresponding transfer out (expense) of the General Fund to the Measure P fund for the same amount less administrative costs. The fiscal year 2026 Proposed Budget transfer amount is an increase of approximately $ 1.5 million over the transfer amount included in the fiscal year 2025 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 2026 Proposed Budget projects approximately

30.8 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 2026 Proposed Budget transfer amount is an increase of approximately $ 1.5 million over the transfer amount included in the fiscal year 2025 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 2026 Proposed Budget includes transfers out of approximately $ 30.8 million to each of the Measure P and Measure A funds, respectively. 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 2026
General Fund GENERAL FUND REVENUE SUMMARY
51 General Fund Revenue Summary
The fiscal year 2026 Proposed General Fund revenue budget is $ 305. 6 million, an increase of $ 31. 5 million or 11. 5% when compared to the fiscal year 2025 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 79.9% percent of the City’s General Fund revenue for the fiscal year 2026 Proposed Budget
General Fund Revenues Summary
Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Property Taxes $ 46,175 $ 48,566 $ 51,964 $ 58,433 $ 6,468 Sales Tax 46,303 48,105 47,983 49,947 1,964
Sales Tax - Measure P 28,527 29,388 29,316 30,838 1,522 Sales Tax - Measure A 28,505 29,388 29,316 30,838 1,522 Franchise Fees 14,432 14,966 15,104 15,406 302
Utility Users Taxes 3,643 3,608 3,857 3,661 ( 196)
Transient Occupancy Taxes 8,830 8,345 10,005 21,740 11,735 Motor Vehicle License Fees 28,010 29,857 31,052 33,458 2,407 Development Revenue 1,357 1,620 1,766 1,766 -
Licenses and Permits 1,785 2,058 1,744 1,816 72
Fines, Forfeitures & Penalties 1,084 1,033 1,097 1,132 35 Use of Money and Property 6,094 6,283 5,310 5,634 324
Other Local Taxes 7,689 7,733 7,897 9,838 1,941
Police Grants 894 733 774 787 13
Other Agency Revenue 820 927 1,042 1,063 21
Charges for Services 9,409 10,221 9,932 12,087 2,155
Interfund Reimbursements 10,670 12,455 10,143 9,388 ( 755) Other Revenues 2,446 2,722 1,740 2,780 1,040
Transfers From Other Funds 14,052 32,484 14,082 14,999 917 Total General Fund Revenues $ 260,728 $ 290,493 $ 274,124 $ 305,610 $ 31,486 City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND REVENUE SUMMARY
52 Significant Revenue Changes
Significant changes impacting the fiscal year 2026 Proposed Budget revenues – as compared to fiscal year 2025 Adopted Budget – include:

Projected increase of approximately $ 6.5 million in property taxes.

Projected increase of approximately $ 2.0 million in sales tax revenue ( excluding Measures A & P).

Projected increase of approximately $ 2.4 million in Motor Vehicle License Fees revenue.

Projected increase of approximately $ 1.5 million for Measure A sales tax revenues and $1.5 million for Measure P sales tax revenues.

Projected increase of approximately $ 0.3 million in Franchise Fees revenue.

Major Revenue Changes by Category
The following summarizes the significant changes within the revenue categories:

Property Taxes – For fiscal year 2026, property taxes are anticipated to total $ 58. 4 million, which accounts for

19.1% of the General Fund revenue budget. This category reflects an increase of $ 6. 5 million or 12. 4% over the prior year’s adopted budget
Sales Tax – Sales tax revenue represents the second largest revenue source for the City. The fiscal year 2026 Proposed Budget projects $ 49.9 million to be collected in sales tax revenue. This revenue source represents

16.3% of the fiscal year 2026 Proposed General Fund revenue budget. When compared to the prior fiscal year adopted budget, Sales Tax revenues for fiscal year 2026 are projected to increase by $ 2. 0 million or 4. 1%. This is exclusive of the Measure P and Measure A Sales Tax revenues.

Measure P Sales Tax – The City of Chula Vista voters approved the Measure P Sales Tax Measure in November 2016. Measure P was a temporary, ten-year, half-cent sales tax dedicated by the City to funding high priority deferred maintenance items. Collection of the revenue began in fiscal year 2017 and fiscal year 2018 was the first full year the City received Measure P revenue. In 2024, voters approved the continuation of Measure P through 2037. The fiscal year 2026 Proposed Budget projects $ 30. 8 million in Measure P Sale Tax revenues, which is an increase of approximately $ 1.5 million or 5.2% over the fiscal year 2025 Adopted Budget. The full amount of revenue collected for Measure P is transferred out from the General Fund to the Measure P fund. The General Fund only serves as a conduit for these funds and provides no net impact to the General Fund.

Measure A Sales Tax – The City of Chula Vista voters approved the Measure A Sales Tax Measure in June 2018.

Measure A is a one-half cent Sales Tax increase to address identified critical needs and enhance public safety staffing. This sales tax will remain in place until and unless the voters repeal it. The fiscal year 2026 Proposed Budget projects $ 30.8 million in revenue for this revenue, which is an increase of approximately $ 1.5 million or

5.2% over the fiscal year 2025 Adopted Budget. The full amount of revenue collected for Measure A is transferred out from the General Fund to the Measure A fund. The General Fund only serves as a conduit for these funds.

Per the Measure A approved Intended Public Safety Expenditure Plan, several city departments, such as Human Resources and Information Technology, receive reimbursements from Measure A for staff time used supporting Measure A (public safety) operations. These reimbursements are counted as department generated revenues within the respective support departments.

Property tax collected In-lieu of Motor Vehicle License Fees ( MVLF) – The fiscal year 2026 Proposed Budget for the MVLF is $33.5 million, reflecting an increase of approximately $ 2. 4 million over the fiscal year 2025 Adopted Budget amount. Beginning in fiscal year 2006, due to a change in revenue allocation resulting from the Budget Act of 2006, MVLF revenues are projected to grow in proportion to the change in gross assessed property valuation.

As such, this revenue category reflects a 7. 8% increase from fiscal year 2025 amounts.

Franchise Fees – For the fiscal year 2026 Proposed Budget, Franchise Fees are anticipated to increase by $ 0. 3 million from the fiscal year 2025 Adopted Budget. Franchise fees are collected from three primary sources: gas electric, trash collection, and cable receipts.

City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND REVENUE SUMMARY
53 Fiscal Year 2026
Non- Major Revenues includes the following revenue categories: Development Revenue, Other Agency Revenue, Other Local Taxes, Other Revenues, Use of Money & Property, Licenses and Permits, Interfund Reimbursements, Other Revenues, Police Grants, Fines, Forfeitures & Penalties, Charges for Services, and Transfers from Other Funds Property Property Taxes: Taes: Taxes: 19 1% 19.19. 1%1% Measure Measure Measure PP SalesalesSales Tax:ax: Tax:10.0. 10. 1%%1% Measure Measure Measure AA SalesalesSales Tax:ax: Tax:10.0. 10. 1%%1% Motortor Motor Vehicle Vehicle Vehicle License License License Fees (es ( Fees MVLF):VLF): MVLF) 10.0. 10. 9%%9 Non-on- Non- Majorajor Major Revenues: Revnues: Revnues: 20.0. 20. 1% Franchise Franchise Franchise Fees:es: Fees:5..5 0%
Utility UtilityUtility Userssers Users Tax:ax: Tax:1..1. 2% SalesalesSales Tax:ax: Tax:16.6. 16. 3%
Transient Transient Transient Occupancy Occupancy Occupancy Taxes:axes: Taxes: 7..7 1% General Fund Revenues by Category
Transient Occupancy Taxes ( TOT) – Transient occupancy tax revenues are projected to be $21.7 million in fiscal year 2026, an increase of $11.7 million compared to the 2025 Adopted Budget. This increase is based on current trends and an increase in the number of hotel operators in the City of Chula Vista, including the new Bayfront Hotel Resort and Convention Center. TOT revenue generated by the Bayfront Hotel Resort and Convention Center is contractually required to be transferred out from the General Fund to a separate fund.

Utility Users Tax ( UUT) – UUT revenues are estimated at $3.7 million for fiscal year 2026. The fiscal year 2026 Proposed Budget anticipates a very moderate decrease in this revenue category of less than $0.02 million over the fiscal year 2025 Adopted Budget amounts.

The following chart illustrates the fiscal year 2026 PProposed Budget revenues by revenue category.

City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND REVENUE SUMMARY
54 Mi
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Fiscal Years 2023 – 2026
Historical and Estimated General Fund Revenue Sources
Property Taxes Sales Tax Sales Tax – Measure P Sales Tax – Measure A Franchise Fees Utility Users Taxes Transient Occupancy Tax 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 FY23 Actual FY24 Actual FY25 Adopted FY26 Proposed
0 50, 000
100, 000
150, 000
200,000
250, 000
300, 000
350,000
City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND REVENUE SUMMARY
55 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 2026.

Sales Tax
Sales Tax revenue is estimated at $49.9 million in the fiscal year 2026 Proposed Budget, a change of approximately

4.1% or $2.0 million when compared to the fiscal year 2025 Adopted Budget. With the addition of Measure P and Measure A sales tax revenues, total Sales Tax revenues for fiscal year 2026 are projected to total $ 111. 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.

With the approval of Measure P and Measure A, the City receives 2.0% of sales tax revenue applied to all taxable retail sales occurring within the City limits. The measures are projected to generate approximately $ 61.7 million in revenue in fiscal year 2026. The General Fund will serve as a pass- through for these revenues; these funds will ultimately be recognized as a Transfer Out to the Measure P and Measure A Sales Tax Funds.

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.

Sales tax revenue ( exclusive of Measure P and Measure A) is the City’s second largest discretionary revenue source, accounting for 20.2% of total revenue for the General Fund in the fiscal year 2026 Proposed Budget.

The positive trend in sales tax growth is expected to continue in fiscal year 2026 and Sales Tax revenue is estimated at $49.9 million ( excluding Measure P and Measure A revenues) in the Proposed Budget. This is a change of approximately 4.1% or $2.0 million when compared to the fiscal year 2025 Adopted Budget. With the addition of Measure P and Measure A revenues, Sales Tax revenues for fiscal year 2026 are projected to total $ 111. 6 million.

The following graphs illustrate the generally gradually increasing trend in Sales Tax revenues ( exclusive of Measure P and Measure A Sales Tax revenues) as well as Measure P and Measure A Sales Tax revenues from fiscal year 2023 to the projected amounts for fiscal year 2026.

City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND REVENUE SUMMARY
56 Mi
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Fiscal Years 2023 – 2026
28 5 $ 29.4 $ 29.3 $ 30.8
City of Chula Vista Measure A Sales Tax Revenues
FY23 Actual FY24 Actual FY25 Adopted FY26 Proposed
0 5
10 15
20 25
30 35
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Fiscal Years 2023 – 2026

28.5 $ 29.4 $ 29.3 $ 30.8
City of Chula Vista Measure P Sales Tax Revenues
FY23 Actual FY24 Actual FY25 Adopted FY26 Proposed
0 5
10 15
20 25
30 35
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City of Chula Vista Sales & Transaction Tax Revenues
Sales Tax Revenues Measure P Sales Tax Revenues Measure A Sales Tax Revenues FY23 Actual FY24 Actual FY25 Adopted FY26 Proposed
0 25
50 75
City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND REVENUE SUMMARY
57 Mi
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Source: HdL Companies
Taxable Sales Per Capita – 4th Quarter 2024 Taxable Sales Autos & Transportation Building & Construction Business & Industry Food & Drugs Fuel & Service Stations General Goods Restaurants & Hotels Other De
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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 2026
General Fund GENERAL FUND REVENUE SUMMARY
58 City of Chula Vista and Countywide Comparison
Source: County of San Diego Assessors Office
Historical Change in Assessed Value
Chula Vista County Overall
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

2.0%

0.0%

2.0%

4.0%

6.0%

8.0%
Schools: 6FKRROV Schools: 45.45. 4%
County: RXQW\ County: 13.13. 2%&2%
County RXQW\ County LQinin LieuLHXLieu ofRI of Vehicle 9HKLFOH Vehicle LicenseLFHQVH License Fee: Fee: 7.7. HH9%&9% Cities: LWLHV Cities: 12.12. 6%& 6%
Redevelopment 5HGHYHORSPHQW Redevelopment Property 3URSHUW\ Property Tax7D[ Tax Trust 7UXVW Trust Fund: Fund: XQG11.11. 6%6% Cities LWLHVininLQLieuLieuLHXofof Vehicle RI 9HKLFOH Vehicle LicenseLicense LFHQVH Fee: Fee: 5.5. 3%& 3%HH Special 6SHFLDO Special Districts: LVWULFWV Districts: 3.3. 3%3% Library: LEUDU\ Library: 0.0. 7%/ 7%
3URSHUW\ 7D[ ROODU LVWULEXWLRQ E\ XULVGLFWLRQ
Latest data from Fiscal Year 2021- 2022
The change in assessed value for properties within the City of Chula Vista versus the County of San Diego since 2015 is depicted in the graph below.

Property Tax
Property tax revenues comprise the City’s largest discretionary revenue source and accounts for 19.1% of the total revenue for the General Fund. This revenue source is estimated at $58.4 million in the fiscal year 2026 Proposed Budget and represents 12.4% or $6.5 million increase from the fiscal year 2025 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 2026
General Fund GENERAL FUND REVENUE SUMMARY
59 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. Proposed Franchise Fees revenues Historical Change in Assessed Value vs Changes in the California CPI CPI % 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 2023-
24 2024-
25 0.20%

0.00%

0.20%

0.40%

0.60%
Mi
l
l
i
o
n
s
Fiscal Years 2023 – 2026

46.2 $ 48.6 $

52.0 58.4
Property Tax Revenues
FY23 Actual FY24 Actual FY25 Adopted FY26 Proposed
0 5
10 15
20 25
30 35
40 45
50 55
60 65
City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND REVENUE SUMMARY
60 Utility Users’ Tax
The City of Chula Vista imposes a utility users’ tax (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 slightly decline, and is budgeted at $3.7 million in fiscal year 2026, a decrease of approximately $ 0.2 million, or (5.1%) over the 2025 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.

Mi
l
l
i
o
n
s
Fiscal Years 2023 – 2026
28 0 $

29.9 $ 31.1 $

33.5 MVLF Revenues
FY23 Actual FY24 Actual FY23 Adopted FY26 Proposed
0 5
10 15
20 25
30 35
40 are budgeted at $15.4 million, a projected increase of approximately $ 0.3 million compared over the fiscal year 2025 Adopted Budget.

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 2026 Proposed Budget MVLF revenues are projected to increase by $2.4 million to $33.5 million and represent 10.9% of the total fiscal year 2026 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.

City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND REVENUE SUMMARY
61 Estimated TOT revenues for fiscal year 2026 are $ 21. 7 million. This estimate includes a projected $ 11. 7 million increase from the fiscal year 2025 Adopted Budget based on current trends and an increase in the number of hotel operators in the City of Chula Vista, including the opening of the Bayfront Hotel Resort and Convention Center. TOT revenue generated by the Bayfront Hotel Resort and Convention Center is contractually required to be transferred from the General Fund to a separate fund
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.

Mi
l
l
i
o
n
s
Fiscal Years 2023 – 2026
8 8 $ 8.3

10.0 21.7
TOT Revenues
FY23 Actual FY24 Actual FY25 Adopted FY26 Proposed
0 2
4 6
8 10
12 14
16 18
20 22
24 GENERAL FUND NET
COST

City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND NET COST
65 Fiscal Year 2026
Note: Amounts exclude Transfers Out, Utilities and Internal Services charges. * Revenue allocated for Measure A support departments is embedded in department generated revenue. Expenses of approximately $ 19.3 million added to Fire and Police Departments for Measure A expense allocations.

City City Clerk: Clerk: 1% 1%1%
CityityCity Attorney: Attorney: Attorney: 2%
Administration: Administration: 2%
Information Information Information Technology: Technology: Technology: 3% Humanuman Human Resources: Resources: Resources: 2%
Finance: Finance: 3%
Animalnimal Animal CareareCare Services: Services: Services: 2% Police*: Police*: 38%38%
Economic Ecnomic Economic Development: Development: Development: 0% Development Development Development Services: Services: Services: 2% Engineering/ Engineering/ Engineering/ Capital Capital Capital Projects: Projects: Projects: 5% Fire*: Fire*: 25%25%
Publicublic Public Works:orks: Works: 11%11%
ParksarksParks andndand Recreation: Recreation: Recreation: 3% Library: Library: 2%
General Fund Net Cost by Department
General Fund Net Cost
The fiscal year 2026 Proposed General Fund budget of $ 305. 6 million is based on funding from estimated department generated revenues totaling $73.4 million and discretionary revenues totaling $263.5 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 that are included in Non-Departmental and not assigned to a specific department.

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 expenditures at 38.1% followed by the Fire Department at 25.4%. The next highest portion was allocated to Public Works at 10.5%.

The following chart depicts the percentage of net cost of all departments, excluding Non-Departmental, based on the fiscal year 2026 Proposed Budget.

City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND NET COST
66 General Fund Net Impact
Fund/ Department Expenditures Revenues Net Impact
100 General Fund
01) City Council 1,753,727 - ( 1,753,727)
02) Boards & Commissions 2,088 - ( 2,088)
03) City Clerk 2,274,703 65,630 ( 2,209,073)
04) City Attorney 3,931,905 439,005 ( 3,492,900)
05) Administration 3,251,894 172,795 ( 3,079,099)
06) Information Technology 5,208,691 336,030 ( 4,872,661) 07) Human Resources 4,182,472 1,595,425 ( 2,587,047)
08) Finance 5,785,378 1,203,331 ( 4,582,047)
09) Non-Departmental 12,932,545 263,450,897 250,518,352 10) Animal Services 3,877,737 1,090,257 ( 2,787,480)
11) Economic Development 640,233 572,993 ( 67,240)
12) Development Services 3,305,759 2,264,854 ( 1,040,905) 13) Engineering/ Capital Projects 10,567,851 9,193,564 ( 1,374,287) 14) Police 80,661,586 21,623,525 ( 59,038,061)
15) Fire 53,735,119 21,518,812 ( 32,216,307)
16) Public Works 22,189,832 8,483,601 ( 13,706,231)
17) Parks and Recreation 5,956,017 4,272,444 ( 1,683,573) 18) Library 4,193,956 580,090 ( 3,613,866)
100 General Fund Total 224,451,493 336,863,253 112,411,760 Measure A expenditure allocations of approximately $ 19.3 million for Fire and Police Departments are included in the above figures.

GENERAL FUND LONGTERM FINANCIAL PLAN

City of Chula Vista
Proposed Budget FY 2026
General Fund GENERAL FUND LONG- TERM FINANCIAL PLAN
69 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 2026 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 maintain 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 between November and February, depending upon factors such as Councilmember elections. It is important to emphasize that the LTFP is not a budget. The LTFP 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 LTFP 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 to 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. Should projected expenditures exceed projected revenues in any given year, the City Manager will identify steps to mitigate the shortfalls prior to presenting a balanced budget to the City Council for consideration during the annual budget development process.

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 2026
General Fund DEPARTMENT SUMMARY REPORTS
73 General Fund Department Summary
The General Fund budget funds the day-to-day operations of most City services. For fiscal year 2026, the Proposed General Fund operating budget totals $305.6 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 Services
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 2026 75
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 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 City of Chula Vista
Proposed Budget FY 2026 76
DEPARTMENT SUMMARY REPORTS City Council
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 2026 77
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 2026 78
DEPARTMENT SUMMARY REPORTS City Council
01) CITY COUNCIL
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 861,231 981,827 1,050,346 1,198,845 148,499
Hourly Wages 35,836 74,086 119,566 121,377 1,811
Health Benefits 152,333 150,751 177,469 187,488 10,019
Retirement Benefits 85,919 110,489 117,080 117,946 866
Other Personnel Expense 105,736 99,887 127,663 126,928 ( 735) Personnel Expenses Subtotal 1,241,055 1,417,040 1,592,124 1,752,584 160,460 Supplies and Services 44,720 80,975 105,880 105,880 -
Other Capital - - 3,190 3,190 -
Utilities 687 518 534 534 -
Non- Personnel Expenses Subtotal 45,407 81,493 109,604 109,604 - Total Expenditures $ 1,286,463 $ 1,498,532 $ 1,701,728 $ 1,862,188 $ 160,460 Transfers In ( 5,000) - - - -
Other Revenues ( 152) ( 48) - - -
Total Revenues $ ( 5,152) $ ( 48) $ - $ -$ -
Net Program Expenditures $ 1,281,310 $ 1,498,485 $ 1,701,728 $ 1,862,188 $ 160,460 Revenue Recovery % 0% 0% N/A N/A
Authorized Full Time Positions 14.00 14.00 14.00 14.00 - City of Chula Vista
Proposed Budget FY 2026 79
DEPARTMENT SUMMARY REPORTS Boards And Commissions
Boards and Commissions

INFORMATION
WEBSITE www.chulavistaca. gov/ boards
PHONE 619-691-5041
EMAIL cityclerk@chulavistaca. gov
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. Five commissions were established by the Charter:

Board of Library Trustees
Civil Service Commission
Parks & Recreation Commission
Planning Commission
Redistricting 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
Privacy Protection & Technology Advisory Commission
Police Department Community Advisory Committee
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/ boards
City of Chula Vista
Proposed Budget FY 2026 80
DEPARTMENT SUMMARY REPORTS Boards And Commissions

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

Expenditures
No significant budget adjustments.

City of Chula Vista
Proposed Budget FY 2026 81
DEPARTMENT SUMMARY REPORTS Boards And Commissions
02) BOARD & COMMISSIONS
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 7,950 1,376 2,088 2,088 -
Non- Personnel Expenses Subtotal 7,950 1,376 2,088 2,088 - Total Expenditures $ 7,950 $ 1,376 $ 2,088 $ 2,088 $ -
Net Program Expenditures $ 7,950 $ 1,376 $ 2,088 $ 2,088 $ - Revenue Recovery % 1 N/A N/A N/A N/A
Authorized Full Time Positions
1 City of Chula Vista
Proposed Budget FY 2026 83
DEPARTMENT SUMMARY REPORTS City Clerk
City Clerk

INFORMATION
WEBSITE www.chulavistaca. gov/ cityclerk
PHONE ( 619) 691-5041
EMAIL cityclerk@chulavistaca. gov
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 June 2026 elections for Mayor, City Attorney, and City Councilmembers for Districts 1 and 2.

STATUS:

The City Clerk will conduct the primary election in June of 2026 to determine the candidates who would proceed to the November 2026 general election.

Streamline the agenda management process for the commissions for which the department provides administrative support, including the Planning Commission, Measure P Citizens’ Oversight Committee, Sustainability Commission, Board of Appeals and Advisors Commission, and the Privacy Protection and Technology Advisory Commission.

STATUS:

The City Clerk’s Department is implementing new tools and workflows to ensure smoother coordination, faster turnaround times, and improved transparency. These efforts are expected to improve operational efficiency, reduce administrative resources, and enhance the overall experience for the public, commissioners, and City staff. The department is on track to deliver these improvements, focusing on optimizing each step of the process
Maintain a strong collaborative relationship with the Registrar of Voters, offering City Hall as a designated vote center for elections in the City and collaborating on permanently installed ballot drop boxes throughout the city.

This partnership promotes transparency, strengthens public trust, and actively encourages civic engagement and democratic participation within the community.

City of Chula Vista
Proposed Budget FY 2026 84
DEPARTMENT SUMMARY REPORTS City Clerk
STATUS:

The City Clerk’s Department is actively collaborating with the Registrar of Voters and other City departments to provide City Hall as a designated vote center and coordinate the installation of permanent ballot drop boxes on City property throughout the City. This initiative not only encourages increased foot traffic to City Hall, parks, libraries, and other City locations but also offers residents convenient and accessible voting options.

By working together, the City Clerk and Registrar of Voters ensure a seamless experience for voters, further promoting transparency, trust, and civic engagement within the community.

Develop Laserfiche file plans for all City Departments, enabling the City to set the course for further automation of retention requirements, improve findability, increase in 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 the City Attorney, Finance, and Human Resources departments. Staff are actively migrating records in preparation for launching the City Clerk repository citywide, enhancing 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 working to fill a vacant Records Manager position. The position will focus on developing the RIM program to ensure organized, efficient, and secure records management practices.

To enhance the professional capabilities of City Clerk staff by supporting their participation in accredited training programs, with the goal of achieving the Certified Municipal Clerk ( CMC) designation for all Deputy Clerks and senior department management. This initiative aims to improve the department’ s service delivery, foster transparency, and strengthen community trust by ensuring staff are well-equipped with the skills and knowledge necessary for effective governance and responsive public service.

STATUS:

Department staff are actively encouraged to take part in professional development opportunities, utilizing available funding for professional enrichment and scholarships. Employees working towards certification are diligently tracking their credits to streamline the certification process and are engaging with industry professionals to expand their knowledge and skills. This commitment ensures they stay current with the latest advancements in the field.

City of Chula Vista
Proposed Budget FY 2026 85
DEPARTMENT SUMMARY REPORTS City Clerk

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
Number of state-mandated statements ( campaign and conflict of interest) received and recorded
599 465 470
Number of state-mandated ethics certificates ( AB 1234) 172 175 175 Number of Public Records Act Requests 1,274 1,300 1,350 Public Records Act Requests responded to within ten days 100% 100% 100% Median number of days to fulfill Public Records Act Requests 10 10 10 Number of documents in Responsive Records released 12,670 15,000 15,000 Single redactions reviewed on responsive records 13,957 15,000 15,000 Number of City Council Meetings 36 36 36
Number of agenda items managed for the City Council meetings 450 450 450 Number of agenda items managed for dept. managed Boards & Commissions 77 61 65 Boards & Commissions applications processed 90 90 75
Boards & Commissions Vacancies Filled 12 38 15
Resolutions processed 268 250 250
Boards & Commissions resolutions processed 26 17 21
Ordinances processed 25 25 25
Documents routed for electronic signature 407 500 500
Boards & Commissions meetings 75 100 100

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

Expenditures
533,500 increase in Supplies and Services due to removing $ 120,000 costs from November 2024 elections in FY 2025 and adding $ 650,000 in estimated June 2026 election costs for Mayor, City Attorney, Council District 1 and Council District 2.

City of Chula Vista
Proposed Budget FY 2026 86
DEPARTMENT SUMMARY REPORTS City Clerk
03) CITY CLERK
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 690,299 828,950 994,553 1,131,139 136,586
Hourly Wages - 15,654 20,958 21,276 318
Overtime - 19,204 - - -
Health Benefits 117,268 140,440 182,042 176,739 ( 5,303) Retirement Benefits 68,088 86,803 101,566 110,096 8,530 Other Personnel Expense 90,312 82,580 62,680 99,124 36,444 Personnel Expenses Subtotal 965,967 1,173,631 1,361,799 1,538,374 176,575 Supplies and Services 413,518 1,863,364 201,435 734,935 533,500 Other Expenses 13,456 - - - -
Utilities 328 574 461 461 -
Non- Personnel Expenses Subtotal 427,302 1,863,938 201,896 735,396 533,500 Total Expenditures $ 1,393,269 $ 3,037,568 $ 1,563,695 $ 2,273,770 $ 710,075 Charges for Services ( 825) ( 875) ( 750) ( 750) -
Transfers In ( 8,000) ( 54,564) ( 29,840) ( 59,680) ( 29,840) Other Revenues ( 225,910) ( 249,949) ( 5,200) ( 5,200) - Total Revenues $ ( 234,735) $ ( 305,387) $ ( 35,790) $ ( 65,630)$ ( 29,840) Net Program Expenditures $ 1,158,533 $ 2,732,181 $ 1,527,905 $ 2,208,140 $ 680,235 Revenue Recovery % 17% 10% 2% 3%
Authorized Full Time Positions 7.00 9.00 10.00 10.00 -
City of Chula Vista
Proposed Budget FY 2026 87
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 2026 89
DEPARTMENT SUMMARY REPORTS City Attorney
City Attorney

INFORMATION
WEBSITE www.chulavistaca. gov/ departments/ city-attorney PHONE ( 619) 691-5037
EMAIL CityAttorney@chulavistaca. gov
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 position, one investigator position, one risk manager position, and one office manager position. The Department currently has two attorney positions, one paralegal 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
Marco Verdugo serves as Chula Vista’s City Attorney, the City’s general counsel on all legal matters. He was sworn in on April 9, 2024, as Chula Vista’s City Attorney. The City Attorney advises the City Council, City officials, boards, commissions, and departments on legal matters. His responsibilities also include drafting and reviewing municipal contracts, ordinances, and resolutions. This Office also plays a key role in advising on land use, public safety, labor law, and compliance with state and federal regulations.

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, procurement, 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 City of Chula Vista
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DEPARTMENT SUMMARY REPORTS City Attorney
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.

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/ intragovernmental 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. Along with risk management staff, the Office also takes steps to protect the City’ s interests and recover costs of damages 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, enforcement of property rights, construction defect, and pollution matters.

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 NPU continues to work with City departments to support prosecutorial efforts to increase public safety in the City, as appropriate. The NPU also acts as a liaison with the District Attorney’ s Office to support collaborative efforts to effectively combat issues facing the community
NPU and CVPD have collaborated on prosecuting the illegal sales of flavored tobacco products, thanks to grant funding which allows CVPD to conduct inspections and enforcement operations at various locations selling tobacco products. NPU has also prosecuted violations related to cannabis dispensary operations.

Gun Violence Restraining Orders
The NPU also works closely with the Chula Vista Police Department ( CVPD) 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 ammunition and/ or body armor. 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 City of Chula Vista
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DEPARTMENT SUMMARY REPORTS City Attorney
a threat of harm to another. The City Attorney’ s Office files these GVROs in court and appears at all court hearings on behalf of CVPD. 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.

In FY 2024-2025, CVPD referred 17 cases to NPU for GVROs. There were 10 permanent orders issued by the court after hearing. In three cases, the individuals were already otherwise prohibited from possessing firearms under other legal grounds. Two cases were dismissed by CVPD after further investigation. Two cases are still pending in court. Of great significance, four of the cases involved GVROs against minors who had access to firearms and were found to be a danger to themselves and others. In one of those cases, CVPD obtained a permanent GVRO against the father of one of the minors as a result of his negligent storage of his firearm, allowing his child to access his unsecured handgun
Police Controlled Licenses
NPU also assists CVPD with ensuring compliance with Police Controlled Licenses ( PCLs), for industries related to cannabis, alcohol, tobacco, hotels, and massage businesses. NPU assisted with the revocation of two massage business permits. The businesses had numerous violations of the Chula Vista Municipal Code and were allowing prostitution activity at their establishments.

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.

NPU has assisted Code Enforcement with cases involving illegal/ unpermitted grading, Mobile Food Facility violations, illegal encroachments in the public right of way, illegal encampments and environmental hazards.

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
Continue to Support 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 continues to work in conjunction with the City Clerk’ s Department to reorganize the City Attorney’ s digital document repository. The reorganization is based on the City’s retention schedule. The City of Chula Vista
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DEPARTMENT SUMMARY REPORTS City Attorney
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 that are grouped together so that business rules for retention, security and privacy can easily and logically be applied.

Improve Risk Management Practices
Improve Contract and Insurance Standardization and Management Implement procedures and practices for drafting and processing various template and non-template City contracts, as well as securing appropriate coverage of insurance documents.

STATUS:

The City Attorney’ s Office is working with City Management and the Finance Department to implement Citywide streamlining for processing all template and non-template City contracts using contract management software, which includes an interface with the City’s DocuSign technology and digital document storage software. This software will provide greater oversight and recordkeeping for City contracts, improve compliance with procurement and signature authority requirements, and highlight non-standard terms and conditions for risk management.

Enhance Claims Handling and Litigation Efficiency
Design standard work and protocols for pre-litigation/ claims and litigation matters handled and/ or overseen by the City Attorney Office to improve efficiency and outcomes for the City and its constituents.

STATUS:

This is an ongoing process which includes initiating the deployment of a matter management system to more efficiently handle and oversee litigation and develop best practices for City staff relating to potential claims and litigation
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 Review and update Chula Vista Municipal Code to make sure the statutes allow City to utilize enforcement tools more effectively.

Review and update administrative appeal procedures to allow quick resolution of administrative enforcement actions, ensuring individuals receive proper notice and due process; simplify internal processes to streamline the administrative process and improve communication between City departments.

Continue reviewing and updating forms and notices to make sure City departments are communicating effectively.

City of Chula Vista
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DEPARTMENT SUMMARY REPORTS City Attorney
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:

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.

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Estimated
FY 2026
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% To bedetermined

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

Expenditures
No significant budget adjustments.

City of Chula Vista
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DEPARTMENT SUMMARY REPORTS City Attorney
04) CITY ATTORNEY
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 1,693,408 1,339,118 2,665,188 2,713,521 48,333 Hourly Wages 52,615 54,109 2,015 2,046 31
Overtime - - 500 500 -
Health Benefits 177,868 150,763 303,089 294,500 ( 8,589) Retirement Benefits 165,237 148,177 296,892 286,603 ( 10,289) Other Personnel Expense 183,092 140,577 124,812 174,156 49,344 Personnel Expenses Subtotal 2,272,220 1,832,744 3,392,496 3,471,326 78,830 Supplies and Services 513,797 805,032 367,374 452,422 85,048 Other Capital - - 4,948 4,948 -
Utilities 766 872 1,086 1,086 -
Non- Personnel Expenses Subtotal 514,563 805,904 373,408 458,456 85,048 Total Expenditures $ 2,786,783 $ 2,638,648 $ 3,765,904 $ 3,929,782 $ 163,878 Licenses and Permits ( 28,160) ( 24,838) ( 22,176) ( 22,176) - Charges for Services ( 247,025) ( 233,436) ( 347,381) ( 404,065) ( 56,684) Transfers In ( 22,806) ( 1,537) - - -
Other Revenues ( 266,499) ( 557,929) ( 12,764) ( 12,764) - Total Revenues $ ( 564,490) $ ( 817,739) $ ( 382,321) $ ( 439,005)$ ( 56,684) Net Program Expenditures $ 2,222,293 $ 1,820,908 $ 3,383,583 $ 3,490,777 $ 107,194 Revenue Recovery % 20% 31% 10% 11%
Authorized Full Time Positions 17.00 17.00 17.00 17.00 - City of Chula Vista
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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 2026 97
DEPARTMENT SUMMARY REPORTS Administration
Administration

INFORMATION
WEBSITE www.chulavistaca. gov/ departments/ city-manager PHONE ( 619) 691-5031
EMAIL citymanager@chulavistca. gov
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’s FY 2025 Adopted Budget included 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 and Border 2 Fire. 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 Citywide Strategic Plan, and continued implementation of Measure A and Measure P sales tax measures. 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, 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 City of Chula Vista
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DEPARTMENT SUMMARY REPORTS Administration
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.

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, and branding.

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; promotes the City as adestination 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 engaging with our diverse communities by understanding the unique needs of our residents, visitors and businesses, and then crafting inclusive and effective engagement strategies.

Status:

Building and rolling out an innovative new online engagement platform that will provide new tools to connect and gather public input
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 2026 99
DEPARTMENT SUMMARY REPORTS Administration
Status:

Presented a balanced budget
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 UniversityInnovation 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 2024
Actual
FY 2025
Estimated
FY 2026
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
100% complete 100% complete N/ A
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 annually 100% complete 100% complete 100% complete
Propose a Citywide technology oversight and privacy policy and establish a privacy advisory commission
100% complete 100% complete N/ A
Engage a consultant to assist in the development and adoption of a Diversity, Equity, and Inclusion Plan
90% complete 100% complete N/ A
Update the City’s Strategic Plan 25-50%
complete
100% complete N/ A
University Now Initiative ( Academic Program Planning with Southwestern College)
80% complete 100% complete N/ A
First Phase of University Development Planning Effort N/ A 100% complete N/ A Engage a consultant to assist in the development and adoption of the firstever Economic Development Strategic PlanN/ A 25 % Complete 100% complete City of Chula Vista
Proposed Budget FY 2026 100
DEPARTMENT SUMMARY REPORTS Administration
Office of Communications
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
Increase in followers on City social media sites N/ A 11 % growth 5% growth Percentage of social media posts translated into Spanish N/ A 100% 100% Number of community engagement campaigns Communications conducted via Community Voices N/ A 3 10
Engage consultant to conduct Citywide strategic communications assessment, with recommendations for improvements to modernize practices N/ A 50% complete 100% complete Engage a consultant to assist in the development of a Crisis Communications Plan N/ A 20% complete 100% complete

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

Expenditures
Mid-year FY 2025 transfer of 1.0 FTE Special Events Coordinator to Library Department and 1.0 FTE Community Engagement Specialist to Housing & Homeless Services Department.

No significant budget adjustments.

City of Chula Vista
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DEPARTMENT SUMMARY REPORTS Administration
05) ADMINISTRATION
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 1,567,121 1,637,019 2,245,552 2,233,513 ( 12,039) Hourly Wages - 22,917 - - -
Overtime - 528 - - -
Health Benefits 151,403 145,425 205,179 199,923 ( 5,256) Retirement Benefits 137,342 150,896 206,713 205,663 ( 1,050) Other Personnel Expense 231,011 229,307 279,227 347,056 67,829 Personnel Expenses Subtotal 2,086,876 2,186,092 2,936,671 2,986,155 49,484 Supplies and Services 257,005 232,706 265,739 265,739 - Other Expenses 38,071 - - - -
Utilities 559 913 675 675 -
Non- Personnel Expenses Subtotal 295,636 233,618 266,414 266,414 - Total Expenditures $ 2,382,512 $ 2,419,711 $ 3,203,085 $ 3,252,569 $ 49,484 Charges for Services ( 50,883) ( 54,651) ( 55,100) ( 172,060) ( 116,960) Transfers In ( 17,000) - - - -
Other Revenues ( 59,720) ( 13,453) ( 735) ( 735) -
Total Revenues $ ( 127,603) $ ( 68,104) $ ( 55,835) $ ( 172,795)$ ( 116,960) Net Program Expenditures $ 2,254,909 $ 2,351,607 $ 3,147,250 $ 3,079,774 $ ( 67,476) Revenue Recovery % 5% 3% 2% 5%
Authorized Full Time Positions 10.00 11.00 13.00 11.00 ( 2.00) City of Chula Vista
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DEPARTMENT SUMMARY REPORTS Administration
Administration

11.00)
City Manager’ s Office
Communications
Total GF FTE 11.00
Total Non GF FTE 0.00
Total Dept FTE 11.00

ORGANIZATIONAL CHART
City of Chula Vista
Proposed Budget FY 2026 103
DEPARTMENT SUMMARY REPORTS Information Technology Services Information Technology Services

INFORMATION
WEBSITE www.chulavistaca. gov/ departments/ information- technology- service EMAIL ITSINFO@chulavistaca. gov
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
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DEPARTMENT SUMMARY REPORTS Information Technology Services

STRATEGIC GOALS
Network & Cyber Operation Services
Continuously evaluate, pilot, and implement emerging technologies that address operational challenges, improve service delivery, and inform the City’s long-term digital direction.

Deliver secure, scalable, and reliable information technology solutions by developing and executing a comprehensive 5-year Information Technology and Cybersecurity Strategic Roadmap aligned with the City’s evolving service needs and compliance requirements.

Enhance staff productivity, collaboration, and digital literacy by implementing a structured professional development program focused on the practical application of current and emerging technologies.

Develop, implement, and annually test a comprehensive Cybersecurity and Disaster Recovery Plan that ensures business continuity, data protection, and regulatory compliance across all City departments.

Establish and support a Citywide Privacy Commission to provide oversight, guidance, and policy recommendations on the ethical use, collection, and protection of personal data.

Establish a cross-departmental IT Governance Board to oversee technology investments, prioritize initiatives, and guide the City’s digital transformation through a structured, transparent governance process.

STATUS:

Staff is currently engaged in several projects which will enhance the City’s technology infrastructure:

The City’s IT Service Desk platform was significantly enhanced by streamlining workflows and overhauling the new hire onboarding process, improving efficiency and response times.

Onboarding and offboarding processes were further automated in collaboration with HR, enhancing security and operational consistency
Integration began between Active Directory and the enterprise resource planning’ s Human Capital Management module, setting the foundation for automated user provisioning.

Group Policies were securely restructured to strengthen endpoint compliance and reduce attack surfaces.

The City Hall, Public Works, and Library domain controllers ( approx. 10 servers) were upgraded to the latest operating system, enhancing security and performance.

Virtualization efforts increased, leading to the consolidation and decommissioning of physical servers to reduce maintenance and power costs.

A five- year device replacement plan was developed to standardize lifecycle planning for PCs and laptops across all departments
The City migrated DNS services from Cox to Azure DNS, increasing reliability and security of domain name resolution across all operations
Twenty legacy routers were decommissioned from fire stations and parks to simplify the network topology and reduce operational costs
Internet circuits at City Hall and the Police Department were migrated from Cox to AT&T, enhancing reliability and preparing for future high availability.

Fire stations and parks migrated from Cox DMVPN to AT&T EoMPLS circuits, significantly improving network stability and performance.

SolarWinds Hybrid Cloud Observability was deployed to provide real-time health monitoring for critical network infrastructure.

Mobile hardware in Fire Department vehicles was upgraded—including Cradlepoint routers, MDCs, and Medisafes— to ensure secure, real-time communication and data access in the field.

A citywide implementation of Canon multifunction devices was completed, optimizing printing infrastructure and introducing automatic toner resupply features
City of Chula Vista
Proposed Budget FY 2026 105
DEPARTMENT SUMMARY REPORTS Information Technology Services Geographic Information Systems ( GIS) Division
Integrate Geographic Information Systems ( GIS) across all departments to support planning, operations, and public engagement by delivering actionable spatial insights and enterprise system integration.

Ensure GIS data accuracy, consistency, and accessibility through formal data governance, regular validation, and collaboration with departmental data owners.

Develop and maintain user-friendly public-facing mapping applications and dashboards that improve transparency, civic engagement, and access to city services.

STATUS:

Staff is currently engaged in several projects which will enhance the City’s technology infrastructure:

Maintained and updated the City’s geospatial database with 374 feature classes and over 1.8 million data points, including 181,134 feature edits and 20,473 new features across 53 classes.

Created 8 new feature classes and 35 maps/ apps supporting projects like Citywide wall maps, EOC data, addressing, encampments, shuttle routes, stormwater inspections, and public safety models.

Automated ETL ( Extract, Transform, Load) processes to push public-facing map data to ArcGIS Online AGOL), reducing system load and increasing efficiency.

Integrated new Public Works striping data from SpecRite into CVMapper for real-time access by field staff.

Upgraded the Enterprise ArcGIS platform to version 11.4, improving stability and functionality while saving 13,000 through internal deployment.

Enhanced CVMapper with Windows Authentication and security upgrades, increasing registered users to 362 and boosting daily use by 8% to 160 users per day.

Application Support Division
Ensure the stability, performance, and reliability of enterprise applications through proactive maintenance, timely upgrades, and responsive support aligned with departmental needs.

Collaborate with departments to streamline workflows and eliminate manual processes by expanding integrations between enterprise systems and deploying low-code automation solutions.

Deliver user-focused training, documentation, and support to maximize adoption, improve productivity, and increase satisfaction with City-supported applications.

STATUS:

Staff is currently engaged in several projects which will enhance the City’s technology infrastructure:

Implemented a new point-of-sale system within Accela, fully integrated with the City’s financial system, improving payment processing for permitting, licensing, and building services.

Enabled electronic plan review in Accela and initiated integration between Active Directory and the ERP system, streamlining permitting workflows and automating user provisioning.

Expanded CV360 tools and delivered Smart Tech Tips training resources, improving staff collaboration, file sharing, and technical proficiency across departments.

KEY PERFORMANCE MEASURES
The Information Technology Services Department tracks performance through system uptime, cybersecurity readiness, data accuracy, and user engagement. Key metrics include maintaining 99.9% network uptime, completing annual disaster recovery tests, and delivering major infrastructure and application upgrades on schedule. GIS success is measured by updated datasets, published maps, and increased use of tools like CVMapper. Application Support performance includes completed integrations, reduced manual workflows, and increased staff adoption of key platforms and training resources.

City of Chula Vista
Proposed Budget FY 2026 106
DEPARTMENT SUMMARY REPORTS Information Technology Services

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

Expenditures
Increase in Supplies and Services of $322,000 for increases in software contracts costs.

City of Chula Vista
Proposed Budget FY 2026 107
DEPARTMENT SUMMARY REPORTS Information Technology Services 06) INFORMATION TECHNOLOGY
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 1,860,936 2,125,067 2,392,307 2,535,966 143,659 Hourly Wages 14,405 95,518 - - -
Overtime 711 5,313 - - -
Health Benefits 226,860 260,178 318,032 289,175 ( 28,857) Retirement Benefits 178,497 235,241 253,847 255,179 1,332 Other Personnel Expense 169,446 172,094 146,089 177,074 30,985 Personnel Expenses Subtotal 2,450,855 2,893,410 3,110,275 3,257,394 147,119 Supplies and Services 1,856,863 1,685,630 1,538,461 1,860,461 322,000 Other Capital - - 87,890 87,890 -
Utilities 1,462 1,586 4,270 4,270 -
Internal Service Charges 72 465 - 941 941
Non- Personnel Expenses Subtotal 1,858,397 1,687,681 1,630,621 1,953,562 322,941 Total Expenditures $ 4,309,252 $ 4,581,091 $ 4,740,896 $ 5,210,956 $ 470,060 Charges for Services ( 236,427) ( 238,517) ( 220,358) ( 249,630) ( 29,272) Transfers In ( 117,114) ( 149,340) ( 86,400) ( 86,400) - Other Revenues - ( 155) - - -
Total Revenues $ ( 353,541) $ ( 388,012) $ ( 306,758) $ ( 336,030)$ ( 29,272) Net Program Expenditures $ 3,955,711 $ 4,193,080 $ 4,434,138 $ 4,874,926 $ 440,788 Revenue Recovery % 8% 8% 6% 6%
Authorized Full Time Positions 18.00 21.00 21.00 21.00 - City of Chula Vista
Proposed Budget FY 2026 108
DEPARTMENT SUMMARY REPORTS Information Technology Services Info Tech Svcs

21.00)
Application Support and
ProgrammingNetwork Operations Geographic InformationSystems ( 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 2026 109
DEPARTMENT SUMMARY REPORTS Human Resources Department
Human Resources Department

INFORMATION
WEBSITE www.chulavistaca. gov/ departments/ human- resources PHONE ( 619) 691-5096
EMAIL humanresources@chulavistaca. gov
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; and oversees the Citywide Employee Engagement and Wellness Committee, Citywide Safety Committee and Workplace Prevention Working Group.

HR Administration provides the day-to-day oversight of 22.0 HR staff, serving approximately 1,311.75 active fulltime and part-time benefits- eligible employees and up to 500 temporary employees. HR Administration advises departments on the interpretation and application of City policies and procedures pertaining to Human Resources and the Civil Service Rules. Additionally, this division is responsible for training and guiding departments and individuals through teambuilding, performance management, investigation and the discipline process, as well as providing City employees with organizational and personal professional development resources. HR Administration negotiates the City’s six labor contracts, coordinates Citywide labor management cooperation, and interprets and maintains compliance with each bargaining unit’s memorandum of understanding. HR Administration also provides staff assistance to the Civil Service Commission.

One of the goals of the Human Resources Department is to attract the best and brightest to the City of Chula Vista to fostering an environment where employees can thrive. The HR Operations Division is responsible for recruitment, selection, classification and compensation. The division identifies qualified applicants to fill job vacancies atall levels, through recruitment efforts and testing. Applicants are given the opportunity to demonstrate their employment strengths through each phase of the recruitment and selection process. The outcome is an eligible list of qualified candidates. Filling vacancies in a timely manner helps departments deliver efficient, cost- effective services to City residents, aligning with the City of Chula Vista’s goals and objectives.

Human Resources Operations staff also conducts studies of positions and makes recommendations on proper job classification and compensation, and writes and revises job descriptions based on these studies. The division maintains the City’s Classification Plan, Compensation Plan, and related administrative regulations. 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. The Human Resources Department has citywide oversight of various state and federal programs which are administered through the following areas: 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 healthy working environment for employees, volunteers and the public while strengthening the safety culture of our organization
City of Chula Vista
Proposed Budget FY 2026 110
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; voluntary pet insurance; 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 City-wide Employee Engagement and Wellness Committee, comprised of representatives from each City department and each of the City’s bargaining groups. The committee implements events and programs to increase engagement levels within the City’s workforce. Merging Engagement and Wellness together 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 2026 111
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 City Clerk’s Office to the onboarding portal to further streamline and automate our onboarding process. To allow more flexibility in the onboarding process of unclassified hourly ( UCHR) employees, a new hire orientation video was created. In the coming year, the Department is improving the New Hire Orientation process by continuing to incorporate 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. The Department is also working towards the implementation of benefits life event reporting within the system which would allow for employees to report qualifying life events for benefits coverage purposes, replacing a current paper process
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 years, 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 eighth year with our Worker’ s Compensation third-party administrator. Quarterly file reviews have been conducted to review open claims and we completed our seventh 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 fifth 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 150 employees will have been recognized with a service year milestone.

The Employee Engagement and Wellness Committee hosted several Employee Engagement and Wellness events, such as the New Fiscal Year Kickoff Event, Halloween Celebration including a costume contest and pumpkin decorating contest, Holiday Celebration event with an ugly sweater contest and gingerbread City of Chula Vista
Proposed Budget FY 2026 112
DEPARTMENT SUMMARY REPORTS Human Resources Department
house contest. The following wellness areas were incorporated into events: financial education, sleep health, and mental health.

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
of assigned mandatory trainings completed 99% 99% 99%
CY 2023
Actual
CY 2024
Actual
CY 2025
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 2023 through CY 2024.

Unable to estimate or project lost workdays due to work related injuries. Target is always 0.

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
Increase in Other Revenues of $1.0 million based on the available fund balance of Flexible Spending Account FSA) forfeitures.

Expenditures
No significant budget adjustments.

City of Chula Vista
Proposed Budget FY 2026 113
DEPARTMENT SUMMARY REPORTS Human Resources Department
07) HUMAN RESOURCES
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 2,105,584 2,032,332 2,392,294 2,554,250 161,956 Hourly Wages 83,378 146,350 54,656 55,485 829
Overtime 3,431 8,849 - - -
Health Benefits 289,675 283,959 353,930 328,317 ( 25,613) Retirement Benefits 201,837 211,972 242,177 242,965 788 Other Personnel Expense 207,658 172,884 116,440 146,720 30,280 Personnel Expenses Subtotal 2,891,564 2,856,346 3,159,497 3,327,737 168,240 Supplies and Services 526,736 571,193 849,286 849,286 - Other Capital - - 2,500 2,500 -
Utilities 1,524 1,715 1,871 1,871 -
Non- Personnel Expenses Subtotal 528,261 572,908 853,657 853,657 - Total Expenditures $ 3,419,824 $ 3,429,254 $ 4,013,154 $ 4,181,394 $ 168,240 Charges for Services ( 312,021) ( 426,576) ( 348,987) ( 309,684) 39,303 Transfers In ( 202,516) ( 185,711) ( 170,616) ( 175,862) ( 5,246) Other Revenues ( 92,663) ( 150,883) ( 109,879) ( 1,109,879) ( 1,000,000) Total Revenues $ ( 607,200) $ ( 763,170) $ ( 629,482) $ ( 1,595,425)$ ( 965,943) Net Program Expenditures $ 2,812,625 $ 2,666,084 $ 3,383,672 $ 2,585,969 $ ( 797,703) Revenue Recovery % 18% 22% 16% 38%
Authorized Full Time Positions 21.00 22.00 22.00 22.00 - City of Chula Vista
Proposed Budget FY 2026 114
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 2026 115
DEPARTMENT SUMMARY REPORTS Finance Department
Finance Department

INFORMATION
WEBSITE www.chulavistaca. gov/ departments/ finance
PHONE ( 619) 691-5250
EMAIL finance@chulavistaca. gov
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 five divisions: Administration, Budget & Analysis, Purchasing, 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 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 supporting labor negotiations.

The Purchasing 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 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 34,700 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 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 13,296 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 2026 116
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:

Ongoing: Tracking ARPA activities in accordance with the Final Rule that was issued by the Treasury. Submitted Quarterly Project and Expenditure Reports and a Recovery Plan Performance Report in support of reporting requirements associated with American Rescue Plan Funds.

Create and implement policies to help safeguard the City’s finances.

STATUS:

Updated the Citywide Reserve Policy - Fiscal Health Plan ( Council Policy No. 220-03) to consolidate the City’s reserve into one policy for consistency and to refine the uses of reserves in response to the increased CalPERS costs. This policy can be found in the Appendix section.

Updated the City’s Debt Policy ( Council Policy No. 220-05) and Disclosure Policy ( Council Policy No. 220-07) to stay current with best practices and new debt and disclosure rules.

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
Decrease of Transfers In revenues of $425,419 due to changes in staff time related to treasury services and support of other funds
Expenditures
Increase in Personnel Services of $310,044 for scheduled MOU contract increases for various bargaining groups along with changes to health and retirement benefits.

Increase in Supplies and Services of $380,500 for contract management software and internal audit services.

City of Chula Vista
Proposed Budget FY 2026 117
DEPARTMENT SUMMARY REPORTS Finance Department

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
Accounts payable transactions 34,700 35,694 36,000
Business licenses issued 13,926 13,658 13,900
Purchase requisitions 2,396 2,450 2,500
Form W-2s processed 1,796 1,834 1,870
City of Chula Vista
Proposed Budget FY 2026 118
DEPARTMENT SUMMARY REPORTS Finance Department
08) FINANCE
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 2,900,741 3,172,066 3,594,344 3,806,313 211,969 Hourly Wages 38,254 44,760 33,287 33,791 504
Overtime 2,970 2,202 - - -
Health Benefits 414,929 431,551 486,376 508,885 22,509
Retirement Benefits 300,022 366,241 397,175 404,511 7,336 Other Personnel Expense 273,141 226,111 184,464 252,190 67,726 Personnel Expenses Subtotal 3,930,056 4,242,931 4,695,646 5,005,690 310,044 Supplies and Services 264,394 263,088 391,052 771,552 380,500 Other Capital 2,594 55 3,573 3,573 -
Utilities 1,432 1,661 1,789 1,789 -
Internal Service Charges - - - 52 52
Non- Personnel Expenses Subtotal 268,421 264,804 396,414 776,966 380,552 Total Expenditures $ 4,198,476 $ 4,507,735 $ 5,092,060 $ 5,782,656 $ 690,596 Licenses and Permits ( 41,324) ( 31,598) ( 31,395) ( 31,412) ( 17) Charges for Services ( 201,875) ( 217,184) ( 288,724) ( 274,744) 13,980 Transfers In ( 639,649) ( 592,475) ( 882,602) ( 457,183) 425,419 Other Revenues ( 483,957) ( 496,551) ( 391,791) ( 439,992) ( 48,201) Total Revenues $ ( 1,366,805) $ ( 1,337,808) $ ( 1,594,512) $ ( 1,203,331)$ 391,181 Net Program Expenditures $ 2,831,671 $ 3,169,927 $ 3,497,548 $ 4,579,325 $ 1,081,777 Revenue Recovery % 33% 30% 31% 21%
Authorized Full Time Positions 32.00 34.00 35.00 35.00 - City of Chula Vista
Proposed Budget FY 2026 119
DEPARTMENT SUMMARY REPORTS Finance Department
Finance

37.00)
Administration
RecoveryBudget & Analysis Revenue &
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 2026 121
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:

General liability 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 ( MVLF)
Transient Occupancy Tax ( TOT)
Franchise Fees
Utility Users’ Tax ( UUT)
Transfers In from various other funds.

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
Property Tax: $6,468,323 increase to assessed values by $3,925,323 on real property budgeted due to anticipated growth over FY 2025 Adopted Budget, and increase to Bayfront property tax increment projections of $2,543,000.

Other Local Taxes: $ 16,688,736, including Sales & Use Taxes by $1,963,874, Measure A Sales Tax by $1,521,828, Measure P Sales Tax by $1,521,828, Transient Occupancy Taxes by $11,734,652, based on projected growth along with other local taxes of $53,446.

Motor Vehicle License Fees: $2,406,563 increase to assessed values on real property due to anticipated growth over FY 2025 Adopted Budget.

Other Revenues: $ 1,103,129 increase driven by the following changes: a $302,073 increase in Franchise Fees, a $225,547 rise in Cannabis Excise Tax, a $250,366 increase in Cardroom Fees, and $ 61,437 from various miscellaneous licenses and fees. Additionally, a $1,287,000 increase is projected for sales tax revenue related to the Bayfront project. These increases in revenues were partially offset by a $903,294 decrease in transfers from other City funds and a $120,000 reduction in donations.

Transfers In: $1,501,572 increase related to revenues received from resolving obligations related to the former Redevelopment Agency of the City of Chula Vista.

Expenditures
Personnel Services: $ 484,650 increase in expenditures to remove $ 400,000 in FY 2025 projected salary savings used to offset expenditures for a potential ballot measure related to City Charter amendments, and add $84,650 for professional enrichment funding under current labor agreements Supplies and Services: $ 801,300 increase for asignificant increase in insurance costs by $ 1, 671, 300 and decrease for potential ballot measure costs projected during FY 2025 by $900,000.

Other Expenses: $ 368,851 increase in expenditures primarily for real estate property taxes for Community Facility Districts.

City of Chula Vista
Proposed Budget FY 2026 122
DEPARTMENT SUMMARY REPORTS Non-departmental
Transfers Out: $12,333,802 increase, including a transfer to both the Measure A Sales Tax Fund and Measure P Sales Tax Fund for a total of $3,008,655, decrease of other transfers of $3,325,818, decrease in transfers to the Pension/ Reserve Fund by $2,435,074, and increase transfers of revenues generated by the Bayfront Hotel and Convention Center for contractual commitments by $14,897,619. 09) NON- DEPARTMENTAL
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries - 176,963 ( 400,000) - 400,000
Health Benefits 2,705 166 10,000 10,000 -
Retirement Benefits 93,895 107,645 100,000 100,000 -
Other Personnel Expense 249,334 260,202 279,700 364,350 84,650 Personnel Expenses Subtotal 345, 933 544,976 ( 10,300) 474,350 484,650 Supplies and Services 5,013,545 6,291,295 9,530,309 10,331,609 801,300 Other Expenses 2,703,250 3,146,262 1,757,735 2,126,586 368,851 Utilities 30,036 39,184 19,074 - ( 19,074)
Transfers Out 104,525,678 112,336,303 87,537,519 99,871,321 12,333,802 CIP Project Expenditures 44,103 10,006 - - -
Non-CIP Project Expenditures ( 134,654) - - - -
Non- Personnel Expenses Subtotal 112,181,958 121,823,050 98,844,637 112,329,516 13,484,879 Total Expenditures $ 112,527, 891 $ 122, 368,026 $ 98,834,337 $ 112,803,866 $ 13,969,529 Property Taxes ( 46,174,891) ( 48,566,271) ( 51,964,391) ( 58,432,714) ( 6,468,323) Other Local Taxes ( 118,406,715) ( 121,316,080) ( 123,230,395) ( 139,919,131) ( 16,688,736) Motor Vehicle License Fees ( 28,010,041) ( 29,857,462) ( 31,051,760) ( 33,458,323) ( 2,406,563) Licenses and Permits ( 125,394) ( 141,077) ( 103,920) ( 103,920) - Use of Money and Property ( 4,054,304) ( 4,052,635) ( 3,333,585) ( 3,504,612) ( 171,027) Revenue from Other Agencies ( 318,828) ( 207,557) ( 228,246) ( 228,246) - Charges for Services ( 224) ( 828) - - -
Other Revenues ( 21,380,497) ( 21,957,577) ( 22,696,588) ( 23,799,717) ( 1,103,129) Transfers In ( 2,621,212) ( 21,700,881) ( 2,519,746) ( 4,021,318) ( 1,501,572) Total Revenues $ ( 221,092, 106) $ ( 247, 800,368) $ ( 235,128,631) $ ( 263,467,981)$ ( 28,339,350) Net Program Expenditures $ ( 108,564,216) $ ( 125,432,342) $ ( 136,294,294) $ ( 150,664,115)$ ( 14,369,821) Revenue Recovery % N/ A N/A N/A N/ A
Authorized Full Time Positions
1 City of Chula Vista
Proposed Budget FY 2026 123
DEPARTMENT SUMMARY REPORTS Animal Services Department
Animal Services Department

INFORMATION
WEBSITE www.cvacf. org
PHONE ( 619) 691-5123
EMAIL animalcare@chulavistca. gov
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 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.24petconnect. 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. Free vaccine and microchip clinics are held quarterly, if not more frequently based on grants and donations.

City of Chula Vista
Proposed Budget FY 2026 124
DEPARTMENT SUMMARY REPORTS Animal Services Department

MISSION STATEMENT
We work to ensure the safety, health and wellbeing of animals and people in our community through compassion, support and education.

STRATEGIC GOALS
Strong and Secure Neighborhoods
Decrease Length of stay by increasing reclaims and adoptions and decreasing intakes.

Support our community with consistent spay/ neuter, Trap-Neuter- Return ( TPN), and vaccination/ microchip clinics Increase dog fosters which will positively impact the length of stay, mental and physical health of the dogs Increase volunteers able to directly impact the animal’s wellbeing and increase adoption opportunities

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Projected
FY 2026
Estimated
Cat Save rate 84% 77% 84%
Dog Save rate 85% 90% 92%
Total Animal Intake 4,100 3,900 3,800

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
Decrease in Other Revenues of $283,285 due to no longer providing services to the City of Imperial Beach.

Expenditures
Increase to Personnel Services of $298,344 for scheduled MOU contract increases for various bargaining groups along with changes to health and retirement benefits.

City of Chula Vista
Proposed Budget FY 2026 125
DEPARTMENT SUMMARY REPORTS Animal Services Department
10) ANIMAL SERVICES
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 1,639,278 1,608,100 2,142,764 2,354,458 211,694 Hourly Wages 230,344 291,706 117,363 119,141 1,778
Overtime 84,357 79,947 98,736 98,736 -
Health Benefits 309,644 315,340 439,580 460,271 20,691
Retirement Benefits 184,432 197,734 245,077 258,856 13,779 Other Personnel Expense 170,504 147,594 87,471 137,873 50,402 Personnel Expenses Subtotal 2,618,560 2,640,419 3,130,991 3,429,335 298,344 Supplies and Services 389,280 390,996 351,950 440,750 88,800 Other Expenses 4,812 3,691 4,500 4,500 -
Other Capital 239 68,302 6,282 - ( 6,282)
Utilities 77,639 65,065 64,541 73,713 9,172
Internal Service Charges 41,825 61,353 77,384 59,118 ( 18,266) Non- Personnel Expenses Subtotal 513,795 589,407 504,657 578,081 73,424 Total Expenditures $ 3,132,355 $ 3,229,827 $ 3,635,648 $ 4,007,416 $ 371,768 Licenses and Permits ( 140,736) ( 144,450) ( 142,800) ( 142,800) - Fines and Penalties ( 14,984) ( 6,665) ( 20,400) ( 20,400) - Charges for Services ( 133,906) ( 144,371) ( 299,256) ( 299,256) - Transfers In ( 23,500) - - - -
Other Revenues ( 835,006) ( 1,132,760) ( 911,086) ( 627,801) 283,285 Use of Money and Property - ( 380) - - -
Total Revenues $ ( 1,148,132) $ ( 1,428,625) $ ( 1,373,542) $ ( 1,090,257)$ 283,285 Net Program Expenditures $ 1,984,224 $ 1,801,201 $ 2,262,106 $ 2,917,159 $ 655,053 Revenue Recovery % 37% 44% 38% 27%
Authorized Full Time Positions 21.25 27.25 29.25 29.25 - City of Chula Vista
Proposed Budget FY 2026 126
DEPARTMENT SUMMARY REPORTS Animal Services Department
Animal Services

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 2026 127
DEPARTMENT SUMMARY REPORTS Economic Development
Economic Development

INFORMATION
WEBSITE www.chulavistaca. gov/ businesses
PHONE ( 619) 409-5913
EMAIL business@chulavistaca. gov
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 support services to establish a sound foundation for Chula Vista’s sustainable economic development. The Department’ s work is guided by its support of small businesses, as well as business expansion, attraction and retention efforts. In addition the Office of Economic Development supports key priority projects for the City including Bayfront development and associated hospitality integration efforts; University and Innovation District opportunities; and key real estate development efforts. The Office of Economic Development works to provide financial, technical and marketing assistance to small businesses in addition to creating more business- friendly policies The Office of Economic Development strives to create sustainable economic development through quality employment, shopping, dining and entertainment opportunities for Chula Vista’s 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

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
Expand Business Support
Promote an environment for residents and businesses to prosper.

Provide exceptional customer service to all businesses.

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.

City of Chula Vista
Proposed Budget FY 2026 128
DEPARTMENT SUMMARY REPORTS Economic Development
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.

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.

Continue to support an equitable community recovery from the impacts of the COVID- 19 pandemic.

KEY PERFORMANCE MEASURES
Due to organizational restructuring that took place in Fiscal Year 2025, the Sustainability Division was reorganized under the Department of Public Works. Additionally, the development of an Economic Development Strategic Plan with the assistance of a professional services consultant. Staff expects to present a draft Economic Development Strategic Plan to City Council for consideration in Fiscal Year 2026. The Economic Development Strategic Plan will include new key performance metrics that will guide the City’s economic development efforts into the future and inform staffing needs to support the City’ s economic development work.

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

Expenditures
The Sustainability Division was restructured from the Economic Development Department to the Public Works Department in FY 2025. Positions 1.0 FTE Administrative Technician, 1.0 Environmental Sustainability Manager and 3.0 FTE Conservation Specialist II were transferred from the Economic Development Department to the Public Works Department.

Decrease of $589,989 in Personnel Services expenditures primarily due to the mid-year restructuring of the Sustainability Division staffing from the Economic Development Department to the Public Works Department.

City of Chula Vista
Proposed Budget FY 2026 129
DEPARTMENT SUMMARY REPORTS Economic Development
11) ECONOMIC DEVELOPMENT
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 826,105 908,128 830,151 403,118 ( 427,033)
Hourly Wages 12,572 21,974 772 - ( 772)
Overtime 4,780 375 - - -
Health Benefits 122,355 119,199 138,328 45,812 ( 92,516) Retirement Benefits 85,782 103,770 89,520 42,021 ( 47,499) Other Personnel Expense 77,872 67,275 58,330 36,161 ( 22,169) Personnel Expenses Subtotal 1,129,465 1,220,720 1,117,101 527,112 ( 589,989) Supplies and Services 417,726 264,027 195,154 112,604 ( 82,550) Other Expenses 63,482 - - - -
Utilities 1,644 1,732 1,776 1,156 ( 620)
Transfers Out - 200,000 - - -
Non-CIP Project Expenditures 111,392 93,336 - - -
Non- Personnel Expenses Subtotal 594,244 559,095 196,930 113,760 ( 83,170) Total Expenditures $ 1,723,709 $ 1,779,816 $ 1,314,031 $ 640,872 $ ( 673,159) Transfers In ( 493,670) ( 103,670) ( 211,334) ( 10,334) 201,000 Other Revenues ( 48,902) ( 104,813) ( 246,072) ( 246,072) - Use of Money and Property ( 309,774) ( 312,985) ( 309,774) ( 316,587) ( 6,813) Total Revenues $ ( 852,346) $ ( 521,468) $ ( 767,180) $ ( 572,993)$ 194,187 Net Program Expenditures $ 871,363 $ 1,258,347 $ 546,851 $ 67,879 $ ( 478,972) Revenue Recovery % 49% 29% 58% 89%
Authorized Full Time Positions 11.00 9.00 8.00 3.00 ( 5.00) Budget Restructuring:

The Sustainability Division was moved from the Economic Development Department to the Public Works Department in FY 2025.

City of Chula Vista
Proposed Budget FY 2026 130
DEPARTMENT SUMMARY REPORTS Economic Development
Office of Economic
Development

3.00)
Administration
Economic Development
Total GF FTE 3.00
Total Non GF FTE 0.00
Total Dept FTE 3.00
Successor Agency to
the Redev Agency Debt Service Funds

ORGANIZATIONAL CHART
City of Chula Vista
Proposed Budget FY 2026 131
DEPARTMENT SUMMARY REPORTS Development Services Department Development Services Department

INFORMATION
WEBSITE https:// www.chulavistaca. gov/ departments/ development- services PHONE ( 619) 691-5101
EMAIL dsd@chulavistaca. gov
With the adoption of the fiscal year 2026 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 2026 132
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 fuelload 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 construction was completed in May 2025. Additionally, in December 2024, Development Services launched 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 2026 133
DEPARTMENT SUMMARY REPORTS Development Services Department

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

Expenditures
Mid-year FY 2025 transfer of 1.0 FTE Building Official from the General Fund to the Development Services Fund.

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
Respond to 85% of Code Enforcement complaints within two business days of initial report 97% 85% 85%
Update 85% of Code Enforcement cases from an “Open” status to another status within thirty days. 97% 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 2026 134
DEPARTMENT SUMMARY REPORTS Development Services Department 12) DEVELOPMENT SERVICES
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 1,619,813 1,809,335 2,382,112 2,335,165 ( 46,947) Hourly Wages 19,494 29,743 31,033 31,503 470
Overtime 3,960 8,137 1,026 1,026 -
Health Benefits 229,332 244,318 302,301 317,465 15,164
Retirement Benefits 148,944 194,402 243,809 232,547 ( 11,262) Other Personnel Expense 145,280 122,333 85,224 136,821 51,597 Personnel Expenses Subtotal 2,166,823 2,408,267 3,045,505 3,054,527 9,022 Supplies and Services 216,844 203,621 173,003 201,822 28,819 Other Expenses 3,426,108 46,613 46,610 46,610 -
Other Capital ( 31) - - - -
Utilities 2,586 2,548 1,533 1,533 -
Internal Service Charges 15,107 13,829 34,610 26,015 ( 8,595) Non- Personnel Expenses Subtotal 3,660,614 266,612 255,756 275,980 20,224 Total Expenditures $ 5,827,437 $ 2,674,879 $ 3,301,261 $ 3,330,507 $ 29,246 Licenses and Permits ( 605,128) ( 672,202) ( 555,504) ( 604,093) ( 48,589) Fines and Penalties ( 85,928) ( 66,684) ( 350,521) ( 350,521) - Charges for Services ( 225,508) ( 172,311) ( 255,057) ( 257,390) ( 2,333) Transfers In ( 1,114,472) ( 1,023,733) ( 1,023,733) ( 1,023,733) - Other Revenues ( 21,800) ( 818) ( 29,117) ( 29,117) -
Total Revenues $ ( 2,052,837) $ ( 1,935,749) $ ( 2,213,932) $ ( 2,264,854)$ ( 50,922) Net Program Expenditures $ 3,774,600 $ 739,130 $ 1,087,329 $ 1,065,653 $ ( 21,676) Revenue Recovery % 238% 72% 67% 68%
Authorized Full Time Positions 20.00 21.00 22.00 21.00 ( 1.00) City of Chula Vista
Proposed Budget FY 2026 135
DEPARTMENT SUMMARY REPORTS Development Services Department Development
Services

86.00)
Administration
ServicesCurrent Planning Building
Facilities
Financing
Total General Fund ( GF) FTE 21.00
Total Non GF FTE 65.00
Total Dept FTE 86.00
EnforcementAdvance Planning Code Land Development Landscape Architecture
Development Svcs
Counter

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2026 137
DEPARTMENT SUMMARY REPORTS Engineering & Capital Projects Department Engineering & Capital Projects Department

INFORMATION
WEBSITE www.chulavistaca. gov/ departments/ engineering PHONE ( 619) 691-5021
EMAIL Engineering@chulavistaca. gov
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.

City of Chula Vista
Proposed Budget FY 2026 138
DEPARTMENT SUMMARY REPORTS Engineering & Capital Projects Department 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.

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 2026 139
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 was approximately 50 years old and was among the busiest community centers in the southwestern area of the City. The facility was in need of replacement.

In April 2020, City Council approved a Design Build Agreement for replacing the Center which includes multipurpose facilities in addition to an aquatic facility encompassing an area of approximately 44,000 square feet.

In August 2021, City 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 multipurpose 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.

STATUS:

Construction of Segments 1 and 2 was completed in April 2023, and these segments were opened for limited use pending the completion of Segment 3. Design for Segment 3 began in June 2021 and was completed in June 2022. The Loma Verde Community Center is fully operational and open to the public while final construction activities are underway. Due to stormwater issues, the splash pad required redesign.

Construction of the new splash pad is expected to be completed in Spring 2025. This project supports the City’s Strong and Secure Neighborhoods goal by providing a safe, modern, and appealing space where residents can gather, play, and stay connected.

Expansion of Adaptive Traffic Control Systems and Traffic Signal Modernization These “ smart” traffic signal systems detect approaching vehicles along certain major corridors to automatically adjust the duration of traffic signal cycles to best serve changing traffic patterns and congestion in real time.

The goal is to reduce travel times, enhance safety, and reduce greenhouse gas emissions attributable to vehicles idling at red lights along heavily traveled streets.

These modern adaptive control systems also have the capability to connect to some connected vehicles and autonomous vehicles, better known as self-driving cars, using vehicle- to-infrastructure data sharing technology.

In 2021, the City upgraded 29 intersections along Telegraph Canyon Road, East H Street, and Otay Lakes Road with adaptive traffic signal controllers. The system continues to be monitored and optimized even years later to provide a safe and efficient flow of traffic along these major corridors.

In 2023, the City completed the construction of traffic signal modifications and improvements at 11 locations throughout the City. The CIP project’s scope of work included 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.

In 2025, the City continues to expand its adaptive traffic control system onto sections of Otay Lakes Rd and Eastlake Parkway. Also, the traffic signal modernization at three intersections throughout the City focuses on City of Chula Vista
Proposed Budget FY 2026 140
DEPARTMENT SUMMARY REPORTS Engineering & Capital Projects Department upgrading traffic signal hardware, improving circulation and safety at these locations. These projects are in the design phase.

STATUS:

An additional $ 25 thousand in Measure P funding for FY 2026 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 required renovation to meet the evolving duties of the Fire Department.

The project was to 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 required upgrades to meet modern firefighter personnel needs.

In May 2021, City 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 City Council in February of 2023.

STATUS:

Construction began in September 2023 and was completed in January 2025. The station is now fully operational, with final project closeout activities currently underway. This renovation directly supports the City’s Strong and Secure Neighborhoods strategy by enhancing emergency response capabilities and improving firefighter readiness and safety.

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 March 2025, approved grant funds total $6.8 million for preliminary engineering, $ 214 thousand for rightof-way acquisition, $ 31.3 million for construction, and $4.7 million for construction engineering.

Funding for construction includes $ 31.3 million HBP funds, $12.6 million City TDIF funds, and a $2Million contribution from the City of San Diego.

Environmental resource agency permits are in place and final coordination for a supporting document is ongoing with California Department of Fish and Wildlife.

STATUS:

The construction contract was awarded in October of 2024, and construction started in December of 2024.

Completion is anticipated in summer 2027. Development Impact Fees from both Chula Vista and the City of City of Chula Vista
Proposed Budget FY 2026 141
DEPARTMENT SUMMARY REPORTS Engineering & Capital Projects Department San Diego benefit areas will provide both the required matching funds and funds for improvements that are not grant eligible
Renovation of Eucalyptus Park
Eucalyptus Park was the City’s first park, built in 1927.

The 19.69-acre community park is located at 436 C Street and stretches from 5th Avenue and 4th Avenue.

The renovation work is funded in part by $6.4 million in grant funding from the Statewide Parks Program’s Round Four, awarded in February 2022.

Following a series of community workshops and public engagement surveys, an updated Eucalyptus Park Master Plan was presented to the Parks and Recreation Commission in April 2023 and approved by City Council in June 2023.

New Eucalyptus park amenities funded by the grant will include multi-purpose field with lighting, interactive water feature, skate/ scooter plaza, bike skills plaza and jump area, perimeter walking path, fitness equipment, pickleball courts with lighting, additional parking by the softball field, new park monument sign, new playground equipment and surfacing, renovated small and large dog park areas In December 2023, the City Council approved additional funding, including $ 3.5 million in Measure P and $8.6 million from the Capital Improvement Projects Fund to upgrade existing facilities such as tennis courts and lighting, softball field and lighting, basketball court, picnic shelters, restroom and storage buildings, trash enclosure, and park fencing.

STATUS:

The construction contract for the Eucalyptus Park project was awarded in November of 2024. Construction began on March 10, 2025, and is anticipated to be complete by Spring of 2026.

City of Chula Vista
Proposed Budget FY 2026 142
DEPARTMENT SUMMARY REPORTS Engineering & Capital Projects Department

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
Pavement Condition Index 72 70 71
Deliver Projects within 5 Year CIP Cycle 81% 80% 85%
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
No significant budget adjustments.

Expenditures
Increase to Personnel Services of $325,858 for scheduled MOU contract increases for various bargaining groups along with changes to health and retirement benefits.

City of Chula Vista
Proposed Budget FY 2026 143
DEPARTMENT SUMMARY REPORTS Engineering & Capital Projects Department 13) ENGINEERING/CAPITAL PROJECTS
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 5,346,773 5,602,583 7,506,593 7,722,411 215,818 Hourly Wages 2,112 10,144 25,123 25,504 381
Overtime 46,673 43,829 81,958 81,958 -
Health Benefits 675,796 683,300 999,686 956,961 ( 42,725) Retirement Benefits 512,996 605,383 809,768 818,659 8,891 Other Personnel Expense 528,295 430,523 356,043 499,536 143,493 Personnel Expenses Subtotal 7,112,645 7,375,762 9,779,171 10,105,029 325,858 Supplies and Services 758,531 837,486 353,517 353,517 - Other Expenses 72,851 90,149 95,000 95,000 -
Other Capital 199,526 - 5,000 5,000 -
Utilities 1,329,668 1,498,479 1,353,083 1,385,617 32,534 Internal Service Charges 207,222 183,925 271,204 217,097 ( 54,107) Transfers Out 201,668 200,850 100,440 - ( 100,440)
Non- Personnel Expenses Subtotal 2,769,467 2,810,888 2,178,244 2,056,231 ( 122,013) Total Expenditures $ 9,882,112 $ 10,186,650 $ 11,957,415 $ 12,161,260 $ 203,845 Licenses and Permits ( 51,755) ( 264,482) ( 66,300) ( 66,300) - Charges for Services ( 1,657,126) ( 1,754,077) ( 2,071,170) ( 2,071,924) ( 754) Transfers In ( 1,341,966) ( 1,343,822) ( 1,473,151) ( 1,473,151) - Other Revenues ( 5,693,329) ( 5,317,257) ( 5,455,837) ( 5,582,189) ( 126,352) Total Revenues $ ( 8,744,176) $ ( 8,679,638) $ ( 9,066,458) $ ( 9,193,564)$ ( 127,106) Net Program Expenditures $ 1,137,937 $ 1,507,012 $ 2,890,957 $ 2,967,696 $ 76,739 Revenue Recovery % 88% 85% 76% 76%
Authorized Full Time Positions 59.00 59.00 60.00 60.00 - City of Chula Vista
Proposed Budget FY 2026 144
DEPARTMENT SUMMARY REPORTS Engineering & Capital Projects Department Eng & Capital
Projects

67.00)
Administration
Prj Design & Mgmt
Admin
Fiscal
Sustainability
Infrastructure
Projects
Total GF FTE 60.00
Total Non GF FTE 7.00
Total Dept FTE 67.00
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 2026 145
DEPARTMENT SUMMARY REPORTS Police Department
Police Department

INFORMATION
WEBSITE www.chulavistapd. org
PHONE ( 619) 691-5151
The Chula Vista Police Department ( CVPD) is recognized as aleader in the field of public safety, committed to a culture of community- based policing, innovative problem- solving, and active community engagement. The Department’ s dedication to delivering public safety services with fairness, compassion, equality, and justice is not only reflected in its formal policies and practices, but also deeply rooted in its history and core values. Guided by the principles outlined in former President Obama’s Task Force on 21st Century Policing, CVPD upholds the highest standards of modern policing and remains responsive to the evolving needs and expectations of the Chula Vista community.

The Police Department’ s primary focus is community policing—a strategy that addresses crime and social disorder through a blend of traditional law enforcement and proactive efforts such as prevention, problem solving, community engagement, and partnerships. This philosophy balances reactive responses to calls for service with proactive approaches that target the root causes of crime and disorder. In addition to community policing, the Department is committed to traffic safety, criminal investigations, juvenile services, regional task forces, and a wide range of other services that support and enhance public safety operations.

The Chula Vista Police Department is led by a dedicated Command Staff composed of the Police Chief, an Assistant Police Chief, four Police Captains, and an Administrative Services Manager. The Department is authorized for 297 sworn officers and 113 civilian personnel. Despite having the lowest per capita staffing in the region, as noted by SANDAG studies, the Department remains highly effective through a strong focus on innovation, efficiency, and strategic resource management. The organization is structured into five key divisions: Patrol Operations, Investigations, Community Engagement, Support Operations, and Administrative Services.

Patrol Operations
The Patrol Operations Division encompasses Community Patrol, the K-9 Unit, Field Training Unit, and Police Technology. Community Patrol is the largest section within the Police Department, delivering 24/ 7 law enforcement services to Chula Vista’s residents, businesses, and visitors. In 2024, the Patrol Division responded to 58,249 citizeninitiated calls for service, conducted 29,853 officer- initiated contacts, and made 4, 339 arrests—demonstrating the Division’s ongoing commitment to public safety and proactive policing.

Investigations
The Investigations Division is made up of specialized units staffed by officers, detectives, and civilian personnel, many of whom work in plainclothes assignments and focus on follow- up investigations. Core units within the division include Crimes of Violence, Family Protection, and Property Crimes. Additionally, the Crime Lab, Property & Evidence, and Digital Evidence Unit support investigative efforts. The Crime Lab provides critical forensic services such as evidence collection, documentation, crime scene reconstruction, and latent print analysis. The Property & Evidence Unit manages the secure storage, disposal, and auction of items, while maintaining a strict chain of custody. The Division also includes Special Operations, where personnel conduct undercover investigations related to intelligence and narcotics, and participate in regional task forces targeting fugitives, auto theft, and organized crime.

Community Engagement
The Community Engagement Division focuses on building trust, increasing transparency, and strengthening relationships with residents, visitors, business owners, students, community leaders, advocates, and the unsheltered City of Chula Vista
Proposed Budget FY 2026 146
DEPARTMENT SUMMARY REPORTS Police Department
population. This Division plays a vital role in advancing the Department’ s mission to deliver community policing with the highest standards of professionalism and openness
Key components of the Division include the Community Policing Unit, Traffic Operations, School Resource Officer Unit, and the proactive Street Team and Gang Suppression Unit. The Community Policing Unit comprises the Homeless Outreach Team, Community Relations Unit, and Community Liaison Officers—each working to address community needs through direct engagement and problem- solving initiatives.

The Division also oversees the Strategic Operations Unit, which manages the Department’ s internationally recognized Drone as First Responder ( DFR) program, a cutting- edge initiative that enhances real-time response and situational awareness.

Support Operations
The Support Operations Division includes the Professional Standards Unit, City Jail, and Police Communications Center ( Dispatch). The Professional Standards Unit ( PSU) is responsible for upholding the highest standards of training, ethics, and professionalism across the Department. The City Jail functions as a temporary holding facility for individuals in custody. The Police Communications Center serves as the hub for emergency and non-emergency calls, with highly trained dispatchers who manage incoming requests for service and maintain clear, effective communication with officers in the field.

Administrative Services
The Administrative Services Division consists of Fiscal Operations and Police Support Services ( Records). The Fiscal Operations Unit oversees the Department’ s operating budget, manages restricted funds, administers grants, and handles payroll, purchasing, and inventory. Police Support Services provides essential assistance to the public, Department personnel, and other law enforcement agencies by maintaining and distributing police records and offering front counter support
The Police Department operates from a nationally recognized, 148,000-square- foot facility designed to enhance police operations and improve service delivery to the community. The site also features a regional law enforcement memorial, honoring peace officers in San Diego County who have made the ultimate sacrifice in the line of duty.

The Department is committed to fiscal responsibility and actively seeks alternative funding sources to reduce reliance on the General Fund. For fiscal year 2026, the Department secured approximately $ 8. 5 million in grant funding. Since 1995, it has obtained more than $162 million in grants, enabling the expansion of services and resources to meet the growing needs of the Chula Vista community— while maintaining a strong commitment to financial stewardship.

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

STRATEGIC GOALS
Protecting and Serving the Community
Address community concerns regarding general safety, crime, traffic safety, and satisfaction with CVPD City of Chula Vista
Proposed Budget FY 2026 147
DEPARTMENT SUMMARY REPORTS Police Department
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 is implementing a comprehensive, multi-faceted strategy to address community concerns, reduce the fear of crime, and enhance communication— both in person and through digital platforms.

This initiative will be led by the Community Relations Unit, which focuses on building positive relationships with residents, and the Public Information Unit, which ensures timely, transparent communication with the public. To further address traffic safety concerns, Measure A funding has allowed the Department to expand its Traffic Unit, increasing education efforts, proactive prevention programs, and targeted enforcement throughout 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 continue working closely with bargaining groups and Citywide partners to ensure it remains regionally competitive in terms of workload, compensation, and overall workplace environment— making it a department where employees want to work and build lasting careers. Additionally, the Department will strengthen and expand its commitment to member engagement, health, safety, and wellness—ensuring personnel are mentally and physically prepared to serve the community with the professionalism, compassion, and readiness the public expects and deserves.

Driving Innovation and Performance
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 established itself as a leader in public safety innovation. The Police Department’ s innovation initiative is focused on the safe, effective use of technology to enhance community safety, while carefully balancing the protection of individual rights and aligning with the community’ s values and expectations.

STATUS:

Chula Vista is a national leader in the use of Unmanned Aerial Systems ( UAS), driven by its innovative Drone as First Responder ( DFR) program, which deploys remotely operated drones to respond to calls for service and provide critical situational awareness. To further enhance operational efficiency, the Department is developing a Real Time Crime Center, designed to deliver live crime analysis and real-time intelligence to support both patrol and investigative units. Strategically located adjacent to field operations, the center will promote seamless communication and information sharing
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 the Millenia project.

STATUS:

The Police Department will ensure CVPD representatives actively participate in all relevant City Economic Development meetings, including public hearings and discussions related to public safety needs. As City of Chula Vista
Proposed Budget FY 2026 148
DEPARTMENT SUMMARY REPORTS Police Department
development projects can significantly impact law enforcement operations, it is essential that the police perspective is incorporated early in the planning process to support effective, well-informed decision- making.

Championing Community Engagement, Equity and Inclusion
Continue to build trust between law enforcement and the community Strong, trust-based relationships between police agencies and the communities they serve are essential to effective policing and public safety. Law enforcement relies on community cooperation to share information, report crime, and collaborate on solutions to issues of crime and disorder. In turn, community trust is built when residents believe that police actions are aligned with community values and guided by the principles of procedural justice and legitimacy.

STATUS:

CVPD staff will engage in meaningful dialogue, ongoing training, and collaborative efforts with the community to strengthen existing relationships, build new ones, and address concerns related to bias, racism, or adverse police conduct. The Community Engagement Division will take the lead in advancing this important work.

KEY PERFORMANCE MEASURES
FY 2023
Actual
FY 2024
Actual
FY 2025
Actual
Average Response Time for Priority 1 Calls 5:39 6:28 -
Average Response Time for Priority 2 Calls 12:41 12:41 - CY 2023
Actual
CY 2024
Actual
CY 2025
Actual
FBI Part I Overall Crime Rate 33 33 Pending -
FBI has not published 2024 crime rate data
National Incident Based Reporting System ( NIBRS) Group A offenses include crimes against persons, crimes against property, and crimes against society.

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

Expenditures
Mid-year FY 2025 addition of 1.0 Peace Officer and FY 2026 addition of 1.0 Senior Records Specialist.

Increase to Personnel Services of $6,143,867 based on position changes; additional $ 1.0 million in overtime; and scheduled MOU contract increases for various bargaining groups along with changes to health and retirement benefits.

Increase to Supplies and Services of $300,000 for contracted services.

City of Chula Vista
Proposed Budget FY 2026 149
DEPARTMENT SUMMARY REPORTS Police Department
14) POLICE
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 30,545,777 34,095,085 37,571,374 40,873,684 3,302,310 Hourly Wages 137,835 255,237 314,971 319,744 4,773
Overtime 5,421,690 5,669,143 2,979,964 3,985,971 1,006,007 Health Benefits 3,925,331 4,377,938 5,205,930 5,505,340 299,410 Retirement Benefits 5,515,160 6,610,663 6,951,385 7,595,459 644,074 Other Personnel Expense 2,757,491 2,916,751 1,646,810 2,534,103 887,293 Personnel Expenses Subtotal 48,303,284 53,924,818 54,670,434 60,814,301 6,143,867 Supplies and Services 2,731,403 2,848,975 2,405,280 2,705,280 300,000 Other Expenses 94,690 127,957 100,930 268,639 167,709
Other Capital 89,975 13,589 25,000 25,000 -
Utilities 820,816 861,182 828,875 929,386 100,511
Internal Service Charges 1,086,654 1,350,321 1,462,589 1,539,752 77,163 Transfers Out - 26,587 - - -
Non- Personnel Expenses Subtotal 4,823,539 5,228,611 4,822,674 5,468,057 645,383 Total Expenditures $ 53,126,822 $ 59,153,429 $ 59,493,108 $ 66,282,358 $ 6,789,250 Licenses and Permits ( 238,408) ( 220,608) ( 274,424) ( 274,424) - Fines and Penalties ( 956,578) ( 909,769) ( 726,003) ( 761,101) ( 35,098) Revenue from Other Agencies ( 1,227,087) ( 1,073,106) ( 1,237,786) ( 1,237,786) - Charges for Services ( 3,372,860) ( 3,493,662) ( 3,320,433) ( 3,556,434) ( 236,001) Transfers In ( 337,679) ( 264,003) ( 399,140) ( 251,500) 147,640 Other Revenues ( 254,963) ( 704,818) ( 128,419) ( 237,261) ( 108,842) Use of Money and Property ( 16,663) ( 9,770) - - -
Total Revenues $ ( 6,404,238) $ ( 6,675,735) $ ( 6,086,205) $ ( 6,318,506)$ ( 232,301) Net Program Expenditures $ 46,722,584 $ 52,477,695 $ 53,406,903 $ 59,963,852 $ 6,556,949 Revenue Recovery % 12% 11% 10% 10%
Authorized Full Time Positions 319.50 329.00 328.00 330.00 2.00 City of Chula Vista
Proposed Budget FY 2026 150
DEPARTMENT SUMMARY REPORTS Police Department
Police
446. 00)
Administration
InvestigationsPatrol Operations
Total GF FTE 330.00
Total Non GF
FTE
116.00
Total Dept FTE 446.00
Support
Operations
Community
Engagement
Administration
Services
Special
Operations
Police Dispatch
Community
Policing
Police Support
Services
Criminal
Investigations
Family
Protection Unit
Professional
Standards
Field Training
Unit
Fiscal
Operations
Evidence Control
RATT
School Resource
Unit
Police
Technology
Police Grant
Funds
Narcotic
Enforcement
Special
Investigations
Forensic
Services
Traffic Unit
Task Forces
City Jail
Street Team
Measure A Fund
Property Crimes
Watch
Commander
Community
Patrol
Crimes of
Violence
Research &
Analysis
Public
Info/ Social
Media
Strategic Ops
UAS
Digital Evidence
Unit
Employee
Wellness

ORGANIZATIONAL CHART
City of Chula Vista
Proposed Budget FY 2026 151
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 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, celebration of the third 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 225 sworn positions ( 158 General Fund, 63 Measure A Sales Tax Fund, 1 Advanced Life Support Fund and 3 Transport Enterprise Fund), 66 single-role ambulance positions ( Transport Enterprise Fund), and 15 civilian positions ( 7 General Fund, 4 Advanced Life Support Fund, 1 Federal Grants Fund, 2 Measure A Sales Tax Fund and 1 Transport Enterprise Fund) . 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 7,403 18,593
Station 2 80 East J St E52, O420, M52 1,592 3,454
Station 3 341 Orange Ave USAR53, T51, M53 3,090 6,817
Station 4 850 Paseo Ranchero E54 1,932 4,787
Station 5 100 Moss St E55, M55, M54, BR55 3,743 8,181
Station 6 605 Mount Miguel Rd E56, M56, BR56 1,266 3,107 Station 7 1640 Santa Venita B52, E57, T57, M57 2,409 6,128 Station 8 1180 Woods Dr E58 1,267 3,231
Station 9 1410 Brandywine Ave E59 2,550 5,566
Station 10 1715 Millenia E60, E61, M60 1,226 3,016
City of Chula Vista
Proposed Budget FY 2026 152
DEPARTMENT SUMMARY REPORTS Fire Department
excellence in an atmosphere of courtesy, integrity, and respect for diversity. The Fire Marshal is responsible for the Fire Department’ s Fire Prevention Division.

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 2025.

City of Chula Vista
Proposed Budget FY 2026 153
DEPARTMENT SUMMARY REPORTS Fire Department
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 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 ( FD) 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, including a fuel mitigation plan to reduce wildfire risk to the City.

STATUS:

The Fire Academy program document and the FD-based Fleet study are complete. The disaster response and wildfire risk fuel mitigation framework is 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 developing 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.

City of Chula Vista
Proposed Budget FY 2026 154
DEPARTMENT SUMMARY REPORTS Fire Department
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 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. The development of an officer academy is complete. Minimizing the vacancy rate is 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 Records Management System ( 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. The Fire Department is currently working to transition away from Telestaff to a new staffing software.

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 reports.

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 complete.

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 an engagement program with the elementary and high school systems, increasing social media following by 10%, developing yearly public safety outreach and programs, and release Public Service Announcements ( PSAs) 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.

City of Chula Vista
Proposed Budget FY 2026 155
DEPARTMENT SUMMARY REPORTS Fire Department
STATUS:

The re-establishment of Fire Safety Week is complete. Improve social media presence, and develop a yearly public safety outreach programs are currently in progress. In addition, the SB-105 Multi-Family Condominium Inspection Program and creation and release of PSAs 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 to participate in the mutual aid system, and resume ability to support California Task Force 8 (CA-TF8) deployment requests to participate in FEMA Urban Search & Rescue ( US& R) responses.

STATUS:

The support of the CFAA agreement and California Task Force 8 (CA-TF8) is complete.

City of Chula Vista
Proposed Budget FY 2026 156
DEPARTMENT SUMMARY REPORTS Fire Department

KEY PERFORMANCE MEASURES
Service Function (1) Standard
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
Ambulance Transport System ( ATS) (2)
ALS - 1st unit 12 mins @ 90% 95.0% 94.0% 93%
BLS - 1st unit 20 mins @ 90% 96.0% 95.0% 94%
First Responder
EMS
ALS - 1st unit (3) 7 mins @ 90% 87.0% 87.0% 86%
Fire
IAF – ( 1E, 4FF) 7 mins @ 90% 76.0% 77% 77%
ERF – ( 1E, 14FF) 10 mins @ 90% 83.0% 82% 80%
Training
Mandatory Training 100% annually 100% 100% 100%
Fire Prevention
Inspections – FCIP 100% annually 100% 100% 100%
Inspections – Group E, Schools ( 4) 100% annually 100% 100% 100% Inspections – Group R2, Apartments ( 4) 100% annually 100% 100% 100% Inspections – Group R2, Condo (4)(5) 100% annually -% 100% 100% Inspections – Group R1, Hotels (4) 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 (6) w/ in 1 month of application -% -% -% Plan Reviews – Fire Safety Engineering w/ in 90% of time frame 98% 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) SB 1205 reporting requirement, reported as part of this budget process 5) Group R2 Condo inspection program is in the process of development 6) Position frozen
ALS - Advanced Life Support, requires two paramedics
BLS - Basic Life Support, requires two EMTs
ERF - Effective Response Force, requires multiple units and fourteen firefighters FCIP - Fire Company Inspection Program
GUC - General Use Certificate, initial fire inspection upon business license application receipt City of Chula Vista
Proposed Budget FY 2026 157
DEPARTMENT SUMMARY REPORTS Fire Department

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
Increase to Charges for Services of $1,929,447 related to reimbursements for the Bayfront Fire Station fully operational in FY 2026
Expenditures
Mid-year FY 2025 decrease of 9.0 FTE positions due to transfer to the Measure A Sales Tax Fund and increase for FY 2026 of 9 0 FTE positions
Increase to Personnel Services of $4,432,773 for scheduled MOU contract increases for various bargaining groups along with changes to health and retirement benefits.

City of Chula Vista
Proposed Budget FY 2026 158
DEPARTMENT SUMMARY REPORTS Fire Department
15) FIRE
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 15,167,850 16,179,993 18,249,503 20,329,592 2,080,089 Hourly Wages 177,768 62,483 37,974 38,549 575
Overtime 8,120,649 7,547,239 5,541,592 6,533,264 991,672 Health Benefits 2,407,478 2,602,315 3,364,118 3,795,623 431,505 Retirement Benefits 3,143,608 3,678,906 3,781,590 4,192,254 410,664 Other Personnel Expense 1,353,060 1,667,102 1,817,798 2,336,066 518,268 Personnel Expenses Subtotal 30,370,412 31,738,039 32,792,575 37,225,348 4,432,773 Supplies and Services 1,632,091 2,080,980 2,319,351 2,154,239 ( 165,112) Other Capital 96,228 75,133 25,000 - ( 25,000)
Utilities 285,274 287,873 311,536 311,745 209
Internal Service Charges 1,501,802 1,637,035 1,647,473 1,465,052 ( 182,421) Transfers Out 65,516 74,830 62,048 117,596 55,548
Non- Personnel Expenses Subtotal 3,580,912 4,155,851 4,365,408 4,048,632 ( 316,776) Total Expenditures $ 33,951,324 $ 35,893,890 $ 37,157,983 $ 41,273,980 $ 4,115,997 Licenses and Permits ( 688,060) ( 757,218) ( 749,539) ( 773,192) ( 23,653) Charges for Services ( 758,659) ( 1,450,750) ( 1,248,046) ( 3,177,493) ( 1,929,447) Transfers In ( 1,609,605) ( 1,243,009) ( 1,335,255) ( 1,390,315) ( 55,060) Other Revenues ( 1,053,309) ( 2,169,114) ( 212,395) ( 212,395) - Total Revenues $ ( 4,109,634) $ ( 5,620,091) $ ( 3,545,235) $ ( 5,553,395)$ ( 2,008,160) Net Program Expenditures $ 29,841,691 $ 30,273,800 $ 33,612,748 $ 35,720,585 $ 2,107,837 Revenue Recovery % 12% 16% 10% 13%
Authorized Full Time Positions 146.00 156.00 165.00 165.00 - City of Chula Vista
Proposed Budget FY 2026 159
DEPARTMENT SUMMARY REPORTS Fire Department
Fire
306.00)
Operations
Training Operations
Advanced Life Support ( ALS)
Fund
Administration
Prevention Operation
Measure A Fund
Total GF FTE 165.00
Total Non GF FTE 141.00
Total Dept FTE 306.00
FundTransport Enterprise Fund Federal Grants

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2026 161
DEPARTMENT SUMMARY REPORTS Public Works Department
Public Works Department

INFORMATION
WEBSITE www.chulavistaca. gov/ departments/ public-works PHONE ( 619) 397-6000
EMAIL operations@chulavistaca. gov
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:

Facilities Management: Provides maintenance, and custodial services to the Police Department, Fire stations, Civic Center, Public Works Center, Libraries, and Recreational facilities including city parks and maintains public safety communication radio equipment and some of 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: The Park Ranger Program, spanning across Chula Vista’s 72 parks, creates a secure and welcoming environment. Rangers assist with various tasks, including restroom cleaning, restocking supplies, maintaining event gazebo cleanliness, removing graffiti, and managing trash cleanup. The Park Ranger program is also part of the homeless outreach team to provide support to individuals experiencing homelessness and manages initiatives like the Junior Ranger Program, Adopt- a-Park, and the Ranger Volunteer Program. The Park Rangers play a vital role in educating the public about park rules and regulations, enforcing Chula Vista’s municipal code to ensure compliance and safety
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, railings, traffic control support, and graffiti abatement.

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. Sustainability comprises of two divisions: Environmental Services ( as discussed in the “Other Funds” section) and Conservation.

Conservation: Conservation Division leads the City’s energy efficiency, water conservation, alternative transportation, greenhouse gas emissions reductions, green building initiatives and climate action planning City of Chula Vista
Proposed Budget FY 2026 162
DEPARTMENT SUMMARY REPORTS Public Works Department
efforts. Conservation actively collaborates with civic groups, business organizations, environmental and health advocates, academic institutions, internal City departments and other public agencies locally and nationally.

Environmental Services: Environmental Services provides comprehensive resource recovery management services by building partnerships and implementing best management practices; increasing public awareness through educational and informational programming; and pursuing cutting edge and emerging waste management technologies
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.

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 longterm 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.

Maintenance for critical asset replacement is generally funded by Measure P, Public Works continues to work on these projects. Some of the projects that were completed in FY2024 include: Fuel Management Upgrades, Third Avenue Sign LED Light Replacement, Park Resilient Surfacing Replacement, Public Works Security Cameras, and Living Coast Discovery Center Waterproofing.

Update the asset inventory and condition assessment
Public Works Management developed an Asset Management Program ( AMP) strategy in July 2010. Funding has been allocated to update the Asset Management Program and work is currently being planned.

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.

City of Chula Vista
Proposed Budget FY 2026 163
DEPARTMENT SUMMARY REPORTS Public Works Department

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
Storm Drain Structure Inspections 2,506 3,453 3,453
Storm Drains Cleaned 961 1,417 1,417
Storm Drain Channels Cleaned 110,194 SF 310,210 SF 310,210 SF Sewer Mains Cleaned 3,035,491.52 LF 2,862,547 LF 2,862,547 LF Crack Sealing 169,970 LF 180,220 LF 180,220 LF
Graffiti Removal 63,956 SF 53,938 SF 53,938 SF
Traffic Sign Maintenance 636 667 667
Trees Trimmed ( Right- of-Way) 3,955 4,000 4,000
Fleet Vehicles Commissioned ( 1) 68 95 95
ACT Chula Vista Requests 9,026 7,373 7,373
Develop an integrated Waste Management Plan to meet a 90% City waste reduction goal 75% 85% 85%
Develop and implement the Building Energy Saving Ordinance to support high performing commercial and multifamily buildings in Chula Vista Goal of 50%
buildings
reported 60% 60%
Engage stakeholders, including the Climate Change Working Group, to develop strategies and fully update the 2017 Climate Action Plan 75% 90% 90% 1) Vehicles commissioned = new vehicles processed, including additions to the fleet and new vehicles for replacement purposes.

SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
Increase in Other Revenues of $367,261 related to reimbursements from other funds for staff time on projects.

Expenditures
The Sustainability Division was restructured from the Economic Development Department to the Public Works Department in FY 2025. Positions 1.0 FTE Administrative Technician, 1.0 Environmental Sustainability Manager and 3.0 FTE Conservation Specialist II were transferred from the Economic Development Department to the Public Works Department.

Mid-year FY 2025 addition of 1.0 FTE Conservation Specialist II for a federal grant program and FY 2026 addition of 1.0 FTE Parks Maintenance Worker II.

Increase in Personnel Services of $2,133,470 due to the mid-year restructuring of Sustainability Division staffing from Economic Development to Public Works; increase in hourly staffing at Harborside Park; and for scheduled MOU contract increases for various bargaining groups along with changes to health and retirement benefits.

Increase in Supplies & Services of $462,593 for contracted services.

Increase in Utilities of $379,638 for increased costs related to gas and electric, water and trash disposal.

City of Chula Vista
Proposed Budget FY 2026 164
DEPARTMENT SUMMARY REPORTS Public Works Department
16) PUBLIC WORKS
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 8,428,874 8,592,998 9,969,436 11,387,499 1,418,063 Hourly Wages 516,250 642,052 705,647 865,584 159,937
Overtime 240,967 316,986 153,679 153,679 -
Health Benefits 1,597,571 1,560,707 1,853,925 2,092,218 238,293 Retirement Benefits 817,841 927,043 1,008,597 1,113,605 105,008 Other Personnel Expense 927,725 749,340 507,475 719,644 212,169 Personnel Expenses Subtotal 12,529,227 12,789,126 14,198,759 16,332,229 2,133,470 Supplies and Services 3,797,978 4,674,248 5,366,070 5,828,663 462,593 Other Expenses 47,233 181,293 11,400 11,400 -
Other Capital 149,826 - 3,000 3,000 -
Utilities 3,360,316 3,678,125 3,566,229 3,945,867 379,638 Internal Service Charges 938,595 1,130,091 1,122,510 1,285,399 162,889 Non-CIP Project Expenditures 4,769 - - - -
Non- Personnel Expenses Subtotal 8,298, 716 9,663,756 10,069,209 11,074,329 1,005,120 Total Expenditures $ 20,827,943 $ 22,452,882 $ 24,267,968 $ 27,406,558 $ 3,138,590 Fines and Penalties ( 11,383) ( 28,073) - - -
Charges for Services ( 614,767) ( 636,197) ( 93,005) ( 93,005) - Transfers In ( 5,462,102) ( 5,621,345) ( 5,949,792) ( 6,049,081) ( 99,289) Other Revenues ( 2,242,609) ( 2,560,169) ( 1,974,254) ( 2,341,515) ( 367,261) Use of Money and Property ( 23,717) ( 4,364) - - -
Total Revenues $ ( 8,354,578) $ ( 8,850,147) $ ( 8,017,051) $ ( 8,483,601)$ ( 466,550) Net Program Expenditures $ 12,473,365 $ 13,602,735 $ 16,250,917 $ 18,922,957 $ 2,672,040 Revenue Recovery % 40% 39% 33% 31%
Authorized Full Time Positions 83.00 124.00 128.00 135.00 7.00 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.

The Sustainability Division was moved from the Economic Development Department to the Public Works Department in FY 2025.

City of Chula Vista
Proposed Budget FY 2026 165
DEPARTMENT SUMMARY REPORTS Public Works Department
Public Works
201. 00)
Administration
WastewaterBuilding Svcs
Admin
Total GF FTE 135.00
Total Non GF
FTE

66.00 Total Dept FTE 201.00
Open Space Street
Maintenance
PoolsBuildingPumps & Svcs
Comm
Fleet Management
BRT Maintenance
DrainsConstruction & Storm Repair Graffiti Removal
Wastewater Maint
Custodial
Services Gas Tax Fund
Striping & Signing
Urban Forestry
Park
Maintenance
Park Rangers
Parks Sustainability
Conservation
Environmental
Services

ORGANIZATIONAL CHART

City of Chula Vista
Proposed Budget FY 2026 167
DEPARTMENT SUMMARY REPORTS Parks And Recreation
Parks and Recreation

INFORMATION
WEBSITE www.chulavistaca. gov/ departments/ recreation
PHONE ( 619) 409-5979
EMAIL RecAdmin@chulavistaca. gov
The Parks and Recreation Department offers a variety of recreational opportunities and services to the community.

The Department’ 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 Department’ s 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 Department’ 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 Department operates 12 recreational facilities throughout the City, which includes two outdoor swimming complexes ( Parkway, Loma Verde).

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 2026 168
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 5-year lease to use Norman Park as a hub for senior meals.

Partnered with the Friends of Chula Vista Parks and Recreation Foundation for a scholarship program for children who are in foster care and/ or homeless families to participate in core recreation programs and services.

Held the 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:

Expanding services targeting active adults, including fitness and wellness ( yoga, tai chia, walking groups); social engagement ( clubs, game nights, special events); lifelong learning ( movies, guest lectures, arts and crafts); support services ( health screenings and legal aid).

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.

Participated in the Starlight Parade
Implemented Coed Youth Volleyball League.

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 2026 169
DEPARTMENT SUMMARY REPORTS Parks And Recreation

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
Facility Attendance at Norman Park Senior Center 65,000 65,000 65,500 Number of Enrolled in Recreation Classes & Activities 28,000 29,000 29,500 Facility Attendance at Recreation Facilities 850,000 850,000 852,000 Number of Enrolled Teams in Adult Sports Leagues 580 580 590 Volunteers for the Parks & Recreation / Equivalent Cost Savings 90/$ 19,000 90/$ 19,000 90/$ 19,000

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

Expenditures
Increase in Personnel Services of $260,051 for scheduled MOU contract increases for various bargaining groups along with changes to health and retirement benefits, and an increase in hourly wages.

City of Chula Vista
Proposed Budget FY 2026 170
DEPARTMENT SUMMARY REPORTS Parks And Recreation
17) PARKS AND RECREATION
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 1,459,279 1,397,210 1,954,673 2,118,008 163,335 Hourly Wages 1,363,957 1,637,710 1,875,526 1,940,312 64,786 Overtime 3,058 14,583 4,193 4,193 -
Health Benefits 242,061 236,537 333,115 332,439 ( 676)
Retirement Benefits 199,068 207,103 257,063 253,705 ( 3,358) Other Personnel Expense 170,649 134,938 38,774 74,738 35,964 Personnel Expenses Subtotal 3,438,072 3,628,082 4,463,344 4,723,395 260,051 Supplies and Services 883,937 864,884 828,686 1,032,565 203,879 Other Expenses 166,987 220,933 170,000 170,000 -
Other Capital 6,913 - 26,423 26,423 -
Utilities 332,207 394,588 407,421 640,304 232,883
Internal Service Charges 15,970 15,098 29,011 38,200 9,189 Non- Personnel Expenses Subtotal 1,406,015 1,495,502 1,461,541 1,907,492 445,951 Total Expenditures $ 4,844,087 $ 5,123,584 $ 5,924,885 $ 6,630,887 $ 706,002 Revenue from Other Agencies ( 18,605) ( 18,127) - ( 12,500) ( 12,500) Charges for Services ( 2,099,929) ( 2,306,914) ( 2,137,743) ( 2,224,231) ( 86,488) Transfers In ( 20,000) - - - -
Other Revenues ( 263,366) ( 301,448) ( 305,180) ( 241,447) 63,733 Use of Money and Property ( 1,670,269) ( 1,887,040) ( 1,648,601) ( 1,794,266) ( 145,665) Total Revenues $ ( 4,072,168) $ ( 4,513, 529) $ ( 4,091,524) $ ( 4,272,444)$ ( 180,920) Net Program Expenditures $ 771,919 $ 610,055 $ 1,833,361 $ 2,358,443 $ 525,082 Revenue Recovery % 84% 88% 69% 64%
Authorized Full Time Positions 60.50 19.50 20.00 20.00 - 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 2026 171
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
MiguelNorman Mount San 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 2026 173
DEPARTMENT SUMMARY REPORTS Library
Library

INFORMATION
WEBSITE www.chulavistalibrary. com
PHONE ( 619) 691-5170
EMAIL libraryinfo@chulavistaca. gov
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 builds connections, promotes literacy, and engages the community.

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.

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.

City of Chula Vista
Proposed Budget FY 2026 174
DEPARTMENT SUMMARY REPORTS Library
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 July 2026 ( FY 2027) for public use, providing our first city library built since 1995. The Millenia Library will feature more community spaces, meeting and conference rooms, and a small business incubator
Expand early literary services.

Create high interest programming and 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, Friends, and Neighbors ( 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 100 programs with over 2,000 attendees participating.

In addition to the Stay and Play program, the Library continues to support early literacy with our weekly story times at all locations and special early literacy events. In particular, the Library has partnered with Chula Vista Animal Services to host story times that feature adoptable animals to our community. Since its inception in 2023, every featured animal has been adopted into a forever home.

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, Sound Station, and Energy Station. This year the Library and the District have continued to grow the partnership to reach the Chula Vista community by opening the Life Science Station in October 2024. 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 50 schools that serve nearly 30,000 students, primarily in grades K-6, with over 8,000 students visiting the Station experiences annually.

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 August 2024, the Library held Chula Vista’s ArtFest— 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 City of Chula Vista
Proposed Budget FY 2026 175
DEPARTMENT SUMMARY REPORTS Library
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.

The Library has supported the return of the Odawara Ambassador Exchange Program, an opportunity for young adults ages 18 to 28 to engage in a cultural exchange with ambassadors from our sister city, Odawara, Japan, which will occur in August 2025.

The Library has also supported the return of the Gayle McCandliss Art Awards, given annually to local individuals and groups who have supported the arts in Chula Vista. The fund is named after former Mayor Gayle McCandliss, who was a strong supporter of the arts.

The Library was awarded the California State Library’s Lunch at the Library Grant and in conjunction with the Chula Vista Elementary School District, this year’s program partnered with the Chula Vista Elementary School District to provide on-site meal distribution at 2 of our library branches. In addition to providing free healthy meals for children ages 1-18, the Library was able to provide free enrichment programming to all family members, regardless of age. The Library partnered with a local, woman- owned tortilla company Manos de Mujer” to explore the agricultural history of corn, and to demonstrate how corn is ground into masa. Another event featured a couple who own a nearby farm, Ranchito Milkyway Farms, sharing their expertise on sustainable farming with children and families. The partnerships highlighted the importance of local agriculture and emphasized community connections that enhance food access By engaging families in food preparation and farming traditions, the Library fostered a deeper understanding of where food comes from, as well as an appreciation of local agriculture.

In 2025, the Library is preparing to award 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 2025.

The Library will once again be involved in the California State Library’s Lunch at the Library Initiative in the 2025 year. In partnership with the Chula Vista Elementary School District, the Library will be offering lunch and snacks 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 2024, the Library served over 1,400 meals to kids in the Chula Vista community.

The Library continues to provide relevant Library programming to our community such as our Friday Night Magic program that featured the Magic: The Gathering card game to engage teens to connect, learn, and have fun. From monthly tournaments to beginner workshops, these programs offer a chance for teens to develop strategic thinking, problem- solving skills, and teamwork. Whether it’s through competitive play, draft nights, or themed events, Friday Night Magic fosters a sense of community and excitement while also promoting critical thinking and creativity.

The Library created the addition of the Teen Advisory Group ( TAG) which engages teens to take a leadership role in shaping Library programming. TAG members work together to plan events, provide feedback, and ensure the Library offers resources and activities that appeal to their interests. Through their involvement with TAG, teens have the opportunity to build valuable skills in organization, event planning, and mentorship while creating a welcoming and inclusive space for all teens while also creating opportunities for personal growth, building stronger connections within the community, and making the Library a more vibrant and interactive place for teens.

The Library hosted a Teen Wellness Fair in partnership with San Ysidro Health Center. The fair included information on a wide variety of health-related issues from mental health to nutrition.

Since 2023, 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 City of Chula Vista
Proposed Budget FY 2026 176
DEPARTMENT SUMMARY REPORTS Library
classes, art exhibitions, and providing opportunities for artists in residence The Casa Casillas Art Space is scheduled to open to the public in Spring 2025. The new facility will host three artists in residence studios as well as a rotating arts exhibition. Artists in residence will be provided a stipend for their work during their residency and be required to offer workshops and programs for the community.

KEY PERFORMANCE MEASURES
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected
Internet sessions per capita 0 44 0 44 0 40
Program attendance per capita 0 40 0 43 0 30
Visitor count per capita 3 30 3 40 3 20
Circulation per capita 2.15 2.18 2.10

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

Expenditures
Mid-year FY 2025 transfer of 1.0 FTE Special Events Coordinator from Administration Department.

Increase to Personnel Services of $294,975 for scheduled MOU contract increases for various bargaining groups along with changes to health and retirement benefits.

City of Chula Vista
Proposed Budget FY 2026 177
DEPARTMENT SUMMARY REPORTS Library
18) LIBRARY
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 1,531,689 1,563,352 1,920,002 2,121,178 201,176 Hourly Wages 583,303 678,102 883,368 896,751 13,383
Health Benefits 243,813 238,337 332,067 380,678 48,611
Retirement Benefits 177,968 201,966 247,027 250,816 3,789 Other Personnel Expense 136,782 132,737 79,220 107,236 28,016 Personnel Expenses Subtotal 2,673,555 2,814,492 3,461,684 3,756,659 294,975 Supplies and Services 266,671 305,361 433,427 433,427 - Other Expenses 360 360 400 400 -
Utilities 312,941 337,363 254,384 378,685 124,301
Internal Service Charges 2,730 6,393 4,879 7,623 2,744
Non- CIP Project Expenditures 189,922 10,000 - - -
Non- Personnel Expenses Subtotal 772,625 659,477 693,090 820,135 127,045 Total Expenditures $ 3,446,180 $ 3,473,970 $ 4,154,774 $ 4,576,794 $ 422,020 Fines and Penalties ( 15,625) ( 22,026) - - -
Revenue from Other Agencies - ( 21,535) - - -
Charges for Services ( 589,086) ( 513,067) ( 804,058) ( 554,584) 249,474 Transfers In ( 16,000) ( 199,922) - - -
Other Revenues 1,274 ( 16,067) ( 7,236) ( 7,236) -
Use of Money and Property ( 19,434) ( 15,860) ( 18,270) ( 18,270) - Total Revenues $ ( 638,872) $ ( 788,478) $ ( 829,564) $ ( 580,090)$ 249,474 Net Program Expenditures $ 2,807,308 $ 2,685,492 $ 3,325,210 $ 3,996,704 $ 671,494 Revenue Recovery % 19% 23% 20% 13%
Authorized Full Time Positions 23.00 23.00 22.50 23.50 1.00 City of Chula Vista
Proposed Budget FY 2026 178
DEPARTMENT SUMMARY REPORTS Library
Library

23.50)
Administration
Branch Operations
Civic Center Branch
Operations
Museum
Cultural Arts
Literacy
South Chula Vista
Branch Operations
Total GF FTE 23.50
Total Non GF FTE 0.00
Total Dept FTE 23.50
Otay Ranch Branch
Operations
Special Events

ORGANIZATIONAL CHART

DEVELOPMENT

SERVICES FUND

City of Chula Vista
Proposed Budget FY 2026 181
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 2026:

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 2025 Adopted Budget revenues to the fiscal year 2026 Proposed Budget revenues.

Development Services Fund Revenues
Category
FY 2025
Adopted
FY 2026
Proposed Change % Change
Licenses and Permits $ 4,722,895 $ 4,722,895 $ - -%
Charges for Services $ 6,907,836 $ 6,939,743 $ 31,907 0.5% Transfers In $ 582,991 $ 582,991 $ - -%
Other Revenue $ 737,985 $ 895,789 $ 157,804 21.4%
Taxes $ 50,000 $ 50,000 $ - -%
Total Revenues $ 13,001,707 $ 13,191,418 $ 189,711 1.5% City of Chula Vista
Proposed Budget FY 2026 182
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 2026 Proposed Budget includes funding for 65. 0 positions in the Development Services Fund.

The following table compares the fiscal year 2025 Adopted Budget expenditures to the fiscal year 2026 Proposed Budget expenditures.

Development Services Fund Expenditures
Category
FY 2025
Adopted
FY 2026
Adopted Change % Change
Personnel Services $ 8,799,023 $ 10,108,824 $ 1,309,801 14.9% Supplies and Services $ 1,021,852 $ 1,223,993 $ 202,141 19.8% Other Expenses $ 1,192,082 $ 1,201,783 $ 9,701 0.8%
Other Capital $ 85,500 $ 75,000 $ ( 10,500) ( 12.3%)
Utilities $ 3,073 $ 3,073 $ - -%
Internal Service Charges $ 68,173 $ 51,860 $ ( 16,313) ( 23.9%) Transfers Out $ 2,824,695 $ 2,722,032 $ ( 102,663) ( 3.6%) Total Expenditures $ 13,994,398 $ 15,386,565 $ 1,392,167 9.9% City of Chula Vista
Proposed Budget FY 2026 183
Development Services Fund
DEVELOPMENT SERVICES FUND (408)
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Services 7,378,931 7,529,738 8,799,023 10,108,824 1,309,801 Non-Budgetary - Personnel Services 115,829 ( 195,573) - - - Supplies and Services 1,428,032 1,325,268 1,021,852 1,223,993 202,141 Other Expenses 1,238,681 1,237,703 1,192,082 1,201,783 9,701 Other Capital 80,893 - 85,500 75,000 ( 10,500)
Utilities 3,814 4,179 3,073 3,073 -
Internal Service Charges 39,725 36,991 68,173 51,860 ( 16,313) Transfers Out 2,393,036 2,543,221 2,824,695 2,722,032 ( 102,663) Total Expenditures $ 12,678,941 $ 12,481,526 $ 13,994,398 $ 15,386,565 $ 1,392,167 Licenses and Permits ( 4,755,476) ( 4,801,889) ( 4,722,895) ( 4,722,895) - Charges for Services ( 6,443,133) ( 5,452,853) ( 6,907,836) ( 6,939,743) ( 31,907) Transfers In ( 871,730) ( 1,003,694) ( 582,991) ( 582,991) - Use of Money and Property ( 63,713) ( 69,782) - - -
Other Revenue ( 729,075) ( 530,094) ( 737,985) ( 895,789) ( 157,804) Taxes ( 51,540) ( 51,125) ( 50,000) ( 50,000) -
Total Revenues $ ( 12,914,667) $ ( 11,909,437) $ ( 13,001,707) $ ( 13,191,418)$ ( 189,711) Net Program Expenditures $ ( 235,726) $ 572,089 $ 992,691 $ 2,195,147 $ 1,202,456

SUCCESSOR AGENCY

AND HOUSING FUNDS
Successor Agency Funds
Housing Authority Funds

SUCCESSOR AGENCY
FUNDS

City of Chula Vista
Proposed Budget FY 2026
Successor Agency and Housing Funds SUCCESSOR AGENCY FUNDS 189
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 2026
Successor Agency and Housing Funds SUCCESSOR AGENCY FUNDS 190
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 2026, revenues decreased in comparison to the fiscal year 2025 Adopted Budget based on updated redevelopment property tax trust fund allocation information from the County Auditor & Controller.

The table below provides a revenue comparison of the fiscal year 2025 Adopted Budget to the fiscal year 2026 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 2025
Adopted
Fund 318
FY 2026
Proposed Change % Change
Property Taxes $ 3,229,247 $ 2,861,563 $ ( 367,684) ( 11.4%) Total Revenues $ 3,229,247 $ 2,861,563 $ ( 367,684) ( 11.4%) Expenditures
Expenditures for fiscal year 2026 are for winding down for the former Redevelopment Agency activities and documented enforceable obligations
Supplies & Services – The supplies and services expenditure category decreased by $1,500 as compared to the fiscal year 2025 Adopted Budget based on the reduced need for professional services.

Other Expenses – The other expenses expenditure category decreased by $ 2,239 as compared to the fiscal year 2025 Adopted Budget based on the reduced need for staff time on Redevelopment Agency activities and administration of enforceable obligations
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 by $6,409 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 2025 Adopted Budget expenditures to the fiscal year 2026 Proposed Budget expenditures.

Redevelopment/ Successor Agency Operating Fund Expenditures Category
Fund 318
FY 2025
Adopted
Fund 318
FY 2026
Proposed Change % Change
Supplies and Services $ 11,500 $ 10,000 $ ( 1,500) ( 13.04%) Other Expenses $ 369,730 $ 367,491 $ ( 2,239) ( 0.61%)
Transfers Out $ 2,796,211 $ 2,789,802 $ ( 6,409) ( 0.2%) Total Expenditures $ 3,177,441 $ 3,167,293 $ ( 10,148) ( 0.3%) City of Chula Vista
Proposed Budget FY 2026
Successor Agency and Housing Funds SUCCESSOR AGENCY FUNDS 191
RDA SUCCESSOR AGENCY FUND (318)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 5,881 5,480 11,500 10,000 ( 1,500) Other Expenses 217,931 367,718 369,730 367,491 ( 2,239) Transfers Out 2,796,882 2,792,959 2,796,211 2,789,802 ( 6,409) Total Expenditures $ 3,020,693 $ 3,166,157 $ 3,177,441 $ 3,167,293 $ ( 10,148) Property Taxes ( 3,363,658) ( 7,918,403) ( 3,229,247) ( 2,861,563) 367,684 Use of Money and Property ( 61,626) ( 124,269) - - -
Total Revenues $ ( 3,425,284) $ ( 8,042,672) $ ( 3,229,247) $ ( 2,861,563)$ 367,684 Net Program Expenditures $ ( 404,591) $ ( 4,876,515) $ ( 51,806) $ 305,730 $ 357,536 City of Chula Vista
Proposed Budget FY 2026
Successor Agency and Housing Funds SUCCESSOR AGENCY FUNDS 192
DEBT SERVICE - SUCCESSOR AGENCY FUND (666, 692)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 4,000 4,200 5,000 7,000 2,000
Other Expenses 703,609 624,571 2,788,700 2,784,100 ( 4,600) Total Expenditures $ 707, 609 $ 628,771 $ 2,793,700 $ 2,791,100 $ ( 2,600) Revenues
Transfers In ( 2,796,882) ( 2,792,959) ( 2,793,700) ( 2,791,100) 2,600 Use of Money and Property ( 826) ( 1,293) - - -
Other Revenue ( 4,788,560) ( 57,900) - - -
Total Revenues $ ( 7,586,267) 2,852,153) $ ( 2,793,700) $ ( 2,791,100)$ 2,600 Net Program Expenditures $ ( 6,878,658) $ ( 2,223,382) $ - $ -$ - DEBT SERVICE - SUCCESSOR AGENCY FUND (666, 692)
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
666-2016 TARBs 707,609 628,771 2,793,700 2,791,100 ( 2,600) Total Expenditures $ 707,609 $ 628,771 $ 2,793,700 $ 2,791,100 $ ( 2,600) 666-2016 TARBs ( 2,797,707) ( 2,794,253) ( 2,793,700) ( 2,791,100) 2,600 692-Long-Term Advances DSF-RDA SA ( 4,788,560) ( 57,900) - - - Total Revenues $ ( 7,586,267) $ ( 2,852,153) $ ( 2,793,700) $ ( 2,791,100)$ 2,600 Net Program Expenditures $ ( 6,878,659) $ ( 2,223,382) $ - $ -$ -

HOUSING FUNDS

City of Chula Vista
Proposed Budget FY 2026
Successor Agency and Housing Funds HOUSING FUNDS
195
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 2026
Successor Agency and Housing Funds HOUSING FUNDS
196
Revenues
Below is a summary of fiscal year 2026 changes by category:

The table provides a comparison of the fiscal year 2025 Adopted Budget to the fiscal year 2026 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 2025
Adopted
Funds
313/ 319
FY 2026
Proposed Change % Change
Charges for Services $ ( 1,771,380) $ ( 1,771,380) $ - -% Transfers In $ ( 3,000) $ ( 307,043) $ ( 304,043) 10134. 8% Use of Money and Property $ ( 215,000) $ ( 215,000) $ - -% Other Revenue $ ( 902,407) $ ( 902,407) $ - -%
Total Revenues $ ( 2,891,787) $ ( 3,195,830) $ ( 304,043) 10.5% Expenditures
Expenditure changes for fiscal year 2026 for the Housing Authority are summarized below:

The table below provides a comparison of the fiscal year 2025 Adopted Budget to fiscal year 2026 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 2025
Adopted
Funds
313/ 319
FY 2026
Proposed Change % Change
Personnel Services $ 1,579,933 $ 1,856,572 $ 276,639 17.5% Supplies and Services $ 367,900 $ 367,900 $ - -%
Other Expenses $ 2,051,000 $ 2,051,000 $ - -%
Other Capital $ 6,000 $ 6,000 $ - -%
Transfers Out $ 373,092 $ 379,512 $ 6,420 1.7%
Internal Service Charges $ - $ 752 $ 752 -%
Total Expenditures $ 4,377,925 $ 4,661,736 $ 283,811 6.5% City of Chula Vista
Proposed Budget FY 2026
Successor Agency and Housing Funds HOUSING FUNDS
197
CHULA VISTA HOUSING AUTHORITY (313)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Services 865,635 1,297,011 1,579,933 1,856,572 276,639 Supplies and Services 343,066 413,194 310,000 310,000 - Other Expenses 42,860 69,073 42,500 42,500 -
Internal Service Charges 25 384 - 752 752
Transfers Out 368,819 125,513 363,234 364,544 1,310
Total Expenditures $ 1,620,405 $ 1,905,174 $ 2,295,667 $ 2,574,368 $ 278,701 Revenues
Charges for Services ( 383,518) ( 287,795) ( 1,771,380) ( 1,771,380) - Transfers In ( 6,000) ( 1,000) ( 3,000) ( 307,043) ( 304,043) Use of Money and Property ( 163,739) ( 180,167) - - -
Other Revenue ( 779,083) ( 1,721,307) ( 647,407) ( 647,407) - Total Revenues $ ( 1,332,340) $ ( 2,190,269) $ ( 2,421,787) $ ( 2,725,830)$ ( 304,043) Net Program Expenditures $ 288,064 $ ( 285,095) $ ( 126,120) $ ( 151,462)$ ( 25,342) City of Chula Vista
Proposed Budget FY 2026
Successor Agency and Housing Funds HOUSING FUNDS
198
HOUSING SUCCESSOR AGENCY FUND (319)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 425 89,963 57,900 57,900 -
Other Expenses 2,289 5,092 2,008,500 2,008,500 -
Other Capital 2,025 1,350 6,000 6,000 -
Transfers Out 5,262 5,110 9,858 14,968 5,110
Total Expenditures $ 10,001 $ 101,515 $ 2,082,258 $ 2,087,368 $ 5,110 Revenues
Use of Money and Property ( 466,994) ( 823,914) ( 215,000) ( 215,000) - Other Revenue ( 143,487) ( 148,739) ( 255,000) ( 255,000) - Total Revenues $ ( 610,481) $ ( 972,653) $ ( 470,000) $ ( 470,000)$ - Net Program Expenditures $ ( 600,480) $ ( 871,138) $ 1,612,258 $ 1,617,368 $ 5,110 City of Chula Vista
Proposed Budget FY 2026 199
DEPARTMENT SUMMARY REPORTS Housing & Homeless Services
Specific projects to address these priorities in fiscal year 2026 include the funding for permanent supportive housing, collaboration 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 immediately supervises at least one staff member in each of the priority areas including a Principal Management Analyst, Housing Manager, Homeless Solutions Manager, Community Engagement Specialist, and a Management Analyst II.

The Department’ s efforts are better detailed below, listing specific responsibilities under each priority.

Housing & Homeless Services

INFORMATION
WEBSITE www.chulavistaca. gov/ departments/ development- services/ housing PHONE ( 619) 691-5047
EMAIL affhousing@chulavistaca. gov
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; overseeing the Healthy & Age- Friendly Initiatives to promote public health, wellness, and community livability for all ages; and engaging the community through cultural events, minimizing barriers between the City and residents, and work towards the development of innovative partnerships within City departments and with external stakeholders.

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 2026 200
DEPARTMENT SUMMARY REPORTS Housing & Homeless Services
Grant Administration and Compliance – the Principal Management Analyst leads a team consisting of a Management Analyst II and Office Specialist to provide day to day operations and customer service 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 Community Engagement Specialist was added to the Department in 2025 to serve as staff liaison to the Human Relations Commission and assist engaging the community through cultural events.

A Management Analyst II is also assigned to pursue grants, policies, and programs related to the Healthy & AgeFriendly 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 the 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. With this year’s Annual Progress Report submittal ( 2024), the City is almost halfway towards its RHNA allocation ( 47.5%). 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 The City continues to promote affordable housing development by informing developers of and encouraging the use of State laws that reward affordable housing production with incentives, such as density bonus, AB 2162, and Accessory Dwelling Units (ADUs).

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 City of Chula Vista
Proposed Budget FY 2026 201
DEPARTMENT SUMMARY REPORTS Housing & Homeless Services
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.

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 2025, the City and the Chula Vista Housing Authority, acting in its capacity as the Successor Housing Agency to the Chula Vista Redevelopment Agency, issued a Notice of Funding Availability ( NOFA) in the amount of $4.0 million in Low and Moderate Income Housing Asset Funds. These funds were awarded to a 79-unit affordable project to be developed by Community HousingWorks at 201 Third Avenue.

The City and Wakeland Housing and Development Corporation entered into a Leasehold Disposition and Development Agreement for the rehabilitation and conversion of the Palomar Motel into Permanent Supportive Housing for 27 households. The Successor Agency also awarded a loan in the amount of $3.0 million to Wakeland to partially finance the rehabilitation of the project. Construction is expected to begin in FY 2026. Wakeland also continued to refine development plans and seek financing for its 96- unit affordable project to be located at 610 Paseo Del Rey.

The City continued to hold public hearings for the approval of tax-exempt bonds, in accordance with the Tax Equity and Fiscal Responsibility Act of 1982 (TEFRA). The following TEFRA hearings were held in FY 2025:

Encelia at Cota Vera – approving the conversion of multifamily revenue notes to the permanent phase of financing for an affordable family development located at 1910 Encelia Circle.

Seniors on Broadway – financing the rehabilitation of a senior development located at 845 Broadway.

Teresina Apartments – financing the acquisition and rehabilitation of a family development located at 1250 Santa Cora Avenue.

The following affordable projects, not funded by the City or Housing Authority, were leased up in FY 2025:

Casa Estilo – Mixed-income senior project with 16 affordable units located at 795 Third Avenue Citrus Villa – Senior development with 58 affordable units located at 178 Third Avenue Congregational Place, a 56-unit senior project located at 305 E Street, is expected to complete construction and lease up in FY 2026
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 designed a set of coordinated programs and interventions to support each person who experiences homelessness along a pathway that leads to a permanent housing solution. Utilizing a cross- City of Chula Vista
Proposed Budget FY 2026 202
DEPARTMENT SUMMARY REPORTS Housing & Homeless Services
departmental and multidisciplinary system allows the City to leverage resources that serve all people experiencing homelessness, including responding to the unique needs of different subpopulations, such as families with children, youth, veterans, or survivors of domestic violence. The primary programs offered are: outreach/ engagement, case management, housing options, and job training/ reentry.

KEY PERFORMANCE MEASURES
FY 2024 Actual FY 2025 Estimated FY 2026 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% 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 by FY25 and address ongoing goals for the remainder of the period 100% 100% 100%
Assist households with homeless prevention programs, such as rehabilitation and rental assistance TBD 40 households 45 households
Engage individuals in Community Participation Plan and adopt the 2026- 2030 Community Plan in FY25. * 50 individuals **
Provide resources to homeless individuals. 300 individuals 300 individuals 325 individuals Support emergency shelter operator in positively exiting clients into permanent housing *** *** 20 individuals
Provide financial support to produce or preserve affordable housing units. *** *** $ 3 million Department will begin the Consolidated Plan process in fiscal year 2025.

Task completed in FY 2025.

New goal for FY 2026.

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

Expenditures
Increase of $276,306 for Personnel Services expenditures due to mid-year addition of 1.0 FTE Community Engagement Specialist and scheduled MOU contract increases for various labor groups along with changes to health and retirement benefits.

City of Chula Vista
Proposed Budget FY 2026 203
DEPARTMENT SUMMARY REPORTS Housing & Homeless Services
19) HOUSING & HOMELESS SERVICES
Summary of Department Resources
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Expenses
Salaries 298,580 893,055 1,158,154 1,360,080 201,926
Hourly Wages 42,132 95,293 - - -
Health Benefits 34,914 134,752 189,730 206,081 16,351
Retirement Benefits 28,081 102,754 126,038 141,846 15,808 Other Personnel Expense 4,269 71,157 82,539 124,760 42,221 Personnel Expenses Subtotal 407,976 1,297,011 1,556,461 1,832,767 276,306 Supplies and Services - 900 4,200 4,200 -
Other Expenses 2,199 ( 2,199) - - -
Internal Service Charges 25 384 - 752 752
Non- Personnel Expenses Subtotal 2,224 ( 915) 4,200 4,952 752 Total Expenditures $ 410,200 $ 1,296,096 $ 1,560,661 $ 1,837,719 $ 277,058 Charges for Services - ( 3,055) ( 1,448,286) ( 1,448,286) - Transfers In - ( 1,000) - ( 304,043) ( 304,043)
Use of Money and Property ( 50,424) ( 28,289) - - -
Other Revenues ( 474,966) ( 1,714,271) - - -
Total Revenues $ ( 525,389) $ ( 1,746,615) $ ( 1,448,286) $ ( 1,752,329)$ ( 304,043) Net Program Expenditures $ ( 115,189) $ ( 450,519) $ 112,375 $ 85,390 $ ( 26,985) Revenue Recovery % N/ A N/ A 93% 95% N/ A
Authorized Full Time Positions - 10.00 11.00 12.00 1.00 The Housing & Homeless Services Department was created in November 2022 (FY 2023).

City of Chula Vista
Proposed Budget FY 2026 204
DEPARTMENT SUMMARY REPORTS Housing & Homeless Services
Housing & Homeless
Services

12.00)
Homeless Solutions &
Prevention
Total GF FTE 0.00
Total Non GF FTE 12.00
Total Dept FTE 12.00
Affordable Housing
ProductionAdministration Preservation &
Chula Vista Housing
Authority
Community Initiatives

ORGANIZATIONAL CHART

SEWER FUNDS

City of Chula Vista
Proposed Budget FY 2026 207
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 2026 208
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 2025
Adopted
FY 2026
Proposed Change % Change
Licenses and Permits $ 40,000 $ 40,000 $ - 0.00%
Charges for Services $ 53,570,000 $ 53,441,374 $ ( 128,626) 0.00% Transfers In $ 198,000 $ 198,000 $ - 0.00%
Use of Money and Property $ 1,185,726 $ 1,257,726 $ 72,000 0.06% Other Revenues $ 133,133 $ 133,133 $ - 0.00%
Total Revenues $ 55,126,859 $ 55,070,233 $ ( 56,626) 0.00% 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 2026 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 2026.

Capital Improvement Projects
The second highest commitment of CIP funding is for the Wastewater Management System ( WMS). The appropriation for Wastewater projects is approximately $ 3.5 million, which represents 11.78% 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
Include $ 1.2 million for the Sewer Main Rehabilitation project, which will repair and renew priority segments of the collection system
An additional $ 0.8 million is programmed for CCTV inspection of large-diameter sewer mains to assess conditions and plan future improvements.

City of Chula Vista
Proposed Budget FY 2026 209
Sewer Funds
Funding of $0.6 million will be invested in the rehabilitation of deteriorated sewer maintenance holes to ensure structural integrity
Funding of $0.45 million is programmed to install semi-permanent monitoring equipment throughout the collection system, enhancing early deduction of potential failures.

A separate $ 0.45 million is programmed for a project that will replace aging sewer maintenance holes along Main Street to address corrosion and reliability issues
These investments are aligned with the City’s Wastewater Master Plan, which provides long-range guidance for sewer system improvements to meet capacity, regulatory, and operational goals as the community grows and infrastructure ages
Sewer Fund expenditures are summarized in the table below:

Sewer Fund Expenditures
Category
FY 2025
Adopted
FY 2026
Proposed Change % Change
Personnel Services $ 5,278,868 $ 5,856,713 $ 577,845 10.9% Supplies and Services $ 34,689,858 $ 34,839,666 $ 149,808 0.4% Other Expenses $ 725,610 $ 731,549 $ 5,939 0.8%
Other Capital $ 1,393,473 $ 1,393,473 $ - -%
Utilities $ 155 $ 155 $ - -%
Internal Service Charges $ 542,970 $ 579,741 $ 36,771 6.8% Transfers Out $ 4,360,705 $ 4,503,540 $ 142,835 3.3%
CIP Project Expenditures $ 4,315,000 $ 3,450,000 $ ( 865,000) ( 20.0%) Non- CIP Project Expenditures $ 64,600 $ 64,600 $ - -%
Total Expenditures $ 51,371,239 $ 51,419,437 $ 48,198 0.1% 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 of Chula Vista
Proposed Budget FY 2026 210
Sewer Funds
City’s annual San Diego Metropolitan Sewer Capacity and Maintenance fees. It can also be used to meet capital and planning needs
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.

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 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 2026 211
Sewer Funds
SEWER FUNDS (411 - 428)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Services 4,525,597 4,712,893 5,278,868 5,856,713 577,845 Non-Budgetary - Personnel Services 58,548 368,489 ( 1,116) - 1,116 Supplies and Services 28,643,561 32,838,003 34,689,858 34,839,666 149,808 Other Expenses 594,090 645,436 725,610 731,549 5,939
Other Capital 466,634 1,751,413 1,393,473 1,393,473 -
Utilities 120 112 155 155 -
Internal Service Charges 551,182 540,732 542,970 579,741 36,771 Transfers Out 3,715,641 3,887,730 4,360,705 4,503,540 142,835 CIP Project Expenditures 4,869,543 9,011,613 4,315,000 3,450,000 ( 865,000) Non-CIP Project Expenditures - - 64,600 64,600 -
Total Expenditures $ 43,424,913 $ 53,756,422 $ 51,305,523 $ 51,354,837 $ 49,314 Licenses and Permits ( 49,116) ( 20,201) ( 40,000) ( 40,000) - Revenue from Other Agencies - 2,284 - - -
Charges for Services ( 45,286,518) ( 48,802,245) ( 53,570,000) ( 53,441,374) 128,626 Transfers In ( 203,806) ( 895,628) ( 198,000) ( 198,000) - Use of Money and Property ( 3,963,179) ( 4,666,932) ( 1,185,726) ( 1,257,726) ( 72,000) Other Revenue ( 10,103,049) ( 5,803,853) ( 133,133) ( 133,133) - Total Revenues $ ( 59,605,668) $ ( 60,186,576) $ ( 55,126,859) $ ( 55,070,233)$ 56,626 Net Program Expenditures $ ( 16,180,755) $ ( 6,430,154) $ ( 3,821,336) $ ( 3,715, 396)$ 105,940 City of Chula Vista
Proposed Budget FY 2026 212
Sewer Funds
SEWER FUNDS (411 - 428)
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
411-Sewer Income 732,443 1,364,689 51,809 2,693 ( 49,116) 412-Special Sewer 0 0 - - -
413-Trunk Sewer Capital Reserve 3,322,552 4,473,936 203,895 235,563 31,668 414-Sewer Service Revenue 38,602,691 46,057,170 46,938,775 47,564,715 625,940 428-Sewer Facility Replacement 767,227 1,860,627 4,175,644 3,616,466 ( 559,178) Total Expenditures $ 43,424,913 $ 53,756,422 $ 51,370, 123 $ 51,419,437 $ 49,314 411-Sewer Income ( 47,285) ( 6,200) - ( 2,693) ( 2,693) 412-Special Sewer ( 9) ( 13) - - -
413-Trunk Sewer Capital Reserve ( 12,027,810) ( 12,792,237) ( 6,134,000) ( 5,206,000) 928,000 414-Sewer Service Revenue ( 45,172,018) ( 44,746,361) ( 46,691,133) ( 47,559,814) ( 868,681) 428-Sewer Facility Replacement ( 2,358,547) ( 2,641,764) ( 2,301,726) ( 2,301,726) - Total Revenues $ ( 59,605,668) $ ( 60,186,576) $ ( 55,126,859) $ ( 55,070,233)$ 56,626 Net Program Expenditures $ ( 16,180,755) $ ( 6,430,154) $ ( 3,756,736) $ ( 3,650,796)$ 105,940 SEWER DIF FUNDS ( 430)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services - - 120,000 120,000 -
Other Expenses 1,029,000 487,455 695,490 767,490 72,000 Transfers Out - 2,408 - 2,408 2,408
CIP Project Expenditures 68,418 26,230 - - -
Total Expenditures $ 1,097,417 $ 516,092 $ 815,490 $ 889,898 $ 74,408 Charges for Services ( 832,475) ( 1,058,922) ( 842,000) ( 842,000) - Use of Money and Property ( 114,347) ( 173,455) - - -
Total Revenues $ ( 946,821) $ ( 1,232,377) $ ( 842,000) $ ( 842,000)$ - Net Program Expenditures $ 150, 596 $ ( 716,285) $ ( 26,510) $ 47,898 $ 74,408

FLEET FUND

City of Chula Vista
Proposed Budget FY 2026 215
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 are 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 the fleet management system software used to track work orders and vehicle repair history) and the fuel management system ( used to track fuel usage).

As part of the City’s goal to reduce greenhouse emissions, the City has a fleet of 45 Electric Vehicles ( EV), 85 Hybrid Electric Vehicles ( HEV), and 17 Plug-In Hybrids Electric Vehicles ( PHEV) with the corresponding charging stations to support those vehicles. Electric vehicles help reduce maintenance costs while making a positive impact on the environment. These vehicles represent approximately 25 percent of the total vehicle fleet.

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 eight years, the majority of vehicle replacement costs have been funded by Measure P sales tax revenues. However, the Measure P Sales Tax Fund allocation to vehicle replacements has been fully encumbered for non-public safety– there are no planned vehicle replacements in fiscal year 2026 for non- public safety vehicles.

Approximately $ 2.9 million is allocated in the fiscal year 2026 Proposed Budget for the replacement of public safety vehicles within the Measure P Sales Tax Fund. In addition, $1.2 million is allocated for the replacement of vehicles in the Sewer Fund.

For fiscal year 2026, the proposed revenue budget for the Fleet Fund is $ 7. 1 million. The increase of revenues over the fiscal year 2025 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 2025
Adopted
FY 2026
Proposed Change % Change
Charges for Services $ 198,771 $ 85,000 $ ( 113,771) ( 57.2%) Transfers In $ 929,755 $ 1,077,524 $ 147,769 15.9%
Other Revenues $ 5,818,503 $ 5,958,205 $ 139,702 2.4%
Total Revenues $ 6,947,029 $ 7,120,729 $ 173,700 2.5%
City of Chula Vista
Proposed Budget FY 2026 216
Fleet Fund
Expenditures
The Fleet Fund 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 2026 Proposed Budget for Fleet Management expenditures is $ 6. 3 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 2026.

Fleet Fund Expenditures
Category
FY 2025
Adopted
FY 2026
Proposed Change % Change
Personnel Services $ 1,580,941 $ 1,660,215 $ 79,274 5.0% Supplies and Services $ 4,186,389 $ 4,186,389 $ - -%
Other Expenses $ 92,450 $ 93,538 $ 1,088 1.2%
Utilities $ 111,059 $ 176,541 $ 65,482 59.0%
Internal Service Charges $ 33,639 $ 26,168 $ ( 7,471) ( 22.2%) Total Expenditures $ 6,131,045 $ 6,260,344 $ 129,299 2.1% City of Chula Vista
Proposed Budget FY 2026 217
Fleet Fund
FLEET MANAGEMENT (391, 392, 394)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Services 1,186,896 1,338,933 1,580,941 1,660,215 79,274 Non-Budgetary - Personnel Services 32,299 ( 99,904) - - - Supplies and Services 3,370,928 3,842,875 4,186,389 4,186,389 - Other Expenses 90,156 91,674 92,450 93,538 1,088
Other Capital 608,236 31,757 - - -
Utilities 233,020 138,140 111,059 176,541 65,482
Internal Service Charges 23,295 45,443 33,639 26,168 ( 7,471) Transfers Out 82,673 96,354 126,567 117,493 ( 9,074)
Total Expenditures $ 5,627,504 $ 5,485,271 $ 6,131,045 $ 6,260,344 $ 129,299 Revenue from Other Agencies - 131 - - -
Charges for Services ( 388,703) ( 277,976) ( 198,771) ( 85,000) 113,771 Transfers In ( 321,760) ( 706,124) ( 929,755) ( 1,077,524) ( 147,769) Use of Money and Property ( 84,120) ( 249,849) - - -
Other Revenue ( 4,922,898) ( 5,542,613) ( 5,818,503) ( 5,958,205) ( 139,702) Total Revenues $ ( 5,717,481) $ ( 6,776,431) $ ( 6,947,029) $ ( 7,120,729)$ ( 173,700) Net Fund Activity $ ( 89,977) $ ( 1,291,160) $ ( 815,984) $ ( 860,385)$ ( 44,401)

FLEET MANAGEMENT
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
391-Central Garage Fund 5,114,186 5,580,738 6,131,045 6,260,344 129,299 392-Equipment Vehicle Replacement 481,018 4,109 - - -
394-Vehicle Replacement Fund 0 328 - - -
Total Expenditures $ 5,595,205 $ 5,585,175 $ 6,131,045 $ 6,260,344 $ 129,299 391-Central Garage Fund ( 5,271,257) ( 5,855,789) ( 6,131,045) ( 6,267,815) ( 136,770) 392-Equipment Vehicle Replacement ( 84,090) ( 206,642) - - - 394-Vehicle Replacement Fund ( 362,133) ( 714,000) ( 815,984) ( 852,914) ( 36,930) Total Revenues $ ( 5,717,481) $ ( 6,776,431) $ ( 6,947,029) $ ( 7,120,729)$ ( 173,700) Net Fund Activity $ ( 122,276) $ ( 1,191,256) $ ( 815,984) $ ( 860,385)$ ( 44,401)

CAPITAL PROJECTS
FUNDS

City of Chula Vista
Proposed Budget FY 2026 221
Capital Projects Funds
Capital Projects 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 2026 222
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 2026 223
Capital Projects Funds

ASSESSMENT DISTRICTS IMPROVEMENT FUNDS
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Other Expenses 134 369 - - -
Total Expenditures $ 134 $ 369 $ - $ -$ -
Use of Money and Property ( 22,310) ( 29,491) - - -
Total Revenues $ ( 22,310) $ ( 29,491) $ - $ -$ -
Net Fund Activity $ ( 22,176) $ ( 29,121) $ - $ -$ -

ASSESSMENT DISTRICTS IMPROVEMENT FUNDS
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
507-Otay Valley Rd AD 90-2 Impvt 11 31 - - -
508-Assessment District 97-2 1 - - -
511-OV Rd Fee Recovery District 122 339 - - -
518-AD2005- 1 Tobias Drive 0 - - - -
Total Expenditures $ 134 $ 369 $ - $ -$ -
507-Otay Valley Rd AD 90-2 Impvt ( 1,842) ( 2,460) - - - 508-Assessment District 97-2 ( 145) 39 - - -
511-OV Rd Fee Recovery District ( 20,273) ( 27,083) - - - 518-AD2005- 1 Tobias Drive ( 51) 14 - - -
Total Revenues $ ( 22,310) $ ( 29,491) $ - $ -$ -
Net Fund Activity $ ( 22,176) $ ( 29,121) $ - $ -$ -
City of Chula Vista
Proposed Budget FY 2026 224
Capital Projects Funds

DEVELOPMENT IMPACT FEES FUNDS
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 71,333 420,690 57,000 57,000 -
Other Expenses 3,555,408 1,249,825 2,808,891 2,843,891 35,000 Other Capital 93,947 148,091 - 200,000 200,000
Transfers Out 5,276,291 5,163,864 5,253,005 5,298,841 45,836 CIP Project Expenditures 2,863,544 16,896,324 20,000 300,000 280,000 Non-CIP Project Expenditures - - 15,000 15,000 -
Total Expenditures $ 11,860,523 $ 23,878,794 $ 8,153,896 $ 8,714,732 $ 560, 836 Use of Money and Property ( 1,763,743) ( 2,476,922) ( 245,000) ( 295,000) ( 50,000) Charges for Services ( 22,728,636) ( 18,736,480) ( 18,265,000) ( 16,102,712) 2,162,288 Other Revenue - ( 300,000) - - -
Total Revenues $ ( 24,492,379) $ ( 21,513,403) $ ( 18,510,000) $ ( 16,397,712)$ 2,112,288 Net Fund Activity $ ( 12,631,855) $ 2,365,391 $ ( 10,356,104) $ ( 7,682,980)$ 2,673,124

DEVELOPMENT IMPACT FEES FUNDS
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
542-Drainage DIF 226,930 457,656 13,291 14,790 1,499
560-Public Facilities DIF 7,206,356 21,600,025 7,452,883 8,010,625 557,742 580-Pedestrian Bridge DIFs 2,013,681 4,052 100,279 102,712 2,433 590-Transportation DIFs 2,413,557 1,817,061 587,443 586,605 ( 838) Total Expenditures $ 11,860,523 $ 23,878,794 $ 8,153,896 $ 8,714,732 $ 560,836 542-Drainage DIF ( 71,505) ( 84,992) - ( 15,000) ( 15,000) 560-Public Facilities DIF ( 14,132,093) ( 16,753,345) ( 11,375,000) ( 8,900,000) 2,475,000 580-Pedestrian Bridge DIFs ( 218,647) ( 387,952) ( 90,000) ( 102,712) ( 12,712) 590-Transportation DIFs ( 10,070,134) ( 4,287,114) ( 7,045,000) ( 7,380,000) ( 335,000) Total Revenues $ ( 24,492,379) $ ( 21,513,403) $ ( 18,510,000) $ ( 16,397,712)$ 2,112,288 Net Fund Activity $ ( 12,631,855) $ 2,365,391 $ ( 10,356,104) $ ( 7,682,980)$ 2,673,124 City of Chula Vista
Proposed Budget FY 2026 225
Capital Projects Funds

OTHER TRANSPORTATION FUNDS
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
CIP Project Expenditures 533,658 1,943,282 34,967,767 1,444,282 ( 33,523,485) Total Expenditures $ 533,658 $ 1,943,282 $ 34,967,767 $ 1,444,282 $ ( 33,523,485) Revenue from Other Agencies ( 704,245) ( 1,784,000) ( 34,967,767) ( 1,444,282) 33,523,485 Transfers In - ( 4,460) - - -
Use of Money and Property ( 23) ( 30) - - -
Total Revenues $ ( 704,268) $ ( 1,788,491) $ ( 34,967,767) $ ( 1,444,282)$ 33,523,485 Net Fund Activity $ ( 170,610) $ 154,789 $ - $ -$ -

OTHER TRANSPORTATION FUNDS
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
736-Other Transportation Program 533,658 1,943,282 34,967,767 1,444,282 ( 33,523,485) Total Expenditures $ 533,658 $ 1,943,282 $ 34,967,767 $ 1,444,282 $ ( 33,523,485) 723-Bicycle Facilities Fund - ( 4,460) - - -
735-Transportation Partnership ( 2) ( 3) - - -
736-Other Transportation Program ( 704,245) ( 1,784,000) ( 34,967,767) ( 1,444,282) 33,523,485 741-Prop 1B Highway Safety ( 20) ( 26) - - -
Total Revenues $ ( 704,268) $ ( 1,788,491) $ ( 34,967,767) $ ( 1,444,282)$ 33,523,485 Net Fund Activity $ ( 170,610) $ 154,789 $ - $ -$ -
City of Chula Vista
Proposed Budget FY 2026 226
Capital Projects Funds

MISCELLANEOUS CIP FUNDS
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services - 7,140 50,000 50,000 -
Other Expenses 195,767 661,707 337,000 380,000 43,000
Transfers Out 673,358 673,891 701,110 2,221,544 1,520,434 CIP Project Expenditures 8,402,109 1,886,199 500,000 - ( 500,000) Non-CIP Project Expenditures 508,967 520,013 200,000 200,000 - Total Expenditures $ 9,780,201 $ 3,748,950 $ 1,788,110 $ 2,851,544 $ 1,063,434 Revenue from Other Agencies - ( 450,000) - - -
Charges for Services ( 658,723) ( 1,698,444) ( 1,200,000) ( 1,100,000) 100,000 Transfers In ( 8,739,618) ( 25,269,116) ( 200,000) ( 200,000) - Use of Money and Property ( 946,204) ( 1,565,578) ( 277,000) ( 320,000) ( 43,000) Other Revenue ( 215,958) ( 1,791,718) ( 325,505) ( 325,505) - Total Revenues $ ( 10,560,503) $ ( 30,774, 856) $ ( 2,002,505) $ ( 1,945,505)$ 57,000 Net Fund Activity $ ( 780,302) $ ( 27,025,907) $ ( 214,395) $ 906,039 $ 1,120,434

MISCELLANEOUS CIP FUNDS
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
713-Capital Improvement Projects 8,935,419 2,424,076 201,434 1,703,006 1,501,572 715-Parkland Acquisition & DevFees 20,960 31,690 114,975 132,394 17,419 716-Western- Park Acquisition & Dev 191,751 638,211 803,768 348,267 ( 455,501) 717-Residential Construction Tax 632,071 654,973 667,933 667,877 ( 56) Total Expenditures $ 9,780,201 $ 3,748,950 $ 1,788,110 $ 2,851,544 $ 1,063,434 713-Capital Improvement Projects ( 8,858,153) ( 27,048,348) ( 200,000) ( 200,000) - 715-Parkland Acquisition & DevFees ( 1,281,813) ( 2,937,223) ( 1,277,000) ( 1,320,000) ( 43,000) 716-Western- Park Acquisition & Dev ( 272,061) ( 233,293) ( 200,000) ( 100,000) 100,000 717-Residential Construction Tax ( 148,476) ( 555,993) ( 325,505) ( 325,505) - Total Revenues $ ( 10,560,503) $ ( 30,774,856) $ ( 2,002,505) $ ( 1,945,505)$ 57,000 Net Fund Activity $ ( 780,302) $ ( 27,025,907) $ ( 214,395) $ 906,039 $ 1,120,434

DEBT SERVICE FUNDS

City of Chula Vista
Proposed Budget FY 2026 229
Debt Service Funds
Debt Service Funds
The debt service requirement for the City, Public Financing Authority and Municipal Financing Authority is $38.1 million for fiscal year 2026. These funds do not include the Successor Agency to the Redevelopment Agency debt as itis reported in the Debt Administration section of this document. The $38.1 million budgeted for debt service funds is the required payments for the debt per respective 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, and equipment 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, financed purchases, leases and subscriptions. Debt service expenditures for the City Fund are approximately $ 20.9 million offset by revenues of $20.9 million. To follow is a brief description of the City’s debt service funds.

Fund 100: General Fund - Financed Purchases
In November 2024, the City entered into a 4-year lease purchase agreement with Lenovo Financial Services for Mobile Data Computers. The total amount is $810,287 and $599,612 or 74% will be paid from the General Fund.

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 222: Sales Tax Measure A - Financed Purchases
In November 2024, the City entered into a 4-year lease purchase agreement with Lenovo Financial Services for Mobile Data Computers. The total amount is $810,287 and $210,675 or 26% will be paid from the Measure A Fund.

Fund 272: Federal Grants Fund - Financed Purchases
In December 2023, the City entered into a financed purchase agreement with Axon Enterprise, Inc. to purchase Body worn cameras. The total amount is $339,861 and it will be repaid from revenues from the Federal Grants Fund
In December 2023, the City entered into a financed purchase agreement with Axon Enterprise, Inc. for tasers. The total amount is $677,747 and it will be repaid from revenues from the Federal Grants Fund.

In December 2023, the City entered into a financed purchase agreement with Axon Enterprise, Inc. for In- vehicle Cameras. The total amount is $478,796 and it will be repaid from revenues from the Federal Grants Fund.

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
City of Chula Vista
Proposed Budget FY 2026 230
Debt Service Funds
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
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.

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 City of Chula Vista
Proposed Budget FY 2026 231
Debt Service Funds
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.

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
InJuly 2017, the Municipal Financing Authority issued the 2017 Lease Revenue Bonds inthe 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 2026 232
Debt Service Funds
DEBT SERVICE – CITY FUNDS (442 - 453)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 3,665 3,848 6,413 6,421 8
Other Expenses 16,369,946 16,470,014 16,537,368 16,634,858 97,490 Transfers Out 100,336 - - - -
Total Expenditures $ 16,473,947 $ 16,473,861 $ 16,543,781 $ 16,641,279 $ 97,498 Transfers In ( 16,339,682) ( 16,442,592) ( 16,542,488) ( 16,641,280) ( 98,792) Use of Money and Property ( 1,641) ( 5,345) - - -
Other Revenue ( 12,818) ( 7,152) ( 1,300) - 1,300
Total Revenues $ ( 16,354,142) $ ( 16,455,089) $ ( 16,543,788) $ ( 16,641,280)$ ( 97,492) Net Fund Activity $ 119,805 $ 18,772 $ ( 7) $ ( 1)$ 6
DEBT SERVICE – CITY FUNDS ( 442 - 453)
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
442-CDBG Section 108 Loan 657,213 669,863 682,451 695,903 13,452 451-Long Term Debt - City of CV 15,116,862 15,290,015 15,450,403 15,632,889 182,486 452-Equipment Lease Fund 396,752 208,019 101,741 - ( 101,741) 453-Energy Conservation Loans 303,120 305,964 309,186 312,487 3,301 Total Expenditures $ 16,473,947 $ 16,473,861 $ 16,543,781 $ 16,641,279 $ 97,498 442-CDBG Section 108 Loan ( 657,213) ( 669,863) ( 682,451) ( 695,903) ( 13,452) 451-Long Term Debt - City of CV ( 15,097,603) ( 15,271,231) ( 15,450,410) ( 15,632,890) ( 182,480) 452-Equipment Lease Fund ( 296,205) ( 208,031) ( 101,741) - 101,741 453-Energy Conservation Loans ( 303,120) ( 305,964) ( 309,186) ( 312,487) ( 3,301) Total Revenues $ ( 16,354,142) $ ( 16,455,089) $ ( 16,543,788) $ ( 16,641,280)$ ( 97,492) Net Fund Activity $ 119,805 $ 18,772 $ ( 7) $ ( 1)$ 6
City of Chula Vista
Proposed Budget FY 2026 233
Debt Service Funds
DEBT SERVICE – PUBLIC & MUNICIPAL FINANCING AUTHORITIES (475 - 480) Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 28,600 29,444 36,746 36,412 ( 334) Other Expenses 17,444,313 17,152,942 17,185,205 17,203,217 18,012 Total Expenditures $ 17,472,913 $ 17,182,386 $ 17,221,951 $ 17,239,629 $ 17,678 Transfers In ( 16,870,451) ( 16,754,522) ( 16,980,951) ( 17,000,629) ( 19,678) Use of Money and Property 311,224 ( 209,644) - - -
Other Revenue ( 246,113) ( 276,191) ( 241,000) ( 239,000) 2,000 Total Revenues $ ( 16,805,339) $ ( 17,240,357) $ ( 17,221,951) $ ( 17,239,629)$ ( 17,678) Net Fund Activity $ 667,574 $ ( 57,971) $ - $ -$ -
DEBT SERVICE – PUBLIC & MUNICIPAL FINANCING AUTHORITIES ( 475 - 480) Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
475-2014 COP Refunding 3,610,081 3,619,081 3,618,082 3,617,457 ( 625) 476-2015 Refunding COP 2,922,763 2,925,963 2,929,692 2,929,443 ( 249) 477-2016 Ref COP Civic Ctr/ Nature 286,550 286,750 287,552 289,553 2,001 478-2016 LRRB PFDIF/ COP 2,148,275 2,152,675 2,150,077 2,156,277 6,200 479-2017 CREBs LRBs 681,245 687,718 721,753 731,354 9,601 480-2017 Measure P LRBs 7,824,000 7,510,200 7,514,795 7,515,545 750 Total Expenditures $ 17,472,913 $ 17,182,386 $ 17,221,951 $ 17,239,629 $ 17,678 475-2014 COP Refunding ( 3,438,717) ( 3,622,507) ( 3,618,082) ( 3,617,457) 625 476-2015 Refunding COP ( 2,578,439) ( 2,960,795) ( 2,929,692) ( 2,929,443) 249 477-2016 Ref COP Civic Ctr/ Nature ( 130,018) ( 302,546) ( 287,552) ( 289,553) ( 2,001) 478-2016 LRRB PFDIF/ COP ( 2,148,331) ( 2,153,532) ( 2,150,077) ( 2,156,277) ( 6,200) 479-2017 CREBs LRBs ( 681,293) ( 687,721) ( 721,753) ( 731,354) ( 9,601) 480-2017 Measure P LRBs ( 7,828,541) ( 7,513,256) ( 7,514,795) ( 7,515,545) ( 750) Total Revenues $ ( 16,805,339) $ ( 17,240,357) $ ( 17,221,951) $ ( 17,239,629)$ ( 17,678) Net Fund Activity $ 667,574 $ ( 57,971) $ - $ -$ -

OTHER FUNDS

City of Chula Vista
Proposed Budget FY 2026 237
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 2026 238
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
Environmental Services ( Fund 282) 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 2026 239
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. Since the formation of several of the Open Space Districts, costs have significantly increased, and the assessments provided by these districts cannot keep up with the rising costs.

As a result, several Open Space Districts struggle to fund even the most basic levels of service with the resources available.

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 2026 240
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 2026 241
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 2026 242
Other Funds
OTHER FUNDS – TRANSPORTATION FUNDS (221, 227)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Services 242,219 268,577 240,203 285,290 45,087 Supplies and Services - 23,602 - - -
Other Expenses 2,581 7,861 - - -
Internal Service Charges - - 7,107 - ( 7,107)
Transfers Out 4,582,973 4,695,656 5,092,897 5,100,731 7,834 CIP Project Expenditures 10,784,425 7,937,932 18,481,785 20,067,647 1,585,862 Total Expenditures $ 15,612,198 $ 12,933,629 $ 23,821,992 $ 25,453,668 $ 1,631,676 Revenues
Revenue from Other Agencies ( 13,199,800) ( 14,620,717) ( 14,645,345) ( 14,645,345) - Charges for Services ( 1,602) ( 525) - - -
Transfers In ( 2,000) ( 1,500) ( 2,000) ( 2,000) -
Use of Money and Property ( 443,659) ( 576,752) - - -
Other Revenue ( 2,897,706) ( 4,021,602) ( 6,673,500) ( 6,673,500) - Total Revenues $ ( 16,544,767) $ ( 19,221,095) $ ( 21,320,845) $ ( 21,320,845)$ - Net Fund Activity $ ( 932,569) $ ( 6,287,467) $ 2,501,147 $ 4,132,823 $ 1,631,676 OTHER FUNDS – TRANSPORTATION FUNDS ( 221, 227)
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
221-Transportation Grants- Gas Tax 12,576,248 9,538,599 14,596,492 15,595,740 999,248 227-Transportation Sales Tax 3,035,950 3,395,030 9,225,500 9,857,928 632,428 Total Expenditures $ 15,612,198 $ 12,933,629 $ 23,821,992 $ 25,453,668 $ 1,631,676 Revenues
221-Transportation Grants- Gas Tax ( 13,644,900) ( 15,216,327) ( 14,647,345) ( 14,647,345) - 227-Transportation Sales Tax ( 2,899,867) ( 4,004,768) ( 6,673,500) ( 6,673,500) - Total Revenues $ ( 16,544,767) $ ( 19,221,095) $ ( 21,320,845) $ ( 21,320,845)$ - Net Fund Activity $ ( 932,569) $ ( 6,287,467) $ 2,501,147 $ 4,132,823 $ 1,631,676 City of Chula Vista
Proposed Budget FY 2026 243
Other Funds
OTHER FUNDS – PARKING FUNDS (241 - 243)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 386,826 491,690 415,700 555,200 139,500 Other Expenses 213,277 304,738 254,500 334,500 80,000
Utilities 52,525 55,520 97,183 97,183 -
Transfers Out 655 614 1,227 1,841 614
CIP Project Expenditures 15,403 - - - -
Total Expenditures $ 668,686 $ 852,561 $ 768,610 $ 988,724 $ 220,114 Revenues
Licenses and Permits ( 42,100) ( 41,040) ( 30,000) ( 42,000) ( 12,000) Fines, Forfeitures, Penalties ( 231,033) ( 285,718) ( 249,153) ( 295,200) ( 46,047) Use of Money and Property ( 450,450) ( 488,733) ( 440,268) ( 739,303) ( 299,035) Other Revenue ( 10,500) ( 15,839) - - -
Total Revenues $ ( 734,083) $ ( 831,330) $ ( 719,421) $ ( 1,076,503)$ ( 357,082) Net Fund Activity $ ( 65,397) $ 21,231 $ 49,189 $ ( 87,779)$ ( 136,968) OTHER FUNDS – PARKING FUNDS (241 - 243)
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
241-Parking Meter 668,657 852,475 768,610 988,724 220,114 243-Town Center I Parking District 30 87 - - -
Total Expenditures $ 668,686 $ 852,561 $ 768,610 $ 988,724 $ 220,114 Revenues
241-Parking Meter ( 718,556) ( 811,232) ( 719,421) ( 1,076,503) ( 357,082) 243-Town Center I Parking District ( 15,528) ( 20,098) - - - Total Revenues $ ( 734,083) $ ( 831,330) $ ( 719,421) $ ( 1,076,503)$ ( 357,082) Net Fund Activity $ ( 65,397) $ 21,231 $ 49,189 $ ( 87,779)$ ( 136,968) City of Chula Vista
Proposed Budget FY 2026 244
Other Funds
OTHER FUNDS – PUBLIC SAFETY FUNDS (245, 256)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 48,846 36,049 38,500 38,500 -
Other Expenses 25 71 - - -
Other Capital 2,175 - - - -
Transfers Out 236,374 258,698 399,140 251,500 ( 147,640) Total Expenditures $ 287,420 $ 294,818 $ 437,640 $ 290,000 $ ( 147,640) Revenues
Fines, Forfeitures, Penalties ( 282,454) ( 289,954) ( 437,640) ( 290,000) 147,640 Use of Money and Property ( 1,684) ( 3,177) - - -
Other Revenue ( 10) - - - -
Total Revenues $ ( 284,147) $ ( 293,131) $ ( 437,640) $ ( 290,000)$ 147,640 Net Fund Activity $ 3,273 $ 1,686 $ - $ -$ -
OTHER FUNDS – PUBLIC SAFETY FUNDS (245, 256)
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
245-Traffic Safety 287,420 294,818 437,640 290,000 ( 147,640) Total Expenditures $ 287,420 $ 294,818 $ 437,640 $ 290,000 $ ( 147,640) Revenues
245-Traffic Safety ( 284,147) ( 293,132) ( 437,640) ( 290,000) 147,640 Total Revenues $ ( 284,147) $ ( 293,132) $ ( 437,640) $ ( 290,000)$ 147,640 Net Fund Activity $ 3,273 $ 1,686 $ - $ -$ -
City of Chula Vista
Proposed Budget FY 2026 245
Other Funds
OTHER FUNDS – PERMANENT ENDOWMENTS FUND (267)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Other Expenses 2 4 - - -
Total Expenditures $ 2 $ 4 $ - $ -$ -
Revenues
Use of Money and Property ( 255) ( 341) - - -
Total Revenues $ ( 255) $ ( 341) $ - $ -$ -
Net Fund Activity $ ( 254) $ ( 337) $ - $ -$ -
OTHER FUNDS – SUNDRY GRANT & MISCELLANOUS FUNDS
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Services 7,873,563 6,972,634 7,104,990 6,771,083 ( 333,907) Supplies and Services 1,894,635 3,486,075 2,169,610 3,322,329 1,152,719 Other Expenses 9,043,581 7,242,299 1,195,421 1,289,455 94,034 Other Capital 83,372 532,183 420,000 700,000 280,000
Internal Service Charges 2,930 3,106 3,371 2,895 ( 476) Transfers Out 3,228,492 23,546,995 1,222,919 1,375,949 153,030 CIP Project Expenditures 10,611,349 40,172,420 - - -
Non-CIP Project Expenditures 4,157,380 3,772,641 - - -
Total Expenditures $ 36,895,301 $ 85,728,353 $ 12,116,311 $ 13,461,711 $ 1,345,400 Revenues
Revenue from Other Agencies ( 1,128,614) ( 78,401,945) ( 11,198,145) ( 9,842,884) 1,355,261 Charges for Services ( 211,797) ( 156,674) ( 220,269) ( 223,216) ( 2,947) Transfers In ( 520,288) ( 114,533) ( 396,783) ( 55,548) 341,235 Use of Money and Property ( 154,826) ( 2,005,880) - - - Other Revenue ( 51,239,391) ( 116,493) ( 10,000) ( 10,000) - Total Revenues $ ( 53,254,915) $ ( 80,795,524) $ ( 11,825,197) $ ( 10,131,648)$ 1,693,549 Net Fund Activity $ ( 16,359,614) $ 4,932,828 $ 291,114 $ 3,330,063 $ 3,038,949 City of Chula Vista
Proposed Budget FY 2026 246
Other Funds
OTHER FUNDS – SUNDRY GRANT & MISC FUNDS
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
223-Utility Tax Settlement 12 34 - - -
268-American Rescue Plan Act of 2021 6,491,478 34,631,409 - - - 269-Other Grants 1,529,401 566,582 75,000 75,000 -
270-Mobile Park Fee 38,897 47,133 65,000 65,000 -
271-Local Grants 84,874 325,909 258,564 2,517,791 2,259,227 272-Federal Grants 20,053,681 18,244,556 9,964,884 8,719,034 ( 1,245,850) 273-State Grants 8,696,957 31,912,730 1,752,863 2,084,886 332,023 Total Expenditures $ 36,895,301 $ 85,728,353 $ 12,116,311 $ 13,461,711 $ 1,345,400 223-Utility Tax Settlement ( 2,058) ( 2,750) - - -
268-American Rescue Plan Act of 2021 ( 7,184,923) ( 35,314,511) - - - 269-Other Grants ( 2,354,549) ( 356,734) ( 75,000) ( 75,000) - 270-Mobile Park Fee ( 24,076) ( 23,670) ( 65,000) ( 65,000) - 271-Local Grants ( 4,073,411) ( 218,251) ( 38,564) ( 33,564) 5,000 272-Federal Grants ( 19,605,673) ( 16,426,488) ( 9,893,770) ( 7,873,198) 2,020,572 273-State Grants ( 20,400,080) ( 28,453,119) ( 1,752,863) ( 2,084,886) ( 332,023) Total Revenues $ ( 53,644,770) $ ( 80,795,524) $ ( 11,825,197) $ ( 10,131,648)$ 1,693,549 Net Fund Activity $ ( 16,749,469) $ 4,932,828 $ 291,114 $ 3,330,063 $ 3,038,949 City of Chula Vista
Proposed Budget FY 2026 247
Other Funds
OTHER FUNDS – ENVIRONMENTAL SERVICES (282)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Services 739,290 944,076 1,013,835 1,258,561 244,726 Supplies and Services 946,008 928,043 1,402,262 1,402,262 - Other Expenses 51,944 103,177 110,351 110,351 -
Other Capital 30,621 - 4,600 4,600 -
Utilities - - 18,558 18,558 -
Internal Service Charges 10,911 9,224 10,766 19,222 8,456 Transfers Out 400,604 208,855 457,189 252,430 ( 204,759) Total Expenditures $ 2,179,377 $ 2,193,375 $ 3,017,561 $ 3,065,984 $ 48,423 Revenues
Charges for Services ( 1,693,162) ( 1,953,838) ( 1,574,627) ( 1,863,327) ( 288,700) Transfers In ( 5,000) ( 4,000) ( 7,000) ( 7,000) -
Other Revenue ( 259,659) ( 276,110) ( 139,726) ( 139,726) - Total Revenues $ ( 1,957,821) $ ( 2,233,947) $ ( 1,721,353) $ ( 2,010,053)$ ( 288,700) Net Fund Activity $ 221,556 $ ( 40,572) $ 1,296,208 $ 1,055,931 $ ( 240,277) City of Chula Vista
Proposed Budget FY 2026 248
Other Funds
OTHER FUNDS – STORM DRAIN FUND (301)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 235,843 254,557 348,100 348,100 - Other Expenses 317 995 - 6 6
Transfers Out 27,685 218,081 318,284 319,365 1,081
CIP Project Expenditures - - - 700,000 700,000
Total Expenditures $ 263,845 $ 473,634 $ 666,384 $ 1,367,471 $ 701,087 Revenues
Fines, Forfeitures, Penalties ( 400) - ( 5,000) ( 5,000) - Charges for Services ( 616,392) ( 612,769) ( 661,384) ( 661,384) - Use of Money and Property ( 50,699) ( 76,385) - - -
Other Revenue ( 3,950) ( 2,924) - - -
Total Revenues $ ( 671,441) $ ( 692,079) $ ( 666,384) $ ( 666,384)$ - Net Fund Activity $ ( 407,596) $ ( 218,445) $ - $ 701,087 $ 701,087 OTHER FUNDS – CDBG HOUSING PROGRAM ( 311)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 578 114 - - -
Other Expenses 36,347 16,718 25,000 25,000 -
Non-CIP Project Expenditures 96,905 13,375 75,000 75,000 - Total Expenditures $ 133,831 $ 30,207 $ 100,000 $ 100,000 $ - Revenues
Revenue from Other Agencies ( 92,019) - ( 100,000) ( 100,000) - Total Revenues $ ( 92,019) $ - $ ( 100,000) $ ( 100,000)$ - Net Fund Activity $ 41,812 $ 30,207 $ - $ -$ -
City of Chula Vista
Proposed Budget FY 2026 249
Other Funds
OTHER FUNDS – OPEN SPACE DISTRICT FUNDS (342 - 389)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 9,568,106 10,122,784 15,340,520 16,841,973 1,501,453 Other Expenses 2,640,276 2,912,479 3,671,799 10,315,723 6,643,924 Other Capital - 56,917 - - -
Utilities 2,317,643 2,360,994 4,123,716 4,479,329 355,613 Internal Service Charges - - 3,519 945 ( 2,574)
Transfers Out 57,467,328 339,215 323,665 15,944 ( 307,721) Total Expenditures $ 71,993,353 $ 15,792, 389 $ 23,463,219 $ 31,653,914 $ 8,190,695 Revenues
Transfers In ( 514,002) ( 700,768) ( 701,555) ( 97,800) 603,755 Use of Money and Property ( 966,777) ( 1,462,710) - - - Other Revenue ( 20,497,616) ( 21,680,994) ( 22,547,777) ( 30,648,453) ( 8,100,676) Total Revenues $ ( 21,978,394) $ ( 23,844,473) $ ( 23,249,332) $ ( 30,746,253)$ ( 7,496,921) Net Fund Activity $ 50,014,959 $ ( 8,052,084) $ 213,887 $ 907,661 $ 693,774 City of Chula Vista
Proposed Budget FY 2026 250
Other Funds
OTHER FUNDS – OPEN SPACE DISTRICT FUNDS (342 - 389)
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
342-CFD 11-M Rolling Hills McM 160,286 187,627 250,503 260,319 9,816 343-CFD 12-M Otay Ranch Village 7 584,933 482,382 679,816 692,136 12,320 344-CFD 13-M Otay Ranch Village 2 511,480 740,495 2,448,200 2,843,501 395,301 345-CFD 12M Village 7 Otay Ranch 551,712 658,948 777,735 819,835 42,100 346-CFD 14M-A-EUC Millenia 195,861 238,043 267,859 286,727 18,868 347-CFD 14M-B-EUC Millenia 388,093 462,343 646,383 643,811 ( 2,572) 348-CFD 18M Village 3 Otay Ranch 108,960 286,414 1,231,572 1,768,177 536,605 349-CFD 19M Freeway Commercial 2 26,970 25,164 315,430 398,733 83,303 350-Bayfront Special Tax District 57,766,396 557,840 607,545 6,695,545 6,088,000 351-Town Center Landscape Dist I 3 9 - - -
352-Bay Blvd Landscape District 6,923 7,591 12,930 10,462 ( 2,468) 353-Eastlake Maintenance Dist I 400,534 353,716 470,930 486,914 15,984 354-Open Space District # 01 86,306 84,362 101,417 104,323 2,906 355-Open Space District # 02 12,431 11,155 17,805 26,186 8,381 356-Open Space District # 03 41,409 43,558 62,441 70,139 7,698 357-Open Space District # 04 105,651 115,196 124,453 128,245 3,792 358-Open Space District # 05 46,355 40,159 62,409 66,141 3,732 359-Open Space District # 06 37,700 24,150 43,729 45,857 2,128 361-Open Space District # 07 21,394 23,248 30,557 28,337 ( 2,220) 362-Open Space District # 08 65,253 64,942 88,633 105,141 16,508 363-Open Space District # 09 54,985 60,211 87,040 90,653 3,613 364-Open Space District # 10 70,490 79,755 101,407 107,792 6,385 365-Open Space District # 11 158,166 163,824 197,538 237,280 39,742 366-Open Space District # 13 0 0 - - -
367-Open Space District # 14 253,348 273,949 414,159 431,475 17,316 368-Open Space District # 15 13,775 15,375 23,562 28,748 5,186 369-Open Space District # 17 7,827 8,270 10,835 11,260 425 371-Open Space District # 18 164,544 156,340 232,832 233,753 921 372-Open Space District # 20 1,495,266 1,562,425 1,884,730 1,964,431 79,701 373-Open Space District # 23 69,721 59,228 74,819 82,103 7,284 374-Open Space District # 24 22,430 22,072 37,191 38,310 1,119 375-Open Space District # 26 8,994 8,450 13,785 14,282 497 376-Open Space District # 31 206,009 185,161 253,735 288,344 34,609 378-CFD 07M Eastlake Woods & Vista 559,204 660,906 933,442 1,070,699 137,257 379-CFD 08M Vlg 6 McMillin & OR 1,145,604 1,250,126 1,956,040 2,059,840 103,800 380-CFD 09M ORV II Brookfield- Shea 1,019,319 1,112,410 1,447,147 1,529,421 82,274 381-CFD 14M-2-EUC Millenia 188,906 229,755 314,429 336,576 22,147 382-CFD 99-2 Otay Ranch Vlg 1 West 873,691 833,215 1,183,939 1,207,842 23,903 383-Town Ctr Business Improv Dist 150 - 330,060 330,060 386-Otay Ranch Preserve 692,170 727,224 804,387 816,551 12,164 387-CFD 98-3 Sunbow 2 1,089,571 1,163,715 1,333,982 1,369,515 35,533 388-CFD 97-1 Otay Ranch 2,780,660 2,812,531 3,917,873 3,924,450 6,577 389-Otay Ranch Village 1,2,6,7,12 20 56 - - -
Total Expenditures $ 71,993,353 $ 15,792,389 $ 23,463,219 $ 31,653,914 $ 8,190,695 Revenues
342-CFD 11-M Rolling Hills McM ( 223,614) ( 246,592) ( 228,327) ( 236,558) ( 8,231) 343-CFD 12-M Otay Ranch Village 7 ( 589,219) ( 627,229) ( 606,932) ( 628,805) ( 21,873) City of Chula Vista
Proposed Budget FY 2026 251
Other Funds
OTHER FUNDS – OPEN SPACE DISTRICT FUNDS (342 - 389)
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
344-CFD 13-M Otay Ranch Village 2 ( 1,387,186) ( 1,964,522) ( 2,409,842) ( 2,587,175) ( 177,333) 345-CFD 12M Village 7 Otay Ranch ( 660,860) ( 710,463) ( 681,479) ( 706,039) ( 24,560) 346-CFD 14M-A-EUC Millenia ( 328,164) ( 355,206) ( 336,931) ( 349,074) ( 12,143) 347-CFD 14M-B-EUC Millenia ( 496,842) ( 669,474) ( 647,329) ( 647,330) ( 1) 348-CFD 18M Village 3 Otay Ranch ( 1,880,322) ( 2,157,007) ( 1,982,382) ( 2,105,623) ( 123,241) 349-CFD 19M Freeway Commercial 2 ( 311,793) ( 342,495) ( 316,109) ( 351,399) ( 35,290) 350-Bayfront Special Tax District ( 565,043) ( 530,521) ( 500,000) ( 6,689,000) ( 6,189,000) 351-Town Center Landscape Dist I ( 556) ( 742) - - -
352-Bay Blvd Landscape District ( 14,013) ( 14,546) ( 13,028) ( 13,005) 23 353-Eastlake Maintenance Dist I ( 415,555) ( 456,208) ( 442,921) ( 458,446) ( 15,525) 354-Open Space District # 01 ( 96,925) ( 102,283) ( 101,417) ( 105,071) ( 3,654) 355-Open Space District # 02 ( 16,629) ( 17,553) ( 17,805) ( 27,746) ( 9,941) 356-Open Space District # 03 ( 60,212) ( 62,351) ( 62,441) ( 78,792) ( 16,351) 357-Open Space District # 04 ( 111,469) ( 106,368) ( 108,014) ( 114,906) ( 6,892) 358-Open Space District # 05 ( 59,244) ( 63,250) ( 61,781) ( 64,007) ( 2,226) 359-Open Space District # 06 ( 39,803) ( 42,215) ( 40,570) ( 42,034) ( 1,464) 361-Open Space District # 07 ( 16,073) ( 17,526) ( 17,492) ( 18,123) ( 631) 362-Open Space District # 08 ( 85,274) ( 89,730) ( 87,914) ( 114,382) ( 26,468) 363-Open Space District # 09 ( 83,511) ( 87,945) ( 87,194) ( 90,345) ( 3,151) 364-Open Space District # 10 ( 98,224) ( 103,548) ( 100,370) ( 103,995) ( 3,625) 365-Open Space District # 11 ( 198,732) ( 208,396) ( 204,325) ( 250,591) ( 46,266) 366-Open Space District # 13 ( 11) ( 15) - - -
367-Open Space District # 14 ( 413,856) ( 434,693) ( 428,590) ( 444,034) ( 15,444) 368-Open Space District # 15 ( 25,722) ( 27,224) ( 27,190) ( 34,770) ( 7,580) 369-Open Space District # 17 ( 10,135) ( 10,715) ( 10,504) ( 10,882) ( 378) 371-Open Space District # 18 ( 197,058) ( 199,604) ( 196,854) ( 200,789) ( 3,935) 372-Open Space District # 20 ( 1,715,898) ( 1,794,185) ( 1,756,303) ( 1,820,147) ( 63,844) 373-Open Space District # 23 ( 60,516) ( 55,061) ( 62,635) ( 73,489) ( 10,854) 374-Open Space District # 24 ( 34,550) ( 36,579) ( 36,978) ( 38,310) ( 1,332) 375-Open Space District # 26 ( 13,056) ( 13,776) ( 13,785) ( 14,282) ( 497) 376-Open Space District # 31 ( 199,206) ( 199,536) ( 203,876) ( 203,510) 366 378-CFD 07M Eastlake Woods & Vista ( 1,052,546) ( 1,082,184) ( 1,013,101) ( 1,014,748) ( 1,647) 379-CFD 08M Vlg 6 McMillin & OR ( 1,808,391) ( 1,910,007) ( 1,770,578) ( 1,796,012) ( 25,434) 380-CFD 09M ORV II Brookfield- Shea ( 1,563,326) ( 1,597,795) ( 1,511,968) ( 1,509,255) 2,713 381-CFD 14M-2-EUC Millenia ( 343,224) ( 393,168) ( 388,678) ( 402,686) ( 14,008) 382-CFD 99-2 Otay Ranch Vlg 1 West ( 1,174,339) ( 1,197,130) ( 1,137,129) ( 1,135,089) 2,040 383-Town Ctr Business Improv Dist 5,353 4,620 - ( 330,000) ( 330,000) 386-Otay Ranch Preserve ( 871,692) ( 949,773) ( 922,011) ( 980,025) ( 58,014) 387-CFD 98-3 Sunbow 2 ( 1,145,442) ( 1,201,549) ( 1,184,763) ( 1,376,480) ( 191,717) 388-CFD 97-1 Otay Ranch ( 3,612,150) ( 3,765,433) ( 3,529,786) ( 3,579,299) ( 49,513) 389-Otay Ranch Village 1,2,6,7,12 ( 3,366) ( 4,496) - - - Total Revenues $ ( 21,978,394) $ ( 23,844,473) $ ( 23,249,332) $ ( 30,746,253)$ ( 7,496,921) Net Fund Activity $ 50,014,959 $ ( 8,052,084) $ 213,887 $ 907,661 $ 693,774 City of Chula Vista
Proposed Budget FY 2026 252
Other Funds
OTHER FUNDS – MISCELLANEOUS SPECIAL REVENUE FUNDS
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 684,254 752,948 319,500 468,000 148,500 Other Expenses 2,802,804 2,517,303 2,162,317 17,053,941 14,891,624 Other Capital 139,531 443,063 168,500 168,500 -
Transfers Out - 688 - - -
CIP Project Expenditures 76,211 277,450 - - -
Total Expenditures $ 3,702,800 $ 3,991,451 $ 2,650,317 $ 17,690,441 $ 15,040,124 Transfers In ( 17,529,144) ( 13,453,361) ( 11,082,053) ( 22,897,188) ( 11,815,135) Other Revenue ( 795,334) ( 1,743,945) - - -
Use of Money and Property ( 5,486,979) ( 10,845,038) ( 513,995) ( 488,000) 25,995 Total Revenues $ ( 23,811,456) $ ( 26,042,343) $ ( 11,596,048) $ ( 23,385,188)$ ( 11,789,140) Net Fund Activity $ ( 20,108,657) $ ( 22,050,893) $ ( 8,945,731) $ ( 5,694,747)$ 3,250,984 OTHER FUNDS – MISCELLANEOUS SPECIAL REVENUE FUNDS
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
105-Bayfront Lease Revenue 2,522,531 2,016,345 2,136,322 17,053,941 14,917,619 225-CPF Benefit Funds 52,649 36,993 - - -
250-National Opioid Settlement 37 154 - - -
260-Transp Fair Share Dev Contrib 6 18 - - -
262-Public Benefit Contribution 9,395 ( 9,154) - - -
263-Developer Contributions 173,738 276,380 - - -
264-Donations 165,720 535,499 25,995 - ( 25,995)
316-Public Educational & Govt Fee 727,510 1,043,567 488,000 488,000 - 340-Section 115 Trust 51,214 91,650 - 148,500 148,500
Total Expenditures $ 3,702,800 $ 3,991,451 $ 2,650,317 $ 17,690,441 $ 15,040,124 105-Bayfront Lease Revenue ( 1,980,515) ( 1,952,914) ( 2,136,322) ( 17,053,941) ( 14,917,619) 225-CPF Benefit Funds ( 131,244) ( 2,479,308) - - -
250-National Opioid Settlement ( 92,382) ( 58,315) - - - 260-Transp Fair Share Dev Contrib ( 55,930) ( 1,441) - - - 262-Public Benefit Contribution ( 169,883) ( 53,822) - - - 263-Developer Contributions ( 4,050,483) ( 7,239,292) - - - 264-Donations ( 654,470) ( 490,312) ( 25,995) - 25,995
316-Public Educational & Govt Fee ( 416,801) ( 856,517) ( 488,000) ( 488,000) - 340-Section 115 Trust ( 16,259,750) ( 12,910,423) ( 8,945,731) ( 5,843,247) 3,102,484 Total Revenues $ ( 23,811,458) $ ( 26,042,344) $ ( 11,596,048) $ ( 23,385,188)$ ( 11,789,140) Net Fund Activity $ ( 20,108,657) $ ( 22,050,893) $ ( 8,945,731) $ ( 5,694,747)$ 3,250,984 City of Chula Vista
Proposed Budget FY 2026 253
Other Funds
OTHER FUNDS – INTERNAL SERVICE FUNDS (234, 341, 398)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Services 864,960 849,969 974,899 1,077,794 102,895 Supplies and Services 2,398,070 2,572,238 2,113,782 2,317,415 203,633 Other Expenses 6,321,322 6,333,131 4,675,941 4,751,483 75,542 Other Capital - 100,577 - - -
Internal Service Charges 11,531 23,270 21,589 28,668 7,079 Transfers Out 1,226,216 1,317,128 1,335,255 1,805,973 470,718 Total Expenditures $ 10,822,099 $ 11,196, 312 $ 9,121,466 $ 9,981, 333 $ 859,867 Revenues
Charges for Services ( 3,668) ( 137) - - -
Transfers In ( 6,375,129) ( 4,842,960) ( 3,602,339) ( 4,304,074) ( 701,735) Other Revenue ( 5,137,519) ( 5,331,582) ( 5,250,916) ( 5,534,091) ( 283,175) Total Revenues $ ( 11,516,316) $ ( 10,174,680) $ ( 8,853,255) $ ( 9,838,165)$ ( 984,910) Net Fund Activity $ ( 694,217) $ 1,021,633 $ 268,211 $ 143,168 $ ( 125,043) OTHER FUNDS – INTERNAL SERVICE FUNDS ( 234, 341, 398)
Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
234-Advanced Life Support Program 2,246,961 2,487,078 2,582,472 3,163,164 580,692 341-Public Liability Trust 3,881,335 3,237,356 1,284,078 1,284,078 - 398-Workers Compensation Fund 4,693,803 5,471,879 5,254,916 5,534,091 279,175 Total Expenditures $ 10,822, 099 $ 11,196,312 $ 9,121,466 $ 9,981,333 $ 859,867 Revenues
234-Advanced Life Support Program ( 2,426,315) ( 2,392,521) ( 2,318,261) ( 3,019,996) ( 701,735) 341-Public Liability Trust ( 4,243,502) ( 2,761,112) ( 1,284,078) ( 1,284,078) - 398-Workers Compensation Fund ( 4,846,499) ( 5,021,046) ( 5,250,916) ( 5,534,091) ( 283,175) Total Revenues $ ( 11,516, 316) $ ( 10,174,680) $ ( 8,853,255) $ ( 9,838,165)$ ( 984,910) Net Fund Activity $ ( 694,217) $ 1,021,633 $ 268,211 $ 143,168 $ ( 125,043) City of Chula Vista
Proposed Budget FY 2026 254
Other Funds
OTHER FUNDS – OTHER ENTERPRISE FUNDS (405-407, 409-410) Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Changes
Expenditures
Personnel Services 7,871,396 9,388,384 8,695,584 10,891,212 2,195,628 Non-Budgetary - Personnel Services 284,548 ( 1,145,199) - - - Supplies and Services 5,511,621 6,179,180 6,250,906 6,944,819 693,913 Other Expenses 1,865,802 3,941,061 2,798,184 2,891,733 93,549 Other Capital 136,006 653,201 - 200,000 200,000
Utilities 160,293 136,536 167,691 167,691 -
Internal Service Charges 292,903 259,425 328,953 345,909 16,956 Transfers Out 3,290,966 3,058,881 3,158,103 3,810,858 652,755 CIP Project Expenditures 31,253 - - 200,000 200,000
Total Expenditures $ 19,444,787 $ 22,471,469 $ 21,399,421 $ 25,452,222 $ 4,052,801 Revenues
Charges for Services ( 21,439,031) ( 27,399,277) ( 21,330,307) ( 25,169,241) ( 3,838,934) Transfers In ( 358,288) ( 370,592) ( 357,270) ( 357,270) - Use of Money and Property ( 51,640) ( 148,312) - - -
Other Revenue ( 792,219) ( 358) ( 51,800) ( 51,800) -
Total Revenues $ ( 22,641,178) $ ( 27,918,539) $ ( 21,739,377) $ ( 25,578,311)$ ( 3,838,934) Net Fund Activity $ ( 3,196,392) $ ( 5,447,070) $ ( 339,956) $ ( 126,089)$ 213,867 City of Chula Vista
Proposed Budget FY 2026 255
Other Funds
OTHER FUNDS – OTHER ENTERPRISE FUNDS (405-407, 409-410) Fund Detail
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
406-Chula Vista Muni Golf Course 3,121,924 3,336,739 3,249,516 3,799,831 550,315 407-Living Coast Discovery Center 173,295 227,467 180,570 172,404 ( 8,166) 409-CV Elite Athlete Training Ctr 914,107 218,667 254,526 254,526 - 410-Transport Enterprise 14,950,913 19,833,795 17,714,809 21,225,461 3,510,652 Total Expenditures $ 19,160,239 $ 23,616,667 $ 21,399,421 $ 25,452,222 $ 4,052,801 Revenues
406-Chula Vista Muni Golf Course ( 3,214,664) ( 3,534,111) ( 3,615,498) ( 3,917,395) ( 301,897) 407-Living Coast Discovery Center ( 173,295) ( 228,265) ( 180,570) ( 180,570) - 409-CV Elite Athlete Training Ctr ( 912,547) ( 132,940) ( 228,500) ( 228,500) - 410-Transport Enterprise ( 18,340,672) ( 24,023,223) ( 17,714,809) ( 21,251,846) ( 3,537,037) Total Revenues $ ( 22,641,178) $ ( 27,918,539) $ ( 21,739,377) $ ( 25,578,311)$ ( 3,838,934) Net Fund Activity $ ( 3,480,940) $ ( 4,301,871) $ ( 339,956) $ ( 126,089)$ 213,867

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 2026
Capital Improvement Program CAPITAL IMPROVEMENT PROGRAM SUMMARY 261
Capital Improvement Program Summary
The following is an overview ofthe 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 2026
Capital Improvement Program CAPITAL IMPROVEMENT PROGRAM SUMMARY 262
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 2026
Capital Improvement Program CAPITAL IMPROVEMENT PROGRAM SUMMARY 263
Other Specific Plans ( e. g., Urban Core Specific Plan, Palomar, Bayfront and Main Street Specific Plans) Operational Impact of Capital Projects
Projects included in the City’s Capital Improvement Plan and Budget typically focus on addressing existing infrastructure needs and typically do not have a substantial impact on operational costs. However, when new facilities such as fire stations, libraries, parks, and/ or recreation centers are planned that have a significant operational impact, projected costs will be reflected in the City’ s General Fund Long- Term Financial Plan ( LTFP), 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 Adjustments and Service Impact sections of the General Fund Department Summary Reports for Fire, Library, Parks and Recreation or other respective 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 2026
Capital Improvement Program CAPITAL IMPROVEMENT PROGRAM SUMMARY 264
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 2023 through 2027.

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 2026
Capital Improvement Program CIP REVENUE SUMMARY
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GasDVGas Tax: 7D[ Tax: 34.34. 52%* 52%
Highway LJKZD\ Highway BridgeULGJH Bridge Program ( 3URJUDP Program ( HBP): HBP): 3 4.4. 88%+ 88% Chula KXOD Chula Vista 9LVWD Vista Muni Muni 0XQLGolfGolfROI Course: Course: RXUVH0.0. 68%&68% Measure 0HDVXUH Measure P3P 6DOHV Sales Sales Tax: 7D[ Tax: 11.11. 55%55% Sewer 6HZHUSewer Facility DFLOLW\ Facility Replacement: 5HSODFHPHQW Replacement: 11.11. 66%66% Storm 6WRUP Storm Drain UDLQ Drain Fund: XQG Fund: 2.2. 37%37% Public Development3XEOLF Facilities DFLOLWLHV HYHORSPHQW Impact PSDFWFees: HHV1. 01%,
Public Facilities Development
Impact Fees: 1. 01%
TransNet: 7UDQV1HW TransNet: 33.33. 33%33%
DSLWDO PSURYHPHQW 3ODQ E\ XQG 6RXUFH
Fund Source Percentage Amount
Gas Tax 34.52% $ 10,209,719
Highway Bridge Program ( HBP) 4.88% $ 1,444,282
Chula Vista Muni Golf Course 0.68% $ 200,000
Measure P Sales Tax 11.55% $ 3,415,132
Sewer Facility Replacement 11.66% $ 3,450,000
Strom Drain Fund 2.37% $ 700,000
TransNet 33.33% $ 9,857,928
Public Facilities Development Impact Fees 1.01% $ 300,000 Total: 100% $ 29,577,061
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 fiscal year 2026 CIP budget.

Fiscal Year 2026 CIP by Funding Source
City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP REVENUE SUMMARY
268
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. 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 City’s 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 2026.

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. No TDIF funding is programmed as part of the fiscal year 2026 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 2026 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 2026 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. The fiscal year 2026 CIP includes $ 300, 000 for a feasibility study to evaluate the City’s police facility needs. Currently, the Chula Vista Police Department serves a population of over 278,000 residents from a single station located in west Chula Vista. This study will assess the service capacity of the existing facility, analyze response times, service coverage, and operational needs, and determine whether additional facilities are needed to enhance public safety, improve service equity, and accommodate future growth. The study will also establish site criteria, facility requirements, and identify the infrastructure and staffing necessary to meet defined service level goals. Findings will support informed, long-term planning and investment in public safety facilities.

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 City of Chula Vista
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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 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 2026 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. No CDBG funds are programmed as part of the fiscal year 2026 CIP Program.

Highway Bridge Program
The Highway Bridge Program ( HBP) provides federal funding to help states improve the condition of their highway bridges through replacement, rehabilitation, and systematic preventive maintenance of deficient bridge structures.

The City of Chula Vista has received HBP funding for two major bridge replacement projects: “ Willow Street Bridge Widening ( STL0261)” and “Heritage Road Bridge Replacement ( STM0386)”.

The original Willow Street bridge was constructed in 1940 and was determined that it was infeasible to rehabilitate.

Funding for full replacement was approved by the Federal Highway Administration ( FHWA) and Caltrans, which administers the HBP Grant Program in California. The project was completed in November 2020, and features a 610-foot arched bridge with four traffic lanes, 8- foot shoulders ( bike lanes), and 5.5- foot sidewalks. The Willow Street Bridger Widening project received approximately $ 30 million in HBP funds. While now complete, the Willow project remains a key milestone in the City’s infrastructure investment strategy.

The existing four-lane bridge at Heritage Road was constructed in 1993 as an interim facility using FEMA emergency funding after severe flooding destroyed the original two-lane river crossing. The current structure is considered Functionally Obsolete ( FO), unable to handle peak traffic volumes, lacks pedestrian access and cannot convey the 50-year storm without being overtopped.

In 2014, the Heritage Road Bridge Replacement Project was accepted into the HBP. FHWA and Caltrans approved full replacement due to the high cost and limited benefit of rehabilitation. As of March 2025, the project has secured

6.8 million in HBP grant funding for preliminary engineering, $ 214,000 for right-of-way acquisition, $ 4.7 million for construction engineering, and $31.3 million for construction. Additional construction includes $ 12.6 million in TDIF funds, and a $2 million contribution from the City of San Diego.

Status:

All required environmental permits have been secured. Construction was awarded in October 2024 and began in December 2024. Completion is anticipated by Summer 2027.

Approximately $ 1.4 million in HBP funding is programmed in fiscal year 2026 for the Heritage Road Bridge Replacement project.

City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP REVENUE SUMMARY
270
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 2026 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 2026 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 2026 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 2026 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 2026 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 2026 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 2026 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. No PAD funds are programmed as part of the fiscal year 2026 CIP
Chula Vista Municipal Golf Course
This Chula Vista Municipal Golf Course fund is an enterprise fund used to account for the operations of the municipal golf course. As a business- type activity, the fund is intended to recover its costs through user fees and charges for services. Revenues support the golf course’s operations, maintenance, and facility improvements, ensuring continued recreational opportunities for the community. A total of $200,000 is programmed as part of the fiscal year 2026 CIP.

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 2026, the Gas Tax-RMRA budget is approximately $ 10.2 million for pavement rehabilitation and maintenance based on the City’s Pavement Management System.

Transportation Sales Tax
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 2026 CIP, the TransNet budget is approximately $ 9.9 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 City of Chula Vista
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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 $ 3.4 million in Measure P funds are programmed as part of the fiscal year 2026 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. While no Sewer Revenue funds are programmed in the fiscal year 2026 CIP, the fund continues to support strategic sewerrelated initiatives. In fiscal year 2025 $ 250, 000 in Special Service funds were allocated to support the Sewer Cost of Service ( Rate) Study, a five- year evaluation designed to ensure that sewer service charges adequately cover the costs to operate and maintain the City’s sewer system. The study typically requires 6-12 months to complete, followed by an estimated six month implementation.

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 2026 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

3.5 million in Sewer Facility Replacement funds are programmed in the fiscal year 2026 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 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 2026 CIP.

Storm Drain Fund
Storm Drain Fund
Revenues for the Storm Drain fund come from monthly service fees charged to property owners and are dedicated exclusively to stormwater- related activities. These funds support the City’s efforts to comply with the Federal Clean Water Act and the National Pollutant Discharge Elimination System ( NPDES) permit requirements, ensuring proper stormwater management, infrastructure maintenance, and environmental protection. Approximately $ 0.7 million in Storm Drain funds are programmed in the fiscal year 2026 CIP.

CIP EXPENDITURE

SUMMARY

City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP EXPENDITURE SUMMARY
275
CIP Expenditure Summary
The fiscal years 2026- 2030 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 2026 capital expenditure budget is approximately

29.6 million. The forecasted five- year program is estimated at $ 141. 1 million. The fiscal years 2026- 2030 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 broader economic challenges and fiscal constraints, the City has maintained steady funding commitments across critical infrastructure priorities, ensuring sustained progress and long-term stability.

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 $ 29.6 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 $23.0 million, which represents 77.8% of the adopted 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 26.00% $ 5,988,066
Major Streets 60.43% $ 13,915,676
Traffic 13.57% $ 3,125,000
Total: 100% $ 23,028,742
Major Streets
The Heritage Road Bridge Replacement Project is a multi-phase capital project currently supported by a combined budget of approximately $ 58.55 million, funded primarily through the Highway Bridge Replacement Program ( HBP) and Transportation Development funds. To date, over $7 million has been expended, and an additional $ 45.6 million is currently encumbered in active purchase orders to support ongoing construction and project management activities.

The project is part of a larger corridor improvement effort that includes the widening of Main Street from Nirvana Avenue to Heritage Road to a six-lane major arterial, as well as the widening of Heritage Road from Main Street to Entertainment Circle, adding two travel lanes, sidewalks, and bike lanes on both sides of the roadway. Approximately 41 million in HBP grant funding has been programmed to support the bridge replacement, and an additional $ 1.4 million in HBP grant funding is programmed as part of the FY 2026 CIP Program.

Approximately $ 12.4 million is programmed in FY 2026 for the Pavement Major Rehabilitation Program, which includes pavement overlays and reconstruction treatments based on recommendations from the City’s Pavement Building: Building: 0 0. 45%0. 45%45%
Drainage: Drainage: Drainage: 4..4 31%31%
General General General Gov'ov' Gov' t: 2..2 33%33%
Parks:arks: Parks:3..3 38%38%
Roadway: Roadway: Roadway: 77.7. 77. 87%87%
Wastewater: Wastewater: Wastewater: 11.1. 11. 66%66%
FY 2026 Capital Improvement Plan by Asset
Fiscal Year 2026 Proposed CIP by Asset Management System City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP EXPENDITURE SUMMARY
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Management System. These rehabilitation efforts can extend pavement life by 15 to 20 years and help avoid higher long-term repair costs by addressing deterioration early In addition, a total of $120,000 is programmed to support the Pavement Management System which helps the City monitor roadway conditions, prioritize rehabilitation projects, and ensure that limited resources are invested in the most cost-effective and impactful way possible.

The FY 2026 CIP includes two new Major Streets projects focused on citywide pavement rehabilitation and reconstruction. These efforts reflect the City’ s continued investment in extending the life of key roadway corridors and improving long-term drivability across the arterial network.

Local Streets
Approximately $ 3.2 million is programmed for the annual Pavement Maintenance and Pavement Repair Programs which are designed to extend street life by 7-10 years.

Over $ 2.7 million is planned for projects associated with curb, gutter, sidewalk, pedestrian, and Americans with Disabilities Act (ADA) pedestrian ramp improvements throughout the City.

These totals include four new Local Streets CIP projects focused on pavement maintenance, pavement repairs, ADA curb ramp installations, and the citywide sidewalk replacement program, each supporting safer, more accessible neighborhood streets and long-term infrastructure preservation.

Traffic
Approximately $ 1.8 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 $1.3 million is programmed in FY 2026 for various traffic safety and operational improvements throughout the City. This includes upgrades to traffic signals, pedestrian beacons, intersection modifications, median enhancements, and updates to engineering and traffic surveys. The FY 2026 programming for traffic projects includes the creationof four new CIP projects, which provide for intersection improvements at L Street and Industrial Boulevard, emergency vehicle pre-emption signal upgrades to support faster and safer response times, a mid-block pedestrian crossing near Valle Lindo Elementary School to enhance student safety, and the modernization of street name signs to improve visibility and compliance with current safety standards. These improvements aim to enhance roadway efficiency, pedestrian safety, and accessibility, while supporting the City’s broader goals for a safe and well- managed transportation network.

Wastewater Management System ( WMS)
Sewer
The appropriation for the Wastewater Management System ( WMS) is $3.45 million, which represents about 11.66% of the total fiscal year 2026 CIP budget. This funding supports five new sewer infrastructure projects focused on rehabilitation, condition assessment, and system monitoring.

The fiscal year 2026 CIP program for sewer projects includes $ 1. 2 million for the Sewer Main Rehabilitation FY 2026 project, which will repair and renew priority segments of the collection system. An additional $ 750,000 is programmed for CCTV inspection of large-diameter sewer mains to assess conditions and plan future improvements.

The City will also invest $600,000 in the rehabilitation of deteriorated sewer maintenance holes to ensure structural integrity, and $450,000 to install semi-permanent monitoring equipment throughout the collection system, enhancing early detection of potential failures. A separate $ 450,000 project will replace aging sewer maintenance holes along Main Street to address corrosion and reliability issues.

These investments are aligned with the City’s Wastewater Master Plan, which provides long-range guidance for sewer system improvements to meet capacity, regulatory, and operational goals as the community grows and infrastructure ages
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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 2026 CIP.

Drainage Management System ( DMS)
Drainage
The total appropriation for Drainage Management System ( DMS) projects is approximately $ 1.3 million, representing

4.31% of the total fiscal year 2026 CIP budget.

The FY 2026 Capital Improvement Program includes projects that support condition assessments, permitting, and the rehabilitation of critical storm drain infrastructure across the City A total of $525 thousand in Gas Tax and TransNet funding is programmed to address corrugated metal pipe (CMP) in poor condition located within the public right-of-way. CMP segments outside the right-of-way, typically located within drainage easements and identified as being in critical or unknown condition, were previously funded through Measure P. No additional Measure P funding for CMP rehabilitation is included in the FY 2026 CIP.

CMP in satisfactory condition will continue to be monitored as part of the City’s ongoing asset management practices and prioritized for rehabilitation or replacement in future CIP cycles as needs arise or as conditions worsen. This approach ensures that resources are directed where they are most urgently needed while maintaining oversight of the broader system to prevent unexpected failures.

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 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 commitments. Project DRN0214 is a focal point of these efforts, with $175,000 allocated in previous years to prevent trash from infiltrating local creeks, rivers, and San Diego Bay.

An additional $ 50,000 is programmed for this project in the FY 2026 CIP.

Building Management System ( BMS)
The appropriation for Building Management System ( BMS) projects includes approximately $ 133,000 in Measure P funding as part of the Public Building and Repairs project ( GGV0234), which will support repairs in City buildings citywide, representing 0.45% of the total fiscal year 2026 CIP budget.

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 36 million has been allocated towards replacing 171 non-public safety vehicles, 170 police vehicles, and 38 fire vehicles that had exceeded their recommended replacement period. Notably, 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.

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Proposed Budget FY 2026
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Other funds, such as Wastewater, Development Services, and Measure A, also fund vehicle replacement and/ or new additions to the Fleet needed to meet service needs.

Parks Management System ( PMS)
The appropriation for Park Management System ( PMS) projects is $1 million, representing 3.38% of the total fiscal year 2026 CIP budget.

The Measure P funds are planned for park infrastructure 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.

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 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 approximately $ 690,000, which represents 2.33% 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 commenced with SDG& E on UUD 141 and the undergrounding of the utilities began in 2023. 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 City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP EXPENDITURE SUMMARY
280
approximately 1,550 LF of railroad tracks, ties and 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 the 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.

Approximately $ 390,000 is programmed for advance planning associated with the Citywide CIP Program.

Approximately $ 300,000 is programmed to evaluate the service levels of the existing Police facility and assess the feasibility of establishing a new police substation on the east side of the city.

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 nearterm 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.
https:// www.sandag. org/ regional- plan
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 2014 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 City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP EXPENDITURE SUMMARY
281
LRT grade- separation Environmental Impact Report ( EIR) for the Palomar Street rail crossing commenced in FY 2014 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 FY 2020 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 FY 2025, construction could be up to 36 months in duration with project completion anticipated in FY 2029
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- regionalplan/ 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 FY 2021, 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).

City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP EXPENDITURE SUMMARY
282
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 FY 2025. 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 ( FY 2023) 2 Project Report/ Environmental Document ( FY 2025)
3 Construction Phase ( Begin FY 2025 – Open to Public FY 2027) City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP EXPENDITURE SUMMARY
283
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 2026
Capital Improvement Program CIP EXPENDITURE SUMMARY
284
Phase I (Completed)
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 (In Construction)
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.
www.keepsandiegomoving. com/ I-805-corridor/ I-805-south- segment. aspx Future I-5 (Blue Line), SR 125 & I-805 (Purple Line) Corridor System Management Plans 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 Department of Engineering 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.

City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP EXPENDITURE SUMMARY
285
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 Library, the South Chula Vista Library, and the City’s website.

CIP BUDGET SUMMARY

City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP BUDGET SUMMARY
289

CAPITAL IMPROVEMENT BUDGET
Funding Summary by Project Type

BUILDING
FY 2025- 26
Proposed
GGV0234 Public Building Repairs ( Measure P) $ 133,333
BUILDING TOTAL $ 133,333

DRAINAGE
FY 2025- 26
Proposed
DRN0214 Full Capture Trash BMP Installation $ 50,000
DRN0217 Corrugated Metal Pipe Repair In The Right-Of-Way FY2020/ 21 $ 325,000 DRN0222 Telegraph Canyon Storm Drain Channel Permits $ 300,000 DRN0223 CMP Storm Drain within ROW $ 200,000
DRN0225 Close Circuit TV (CCTV) Storm Pipe System $ 300,000 DRN0226 Condition Assessment of Concrete Lined Channels $ 100,000 DRAINAGE TOTAL $ 1,275,000

GENERAL GOVERNMENT
FY 2025- 26
Proposed
CTY0202 CIP Advance Planning $ 60,000
GGV0236 Citywide Network Replacement $ 129,986
GGV0259 Golf Course Improvements $ 200,000
SAF0171 Police Substation Feasibility Study $ 300,000
GENERAL GOVERNMENT TOTAL $ 689,986
PARKS
FY 2025- 26
Proposed
PRK0326 Park Infrastructure ( Measure P) $ 1,000,000
PARKS TOTAL $ 1,000,000
City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP BUDGET SUMMARY
290

CAPITAL IMPROVEMENT BUDGET
Funding Summary by Project Type

ROADWAY
FY 2025- 26
Proposed
CTY0219 Pavement Management System $ 120,000
CTY0232 ADA Pedestrian Connectivity Program $ 50,000
STL0454 ADA Pedestrian Curb Ramps Program FY2021/ 22 $ 20,000 STL0463 Pavement Repair Program $ 100,000
STL0470 Sidewalk Panel Replacement Citywide $ 2,126,813 STL0471 Pavement Maintenance FY2024/ 25 $ 673,806
STL0475 ADA Pedestrian Curb Ramps $ 250,000
STL0476 Pavement Maintenance FY2025/ 26 $ 1,000,000
STL0477 RMRA Pavement Maintenance FY2025/ 26 $ 1,467,447 STL0479 Sidewalk Replacement Program FY2025/ 26 $ 300,000 STM0386 Heritage Road Bridge Replacement Project $ 1,444,282 STM0415 RMRA Pavement Rehabilitation FY2025/ 26 $ 5,993,466 STM0416 Pavement Major Rehabilitation Program FY2025/ 26 $ 6,357,928 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 $ 400,000 TRF0354 Traffic Congestion Relief Program $ 250,000
TRF0366 Traffic Signal and Streetlight Systems Upgrade and Modification Program $ 400,000 TRF0414 Pedestrian Access and Traffic Calming Program $ 50,000 TRF0415 Telegraph Canyon Road Raised Median Improvements $ 30,000 TRF0421 Engineering & Traffic Survey Updates Project $ 100,000 TRF0436 Pedestrian Hybrid Beacon Upgrade - Intersection of Fourth Ave. & Orsett $ 160,000 TRF0439 Traffic Signal Modifications FY25 ( MeasureP) $ 25,000 TRF0440 Internally Illuminated Street Name Sign Conversion $ 100,000 TRF0441 Valle Lindo Elementary School Mid-Block Pedestrian Crossing $ 300,000 TRF0442 Traffic Signal Emergency Vehicle Pre- emption Equipment $ 100,000 TRF0443 L St & Industrial Bl Intersection Improvements $ 500,000 ROADWAY TOTAL $ 23,028,742
City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program CIP BUDGET SUMMARY
291

CAPITAL IMPROVEMENT BUDGET
Funding Summary by Project Type

WASTEWATER
FY 2025- 26
Proposed
SWR0331 Main Street Sewer Manhole Replacement $ 450,000 SWR0332 Sewer Main Rehabilitation FY2025/ 26 $ 1,200,000 SWR0333 Sewer Mains CCTV Inspection ( large diameter) $ 750,000 SWR0334 Sewer Maintenance Hole Rehabilitation FY2025/ 26 $ 600,000 SWR0335 Sewer Monitoring $ 450,000
WASTEWATER TOTAL $ 3,450,000
GRAND TOTAL – ALL PROJECTS: $ 29,577,061

FIVE-YEAR CIP

PROJECT SUMMARY

SCHEDULE

City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program FIVE-YEAR CIP PROJECT SUMMARY SCHEDULE 295
Fiscal Years 2025/ 26 – 2029/ 30 Capital Improvement Program CIP # Project Name 2025/ 2026 2026/ 2027 2027/ 2028 2028/ 2029 2029/ 2030 Total CTY0202 CIP Advanced Planning $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 300,000 CTY0219 Pavement Management System 120,000 120,000 120,000 120,000 120,000 600,000 CTY0232 ADA Pedestrian Connectivity
Program
50,000 50,000 50,000 50,000 50,000 250,000
DRN0214 Full Capture Trash BMP Installation 50,000 50,000 50,000 50,000 50,000 250,000 DRN0217 Corrugated Metal Pipe Repair In The
Right- Of-Way FY2020/ 21
325,000 325,000
DRN0222 Telegraph Canyon Storm Drain
Channel Permits
300,000 300,000
DRN0223 CMP Storm Drain within ROW 200,000 1,300,000 - - - 1,500,000 DRN0225 Close Circuit TV (CCTV) Storm Pipe
System
300,000 300,000
DRN0226 Condition Assessment of Concrete
Lined Channels
100,000 100,000
GGV0234 Public Building Repairs ( Measure P) 133,333 - - - - 133,333 GGV0236 Citywide Network Replacement 129,986 - - - - 129,986 GGV0259 Golf Course Improvements 200,000 - - - - 200,000 PRK0326 Park Infrastructure 1,000,000 - - - - 1,000,000 STL0454 ADA Pedestrian Curb Ramps
Program FY2021/ 22
20,000 20,000
STL0463 Pavement Repair Program
FY2022/ 23
100,000 200,000 200,000 200,000 200,000 900,000
STL0470 Sidewalk Panel Replacement
Citywide
2,126,813 2,126,813
STL0471 Pavement Maintenance FY2024/ 25 673,806 - - - - 673,806 STL0475 ADA Pedestrian Curb Ramps 250,000 500,000 500,000 500,000 500,000 2,250,000 STL0476 Pavement Maintenance FY2025/ 26 1,000,000 1,600,000 1,600,000 1,600,000 1,600,000 7,400,000 STL0477 RMRA Pavement Maintenance
FY2025/ 26
1,467,447 1,400,000 1,400,000 1,400,000 1,400,000 7,067,447 STL0479 Sidewalk Replacement Program
FY2025/ 26
300,000 300,000 300,000 300,000 300,000 1,500,000
STM0386 Heritage Road Bridge Replacement
Project
1,444,282 1,444,282
STM0415 RMRA Pavement Rehabilitation
FY2025/ 26
5,993,466 6,000,000 6,000,000 6,000,000 6,000,000 29,993,466 STM0416 Pavement Major Rehabilitation
Program FY2025/ 26
6,357,928 14,000,000 14,000,000 14,000,000 14,000,000 62,357,928 SWR0331 Main Street Sewer Manhole
Replacement
450,000 450,000
SWR0332 Sewer Main Rehabilitation
FY2025/ 26
1,200,000 500,000 500,000 500,000 500,000 3,200,000
SWR0333 Sewer Mains CCTV Inspection ( large
diameter)
750,000 750,000
SWR0334 Sewer Maintenance Hole
Rehabilitation FY2025/ 26
600,000 600,000 600,000 600,000 600,000 3,000,000
SWR0335 Sewer Monitoring 450,000 150,000 150,000 150,000 150,000 1,050,000 TRF0321 Citywide Traffic Data Program 20,000 40,000 40,000 40,000 40,000 180,000 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 50,000 100,000 100,000 100,000 100,000 450,000 TRF0337 Traffic Signal Left Turn Modification
Program
20,000 20,000 20,000 20,000 20,000 100,000
City of Chula Vista
Proposed Budget FY 2026
Capital Improvement Program FIVE-YEAR CIP PROJECT SUMMARY SCHEDULE 296
Fiscal Years 2025/ 26 – 2029/ 30 Capital Improvement Program CIP # Project Name 2025/ 2026 2026/ 2027 2027/ 2028 2028/ 2029 2029/ 2030 Total 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
400,000 400,000 400,000 400,000 400,000 2,000,000
TRF0354 Traffic Congestion Relief Program 250,000 250,000 250,000 250,000 250,000 1,250,000 TRF0366 Traffic Signal and Streetlight
Systems Upgrade and Modification
Program
400,000 400,000 400,000 400,000 400,000 2,000,000
TRF0414 Pedestrian Access and Traffic
Calming Program
50,000 50,000
TRF0415 Telegraph Canyon Road Raised
Median Improvements
30,000 30,000
TRF0421 Engineering & Traffic Survey Updates
Project
100,000 200,000 200,000 200,000 200,000 900,000
TRF0436 Pedestrian Hybrid Beacon Upgrade -
Intersection of Fourth Ave. & Orsett
160,000 160,000
TRF0439 Traffic Signal Modifications FY25
Measure P)
25,000 25,000
TRF0440 Internally Illuminated Street Name
Sign Conversion
100,000 100,000
TRF0441 Valle Lindo Elementary School MidBlock Pedestrian Crossing300,000 300,000 TRF0442 Traffic Signal Emergency Vehicle Preemption Equipment100,000 100,000 TRF0443 L St & Industrial Bl Intersection
Improvements
500,000 500,000
SAF0171 Police Substation Feasibility Study 300,000 300,000 29,577,061 $ 28,860,000 $ 27,560,000 $ 27,560,000 $ 27,560,000 $ 141,117,061

MEASURE A SALES

TAX FUND SUMMARY

City of Chula Vista
Proposed Budget FY 2026 299
Measure A Sales Tax Fund Summary
Measure A Sales Tax Fund Summary
The Measure A Sales Tax 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 havea 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 Sales Tax funds.

Revenues
The fiscal year 2026 Proposed Budget reflects the allocation of approximately $ 30. 8 million in transfers in from Measure A Sales Tax revenues and for reimbursements from other city funds, and approximately $ 0.1 million in grant reimbursements and investment earnings for a total of $30.9 million in revenues. Sales tax revenues are received in the City’s General Fund, and then transferred into the Measure A Sales Tax Fund.

The following table reflects the Measure A revenues by category.

Measure A Fund Revenues
Category
FY 2025
Adopted
FY 2026
Proposed Change % Change
Transfers In $ 28,978,966 $ 30,821,679 $ 1,842,713 6.4% Other Revenues $ - $ 63,372 $ 63,372 -%
Charges for Services $ 78,017 $ - $ ( 78,017) - 100.0%
Use of Money and Property $ 58,000 $ 47,000 $ ( 11,000) - 19.0% Total $ 29,114,983 $ 30,932,051 $ 1,817,068 13.4%
Expenditures
The fiscal year 2026 Proposed Measure A Sales Tax Fund Budget includes approximately $ 33. 7 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 2026 300
Measure A Sales Tax Fund Summary
Police Vehicles, Outfitting, Maintenance, Fuel, etc. – Funding included for Police vehicles and the costs associated with their operation.

Reimbursement for Support Staff ( IT, Finance, 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 supported positions.

Academy Costs – Funding for the Fire Academy.

PPE Maintenance – Includes funding for the maintenance of personal protection equipment ( PPE).

Computers and Other Equipment – Includes funding for computers and equipment used by staff within the fund.

Fire Vehicles, Outfitting, Maintenance, Fuel, etc. – Funding included for Fire vehicles and the associated costs of operation
Reimbursement for Support Staff (IT, Finance, 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 2025
Adopted
FY 2026
Proposed Change
Police Department:

Personnel Services $ 11,502,342 $ 14,180,742 $ 2,678,400 Supplies & Services $ 1,477,220 $ 1,784,440 $ 307,220
Other Expenses $ 526,760 $ 758,427 $ 231,667
Internal Service Charges $ 156,357 $ 113,282 $ ( 43,075) Other Capital $ 69,936 $ 69,936 $ -
Transfers Out $ 1,693,923 $ 1,349,017 $ ( 344,906)
Total Police Department Expenditures $ 15,426,538 $ 18,255,844 $ 2,829,306 Fire Department:

Personnel Services $ 9,123,492 $ 12,541,595 $ 3,418,103 Supplies & Services $ 1,920,671 $ 1,386,052 $ ( 534,619) Utilities $ 61,800 $ 63,655 $ 1,855
Other Capital $ - $ - $ -
Other Expenses $ 543,356 $ 444,342 $ ( 99,014)
Internal Service Charges $ 95,622 $ 130,291 $ 34,669
Transfers Out $ 1,096,068 $ 837,769 $ ( 258,299)
CIP Project Expenditures $ 15,200,000 $ - $ ( 15,200,000) Total Fire Department Expenditures $ 28,041,009 $ 15,403,704 $ ( 12,637,305) Total Expenditures $ 43,467,547 $ 33,659,548 $ ( 9,807,999) City of Chula Vista
Proposed Budget FY 2026 301
Measure A Sales Tax Fund Summary
Staffing
The fiscal year 2026 budgeted staffing totals are 140. 00 FTE, of which 65.00 are in the Fire Department and 75.00 are in the Police Department. The below table summarizes the staffing changes.

Measure A Fund Staffing
Measure A Fund
FY 2025
Adopted
Staffing
FY 2025
Mid Year
Changes
FY 2026
Changes
FY 2026
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) 33 00 9 00 3 00 45.00
Firefighter/ Paramedic 9 00 - - 9 00
Sr Application Support Specialist 1.00 - - 1.00
Fire Department Total 53.00 9.00 3.00 65.00
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 6 00 - 30 00
Police Agent 6 00 - - 6 00
Police Captain 1.00 1.00 - 2 00
Police Comm Systems Manager 1.00 - - 1.00
Police Comm Relations Specialist - - 1.00 1.00
Police Dispatcher 7 00 - - 7 00
Police Lieutenant 1.00 - - 1.00
Police Sergeant 9 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
Sr Public Information Specialist - 1.00 - 1.00
Police Department Total 67.00 7.00 1.00 75.00
Measure A Fund Staffing Total 120.00 16.00 4.00 140.00
City of Chula Vista
Proposed Budget FY 2026 302
Measure A Sales Tax Fund Summary
2018 MEASURE A SALES TAX FUND (222)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Personnel Services 15,223,938 19,158,187 20,625,834 26,722,337 6,096,503 Supplies and Services 1,393,656 2,165,782 3,397,891 3,170,492 ( 227,399) Other Expenses 1,059,686 1,094,363 1,070,116 1,202,769 132,653 Other Capital 395,574 806,129 69,936 69,936 -
Utilities 59,842 67,382 61,800 63,655 1,855
Internal Service Charges 114,632 173,470 251,979 243,573 ( 8,406) Transfers Out 1,935,959 2,473,966 2,789,991 2,186,786 ( 603,205) CIP Project Expenditures - - 15,200,000 - ( 15,200,000) Total Expenditures $ 20,183,287 $ 25,939,279 $ 43,467,547 $ 33,659,548 $ ( 9,807,999) Revenue from Other Agencies ( 250,000) ( 83,334) - - -
Charges for Services - ( 436) ( 78,017) - 78,017
Transfers In ( 28,355,648) ( 29,383,513) ( 28,978,966) ( 30,821,679) ( 1,842,713) Use of Money and Property ( 57,472) ( 40,335) ( 58,000) ( 47,000) 11,000 Other Revenue - ( 23,328) - ( 63,372) ( 63,372)
Total Revenues $ ( 28,663,120) $ ( 29,530,946) $ ( 29,114, 983) $ ( 30,932,051)$ ( 1,817,068) Net Fund Activity $ ( 8,479,833) $ ( 3,591,667) $ 14,352,564 $ 2,727,497 $ ( 11,625,067)

MEASURE P FUND

SUMMARY

City of Chula Vista
Proposed Budget FY 2026 305
Measure P Fund Summary
Measure P Sales Tax Fund Summary
The Measure P Sales Tax 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. In 2024, voters approved the continuation of Measure P and the one-half cent sales tax increase on retail sales. The continuation of the sales tax is projected to generate $ 337 million over the next ten-year period.

The City has established a separate fund to track and account for income and expenses and appointed a Citizens’ Oversight Committee (“ COC”) to ensure transparency in the use of Measure P Sales Tax funds.

Revenues
The fiscal year 2026 Proposed Budget reflects the allocation of approximately $ 30.5 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 Sales Tax Fund.

The following table reflects the Measure P Sales Tax revenues by category.

Measure P Fund Revenues
Category
FY 2025
Adopted
FY 2026
Proposed Change % Change
Transfers In 28,978,966 30,483,293 1,504,327 5.2%
Total $ 28,978,966 $ 30,483,293 $ 1,504,327 5.2%
City of Chula Vista
Proposed Budget FY 2026 306
Measure P Fund Summary
Expenditures
The fiscal year 2026 Proposed Measure P Sales Tax Fund budget includes approximately $ 17. 0 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, other public safety 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 2026
Proposed
Fire Vehicles $ 898,700
Police Vehicles $ 2,794,317
Fire Equipment $ 1,435,251
Police Equipment $ 32,739
Police Communications & Dispatch System $ 740,576
Citywide Telecommunications $ 129,986
Other Public Facilities $ 133,333
Park Infrastructure $ 1,000,000
Traffic Signal System $ 25,000
Other Public Infrastructure $ 2,226,813
Total Project Expenditures $ 9,416,715
Administrative Expenses $ 25,000
Annual Debt Service Payments $ 7,515,696
Total Expenditures $ 16,957,411
City of Chula Vista
Proposed Budget FY 2026 307
Measure P Fund Summary
2016 MEASURE P SALES TAX FUND (220)
Fund Summary
Budget Category
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
Expenditures
Supplies and Services 252,400 264,385 1,025,256 2,063,328 1,038,072 Other Expenses 1,278,138 1,285,167 1,295,502 950,238 ( 345,264) Other Capital 3,318,230 3,681,197 1,116,750 2,913,017 1,796,267 Transfers Out 7,809,303 7,518,029 7,514,795 7,515,696 901 CIP Project Expenditures 19,908,242 8,007,407 7,755,146 3,415,132 ( 4,340,014) Non-CIP Project Expenditures 94,310 131,468 100,000 100,000 - Total Expenditures $ 32,660,624 $ 20,887,654 $ 18,807,449 $ 16,957,411 $ ( 1,850,038) Transfers In ( 28,286,339) ( 29,183,788) ( 28,978,966) ( 30,483,293) ( 1,504,327) Use of Money and Property ( 531,941) ( 799,940) - - -
Other Revenue ( 468) ( 108,745) - - -
Total Revenues $ ( 28,818,748) $ ( 30,092,472) $ ( 28,978,966) $ ( 30,483,293)$ ( 1,504,327) Net Fund Activity $ 3,841,876 $ ( 9,204,819) $ ( 10,171,517) $ ( 13,525,882)$ ( 3,354,365)

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 2026 313

EXPENDITURES BY DEPARTMENT/ CATEGORY
Department / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non- CIP
Projects
Total
FY 2026
100 General Fund
01 City Council 1,752,584 105,880 534 - 3,190 - - - - 1,862,188 02 Boards & Commissions - 2,088 - - - - - - - 2,088
03 City Clerk 1,538,374 734,935 461 - - - - - - 2,273,770 04 City Attorney 3,471,326 452,422 1,086 - 4,948 - - - - 3,929,782 05 Administration 2,986,155 265,739 675 - - - - - - 3,252,569 06 Information Technology 3,257,394 1,860,461 4,270 - 87,890 941 - - - 5,210,956 07 Human Resources 3,327,737 849,286 1,871 - 2,500 - - - - 4,181,394 08 Finance 5,005,690 771,552 1,789 - 3,573 52 - - - 5,782,656 09 Non-Departmental 474,350 10,331,609 - 2,126,586 - - 99,871,321 - - 112,803,866 10 Animal Services 3,429,335 440,750 73,713 4,500 - 59,118 - - - 4,007,416 11 Economic Development 527,112 112,604 1,156 - - - - - - 640,872 12 Development Services 3,054,527 201,822 1,533 46,610 - 26,015 - - - 3,330,507 13 Engineering/ Capital Projects 10,105,029 353,517 1,385,617 95,000 5,000 217,097 - - - 12,161,260 14 Police 60,814,301 2,705,280 929,386 268,639 25,000 1,539,752 - - - 66,282,358 15 Fire 37,225,348 2,154,239 311,745 - - 1,465,052 117,596 - - 41,273,980 16 Public Works 16,332,229 5,828,663 3,945,867 11,400 3,000 1,285,399 - - - 27,406,558 17 Parks and Recreation 4,723,395 1,032,565 640,304 170,000 26,423 38,200 - - - 6,630,887 18 Library 3,756,659 433,427 378,685 400 - 7,623 - - - 4,576,794 19 Housing & Homeless Services - - - - - - - - - -
100 General Fund Total 161,781,545 28,636,839 7,678,692 2,723,135 161,524 4,639,249 99,988,917 - - 305,609,901 105 Bayfront Lease Revenue - - - 17,053,941 - - - - - 17,053,941 220 2016 Measure P Sales Tax - 2,063,328 - 950,238 2,913,017 - 7,515,696 3,415,132 100,000 16,957,411 221 Transportation Grants- Gas Tax 285,290 - - - - - 5,100,731 10,209,719 - 15,595,740 222 2018 Measure A Sales Tax 26,722,337 3,170,492 63,655 1,202,769 69,936 243,573 2,186,786 - - 33,659,548 227 Transportation Sales Tax - - - - - - - 9,857,928 - 9,857,928 234 Advanced Life Support Program 1,077,794 250,729 - - - 28,668 1,805,973 - - 3,163,164 241 Parking Meter - 555,200 97,183 334,500 - - 1,841 - - 988,724 245 Traffic Safety - 38,500 - - - - 251,500 - - 290,000 269 Other Grants 75,000 - - - - - - - - 75,000
270 Mobile Park Fee - 28,000 - 37,000 - - - - - 65,000
271 Local Grants 23,564 1,794,227 - - 700,000 - - - - 2,517,791 272 Federal Grants 5,607,974 585,420 - 1,204,341 - - 1,321,299 - - 8,719,034 273 State Grants 1,064,545 914,682 - 48,114 - 2,895 54,650 - - 2,084,886 282 Environmental Services 1,258,561 1,402,262 18,558 110,351 4,600 19,222 252,430 - - 3,065,984 301 Storm Drain - 348,100 - 6 - - 319,365 700,000 - 1,367,471 311 CDBG Housing Program - - - 25,000 - - - - 75,000 100,000 313 Chula Vista Housing Authority 1,856,572 310,000 - 42,500 - 752 364,544 - - 2,574,368 316 Public Educational & Govt Fee - 319,500 - - 168,500 - - - - 488,000 Summary Tables FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY City of Chula Vista
Proposed Budget FY 2026 314

EXPENDITURES BY DEPARTMENT/ CATEGORY
Department / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non- CIP
Projects
Total
FY 2026
318 RDA Successor Agency Fund - 10,000 - 367,491 - - 2,789,802 - - 3,167,293 319 Housing Successor Agency - 57,900 - 2,008,500 6,000 - 14,968 - - 2,087,368 340 Section 115 Trust - 148,500 - - - - - - - 148,500
341 Public Liability Trust - 384,908 - 899,170 - - - - - 1,284,078 342 CFD 11-M Rolling Hills McM - 189,083 26,236 45,000 - - - - - 260,319 343 CFD 12-M Otay Ranch Village 7 - 476,635 130,108 85,393 - - - - - 692,136 344 CFD 13-M Otay Ranch Village 2 - 1,718,758 833,596 289,869 - - 1,278 - - 2,843,501 345 CFD 12M Village 7 Otay Ranch - 540,145 176,980 102,096 - - 614 - - 819,835 346 CFD 14M-A-EUC Millenia - 103,239 5,557 177,931 - - - - - 286,727 347 CFD 14M-B-EUC Millenia - 69,940 146,109 426,817 - 945 - - - 643,811 348 CFD 18M Village 3 Otay Ranch - 1,148,686 463,834 153,102 - - 2,555 - - 1,768,177 349 CFD 19M Freeway Commercial 2 - 221,134 58,455 119,144 - - - - - 398,733 350 Bayfront Special Tax District - 6,545 - 6,689,000 - - - - - 6,695,545 352 Bay Blvd Landscape District - 286 6,000 4,176 - - - - - 10,462 353 Eastlake Maintenance Dist I - 324,361 96,214 66,339 - - - - - 486,914 354 Open Space District # 01 - 54,765 38,245 11,313 - - - - - 104,323 355 Open Space District # 02 - 17,749 4,405 4,032 - - - - - 26,186 356 Open Space District # 03 - 48,984 13,000 8,155 - - - - - 70,139 357 Open Space District # 04 - 98,668 17,000 12,577 - - - - - 128,245 358 Open Space District # 05 - 36,655 19,164 10,322 - - - - - 66,141 359 Open Space District # 06 - 28,112 11,428 6,317 - - - - - 45,857 361 Open Space District # 07 - 16,802 7,324 4,211 - - - - - 28,337 362 Open Space District # 08 - 84,435 9,600 11,106 - - - - - 105,141 363 Open Space District # 09 - 45,302 31,302 14,049 - - - - - 90,653 364 Open Space District # 10 - 60,848 31,376 15,568 - - - - - 107,792 365 Open Space District # 11 - 140,068 71,450 25,762 - - - - - 237,280 367 Open Space District # 14 - 308,202 68,583 54,690 - - - - - 431,475 368 Open Space District # 15 - 17,494 6,300 4,954 - - - - - 28,748 369 Open Space District # 17 - 7,971 - 3,289 - - - - - 11,260 371 Open Space District # 18 - 129,511 68,800 35,442 - - - - - 233,753 372 Open Space District # 20 - 1,335,413 394,044 234,974 - - - - - 1,964,431 373 Open Space District # 23 - 65,128 7,364 9,611 - - - - - 82,103 374 Open Space District # 24 - 22,091 10,226 5,993 - - - - - 38,310 375 Open Space District # 26 - 7,723 2,700 3,859 - - - - - 14,282 376 Open Space District # 31 - 207,612 48,033 32,699 - - - - - 288,344 378
CFD 07M Eastlake Woods &
Vista - 729,233 155,400 185,108 - - 958 - - 1,070,699
379 CFD 08M Vlg 6 McMillin & OR - 1,496,160 310,018 251,205 - - 2,457 - - 2,059,840 380 CFD 09M ORV II Brookfield- Shea - 1,136,660 211,221 179,919 - - 1,621 - - 1,529,421 381 CFD 14M-2-EUC Millenia - 121,176 6,525 208,875 - - - - - 336,576 382 CFD 99-2 Otay Ranch Vlg 1 West - 857,537 212,235 136,866 - - 1,204 - - 1,207,842 Summary Tables FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY City of Chula Vista
Proposed Budget FY 2026 315

EXPENDITURES BY DEPARTMENT/ CATEGORY
Department / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non- CIP
Projects
Total
FY 2026
383 Town Ctr Business Improv Dist - 330,000 - 60 - - - - - 330,060 386 Otay Ranch Preserve - 720,540 - 95,348 - - 663 - - 816,551 387 CFD 98-3 Sunbow 2 - 1,010,317 224,087 134,497 - - 614 - - 1,369,515 388 CFD 97-1 Otay Ranch - 2,908,005 556,410 456,055 - - 3,980 - - 3,924,450 391 Central Garage Fund 1,660,215 4,186,389 176,541 93,538 - 26,168 117,493 - - 6,260,344 398 Workers Compensation Fund - 1,681,778 - 3,852,313 - - - - - 5,534,091 406 Chula Vista Muni Golf Course 1,563,639 - - 1,836,192 200,000 - - 200,000 - 3,799,831 407 Living Coast Discovery Center - 4,713 167,691 - - - - - - 172,404 408 Development Services Fund 10,108,824 1,223,993 3,073 1,201,783 75,000 51,860 2,722,032 - - 15,386,565 409 CV Elite Athlete Training Ctr - 160,800 - 93,726 - - - - - 254,526 410 Transport Enterprise 9,327,573 6,779,306 - 961,815 - 345,909 3,810,858 - - 21,225,461 411 Sewer Income - - - - - - 2,693 - - 2,693
413 Trunk Sewer Capital Reserve - - - 150,000 - - 85,563 - - 235,563 414 Sewer Service Revenue 5,856,713 34,839,666 155 581,525 1,393,473 579,741 4,248,842 - 64,600 47,564,715 428 Sewer Facility Replacement - - - 24 - - 166,442 3,450,000 - 3,616,466 430 Sewer DIFs - 120,000 - 767,490 - - 2,408 - - 889,898 442 CDBG Section 108 Loan - - - 695,903 - - - - - 695,903 451 Long Term Debt - City of CV - 6,421 - 15,626,468 - - - - - 15,632,889 453 Energy Conservation Loans - - - 312,487 - - - - - 312,487 475 2014 COP Refunding - 5,000 - 3,612,457 - - - - - 3,617,457 476 2015 Refunding COP - 5,001 - 2,924,442 - - - - - 2,929,443 477 2016 Ref COP Civic Ctr/ Nature - 7,001 - 282,552 - - - - - 289,553 478 2016 LRRB PFDIF/ COP - 7,000 - 2,149,277 - - - - - 2,156,277 479 2017 CREBs LRBs - 4,865 - 726,489 - - - - - 731,354 480 2017 Measure P LRBs - 7,545 - 7,508,000 - - - - - 7,515,545 542 Drainage DIF - - - 10,000 - - 4,790 - - 14,790
560 Public Facilities DIF - 57,000 - 2,209,391 200,000 - 5,244,234 300,000 - 8,010,625 580 Pedestrian Bridge DIFs - - - 95,500 - - 7,212 - - 102,712 590 Transportation DIFs - - - 529,000 - - 42,605 - 15,000 586,605 666 2016 TARBs - 7,000 - 2,784,100 - - - - - 2,791,100
713 Capital Improvement Projects - - - - - - 1,503,006 - 200,000 1,703,006 715 Parkland Acquisition & DevFees - 50,000 - 35,000 - - 47,394 - - 132,394 716 Western- Park Acquisition & Dev - - - 345,000 - - 3,267 - - 348,267 717 Residential Construction Tax - - - - - - 667,877 - - 667,877 736 Other Transportation Program - - - - - - - 1,444,282 - 1,444,282 Other Funds Total 66,488,601 78,377,199 5,006,185 83,984,116 5,730,526 1,299,733 40,672,245 29,577,061 454,600 311,590,266 Grand Total, All Funds 228,270,146 107,014,038 12,684,877 86,707,251 5,892,050 5,938,982 140,661,162 29,577,061 454,600 617,200,167

SCHEDULE OF

REVENUES

City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
319

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
100 General Fund
Property Taxes
4001 Current Taxes Secured ( 41,165,976) ( 43,721,029) ( 46,035,700) ( 49,581,985) ( 3,546,285) 4002 State Secured Unitary ( 1,011,055) ( 1,103,216) ( 1,141,900) ( 1,214,982) ( 73,082) 4003 Current Taxes Unsecured ( 1,351,134) ( 1,562,794) ( 1,649,200) ( 1,754,749) ( 105,549) 4004 Delinquent Taxes ( 59,192) ( 37,776) ( 216,368) ( 230,216) ( 13,848) 4005 Prop Tax in Lieu ( 12,960) ( 11,295) ( 16,640) ( 17,306) ( 666) 4006 Property Tax in Lieu of VLF ( 28,010,041) ( 29,857,462) ( 31,051,760) ( 33,458,323) ( 2,406,563) 4007 Successor Agency Property Tax ( 2,574,573) ( 2,130,161) ( 2,904,583) ( 3,090,476) ( 185,893) 4008 Tax Increment - RIDA - - - ( 2,543,000) ( 2,543,000) 4531 St Motor Vehicle Licenses ( 283,711) ( 339,417) ( 350,000) ( 371,000) ( 21,000) Property Taxes Total ( 74,468,642) ( 78,763,150) ( 83,366,151) ( 92,262,037) ( 8,895,886) Other Local Taxes
4011 Sales and Use Taxes ( 46,303,192) ( 48,105,110) ( 47,983,027) ( 49,946,901) ( 1,963,874) 4012 Sales Tax Pub Safety Augment ( 1,255,779) ( 1,264,483) ( 1,277,388) ( 1,325,929) ( 48,541) 4015 Sales Tax - Measure P ( 28,527,379) ( 29,388,328) ( 29,316,100) ( 30,837,928) ( 1,521,828) 4016 Sales Tax - Measure A ( 28,505,316) ( 29,387,523) ( 29,316,100) ( 30,837,928) ( 1,521,828) 4017 Sales Tax - RV Park ( 14,946) ( 14,789) ( 15,000) ( 15,000) - 4018 RIDA Sales Tax - - - ( 1,287,000) ( 1,287,000)
4021 Franchise Fees ( 14,432,110) ( 14,966,084) ( 15,103,671) ( 15,405,744) ( 302,073) 4031 Utility Taxes ( 3,643,465) ( 3,607,996) ( 3,857,285) ( 3,660,895) 196,390 4041 Business License Tax ( 1,956,537) ( 1,134,005) ( 1,181,247) ( 1,216,684) ( 35,437) 4042 Business License Tax Penalty ( 60,933) ( 44,650) - - - 4043 Cardroom Fees/ Business License - ( 840,224) ( 859,007) ( 1,109,373) ( 250,366) 4051 Transient Occupancy Taxes ( 7,203,682) ( 6,970,714) ( 8,295,064) ( 9,150,066) ( 855,002) 4052 Short- Term Rentals TOT ( 898,156) ( 686,446) ( 860,769) ( 707,039) 153,730 4053 RV Park TOT ( 728,567) ( 688,298) ( 849,620) ( 854,000) ( 4,380) 4054 RIDA TOT - - - ( 11,029,000) ( 11,029,000)
4071 Real Property Transfer Tax ( 1,341,179) ( 1,217,183) ( 1,475,042) ( 1,569,445) ( 94,403) 4111 Cannabis Excise Tax ( 3,059,568) ( 3,218,001) ( 3,088,994) ( 3,314,541) ( 225,547) Other Local Taxes Total ( 137,930,809) ( 141,533,834) ( 143,478,314) ( 162,267,473) ( 18,789,159) Licenses & Permits
4201 Animal Licenses ( 140,736) ( 144,450) ( 142,800) ( 142,800) - 4202 Bicycle Licenses - ( 643) - - -
4204 Cannabis Compliance Insp Fee ( 319,505) ( 288,386) ( 233,316) ( 235,841) ( 2,525) 4211 Building Permits ( 133,582) ( 198,643) ( 202,459) ( 202,459) - 4215 Utility Permits ( 41,000) ( 243,540) ( 51,000) ( 51,000) - 4221 Fire Permits ( 596,792) ( 625,934) ( 600,780) ( 624,433) ( 23,653) 4222 Security Alarm Permits ( 194,187) ( 185,108) ( 245,993) ( 245,993) - 4223 Housing Permits ( 485,644) ( 561,225) ( 459,000) ( 507,589) ( 48,589) 4224 Parking Permits ( 7,518) ( 8,544) ( 10,710) ( 8,202) 2,508 Licenses & Permits Total ( 1,918,964) ( 2,256,473) ( 1,946,058) ( 2,018,317) ( 72,259) Fines and Penalties
4301 Negligent Veh. Impound Proc. Fee ( 347,271) ( 390,162) ( 234,190) ( 234,190) - 4302 Code Enforcement Violations ( 69,473) ( 55,223) ( 281,521) ( 281,521) - City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
320

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
4312 False Alarm Penalty ( 93,252) ( 102,282) ( 115,820) ( 115,820) - 4314 Ordinance Violation Fines ( 151,986) ( 90,752) ( 130,200) ( 130,200) - 4331 Parking Citation ( 406,890) ( 372,771) ( 335,193) ( 370,291) ( 35,098) 4341 Library Fines ( 15,625) ( 22,026) - - -
Fines and Penalties Total ( 1,084,497) ( 1,033,216) ( 1,096,924) ( 1,132,022) ( 35,098) Use of Money & Property
4401 Investment Earnings City Pool ( 2,131,133) ( 2,134,993) ( 1,650,000) ( 1,854,124) ( 204,124) 4402 Investment Earnings Others ( 82,662) ( 182,641) ( 68,000) ( 68,000) - 4421 Sale of Other Personal Prop ( 48,581) ( 14,134) - - - 4431 Coin Operated Machine Revenue ( 20,745) ( 28,069) ( 16,620) ( 36,620) ( 20,000) 4433 Film Video Insurance Charge ( 2,327) ( 1,237) ( 1,650) ( 1,650) - 4442 Rental Leases Picnic Shelters ( 451,271) ( 425,595) ( 466,565) ( 466,565) - 4411 Sale of Real Property ( 210,000) - - - -
4443 Rentals Leases Baseball Fields ( 323,611) ( 350,043) ( 207,083) ( 307,833) ( 100,750) 4446 Rentals Leases Land Space ( 309,786) ( 312,985) ( 309,774) ( 316,587) ( 6,813) 4447 Rental Telecom Site Lic. Fee ( 1,252,114) ( 1,436,563) ( 1,285,573) ( 1,479,660) ( 194,087) 4461 Rental Leases P R Centers ( 891,749) ( 1,098,337) ( 974,953) ( 999,868) ( 24,915) 4462 Rentals Leases Buildings ( 370,182) ( 298,438) ( 330,012) ( 102,828) 227,184 Use of Money & Property Total ( 6,094,161) ( 6,283,035) ( 5,310,230) ( 5,633,735) ( 323,505) Revenue from Other Agencies
4503 PD State Grant RATT ( 286,042) ( 376,298) ( 335,000) ( 335,000) - 4511 State Grant ( 273,809) ( 238,354) ( 407,346) ( 407,346) - 4521 State Homeowners Prop. Tax Relief ( 214,918) ( 207,507) ( 228,246) ( 228,246) - 4551 Reimb. State Mandated Costs ( 103,910) ( 50) - - - 4552 Reimb. Human Services Agen. ( 18,605) ( 18,127) - ( 12,500) ( 12,500) 4602 PD Fed Grant - HIDTA ( CBAG) ( 113,122) ( 155,091) ( 117,084) ( 117,084) - 4603 PD Fed Grant-HIDTA Task Force ( 275,446) ( 142,500) ( 287,000) ( 287,000) - 4611 Federal Grant - Other ( 48,359) ( 119,916) ( 56,356) ( 56,356) - 4621 PD POST Reimb. Prog ( 97,078) ( 40,946) ( 35,000) ( 35,000) - 4622 PD STC Reimb Prog 883 - - - -
4701 Grant - Other Agency - ( 21,535) - - -
Revenue from Other Agencies Total ( 1,430,406) ( 1,320,324) ( 1,466,032) ( 1,478,532) ( 12,500) Charges for Services
4751 Planning Fees 3,425 - ( 3,528) ( 3,528) -
4752 Dev Fees - Deposit Based ( 1,226,902) ( 1,421,618) ( 1,553,072) ( 1,553,072) - 4761 Sale of Maps & Publication ( 6,460) ( 5,080) ( 1,656) ( 1,739) ( 83) 4763 Passport Fees ( 587,650) ( 511,752) ( 803,650) ( 554,156) 249,494 4764 Lien Release Fees ( 825) ( 875) ( 750) ( 750) -
4766 Lien Release Fees ( 224) ( 828) - - -
4771 Plan Checking Fees ( 256,023) ( 273,984) ( 192,175) ( 201,784) ( 9,609) 4781 Engineering Fees ( 167,968) ( 169,813) ( 261,732) ( 261,732) - 4782 Fire Construction Fees ( 310,868) ( 623,781) ( 402,000) ( 486,814) ( 84,814) 4784 State Mobilehome Park Act Fee ( 49,658) ( 49,656) ( 46,665) ( 48,998) ( 2,333) 4785 Microfilming Fees ( 1,436) ( 1,314) ( 408) ( 428) ( 20) 4901 National City - Impounds ( 4,690) ( 3,680) ( 10,050) ( 10,050) - City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
321

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
4902 Imperial Beach - Impounds - ( 633) - - -
4903 Lemon Grove - Impounds ( 2,671) ( 1,080) ( 4,590) ( 4,590) - 4911 Port District Fees ( 1,170,859) ( 1,440,413) ( 1,381,057) ( 1,422,489) ( 41,432) 4912 Bayfront Fire Station Fees - - ( 463,690) ( 2,293,999) ( 1,830,309) 4921 Reimb fr Other Agencies- Jail ( 134,114) - - - -
4951 Swimming Pool Fees ( 315,952) ( 319,595) ( 453,624) ( 453,624) - 4952 Recreation Program Fees ( 887,798) ( 1,025,766) ( 913,416) ( 971,107) ( 57,691) 4953 Other Recreation Fees ( 231,616) ( 244,706) ( 32,573) ( 30,278) 2,295 4955 Norman Park Ctr Prog Fees - ( 15) - - -
4961 Special Interest Class Fees ( 658,103) ( 711,752) ( 736,474) ( 767,483) ( 31,009) 4971 Tow Referral Fee ( 172,170) ( 198,662) ( 200,924) ( 200,924) - 5061 Special Police Department Serv ( 49,943) ( 45,310) ( 53,463) ( 53,463) - 5062 Police Reimbursements ( 2,096,536) ( 2,279,757) ( 1,836,604) ( 2,036,642) ( 200,038) 5064 Witness Fee - ( 1,375) ( 510) ( 510) -
5065 City Staff Time & Cost Recover ( 698,853) ( 819,993) ( 336,665) ( 306,515) 30,150 5066 Live Scan Services ( 5,380) ( 11,200) ( 30,150) ( 30,150) - 5201 Animal Shelter Fees ( 126,545) ( 138,978) ( 284,616) ( 284,616) - 5220 Measure P Reimbursements ( 425,000) ( 198,864) ( 461,760) ( 461,760) - 5222 Measure A Reimbursements ( 934,135) ( 981,151) ( 972,941) ( 1,152,724) ( 179,783) 5231 Traffic Control Plan Fee ( 112,050) ( 159,685) ( 43,165) ( 43,165) - 5241 Distressed Property Mgt Fee ( 210) - ( 3,060) ( 3,060) - 5251 Special Event Fees ( 1,200) ( 1,500) ( 3,060) ( 3,060) - 5252 Block Party Fees ( 300) ( 450) ( 510) ( 510) -
5253 Professional Filming Fees ( 2,525) ( 150) ( 1,530) ( 1,530) - Charges for Services Total ( 10,635,239) ( 11,643,416) ( 11,490,068) ( 13,645,250) ( 2,155,182) Other Revenue
5301 Reimb. - DIF ( 8,365) - ( 44,672) ( 44,672) -
5331 Reimb. - RDA Housing ( 105) ( 46) - - -
5341 Reimb. - Open Space Dist ( 397,253) ( 414,604) ( 448,516) ( 403,168) 45,348 5342 Reimb. - Assessment Dist ( 6,173) ( 6,314) ( 6,989) ( 6,949) 40 5343 Reimb. - Comm Fac Distr ( 1,818,348) ( 2,021,452) ( 1,739,650) ( 1,938,493) ( 198,843) 5351 Reimb. - CIP Projects ( 3,700,950) ( 4,085,087) ( 4,682,112) ( 4,682,112) - 5352 Reimb. - DIF CIP ( 881,996) ( 571,752) ( 671,340) ( 797,692) ( 126,352) 5361 Reimb. - CDBG Admin ( 2,060) - ( 6,532) ( 5,025) 1,507 5362 Reimb. - HOME Prog - ( 413) - - -
5363 Reimb. - CDBG CIP ( 483,430) ( 171,764) ( 111,555) ( 111,555) - 5364 Reimb. - CDBG Others ( 50,000) ( 46,276) ( 50,350) ( 50,350) - 5365 Reimb. - ESG Program ( 321) - - - -
5371 Reimb. - Other ( 3,222,279) ( 4,993,795) ( 1,255,554) ( 1,014,420) 241,134 5372 Reimb. - Other City Funds ( 96,661) ( 143,395) ( 1,124,497) ( 332,511) 791,986 5373 Reimb. - Parking Meter ( 72,043) ( 89,262) ( 60,300) ( 89,260) ( 28,960) 5462 Gain on Disposal of Property ( 401) - - - -
5463 Recoveries on Damaged Property ( 131,598) ( 403,070) ( 105,525) ( 105,525) - 5481 Entertainment Facility Contrib. ( 1,067,840) ( 1,025,966) ( 1,000,000) ( 1,005,000) ( 5,000) 5491 P.Y. Revenue ( 47,267) ( 4,197) - - -
5492 Cash Overage 4,718 ( 4,533) - - -
5501 Donations ( 105,400) ( 10,548) ( 158,676) - 158,676 City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
322

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
5511 Rebates/ Refunds ( 151,260) ( 75,094) ( 85,425) ( 85,425) - 5513 Prior Year Rebates/ Refunds ( 290,236) - - - -
5521 Miscellaneous Revenues ( 329,793) ( 240,642) ( 195,055) ( 1,248,055) ( 1,053,000) 5522 Litigation Recovery - ( 538,340) - - -
5523 City Administration Fee ( 234,768) ( 316,050) ( 128,419) ( 237,261) ( 108,842) 5651 Service Charge - A/ R ( 6,298) ( 7,107) - ( 6,681) ( 6,681) 5656 Service Chg - Returned Cks ( 1,885) ( 880) ( 5,025) ( 1,382) 3,643 5702 Sales - Food/ Beverage ( 11,591) ( 6,053) ( 1,206) ( 1,206) - 5703 Sales - Supplies - - ( 7,236) ( 7,236) -
Other Revenue Total ( 13,113,603) ( 15,176,640) ( 11,888,634) ( 12,173,978) ( 285,344) Transfers In
5999 Transfers In ( 14,052,291) ( 32,484,011) ( 14,081,609) ( 14,998,557) ( 916,948) Transfers In Total ( 14,052,291) ( 32,484,011) ( 14,081,609) ( 14,998,557) ( 916,948) 100 GENERAL FUND Total ( 260,728,612) ( 290,494,099) ( 274,124,020) ( 305,609,901) ( 31,485,881) 105 Bayfront Lease Revenue
5999 Transfers In ( 1,980,515) ( 1,952,914) ( 2,136,322) ( 17,053,941) ( 14,917,619) 105 Bayfront Lease Revenue Total ( 1,980,515) ( 1,952,914) ( 2,136,322) ( 17,053,941) ( 14,917,619) 220 2016 Measure P Sales Tax
4401 Investment Earnings City Pool ( 531,941) ( 799,940) - - - 5371 Reimb - Other ( 468) ( 31,140) - - -
5463 Recoveries on Damaged Property - ( 77,605) - - -
5999 Transfers In ( 28,286,339) ( 29,183,788) ( 28,978,966) ( 30,483,293) ( 1,504,327) 220 2016 Measure P Sales Tax Total ( 28,818,748) ( 30,092,473) ( 28,978,966) ( 30,483,293) ( 1,504,327) 221 Transportation Grants- Gas Tax
4401 Investment Earnings City Pool ( 441,498) ( 574,912) - - - 4522 St Gas Tax Section 2105 ( 1,575,575) ( 1,666,965) ( 1,705,925) ( 1,705,925) - 4523 St Gas Tax Section 2106 ( 1,033,996) ( 1,096,671) ( 1,125,595) ( 1,125,595) - 4524 St Gas Tax Section 2107 ( 2,147,247) ( 2,256,382) ( 2,331,377) ( 2,331,377) - 4525 St Gas Tax Section 2107 5 ( 10,000) ( 10,000) ( 10,000) ( 10,000) - 4526 St Gas Tax Section 2103 ( 2,255,829) ( 2,499,609) ( 2,440,078) ( 2,440,078) - 4527 St Gas Tax RMRA ( 6,177,152) ( 7,091,090) ( 7,032,370) ( 7,032,370) - 5065 City Staff Time & Cost Recover ( 1,602) - - - -
5220 Measure P Reimbursements - ( 525) - - -
5371 Reimb - Other - ( 18,675) - - -
5999 Transfers In ( 2,000) ( 1,500) ( 2,000) ( 2,000) - 221 Transportation Grants- Gas Tax Total ( 13,644,899) ( 15,216,329) ( 14,647,345) ( 14,647,345) - 222 2018 Measure A Sales Tax
4402 Investment Earnings Others ( 57,472) ( 40,335) ( 58,000) ( 47,000) 11,000 4601 PD Fed Grant-Cops Univ Hiring ( 250,000) ( 83,334) - - - 4912 Bayfront Fire Station Fees - - ( 78,017) - 78,017
5062 Police Reimbursements - ( 436) - - -
5371 Reimb - Other - ( 328) - - -
City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
323

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
5372 Reimb - Other City Funds - - - ( 63,372) ( 63,372) 5521 Miscellaneous Revenues - ( 23,000) - - -
5999 Transfers In ( 28,355,648) ( 29,383,513) ( 28,978,966) ( 30,821,679) ( 1,842,713) 7912
222 2018 Measure A Sales Tax Total ( 28,663,120) ( 29,530,946) ( 29,114,983) ( 30,932,051) ( 1,817,068) 223 Utility Tax Settlement
4401 Investment Earnings City Pool ( 2,058) ( 2,750) - - - 223 Utility Tax Settlement Total ( 2,058) ( 2,750) - - - 225 CPF Benefit Funds
4401 Investment Earnings City Pool ( 2,367) ( 49,215) - - - 5390 Other Contributions ( 128,877) ( 2,430,093) - - -
225 CPF Benefit Funds Total ( 131,244) ( 2,479,308) - - - 227 Transportation Sales Tax
4013 Sales Tax for Transportation ( 2,897,706) ( 3,939,799) ( 6,673,500) ( 6,673,500) - 4401 Investment Earnings City Pool ( 2,161) ( 1,841) - - - 5371 Reimb - Other - ( 63,128) - - -
227 Transportation Sales Tax Total ( 2,899,867) ( 4,004,768) ( 6,673,500) ( 6,673,500) - 234 Advanced Life Support Program
5065 City Staff Time & Cost Recover ( 3,668) - - - -
5371 Reimb - Other ( 158,848) ( 174,874) - - -
5523 City Administration Fee ( 21,147) - - - -
5999 Transfers In ( 2,242,652) ( 2,217,647) ( 2,318,261) ( 3,019,996) ( 701,735) 234 Advanced Life Support Program Total ( 2,426,315) ( 2,392,521) ( 2,318,261) ( 3,019,996) ( 701,735) 241 Parking Meter
4231 Parking Permits Space Rental ( 42,100) ( 41,040) ( 30,000) ( 42,000) ( 12,000) 4331 Parking Citation ( 231,033) ( 285,718) ( 249,153) ( 295,200) ( 46,047) 4401 Investment Earnings City Pool ( 29,347) ( 38,403) - - - 4421 Sale of Other Personel Prop - ( 219) - - -
4444 Parking Meters On Street ( 262,888) ( 288,551) ( 267,556) ( 461,103) ( 193,547) 4445 Parking Meters Off Street ( 153,188) ( 154,587) ( 172,712) ( 278,200) ( 105,488) 5521 Miscellaneous Revenues - ( 2,701) - - -
5492 Cash Overage - ( 12) - - -
241 Parking Meter Total ( 718,556) ( 811,231) ( 719,421) ( 1,076,503) ( 357,082) 243 Town Center I Parking District
4401 Investment Earnings City Pool ( 5,028) ( 6,973) - - - 5391 Town Ctr I in Lieu Parking ( 10,500) ( 13,125) - - - 243 Town Center I Parking District Total ( 15,528) ( 20,098) - - - 245 Traffic Safety
4313 Vehicle Code Fines ( 186,620) ( 289,954) ( 437,640) ( 290,000) 147,640 4314 Ordinance Violation Fines ( 95,834) - - - -
4401 Investment Earnings City Pool ( 1,693) ( 3,177) - - - City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
324

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
245 Traffic Safety Total ( 284,147) ( 293,131) ( 437,640) ( 290,000) 147,640 250 National Opioid Settlemnt
4401 Investment Earnings City Pool ( 4,222) ( 11,534) - - - 5521 Miscellaneous Revenues ( 88,160) ( 46,781) - - -
250 National Opioid Settlement ( 92,382) ( 58,315) - - - 256 Asset Seizure
4401 Investment Earnings City Pool 9 ( 2) - - -
5999 Transfers In - ( 464) - - -
256 Asset Seizure Total 9 ( 466) - - -
260 Transp Fair Share Dev Contrib
4401 Investment Earnings City Pool ( 546) ( 1,441) - - - 5385 Developer Contributions ( 55,384) - - - -
260 Transp Fair Share Dev Contrib Total ( 55,930) ( 1,441) - - - 261 Park Benefit Fees
4401 Investment Earnings City Pool - ( 2,390) - - -
5385 Developer Contributions - ( 4,123,080) - - -
261 Park Benefit Fees Total - ( 4,125,470) - - -
262 Public Benefit Contribution
4401 Investment Earnings City Pool ( 11,411) ( 13,919) - - - 5385 Developer Contributions - 18,197 - - -
5390 Other Contributions - ( 58,100) - - -
5501 Donations ( 158,472) - - - -
262 Public Benefit Contribution Total ( 169,883) ( 53,822) - - - 263 Econ Dev Developer Contrib
4401 Investment Earnings City Pool ( 50,483) ( 239,292) - - - 5385 Developer Contributions ( 4,000,000) ( 7,000,000) - - - 263 Econ Dev Developer Contrib Total ( 4,050,483) ( 7,239,292) - - - 264 Donations
4401 Investment Earnings City Pool ( 15,184) ( 18,568) ( 0) - 0 5501 Donations ( 639,286) ( 471,744) ( 25,995) - 25,995 264 Donations Total ( 654,470) ( 490,312) ( 25,995) - 25,995 267 Permanent Endowments
4401 Investment Earnings City Pool ( 255) ( 341) - - -
267 Permanent Endowments Total ( 255) ( 341) - - -
268 American Rescue Plan Act 2021
4401 Investment Earnings City Pool ( 973,787) ( 1,069,018) - - - 4446 Rentals Leases Land Space - ( 25,000) - - -
4610 Federal Grant Project Revenue - ( 1,097) - - -
City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
325

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
4624 American Rescue Plan 2021 ( 6,211,136) ( 34,219,397) - - - 268 American Rescue Plan Act 2021 Total ( 7,184,923) ( 35,314,511) - - - 269 Other Grants
4401 Investment Earnings City Pool ( 2,207) ( 34,430) - - - 4701 Grant - Other Agency ( 1,972,438) ( 35,465) - - -
4710 Other Agency Grant Project Rev ( 153,327) ( 197,129) - - - 4711 Contributions - Other Agencies ( 81,978) ( 52,486) ( 75,000) ( 75,000) - 5065 City Staff Time & Cost Recover ( 145,099) ( 37,225) - - - 5371 Reimb - Other 500 - - - -
269 Other Grants Total ( 2,354,549) ( 356,734) ( 75,000) ( 75,000) - 270 Mobile Park Fee
5065 City Staff Time & Cost Recover ( 24,076) ( 23,670) ( 65,000) ( 65,000) - 270 Mobile Park Fee Total ( 24,076) ( 23,670) ( 65,000) ( 65,000) - 271 Local Grants
4401 Investment Earnings City Pool ( 36,361) ( 108,936) - - - 4441 Pay Phones Revenue ( 422) - - - -
4511 State Grant - - ( 23,564) ( 23,564) -
4711 Contributions - Other Agencies ( 3,626,435) ( 71,025) ( 5,000) - 5,000 5524 Confiscated Funds ( 405,998) ( 38,289) ( 10,000) ( 10,000) - 5701 Sales - Sundries ( 4,195) - - - -
271 Local Grants Total ( 4,073,411) ( 218,250) ( 38,564) ( 33,564) 5,000 272 Federal Grants
4401 Investment Earnings City Pool 31,260 ( 173,133) - - - 4402 Investment Earnings Others ( 43,453) ( 142,368) - - - 4446 Rentals Leases Land Space ( 80,412) ( 14,081) - - - 4602 PD Fed Grant - HIDTA ( CBAG) ( 2,978,274) ( 1,668,528) ( 3,077,695) ( 2,558,531) 519,164 4604 PD Fed Grant - OTS ( 608,150) ( 669,146) ( 125,500) ( 156,257) ( 30,757) 4610 Federal Grant Project Revenue ( 4,380,797) ( 4,079,685) ( 706,030) ( 776,905) ( 70,875) 4611 Federal Grant - Other ( 10,611,985) ( 8,941,611) ( 3,794,583) ( 3,967,741) ( 173,158) 4612 PD DOJ ( 286,901) ( 455,920) ( 295,100) ( 100,000) 195,100 4613 PD Treasury ( 4,707) - ( 1,509,545) ( 100,000) 1,409,545 5062 Police Reimbursements ( 42,622) ( 95,779) ( 155,269) ( 158,216) ( 2,947) 5371 Reimb - Other ( 401) - - - -
5453 Loan Repayments ( 62,445) ( 55,195) - - -
5463 Recoveries on Damaged Property ( 16,500) ( 23,009) - - - 5999 Transfers In ( 520,288) ( 108,033) ( 230,048) ( 55,548) 174,500 272 Federal Grants Total ( 19,605,675) ( 16,426,488) ( 9,893,770) ( 7,873,198) 2,020,572 273 State Grants
4401 Investment Earnings City Pool ( 14,661) ( 436,164) - - - 4402 Investment Earnings City Pool ( 6,512) - - - -
4501 State Grant SLESF ( 701,921) ( 795,559) ( 680,771) ( 746,490) ( 65,719) 4510 State Grant Project Revenue ( 1,136,361) ( 4,933,052) ( 23,935) - 23,935 4511 State Grant ( 18,484,982) ( 22,281,794) ( 881,422) ( 1,338,396) ( 456,974) City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
326

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
4711 Contributions - Other Agencies - ( 51) - - -
5453 Loan Repayments ( 55,642) - - - -
5999 Transfers In - ( 6,500) ( 166,735) - 166,735
273 State Grants Total ( 20,400,079) ( 28,453,120) ( 1,752,863) ( 2,084,886) ( 332,023) 282 Environmental Services
4752 Dev Fees - Deposit Based ( 26,554) ( 10,926) - - - 5221 Trash/ Recyc. AB939 Admin Fee ( 1,666,608) ( 1,942,912) ( 1,574,627) ( 1,863,327) ( 288,700) 5351 Reimb - CIP Projects ( 378) ( 386) - - -
5371 Reimb - Other ( 254,792) ( 87,843) ( 110,000) ( 110,000) - 5372 Reimb - Other City Funds ( 4,489) ( 187,881) ( 29,726) ( 29,726) - 5999 Transfers In ( 5,000) ( 4,000) ( 7,000) ( 7,000) - 282 Environmental Services Total ( 1,957,821) ( 2,233,948) ( 1,721,353) ( 2,010,053) ( 288,700) 301 Storm Drain
4321 Storm Drain Ord Violation Fee ( 400) - ( 5,000) ( 5,000) - 4401 Investment Earnings City Pool ( 50,699) ( 76,385) - - - 5011 Storm Drain Fees ( 616,392) ( 612,769) ( 661,384) ( 661,384) - 5651 Service Charge - A/ R ( 3,950) ( 2,924) - - -
5999 Transfers In - ( 9,700) - - -
301 Storm Drain Total ( 671,441) ( 701,778) ( 666,384) ( 666,384) - 311 CDBG Housing Program
4611 Federal Grant - Other ( 92,019) - ( 100,000) ( 100,000) - 311 CDBG Housing Program Total ( 92,019) - ( 100,000) ( 100,000) - 313 Chula Vista Housing Authority
4401 Investment Earnings City Pool ( 113,315) ( 151,878) - - - 4402 Investment Earnings Others ( 50,424) ( 28,289) - - - 4752 Dev Fees - Deposit Based ( 4,890) ( 3,001) - - -
5065 City Staff Time & Cost Recover ( 32,215) ( 30,899) ( 1,448,286) ( 1,448,286) - 5242 Bond Administrative Fees ( 346,412) ( 253,895) ( 323,094) ( 323,094) - 5331 Reimb - RDA Housing ( 39,861) ( 69,290) - - -
5332 Reimb - CHIP ( 27,180) ( 16,718) ( 25,000) ( 25,000) - 5361 Reimb - CDBG Admin ( 219,633) ( 372,369) ( 419,735) ( 419,735) - 5362 Reimb - HOME Prog ( 25,008) ( 74,676) ( 86,630) ( 86,630) - 5364 Reimb - CDBG Others - - ( 50,000) ( 50,000) -
5365 Reimb - ESG Program ( 13,778) ( 6,738) ( 1,042) ( 1,042) - 5371 Reimb - Other ( 323,712) ( 580,659) ( 20,000) ( 20,000) - 5372 Reimb - Other City Funds ( 34,454) ( 39,261) ( 45,000) ( 45,000) - 5453 Loan Repayments ( 95,173) ( 561,400) - - -
5651 Service Charge - A/ R ( 284) ( 196) - - -
5999 Transfers In ( 6,000) ( 1,000) ( 3,000) ( 307,043) ( 304,043) 313 Chula Vista Housing Authority Total ( 1,332,339) ( 2,190,269) ( 2,421,787) ( 2,725,830) ( 304,043) 316 Public Educational & Govt Fee
4022 Public Educational & Govt. Fee ( 416,801) ( 371,377) ( 488,000) ( 488,000) - 5371 Reimb - Other - ( 485,140) - - -
City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
327

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
316 Public Educational & Govt Fee Total ( 416,801) ( 856,517) ( 488,000) ( 488,000) - 318 RDA Successor Agency Fund
4005 Prop Tax in Lieu ( 312,107) ( 318,349) - ( 331,211) ( 331,211) 4081 Property Tax Increment TCI ( 537,274) ( 1,254,397) ( 568,560) ( 411,458) 157,102 4082 Property Tax Increment Bayfront ( 298,700) ( 1,164,912) ( 316,094) ( 322,648) ( 6,554) 4083 Prop Tax Increment Southwest ( 767,979) ( 1,873,181) ( 812,699) ( 663,650) 149,049 4084 Property Tax Increment TC II ( 239,571) ( 472,976) ( 253,522) ( 171,981) 81,541 4085 Property Tax Increment Otay Vl ( 527,980) ( 1,196,557) ( 558,725) ( 397,905) 160,820 4086 Prop Tax Increment Merged Proj ( 680,047) ( 1,638,032) ( 719,647) ( 562,710) 156,937 4401 Investment Earnings City Pool ( 61,626) ( 124,269) - - - 318 RDA Successor Agency Fund Total ( 3,425,284) ( 8,042,673) ( 3,229,247) ( 2,861,563) 367,684 319 Housing Successor Agency
4401 Investment Earnings City Pool ( 241,580) ( 336,086) - - - 4402 Investment Earnings Others ( 200,750) ( 476,030) ( 200,000) ( 200,000) - 4446 Rentals Leases Land Space ( 24,664) ( 11,799) ( 15,000) ( 15,000) - 5453 Loan Repayments ( 143,486) ( 148,738) ( 255,000) ( 255,000) - 319 Housing Successor Agency Total ( 610,480) ( 972,653) ( 470,000) ( 470,000) - 340 Section 115 Trust
4401 Investment Earnings City Pool - ( 94,212) - - -
4403 Trustee Investment Earnings ( 711,121) ( 1,315,765) - - - 5999 Transfers In ( 15,548,629) ( 11,500,446) ( 8,945,731) ( 5,843,247) 3,102,484 340 Section 115 Trust Total ( 16,259,750) ( 12,910,423) ( 8,945,731) ( 5,843,247) 3,102,484 341 Public Liability Trust
5065 City Staff Time & Cost Recover - ( 137) - - -
5371 Reimb - Other ( 110,877) ( 135,662) - - -
5511 Rebates/ Refunds ( 148) - - - -
5999 Transfers In ( 4,132,477) ( 2,625,313) ( 1,284,078) ( 1,284,078) - 341 Public Liability Trust Total ( 4,243,502) ( 2,761,112) ( 1,284,078) ( 1,284,078) - 342 CFD 11-M Rolling Hills McM
4401 Investment Earnings City Pool ( 11,206) ( 15,933) - - - 5511 Rebates/ Refunds - ( 130) - - -
5601 District Assessments ( 212,408) ( 230,529) ( 228,327) ( 236,558) ( 8,231) 342 CFD 11-M Rolling Hills McM Total ( 223,614) ( 246,592) ( 228,327) ( 236,558) ( 8,231) 343 CFD 12-M Otay Ranch Village 7
4401 Investment Earnings City Pool ( 23,803) ( 33,682) - - - 5601 District Assessments ( 565,416) ( 593,547) ( 606,932) ( 628,805) ( 21,873) 343 CFD 12-M Otay Ranch Village 7 Total ( 589,219) ( 627,229) ( 606,932) ( 628,805) ( 21,873) 344 CFD 13- M Otay Ranch Village 2
4401 Investment Earnings City Pool ( 60,159) ( 106,223) - - - 5601 District Assessments ( 1,327,027) ( 1,858,299) ( 2,409,842) ( 2,587,175) ( 177,333) 344 CFD 13-M Otay Ranch Village 2 Total ( 1,387,186) ( 1,964,522) ( 2,409,842) ( 2,587,175) ( 177,333) City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
328

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
345 CFD 12M Village 7 Otay Ranch
4401 Investment Earnings City Pool ( 28,708) ( 41,098) - - - 5601 District Assessments ( 632,152) ( 669,365) ( 681,479) ( 706,039) ( 24,560) 345 CFD 12M Village 7 Otay Ranch Total ( 660,860) ( 710,463) ( 681,479) ( 706,039) ( 24,560) 346 CFD 14M- A-EUC Millenia
4401 Investment Earnings City Pool ( 16,811) ( 25,049) - - - 5601 District Assessments ( 311,353) ( 330,157) ( 336,931) ( 349,074) ( 12,143) 346 CFD 14M- A-EUC Millenia Total ( 328,164) ( 355,206) ( 336,931) ( 349,074) ( 12,143) 347 CFD 14M- B-EUC Millenia
4401 Investment Earnings City Pool ( 14,120) ( 22,932) - - - 5601 District Assessments - - - ( 647,330) ( 647,330)
5999 Transfers In ( 482,722) ( 646,542) ( 647,329) - 647,329 347 CFD 14M- B-EUC Millenia Total ( 496,842) ( 669,474) ( 647,329) ( 647,330) ( 1) 348 CFD 18M Village 3 Otay Ranch
4401 Investment Earnings City Pool ( 121,152) ( 204,728) - - - 5601 District Assessments ( 1,759,169) ( 1,952,279) ( 1,982,382) ( 2,105,623) ( 123,241) 348 CFD 18M Village 3 Otay Ranch Total ( 1,880,321) ( 2,157,007) ( 1,982,382) ( 2,105,623) ( 123,241) 349 CFD 19M Freeway Commercial 2
4401 Investment Earnings City Pool ( 18,968) ( 32,427) - - - 5601 District Assessments ( 292,825) ( 310,068) ( 316,109) ( 351,399) ( 35,290) 349 CFD 19M Freeway Commercial 2 Total ( 311,793) ( 342,495) ( 316,109) ( 351,399) ( 35,290) 350 Bayfront Special Tax District
4401 Investment Earnings City Pool ( 4,857) ( 6,592) - - - 5601 District Assessments ( 560,186) ( 523,929) ( 500,000) ( 6,689,000) ( 6,189,000) 350 Bayfront Special Tax District Total ( 565,043) ( 530,521) ( 500,000) ( 6,689,000) ( 6,189,000) 351 Town Center Landscape Dist I
4401 Investment Earnings City Pool ( 556) ( 742) - - -
351 Town Center Landscape Dist I Total ( 556) ( 742) - - - 352 Bay Blvd Landscape District
4401 Investment Earnings City Pool ( 1,245) ( 1,763) - - - 5601 District Assessments ( 12,769) ( 12,783) ( 13,028) ( 13,005) 23 352 Bay Blvd Landscape District Total ( 14,013) ( 14,546) ( 13,028) ( 13,005) 23 353 Eastlake Maintenance Dist I
4401 Investment Earnings City Pool ( 16,410) ( 22,245) - - - 5601 District Assessments ( 367,865) ( 379,737) ( 388,695) ( 458,446) ( 69,751) 5999 Transfers In ( 31,280) ( 54,226) ( 54,226) - 54,226 353 Eastlake Maintenance Dist I Total ( 415,555) ( 456,208) ( 442,921) ( 458,446) ( 15,525) 354 Open Space District # 01
City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
329

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
4401 Investment Earnings City Pool ( 1,842) ( 2,744) - - - 5601 District Assessments ( 95,083) ( 99,539) ( 101,417) ( 105,071) ( 3,654) 354 Open Space District # 01 Total ( 96,925) ( 102,283) ( 101,417) ( 105,071) ( 3,654) 355 Open Space District # 02
4401 Investment Earnings City Pool ( 44) ( 184) - - -
5601 District Assessments ( 16,585) ( 17,369) ( 17,805) ( 18,446) ( 641) 5999 Transfers In - - - ( 9,300) ( 9,300)
355 Open Space District # 02 Total ( 16,629) ( 17,553) ( 17,805) ( 27,746) ( 9,941) 356 Open Space District # 03
4401 Investment Earnings City Pool ( 1,344) ( 2,190) - - - 5601 District Assessments ( 58,868) ( 60,161) ( 62,441) ( 64,692) ( 2,251) 5999 Transfers In - - - ( 14,100) ( 14,100)
356 Open Space District # 03 Total ( 60,212) ( 62,351) ( 62,441) ( 78,792) ( 16,351) 357 Open Space District # 04
4401 Investment Earnings City Pool ( 1,910) ( 2,408) - - - 5601 District Assessments ( 109,560) ( 103,960) ( 108,014) ( 111,906) ( 3,892) 5999 Transfers In - - - ( 3,000) ( 3,000)
357 Open Space District # 04 Total ( 111,470) ( 106,368) ( 108,014) ( 114,906) ( 6,892) 358 Open Space District # 05
4401 Investment Earnings City Pool ( 2,130) ( 3,315) - - - 5601 District Assessments ( 57,114) ( 59,936) ( 61,781) ( 64,007) ( 2,226) 358 Open Space District # 05 Total ( 59,244) ( 63,251) ( 61,781) ( 64,007) ( 2,226) 359 Open Space District # 06
4401 Investment Earnings City Pool ( 1,917) ( 2,654) - - - 5601 District Assessments ( 37,886) ( 39,561) ( 40,570) ( 42,034) ( 1,464) 359 Open Space District # 06 Total ( 39,803) ( 42,215) ( 40,570) ( 42,034) ( 1,464) 361 Open Space District # 07
4401 Investment Earnings City Pool ( 295) ( 220) - - -
5601 District Assessments ( 15,778) ( 17,306) ( 17,492) ( 18,123) ( 631) 361 Open Space District # 07 Total ( 16,073) ( 17,526) ( 17,492) ( 18,123) ( 631) 362 Open Space District # 08
4401 Investment Earnings City Pool ( 2,220) ( 3,473) - - - 5601 District Assessments ( 83,054) ( 86,257) ( 87,914) ( 91,082) ( 3,168) 5999 Transfers In - - - ( 23,300) ( 23,300)
362 Open Space District # 08 Total ( 85,274) ( 89,730) ( 87,914) ( 114,382) ( 26,468) 363 Open Space District # 09
4401 Investment Earnings City Pool ( 1,538) ( 2,715) - - - 5601 District Assessments ( 81,973) ( 85,230) ( 87,194) ( 90,345) ( 3,151) 363 Open Space District # 09 Total ( 83,511) ( 87,945) ( 87,194) ( 90,345) ( 3,151) City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
330

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
364 Open Space District # 10
4401 Investment Earnings City Pool ( 3,415) ( 5,219) - - - 5601 District Assessments ( 94,809) ( 98,329) ( 100,370) ( 103,995) ( 3,625) 364 Open Space District # 10 Total ( 98,224) ( 103,548) ( 100,370) ( 103,995) ( 3,625) 365 Open Space District # 11
4401 Investment Earnings City Pool ( 5,705) ( 8,649) - - - 5601 District Assessments ( 193,027) ( 199,747) ( 204,325) ( 211,691) ( 7,366) 5999 Transfers In - - - ( 38,900) ( 38,900)
365 Open Space District # 11 Total ( 198,732) ( 208,396) ( 204,325) ( 250,591) ( 46,266) 366 Open Space District # 13
4401 Investment Earnings City Pool ( 11) ( 15) - - -
366 Open Space District # 13 Total ( 11) ( 15) - - -
367 Open Space District # 14
4401 Investment Earnings City Pool ( 9,314) ( 16,173) - - - 5601 District Assessments ( 404,542) ( 418,519) ( 428,590) ( 444,034) ( 15,444) 367 Open Space District # 14 Total ( 413,856) ( 434,693) ( 428,590) ( 444,034) ( 15,444) 368 Open Space District # 15
4401 Investment Earnings City Pool ( 168) ( 547) - - -
5601 District Assessments ( 25,554) ( 26,677) ( 27,190) ( 28,170) ( 980) 5999 Transfers In - - - ( 6,600) ( 6,600)
368 Open Space District # 15 Total ( 25,722) ( 27,224) ( 27,190) ( 34,770) ( 7,580) 369 Open Space District # 17
4401 Investment Earnings City Pool ( 266) ( 409) - - -
5601 District Assessments ( 9,869) ( 10,306) ( 10,504) ( 10,882) ( 378) 369 Open Space District # 17 Total ( 10,135) ( 10,715) ( 10,504) ( 10,882) ( 378) 371 Open Space District # 18
4401 Investment Earnings City Pool ( 8,843) ( 12,576) - - - 5601 District Assessments ( 188,216) ( 187,028) ( 196,854) ( 200,789) ( 3,935) 371 Open Space District # 18 Total ( 197,058) ( 199,604) ( 196,854) ( 200,789) ( 3,935) 372 Open Space District # 20
4401 Investment Earnings City Pool ( 46,586) ( 69,055) - - - 5511 Rebates/ Refunds ( 66) - - - -
5601 District Assessments ( 1,669,246) ( 1,725,130) ( 1,756,303) ( 1,817,547) ( 61,244) 5999 Transfers In - - - ( 2,600) ( 2,600)
372 Open Space District # 20 Total ( 1,715,898) ( 1,794,185) ( 1,756,303) ( 1,820,147) ( 63,844) 373 Open Space District # 23
4401 Investment Earnings City Pool ( 1,636) ( 2,309) - - - 5601 District Assessments ( 58,880) ( 52,752) ( 62,635) ( 73,489) ( 10,854) 373 Open Space District # 23 Total ( 60,516) ( 55,061) ( 62,635) ( 73,489) ( 10,854) City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
331

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
374 Open Space District # 24
4401 Investment Earnings City Pool ( 661) ( 1,200) - - - 5601 District Assessments ( 33,889) ( 35,379) ( 36,978) ( 38,310) ( 1,332) 374 Open Space District # 24 Total ( 34,550) ( 36,579) ( 36,978) ( 38,310) ( 1,332) 375 Open Space District # 26
4401 Investment Earnings City Pool ( 98) ( 250) - - -
5601 District Assessments ( 12,957) ( 13,526) ( 13,785) ( 14,282) ( 497) 375 Open Space District # 26 Total ( 13,056) ( 13,776) ( 13,785) ( 14,282) ( 497) 376 Open Space District # 31
5601 District Assessments ( 199,206) ( 199,536) ( 203,876) ( 203,510) 366 376 Open Space District # 31 Total ( 199,206) ( 199,536) ( 203,876) ( 203,510) 366 378 CFD 07M Eastlake Woods & Vista
4401 Investment Earnings City Pool ( 53,156) ( 81,679) - - - 5601 District Assessments ( 999,391) ( 1,000,504) ( 1,013,101) ( 1,014,748) ( 1,647) 378 CFD 07M Eastlake Woods & Vista Total ( 1,052,546) ( 1,082,184) ( 1,013,101) ( 1,014,748) ( 1,647) 379 CFD 08M Vlg 6 McMillin & OR
4401 Investment Earnings City Pool ( 116,041) ( 168,690) - - - 5601 District Assessments ( 1,692,350) ( 1,741,317) ( 1,770,578) ( 1,796,012) ( 25,434) 379 CFD 08M Vlg 6 McMillin & OR Total ( 1,808,391) ( 1,910,007) ( 1,770,578) ( 1,796,012) ( 25,434) 380 CFD 09M ORV II Brookfield- Shea
4401 Investment Earnings City Pool ( 76,243) ( 112,483) - - - 5511 Rebates/ Refunds - ( 160) - - -
5601 District Assessments ( 1,487,084) ( 1,485,152) ( 1,511,968) ( 1,509,255) 2,713 380 CFD 09M ORV II Brookfield- Shea Total ( 1,563,326) ( 1,597,795) ( 1,511,968) ( 1,509,255) 2,713 381 CFD 14M- 2-EUC Millenia
4401 Investment Earnings City Pool ( 3,235) ( 7,975) - - - 5601 District Assessments ( 339,989) ( 385,193) ( 388,678) ( 402,686) ( 14,008) 381 CFD 14M- 2-EUC Millenia Total ( 343,224) ( 393,168) ( 388,678) ( 402,686) ( 14,008) 382 CFD 99-2 Otay Ranch Vlg 1 West
4401 Investment Earnings City Pool ( 57,339) ( 83,149) - - - 5601 District Assessments ( 1,117,001) ( 1,113,981) ( 1,137,129) ( 1,135,089) 2,040 382 CFD 99- 2 Otay Ranch Vlg 1 West Total ( 1,174,339) ( 1,197,130) ( 1,137,129) ( 1,135,089) 2,040 383 Town Ctr Business Improv Dist
4401 Investment Earnings City Pool ( 377) ( 1,087) - - - 5601 District Assessments 5,730 5,707 - ( 330,000) ( 330,000) 383 Town Ctr Business Improv Dist Total 5,353 4,620 - ( 330,000) ( 330,000) 4401 Investment Earnings City Pool ( 31,595) ( 43,418) - - - 5601 District Assessments ( 840,097) ( 906,355) ( 922,011) ( 980,025) ( 58,014) 386 Otay Ranch Preserve Total ( 871,692) ( 949,773) ( 922,011) ( 980,025) ( 58,014) City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
332

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
387 CFD 98-3 Sunbow 2
4401 Investment Earnings City Pool ( 28,799) ( 39,306) - - - 5601 District Assessments ( 1,116,643) ( 1,162,243) ( 1,184,763) ( 1,376,480) ( 191,717) 387 CFD 98-3 Sunbow 2 Total ( 1,145,442) ( 1,201,549) ( 1,184,763) ( 1,376,480) ( 191,717) 388 CFD 97-1 Otay Ranch
4401 Investment Earnings City Pool ( 188,691) ( 270,709) - - - 5371 Reimb - Other - ( 18,030) - - -
5601 District Assessments ( 3,423,459) ( 3,476,695) ( 3,529,786) ( 3,579,299) ( 49,513) 388 CFD 97-1 Otay Ranch Total ( 3,612,150) ( 3,765,433) ( 3,529,786) ( 3,579,299) ( 49,513) 389 Otay Ranch Village 1,2,6,7,12
4401 Investment Earnings City Pool ( 3,366) ( 4,496) - - - 389 Otay Ranch Village 1,2,6,7,12 Total ( 3,366) ( 4,496) - - - 391 Central Garage Fund
4403 Trustee Investment Earnings ( 12) ( 32) - - -
4421 Sale of Other Personal Prop - ( 10,489) - - -
4626 FEMA Reimbursement - 131 - - -
5065 City Staff Time & Cost Recover ( 263,151) ( 164,764) ( 85,000) ( 85,000) - 5222 Measure A Reimbursements ( 125,551) ( 113,212) ( 113,771) - 113,771 5371 Reimb - Other ( 2,505) - - - -
5463 Recoveries on Damaged Property ( 7,050) ( 42,323) ( 20,168) ( 20,168) - 5471 Billings to Other Departments ( 4,861,669) ( 5,494,474) ( 5,798,335) ( 5,938,037) ( 139,702) 5511 Rebates/ Refunds ( 3,318) ( 5,816) - - -
5999 Transfers In ( 8,000) ( 24,810) ( 113,771) ( 224,610) ( 110,839) 391 Central Garage Fund Total ( 5,271,256) ( 5,855,789) ( 6,131,045) ( 6,267,815) ( 136,770) 392 Equipment Vehicle Replacement
4401 Investment Earnings City Pool ( 16,454) ( 21,378) - - - 4421 Sale of Other Personal Prop ( 67,636) ( 185,264) - - - 392 Equipment Vehicle Replacement Total ( 84,090) ( 206,642) - - - 394 Vehicle Replacement Fund
4401 Investment Earnings City Pool ( 17) ( 32,686) - - - 5462 Gain on Disposal of Property ( 48,356) - - - -
5999 Transfers In ( 313,760) ( 681,314) ( 815,984) ( 852,914) ( 36,930) 394 Vehicle Replacement Fund Total ( 362,133) ( 714,000) ( 815,984) ( 852,914) ( 36,930) 398 Workers Compensation Fund
5371 Reimb - Other ( 60,602) ( 66,405) ( 25,000) ( 60,000) ( 35,000) 5461 Recoveries on Lien & W/ C Overp - - ( 25,000) - 25,000 5471 Billings to Other Departments ( 4,785,897) ( 4,954,641) ( 5,200,916) ( 5,474,091) ( 273,175) 398 Workers Compensation Fund Total ( 4,846,499) ( 5,021,046) ( 5,250,916) ( 5,534,091) ( 283,175) 401 Bayfront Trolley Station
4401 Investment Earnings City Pool ( 1,800) ( 2,553) - - - City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
333

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
401 Bayfront Trolley Station Total ( 1,800) ( 2,553) - - - 402 Chula Vista Transit
4401 Investment Earnings City Pool 1,805 ( 489) - - -
5999 Transfers In - ( 93,109) - - -
402 Chula Vista Transit Total 1,805 ( 93,598) - - -
403 Transit Capital Projects
4401 Investment Earnings City Pool ( 3,630) ( 5,149) - - - 403 Transit Capital Projects Total ( 3,630) ( 5,149) - - - 406 Chula Vista Muni Golf Course
5101 Operating Revenue ( 3,214,664) ( 3,534,111) ( 3,615,498) ( 3,917,395) ( 301,897) 406 Chula Vista Muni Golf Course Total ( 3,214,664) ( 3,534,111) ( 3,615,498) ( 3,917,395) ( 301,897) 407 Living Coast Discovery Center
4401 Investment Earnings City Pool 467 363 - - -
5371 Reimb - Other - ( 476) - -
5999 Transfers In ( 173,762) ( 228,152) ( 180,570) ( 180,570) - 407 Living Coast Discovery Center Total ( 173,295) ( 228,265) ( 180,570) ( 180,570) - 408 Development Services Fund
4101 State Fee SB1186 ( 51,540) ( 51,125) ( 50,000) ( 50,000) - 4211 Building Permits ( 4,081,921) ( 4,302,214) ( 4,231,410) ( 4,231,410) - 4212 Plumbing Permits ( 441,724) ( 344,709) ( 333,785) ( 333,785) - 4213 Electrical Permits ( 156,651) ( 129,266) ( 100,000) ( 100,000) - 4214 Sewer Connection Permits ( 14,780) ( 25,700) ( 30,000) ( 30,000) - 4215 Utility Permits ( 19,900) - ( 27,700) ( 27,700) -
4232 Short-Term Rental Permits ( 40,500) - - - -
4401 Investment Earnings City Pool ( 63,606) ( 67,375) - - - 4403 Trustee Investment Earnings ( 107) ( 283) - - -
4421 Sale of Other Personal Prop - ( 2,125) - - -
4751 Planning Fees ( 308,505) ( 213,265) ( 298,384) ( 298,384) - 4752 Dev Fees - Deposit Based ( 2,593,951) ( 2,142,478) ( 3,459,345) ( 3,491,252) ( 31,907) 4761 Sale of Maps & Publication ( 4,755) ( 7,711) ( 500) ( 500) - 4766 Lien Recording Fees - 97 - - -
4771 Plan Checking Fees ( 3,264,630) ( 2,785,537) ( 2,907,033) ( 2,907,033) - 4781 Engineering Fees ( 197,184) ( 194,570) ( 125,000) ( 125,000) - 4783 Strong Motion Instrument Prog ( 43,594) ( 73,889) ( 95,000) ( 95,000) - 4813 Certificate of Occupancy Fee - - ( 2,000) ( 2,000) - 5065 City Staff Time & Cost Recover ( 18,288) ( 33,260) ( 20,574) ( 20,574) - 5220 Measure P Reimbursements ( 12,227) ( 2,239) - - -
5301 Reimb - DIF ( 536,961) ( 313,096) ( 450,000) ( 607,804) ( 157,804) 5341 Reimb - Open Space Dist ( 43) - - - -
5342 Reimb - Assessment Dist - ( 27,253) - - -
5343 Reimb - Comm Fac Distr ( 9,390) ( 37,747) ( 145,000) ( 145,000) - 5351 Reimb - CIP Projects ( 132,694) ( 123,005) ( 87,000) ( 87,000) - 5352 Reimb - DIF CIP ( 32,979) ( 27,124) ( 32,500) ( 32,500) - City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
334

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
5371 Reimb - Other ( 11,432) ( 1,869) - - -
5372 Reimb - Other City Funds ( 3,661) - ( 23,485) ( 23,485) - 5521 Miscellaneous Revenue ( 1,914) ( 1) - - -
5999 Transfers In ( 871,730) ( 1,003,694) ( 582,991) ( 582,991) - 408 Development Services Fund Total ( 12,914,667) ( 11,909,437) ( 13,001,707) ( 13,191,418) ( 189,711) 409 CV Elite Athlete Training Ctr
4401 Investment Earnings City Pool 6,562 - - - -
5371 Reimb - Other ( 792,583) - ( 51,800) ( 51,800) -
5999 Transfers In ( 126,526) ( 132,940) ( 176,700) ( 176,700) - 409 CV Elite Athlete Training Ctr Total ( 912,547) ( 132,940) ( 228,500) ( 228,500) - 410 Transport Enterprise
4401 Investment Earnings City Pool ( 58,668) ( 148,675) - - - 4931 Medical Transport Fee ( 18,224,367) ( 23,865,166) ( 17,714,809) ( 21,251,846) ( 3,537,037) 5492 Cash Overage 363 118 - - -
5999 Transfers In ( 58,000) ( 9,500) - - -
410 Transport Enterprise Total ( 18,340,672) ( 24,023,223) ( 17,714,809) ( 21,251,846) ( 3,537,037) 411 Sewer Income
4401 Investment Earnings City Pool ( 41,837) ( 1,736) - - - 5005 Sewer Income Assessments ( 5,448) ( 4,464) - ( 2,693) ( 2,693) 411 Sewer Income Total ( 47,285) ( 6,200) - ( 2,693) ( 2,693) 412 Special Sewer
4401 Investment Earnings City Pool ( 9) ( 13) - - -
412 Special Sewer Total ( 9) ( 13) - - -
413 Trunk Sewer Capital Reserve
4401 Investment Earnings City Pool ( 1,499,887) ( 2,175,141) - - - 4402 Investment Earnings Others ( 1,016,064) ( 465,740) ( 1,134,000) ( 1,206,000) ( 72,000) 5002 Sewerage Facility Participant ( 3,519,065) ( 4,859,064) ( 5,000,000) ( 4,000,000) 1,000,000 5385 Developer Contributions - ( 5,292,292) - - -
5501 Donations ( 5,984,987) - - - -
5999 Transfers In ( 7,806) - - - -
413 Trunk Sewer Capital Reserve Total ( 12,027,810) ( 12,792,237) ( 6,134,000) ( 5,206,000) 928,000 414 Sewer Service Revenue
4214 Sewer Connection Permits ( 49,116) ( 20,201) ( 40,000) ( 40,000) - 4401 Investment Earnings City Pool ( 1,124,156) ( 1,575,610) - - - 4403 Trustee Investment Earnings ( 65) ( 172) - - -
4421 Sale of Other Personal Prop ( 6,233) ( 29,208) - - - 4626 FEMA Reimbursement - 2,284 - - -
4752 Dev Fees - Deposit Based ( 2,423) ( 169) ( 20,000) ( 20,000) - 4766 Lien Recording Fees - 20 - - -
5001 Sewer Service Charges ( 36,178,966) ( 38,099,691) ( 42,800,000) ( 43,516,681) ( 716,681) 5006 Montgomery Sewer Charges ( 3,517,342) ( 3,687,083) ( 3,500,000) ( 3,602,000) ( 102,000) 5021 Industrial Waste Permit Fees ( 8,300) ( 22,373) - ( 50,000) ( 50,000) City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
335

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
5065 City Staff Time & Cost Recover ( 279) ( 4,276) - - - 5220 Measure P Reimbursements ( 265) ( 489) - - -
5351 Reimb - CIP Projects ( 1,342) ( 32,756) ( 5,000) ( 5,000) - 5352 Reimb - DIF CIP - ( 12,978) - - -
5363 Reimb - CDBG CIP ( 133) - - - -
5462 Gain on Disposal of Property ( 70,150) - - - -
5491 P.Y. Revenue - ( 3) - - -
5492 Cash Overage ( 694) ( 492) - - -
5515 Metro Sewer System Refund ( 3,783,381) - - - -
5601 District Assessments ( 6) ( 6) - - -
5651 Service Charge - A/ R ( 230,733) ( 183,553) ( 128,133) ( 128,133) - 5652 Past Due A/ R - General ( 2,435) ( 257,964) - - -
5999 Transfers In ( 196,000) ( 821,642) ( 198,000) ( 198,000) - 414 Sewer Service Revenue Total ( 45,172,018) ( 44,746,361) ( 46,691,133) ( 47,559,814) ( 868,681) 428 Sewer Facility Replacement
4401 Investment Earnings City Pool ( 274,928) ( 419,312) - - - 4402 Investment Earnings Others - - ( 51,726) ( 51,726) - 5003 Sewer Facility Replacement Fee ( 2,054,430) ( 2,124,656) ( 2,250,000) ( 2,250,000) - 5521 Miscellaneous Revenues - 169 - - -
5651 Service Charge - A/ R ( 29,189) ( 23,979) - - -
5999 Transfers In - ( 73,986) - - -
428 Sewer Facility Replacement Total ( 2,358,547) ( 2,641,764) ( 2,301,726) ( 2,301,726) - 430 Sewer DIFs
4401 Investment Earnings City Pool ( 114,347) ( 173,455) - - - 5792 DIF - Swr. Basin Salt Creek ( 827,705) ( 955,702) ( 800,000) ( 800,000) - 5793 DIF - Swr. Basin Poggi Cyn ( 4,770) ( 103,220) ( 42,000) ( 42,000) - 430 Sewer DIFs Total ( 946,821) ( 1,232,377) ( 842,000) ( 842,000) - 442 CDBG Section 108 Loan
5999 Transfers In ( 657,213) ( 669,863) ( 682,451) ( 695,903) ( 13,452) 442 CDBG Section 108 Loan Total ( 657,213) ( 669,863) ( 682,451) ( 695,903) ( 13,452) 449 SD County Regional Comm System
4401 Investment Earnings City Pool ( 5) - - - -
449 SD County Regional Comm System Total ( 5) - - - -
451 Long Term Debt - City of CV
4403 Trustee Investment Earnings ( 2,015) ( 5,315) - - - 5999 Transfers In ( 15,095,588) ( 15,265,916) ( 15,450,410) ( 15,632,890) ( 182,480) 451 Long Term Debt - City of CV Total ( 15,097,603) ( 15,271,231) ( 15,450,410) ( 15,632,890) ( 182,480) 452 Equipment Lease Fund
4401 Investment Earnings City Pool 374 ( 29) - - -
5371 Reimb - Other ( 12,818) ( 7,152) ( 1,300) - 1,300
5999 Transfers In ( 283,761) ( 200,850) ( 100,441) - 100,441 452 Equipment Lease Fund Total ( 296,205) ( 208,031) ( 101,741) - 101,741 City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
336

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
453 Energy Conservation Loans
5999 Transfers In ( 303,120) ( 305,964) ( 309,186) ( 312,487) ( 3,301) 453 Energy Conservation Loans Total ( 303,120) ( 305,964) ( 309,186) ( 312,487) ( 3,301) 475 2014 COP Refunding
4401 Investment Earnings City Pool ( 0) ( 1) - - -
4403 Trustee Investment Earnings 49,000 ( 73,835) - - - 5999 Transfers In ( 3,487,717) ( 3,548,671) ( 3,618,082) ( 3,617,457) 625 475 2014 COP Refunding Total ( 3,438,717) ( 3,622,507) ( 3,618,082) ( 3,617,457) 625 476 2015 Refunding COP
4403 Trustee Investment Earnings 193,953 ( 87,951) - - - 5999 Transfers In ( 2,772,392) ( 2,872,844) ( 2,929,692) ( 2,929,443) 249 476 2015 Refunding COP Total ( 2,578,439) ( 2,960,795) ( 2,929,692) ( 2,929,443) 249 477 2016 Ref COP Civic Ctr/ Nature
4403 Trustee Investment Earnings 88,438 ( 39,252) - - - 5999 Transfers In ( 218,456) ( 263,294) ( 287,552) ( 289,553) ( 2,001) 477 2016 Ref COP Civic Ctr/ Nature Total ( 130,018) ( 302,546) ( 287,552) ( 289,553) ( 2,001) 478 2016 LRRB PFDIF/ COP
4401 Investment Earnings City Pool ( 10) 2 - - -
4403 Trustee Investment Earnings ( 851) ( 1,859) - - -
5999 Transfers In ( 2,147,470) ( 2,151,674) ( 2,150,077) ( 2,156,277) ( 6,200) 478 2016 LRRB PFDIF/ COP Total ( 2,148,331) ( 2,153,531) ( 2,150,077) ( 2,156,277) ( 6,200) 479 2017 CREBs LRBs
4403 Trustee Investment Earnings ( 68) ( 292) - - -
5371 Reimb - Other ( 246,113) ( 276,191) ( 241,000) ( 239,000) 2,000 5999 Transfers In ( 435,113) ( 411,238) ( 480,753) ( 492,354) ( 11,601) 479 2017 CREBs LRBs Total ( 681,293) ( 687,721) ( 721,753) ( 731,354) ( 9,601) 480 2017 Measure P LRBs
4403 Trustee Investment Earnings ( 19,238) ( 6,455) - - - 5999 Transfers In ( 7,809,303) ( 7,506,801) ( 7,514,795) ( 7,515,545) ( 750) 480 2017 Measure P LRBs Total ( 7,828,541) ( 7,513,256) ( 7,514,795) ( 7,515,545) ( 750) 507 Otay Valley Rd AD 90- 2 Impvt
4401 Investment Earnings City Pool ( 1,842) ( 2,460) - - - 507 Otay Valley Rd AD 90-2 Impvt Total ( 1,842) ( 2,460) - - - 508 Assessment District 97-2
4401 Investment Earnings City Pool ( 145) 39 - - -
508 Assessment District 97- 2 Total ( 145) 39 - - -
511 OV Rd Fee Recovery District
4401 Investment Earnings City Pool ( 20,273) ( 27,083) - - - City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
337

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
511 OV Rd Fee Recovery District Total ( 20,273) ( 27,083) - - - 518 AD2005- 1 Tobias Drive
4401 Investment Earnings City Pool ( 51) 14 - - -
518 AD2005- 1 Tobias Drive Total ( 51) 14 - - -
542 Drainage DIF
4401 Investment Earnings City Pool ( 71,505) ( 84,992) - ( 15,000) ( 15,000) 542 Drainage DIF Total ( 71,505) ( 84,992) - ( 15,000) ( 15,000) 560 Public Facilities DIF
4401 Investment Earnings City Pool ( 662,702) ( 866,311) - - - 5751 DIF PF - Admin ( 805,020) ( 930,708) ( 650,000) ( 600,000) 50,000 5752 DIF PF - Civic Ctr Expansion ( 3,938,798) ( 4,652,330) ( 3,500,000) ( 2,500,000) 1,000,000 5753 DIF PF - Police Fac Remodel ( 2,532,380) ( 2,937,321) ( 2,000,000) ( 1,700,000) 300,000 5754 DIF PF - Corp Yard Relocation ( 675,283) ( 616,216) ( 425,000) ( 300,000) 125,000 5755 DIF PF - Libraries- East Terr ( 2,245,104) ( 2,802,865) ( 2,000,000) ( 1,600,000) 400,000 5756 DIF PF - Fire Supp Sys Exp ( 1,560,603) ( 1,829,403) ( 1,300,000) ( 1,000,000) 300,000 5771 DIF PF - Recreation Facilities ( 1,712,204) ( 2,118,189) ( 1,500,000) ( 1,200,000) 300,000 560 Public Facilities DIF Total ( 14,132,093) ( 16,753,345) ( 11,375,000) ( 8,900,000) 2,475,000 580 Pedestrian Bridge DIFs
4401 Investment Earnings City Pool ( 120,575) ( 127,410) - - - 5811 DIF - Ped Bridge - Otay Ranch ( 98,072) ( 260,542) ( 90,000) ( 102,712) ( 12,712) 580 Pedestrian Bridge DIFs Total ( 218,647) ( 387,952) ( 90,000) ( 102,712) ( 12,712) 590 Transportation DIFs
4401 Investment Earnings City Pool ( 908,961) ( 1,238,647) - - - 4402 Investment Earnings Others - ( 159,563) ( 245,000) ( 280,000) ( 35,000) 4812 Traffic Signal Fee ( 384,808) ( 618,993) ( 300,000) ( 100,000) 200,000 5371 Reimb - Other - ( 300,000) - - -
5781 DIF - Transportation ( 8,776,364) ( 1,969,911) ( 6,500,000) ( 7,000,000) ( 500,000) 590 Transportation DIFs Total ( 10,070,134) ( 4,287,114) ( 7,045,000) ( 7,380,000) ( 335,000) 666 2016 TARBs
4403 Trustee Investment Earnings ( 826) ( 1,293) - - -
5999 Transfers In ( 2,796,882) ( 2,792,959) ( 2,793,700) ( 2,791,100) 2,600 666 2016 TARBs Total ( 2,797,707) ( 2,794,253) ( 2,793,700) ( 2,791,100) 2,600 692 Long- Term Advances DSF- RDA SA
5371 Reimb - Other ( 4,788,560) ( 57,900) - - -
692 Long- Term Advances DSF- RDA SA Total ( 4,788,560) - ( 57,900) - - - - - 713 Capital Improvement Projects
4401 Investment Earnings City Pool ( 7,199) ( 62,022) - - - 4403 Trustee Investment Earnings ( 62,253) ( 28,092) - - - 4701 Grant - Other Agency - ( 450,000) - - -
5371 Reimb - Other ( 49,083) ( 1,239,118) - - -
City of Chula Vista
Proposed Budget FY 2026
Summary Tables SCHEDULE OF REVENUES
338

SCHEDULE OF REVENUES
Fund/ Account
FY 2023
Actual
FY 2024
Actual
FY 2025
Adopted
FY 2026
Proposed Change
5999 Transfers In ( 8,739,618) ( 200,000) ( 200,000) -
713 Capital Improvement Projects Total ( 8,858,153) ( 24,303,924) ( 200,000) ( 200,000) - 715 Parkland Acquisition & DevFees
4401 Investment Earnings City Pool ( 824,270) ( 1,142,186) - - - 4402 Investment Earnings Others - ( 232,056) ( 277,000) ( 320,000) ( 43,000) 5801 Park Dedication Fee ( 457,543) ( 1,562,980) ( 1,000,000) ( 1,000,000) - 715 Parkland Acquisition & DevFees Total ( 1,281,813) ( 2,937,223) ( 1,277,000) ( 1,320,000) ( 43,000) 716 Western- Park Acquisition & Dev
4401 Investment Earnings City Pool ( 70,881) ( 97,829) - - - 5801 Park Dedication Fee ( 201,180) ( 135,464) ( 200,000) ( 100,000) 100,000 716 Western- Park Acquisition & Dev Total ( 272,061) ( 233,293) ( 200,000) ( 100,000) 100,000 717 Residential Construction Tax
4061 Residential Construction Tax ( 166,875) ( 552,600) ( 325,505) ( 325,505) - 4401 Investment Earnings City Pool 18,399 ( 3,393) - - - 717 Residential Construction Tax Total ( 148,476) ( 555,993) ( 325,505) ( 325,505) - 723 Bicycle Facilities Fund
5999 Transfers In - ( 4,460) - - -
723 Bicycle Facilities Fund - ( 4,460) - - -
725 Industrial Development Auth.
4401 Investment Earnings City Pool ( 1) ( 1) - - -
725 Industrial Development Auth. Total ( 1) ( 1) - - -
735 Transportation Partnership
4401 Investment Earnings City Pool ( 2) ( 3) - - -
735 Transportation Partnership Total ( 2) ( 3) - - -
736 Other Transportation Program
4611 Federal Grant - Other ( 704,245) ( 1,784,000) ( 34,967,767) ( 1,444,282) 33,523,485 736 Other Transportation Program Total ( 704,245) ( 1,784,000) ( 34,967,767) ( 1,444,282) 33,523,485 741 Prop 1B Highway Safety
4401 Investment Earnings City Pool ( 20) ( 26) - - -
741 Prop 1B Highway Safety Total ( 20) ( 26) - - -
Other Funds, Total ( 372,440,086) ( 435,127,671) ( 334,401,141) ( 325,299,975) 9,065,876 Grand Total, All Funds ( 633, 168,705) ( 725,621,767) ( 608,525,161) ( 630, 909,876) ( 22,384,715)

AUTHORIZED

POSITIONS BY

DEPARTMENT

City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
341
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Administration – General Fund
Asst City Manager 1.00 0 00 0 00 1.00
City Manager 1.00 0 00 0 00 1.00
Chief Communications Officer 0 00 1.00 0 00 1.00
Communications Manager 1.00 ( 1.00) 0 00 0 00
Communications Officer 0 00 1.00 0 00 1.00
Communications/ Special Events Coordinator 1.00 ( 1.00) 0 00 0 00 Community Engagement Specialist 2 00 ( 1.00) 0 00 1.00
Deputy City Manager 2 00 0 00 0 00 2 00
Deputy City Manager/ Public Works Director 1.00 0 00 0 00 1.00 Executive Secretary 1.00 0 00 0 00 1.00
Marketing & Communications Manager 1.00 ( 1.00) 0 00 0 00 Special Projects Manager 2 00 0 00 0 00 2 00
Administration – General Fund Total 13.00 ( 2.00) 0.00 11.00 Animal Services – General Fund
Animal Care Facility Supervisor 1.00 0 00 0 00 1.00
Animal Care Specialist 4 00 0 00 0 00 4 00
Animal Care Supervisor 1.00 0 00 0 00 1.00
Animal Control Officer 4 00 0 00 0 00 4 00
Animal Control Officer Supervisor 1.00 0 00 0 00 1.00
Animal Services Specialist 3 00 0 00 0 00 3 00
Chief Veterinarian 0 00 1.00 0 00 1.00
Deputy Director of Animal Services 1.00 0 00 0 00 1.00
Director of Animal Services 1.00 0 00 0 00 1.00
Management Analyst II 1.00 0 00 0 00 1.00
Office Specialist 2 00 0 00 0 00 2 00
Registered Veterinary Tech 4.50 0 00 0 00 4.50
Sr Animal Care Specialist 2 00 0 00 0 00 2 00
Sr Fiscal Office Specialist 1.00 0 00 0 00 1.00
Sr Office Specialist 1.00 0 00 0 00 1.00
Veterinarian II 0 00 0.75 0 00 0.75
Veterinarian ( Permitted) 1.75 ( 1.75) 0 00 0 00
Animal Services – General Fund Total 29.25 0.00 0.00 29.25 City Attorney – General Fund
Asst City Attorney 1.00 0 00 0 00 1.00
City Attorney ( Elected) 1.00 0 00 0 00 1.00
City Attorney Investigator 1.00 0 00 0 00 1.00
Deputy City Attorney II 2 00 0 00 ( 1.00) 1.00
Deputy City Attorney III 5.00 0 00 1.00 6 00
Executive Secretary 1.00 0 00 0 00 1.00
Law Office Manager 1.00 0 00 0 00 1.00
Legal Assistant 1.00 0 00 0 00 1.00
Paralegal 1.00 0 00 0 00 1.00
Sr Asst City Attorney 1.00 0 00 0 00 1.00
Sr Legal Assistant 1.00 0 00 0 00 1.00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
342
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Sr Risk Management Specialist 1.00 0 00 0 00 1.00
City Attorney – General Fund Total 17.00 0.00 0.00 17.00 City Clerk – General Fund
City Clerk 1.00 0 00 0 00 1.00
Deputy City Clerk II 4 00 0 00 0 00 4 00
Deputy Director, City Clerk Services 2 00 0 00 0 00 2 00 Fiscal Office Specialist 1.00 ( 1.00) 0 00 0 00
Records Manager 1.00 0 00 0 00 1.00
Sr Administrative Secretary 0 00 1.00 0 00 1.00
Sr Records Specialist 1.00 0 00 0 00 1.00
City Clerk – General Fund Total 10.00 0.00 0.00 10.00
City Council – General Fund
Admin Secretary 1.00 0 00 0 00 1.00
Chief of Staff 1.00 0 00 0 00 1.00
Councilperson 4 00 0 00 0 00 4 00
Executive Secretary 1.00 0 00 0 00 1.00
Mayor 1.00 0 00 0 00 1.00
Policy Aide 1.00 0 00 0 00 1.00
Sr Council Asst 5.00 0 00 0 00 5.00
City Council – General Fund Total 14.00 0.00 0.00 14.00 Development Services – General Fund
Assistant Dir Development Srvcs 1.00 0 00 ( 1.00) 0 00
Associate Planner 2 00 0 00 0 00 2 00
Building Official 1.00 ( 1.00) 0 00 0 00
Code Enforcement Manager 1.00 0 00 0 00 1.00
Code Enforcement Officer II 7 00 0 00 0 00 7 00
Deputy Director Of Development Srvcs 1.00 0 00 1.00 2 00 Development Srvcs Department Director 1.00 0 00 0 00 1.00 Development Srvcs Tech I 1.00 0 00 0 00 1.00
Office Specialist 1.00 0 00 0 00 1.00
Principal Management Analyst 1.00 0 00 0 00 1.00
Principal Planner 1.00 0 00 0 00 1.00
Sr Administrative Secretary 1.00 0 00 0 00 1.00
Sr Code Enforcement Officer 2 00 0 00 0 00 2 00
Sr Office Specialist 1.00 0 00 0 00 1.00
Development Services – General Fund Total 22.00 ( 1.00) 0.00 21.00 Development Services Fund
Assistant Planner 1.00 0 00 ( 1.00) 0 00
Assoc Engineer 6 00 0 00 0 00 6 00
Assoc Plan Check Engineer 4 00 0 00 0 00 4 00
Associate Planner 4 00 0 00 1.00 5.00
Building Inspection Mgr 1.00 0 00 0 00 1.00
Building Inspector II 7 00 0 00 0 00 7 00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
343
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Building Inspector III 2 00 0 00 0 00 2 00
Building Official 0 00 1.00 0 00 1.00
Development Automation Spec 1.00 0 00 0 00 1.00
Development Services Counter Mgr 1.00 0 00 0 00 1.00
Development Services Tech II 6 00 0 00 0 00 6 00
Development Services Tech III 5.00 0 00 0 00 5.00
Facilities Financing Manager 1.00 0 00 0 00 1.00
Landscape Architect 4 00 0 00 0 00 4 00
Landscape Inspector 1.00 0 00 0 00 1.00
Management Analyst II 1.00 0 00 0 00 1.00
Plan Check Supervisor 1.00 0 00 0 00 1.00
Planning Manager 1.00 0 00 0 00 1.00
Principal Civil Engineer 1.00 0 00 0 00 1.00
Principal Landscape Architect 1.00 0 00 0 00 1.00
Principal Planner 1.00 0 00 0 00 1.00
Sr Building Inspector 1.00 0 00 0 00 1.00
Sr Civil Engineer 2 00 0 00 0 00 2 00
Sr Landscape Inspector 1.00 0 00 0 00 1.00
Sr Management Analyst 0 00 0 00 1.00 1.00
Sr Plan Check Technician 1.00 0 00 0 00 1.00
Sr Planner 6 00 0 00 0 00 6 00
Sr Secretary 1.00 0 00 0 00 1.00
Transportation Engineer W/ Cert 1.00 0 00 0 00 1.00
Development Services Fund Total 63.00 1.00 1.00 65.00
Development Services – General Fund Total 22.00 ( 1.00) 0.00 21.00 Development Services – Non- General Fund Total 63.00 1.00 1.00 65.00 Economic Development – General Fund
Administrative Technician 1.00 ( 1.00) 0 00 0 00
Conservation Specialist II 3 00 ( 3.00) 0 00 0 00
Economic Development Manager 1.00 0 00 0 00 1.00
Environmental Sustainability Mgr 1.00 ( 1.00) 0 00 0 00 Principal Economic Development Specialist 1.00 0 00 0 00 1.00 Sr Economic Dev Specialist 1.00 0 00 0 00 1.00
Economic Development – General Fund Total 8.00 ( 5.00) 0.00 3.00 Engineering and Capital Projects – General Fund
Assistant Director of Engineering 1.00 0 00 0 00 1.00
Assoc Engineer 23 00 0 00 0 00 23 00
Assoc Land Surveyor 2 00 0 00 0 00 2 00
Dir of Engineering 1.00 0 00 0 00 1.00
Management Analyst II 1.00 0 00 0 00 1.00
Principal Civil Engineer 4 00 0 00 0 00 4 00
Principal Management Analyst 1.00 0 00 0 00 1.00
Principal Traffic Engineer 1.00 0 00 0 00 1.00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
344
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Public Works Insp II 4 00 0 00 0 00 4 00
Sr Administrative Secretary 1.00 0 00 0 00 1.00
Sr Civil Engineer 7 00 0 00 0 00 7 00
Sr Engineering Tech 1.00 0 00 0 00 1.00
Sr Fiscal Office Spec 1.00 0 00 0 00 1.00
Sr Land Surveyor 1.00 0 00 0 00 1.00
Sr Public Works Insp 1.00 0 00 0 00 1.00
Stormwater Environmental Specialist II 2 00 0 00 0 00 2 00 Stormwater Compliance Inspector II 1.00 0 00 0 00 1.00
Stormwater Program Manager 1.00 0 00 0 00 1.00
Survey Technician II 1.00 0 00 0 00 1.00
Traffic Signal & Lighting Supervisor 1.00 0 00 0 00 1.00 Traffic Signal & Lighting Technician II 4 00 0 00 0 00 4 00 Engineering and Capital Projects – General Fund Total 60.00 0.00 0.00 60.00 Sewer Funds
Assoc Engineer 2 00 0 00 0 00 2 00
Engineering Tech II 2 00 ( 1.00) 0 00 1.00
Sr Civil Engineer 1.00 0 00 0 00 1.00
Sr Engineering Tech 0 00 1.00 1.00 2 00
Sr Fiscal Office Specialist 1.00 0 00 0 00 1.00
Sewer Funds Total 6.00 0.00 1.00 7.00
Engineering and Capital Projects – General Fund Total 60.00 0.00 0.00 60.00 Engineering and Capital Projects – Non- General Fund Total 6.00 0.00 1.00 7.00 Finance – General Fund
Accountant 1.00 0 00 0 00 1.00
Accounting Assistant 4 00 0 00 0 00 4 00
Accounting Technician 4 00 0 00 0 00 4 00
Accounts Payable Supervisor 1.00 0 00 0 00 1.00
Asst Dir of Finance 1.00 0 00 0 00 1.00
Budget & Analysis Manager 1.00 0 00 0 00 1.00
Business License Rep 1.00 0 00 0 00 1.00
Director of Finance 1.00 0 00 0 00 1.00
Finance Manager 1.00 0 00 0 00 1.00
Fiscal & Management Analyst 3 00 0 00 0 00 3 00
Fiscal Debt Mgmt Analyst 1.00 0 00 0 00 1.00
Fiscal Office Specialist 1.00 0 00 0 00 1.00
Fiscal Services Analyst 1.00 0 00 0 00 1.00
Payroll Specialist 2 00 0 00 0 00 2 00
Payroll Supervisor 1.00 0 00 0 00 1.00
Principal Accountant 1.00 0 00 0 00 1.00
Procurement Specialist 1.00 0 00 0 00 1.00
Purchasing Agent 1.00 0 00 0 00 1.00
Revenue Manager 1.00 0 00 0 00 1.00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
345
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Sr Accountant 2 00 0 00 0 00 2 00
Sr Management Analyst 4 00 0 00 0 00 4 00
Sr Procurement Specialist 1.00 0 00 0 00 1.00
Finance – General Fund Total 35.00 0.00 0.00 35.00
Sewer Funds
Accounting Assistant 0 00 0 00 1.00 1.00
Collections Supervisor 1.00 0 00 0 00 1.00
Fiscal Office Specialist 1.00 0 00 ( 1.00) 0 00
Sewer Funds Total 2.00 0.00 0.00 2.00
Finance – General Fund Total 35.00 0.00 0.00 35.00
Finance – Non- General Fund Total 2.00 0.00 0.00 2.00
Fire – General Fund
Deputy Fire Chief 2 00 0 00 0 00 2 00
Fire Battalion Chief - A 6 00 0 00 0 00 6 00
Fire Captain - A 42 00 0 00 3 00 45.00
Fire Captain - C 3 00 0 00 0 00 3 00
Fire Chief 1.00 0 00 0 00 1.00
Fire Division Chief 1.00 0 00 0 00 1.00
Fire Engineer - A 42 00 0 00 3 00 45.00
Fire Engineer - C 1.00 0 00 0 00 1.00
Fire Insp/ Invest I 1.00 0 00 0 00 1.00
Fire Insp/ Invest II 6 00 0 00 0 00 6 00
Fire Inventory Specialist 1.00 0 00 0 00 1.00
Fire Prevention Specialist - Frozen/ Unfunded 1.00 0 00 0 00 1.00 Firefighter - A 9 00 ( 9.00) 0 00 0 00
Firefighter/ Paramedic - A 42 00 0 00 3 00 45.00
Public Safety Analyst 1.00 0 00 0 00 1.00
Sr Administrative Secretary 1.00 0 00 0 00 1.00
Sr Fire Insp/ Invest 2 00 0 00 0 00 2 00
Sr Management Analyst 1.00 0 00 0 00 1.00
Sr Office Specialist 1.00 0 00 0 00 1.00
Training Programs Spec 1.00 0 00 0 00 1.00
Fire – General Fund Total 165.00 ( 9.00) 9.00 165.00
Advanced Life Support Fund
Deputy Fire Chief 1.00 0 00 0 00 1.00
EMS Educator 1.00 0 00 0 00 1.00
Management Analyst II 1.00 0 00 0 00 1.00
Multimedia Designer 1.00 0 00 0 00 1.00
Principal Management Analyst 1.00 0 00 0 00 1.00
Advanced Life Support Fund Total 5.00 0.00 0.00 5.00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
346
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Grant Funds
Emergency Svcs Manager 1.00 0 00 0 00 1.00
Grant Funds Total 1.00 0.00 0.00 1.00
Measure A Sales Tax Fund
Deputy Fire Chief 1.00 0 00 0 00 1.00
Fire Captain - C (80 hr) 6 00 0 00 0 00 6 00
Fire Engineer 2 00 0 00 0 00 2 00
Fire Inventory Specialist 1.00 0 00 0 00 1.00
Firefighter - A ( 112 hr) 33 00 9 00 3 00 45.00
Firefighter/ Paramedic 9 00 0 00 0 00 9 00
Sr Application Support Specialist 1.00 0 00 0 00 1.00
Measure A Sales Tax Fund Total 53.00 9.00 3.00 65.00
Transport Enterprise Fund
Delivery Driver 1.00 0 00 0 00 1.00
Emergency Medical Tech ( Non-Safety) 26 00 0 00 0 00 26 00 Fire Battalion Chief - A 3 00 0 00 0 00 3 00
Paramedic ( Non-Safety) 40 00 0 00 0 00 40 00
Transport Enterprise Fund Total 70.00 0.00 0.00 70.00
Fire – General Fund Total 165.00 ( 9.00) 9.00 165.00
Fire – Non- General Fund Total 129.00 9.00 3.00 141.00
Housing and Homeless Services - CV Housing Authority Fund Director of Housing And Homeless Services 1.00 0 00 0 00 1.00 Community Engagement Spec 0 00 1.00 0 00 1.00
Homeless Services Specialist II 1.00 0 00 0 00 1.00
Homeless Solutions Manager 1.00 0 00 0 00 1.00
Housing Manager 1.00 0 00 0 00 1.00
Management Analyst II 4 00 0 00 0 00 4 00
Principal Management Analyst 1.00 0 00 0 00 1.00
Sr Fiscal Office Specialist 1.00 0 00 0 00 1.00
Sr Planner 1.00 0 00 0 00 1.00
Housing and Homeless Services – Non- General Fund Total 11.00 1.00 0.00 12.00 Human Resources – General Fund
Assistant Director of Human Resources 1.00 0 00 0 00 1.00 Benefits Manager 1.00 0 00 0 00 1.00
Dir of Human Resources/ Risk Management 1.00 0 00 0 00 1.00 Fiscal Office Specialist 0.50 0 00 0 00 0.50
HR Analyst 2 00 0 00 0 00 2 00
HR Technician 4 00 0 00 0 00 4 00
Human Resources Manager 1.00 0 00 0 00 1.00
Principal HR Analyst 1.00 0 00 0 00 1.00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
347
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Principal Risk Management Specialist 1.00 0 00 0 00 1.00 Risk Management Specialist 0.50 0 00 0 00 0.50
Safety Program Manager 0 00 1.00 0 00 1.00
Sr Fiscal Office Specialist 2 00 0 00 0 00 2 00
Sr Hr Analyst 5.00 0 00 0 00 5.00
Sr Hr Tech 1.00 0 00 0 00 1.00
Sr Risk Management Specialist 1.00 ( 1.00) 0 00 0 00
Human Resources – General Fund Total 22.00 0.00 0.00 22.00 Information Technology Services – General Fund
Application Support Manager 1.00 0 00 0 00 1.00
Application Support Specialist 1.00 0 00 0 00 1.00
Chief Info Security Officer 1.00 0 00 0 00 1.00
Dir Of Info Tech Srvcs 1.00 0 00 0 00 1.00
GIS Analyst 2 00 0 00 0 00 2 00
GIS Manager 1.00 0 00 0 00 1.00
Info Tech Support Specialist 1.00 0 00 0 00 1.00
Info Technology Technician 1.00 0 00 0 00 1.00
Information Technology Manager 1.00 0 00 0 00 1.00
Information Technology Project Manager 1.00 0 00 0 00 1.00 Sr Application Support Spec 2 00 0 00 0 00 2 00
Sr Info Tech Support Spec II 2 00 0 00 2 00 4 00
Sr Info Tech Support Spec II/Sr Police Tech Spec 2 00 0 00 ( 2.00) 0 00 Sr Network Engineer 1.00 0 00 0 00 1.00
Sr Programmer Analyst 1.00 0 00 0 00 1.00
Sr Webmaster 1.00 0 00 0 00 1.00
VOIP/ Videoconf Specialist 1.00 0 00 0 00 1.00
Information Technology Services – General Fund Total 21.00 0.00 0.00 21.00 Library – General Fund
Director of Library Services 1.00 0 00 0 00 1.00
Librarian II 6 00 0 00 0 00 6 00
Librarian III 2 00 0 00 0 00 2 00
Library Associate 7.50 0 00 0 00 7.50
Management Analyst II 1.00 0 00 0 00 1.00
Principal Librarian 2 00 0 00 0 00 2 00
Special Events Coordinator 0 00 1.00 0 00 1.00
Sr Librarian 3 00 0 00 0 00 3 00
Library – General Fund Total 22.50 1.00 0.00 23.50
Parks And Recreation – General Fund
Administrative Secretary 1.00 0 00 0 00 1.00
Aquatic Supv I 1.00 0 00 0 00 1.00
Aquatic Supv II 2 00 0 00 ( 1.00) 1.00
Aquatic Supv III 1.00 0 00 1.00 2 00
Assistant Director of Parks & Recreation 1.00 0 00 0 00 1.00 Director of Parks & Recreation 1.00 0 00 0 00 1.00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
348
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Fiscal Office Specialist 1.00 0 00 0 00 1.00
Management Analyst II 1.00 0 00 0 00 1.00
Principal Recreation Manager 2 00 0 00 0 00 2 00
Recreation Supervisor II 1.00 0 00 ( 1.00) 0 00
Recreation Supervisor III 8 00 0 00 1.00 9 00
Parks And Recreation – General Fund Total 20.00 0.00 0.00 20.00 Police – General Fund
Assistant Chief of Police 1.00 0 00 0 00 1.00
Automated Fingerprint Tech 1.00 0 00 0 00 1.00
Chief of Police 1.00 0 00 0 00 1.00
Civilian Background Investigtr 1.00 0 00 0 00 1.00
Community Service Officer 8 00 0 00 0 00 8 00
Crime Laboratory Manager 1.00 0 00 0 00 1.00
Detention Officer 7 00 0 00 0 00 7 00
Detention Supervisor 1.00 0 00 0 00 1.00
Forensics Specialist 2 00 0 00 0 00 2 00
Latent Print Examiner 2 00 0 00 0 00 2 00
Management Analyst I 1.00 ( 1.00) 0 00 0 00
Management Analyst II 0 00 1.00 0 00 1.00
Parking Enforcement Officer 1.00 0 00 0 00 1.00
Peace Officer 155.00 1.00 0 00 156.00
Police Admin Svcs Administrator 1.00 0 00 0 00 1.00
Police Agent 48 00 0 00 0 00 48 00
Police Captain 2 00 0 00 0 00 2 00
Police Dispatcher 21.00 0 00 0 00 21.00
Police Dispatcher Supervisor 5.00 0 00 0 00 5.00
Police Facility & Supply Coordinator 1.00 0 00 0 00 1.00 Police Lieutenant 10.00 0 00 0 00 10.00
Police Records Specialist 10.00 0 00 0 00 10.00
Police Records & Support Supervisor 2 00 0 00 0 00 2 00 Police Sergeant 25.00 0 00 0 00 25.00
Police Support Services Mgr 1.00 0 00 0 00 1.00
Police Technology Manager 1.00 0 00 0 00 1.00
Police Technology Specialist 1.00 0 00 0 00 1.00
Principal Management Analyst 1.00 0 00 0 00 1.00
Public Safety Analyst 1.00 0 00 ( 1.00) 0 00
Secretary 2 00 0 00 0 00 2 00
Sr Administrative Secretary 1.00 0 00 0 00 1.00
Sr Fiscal Office Specialist 2 00 0 00 0 00 2 00
Sr Latent Print Examiner 1.00 0 00 0 00 1.00
Sr Office Specialist 1.00 0 00 0 00 1.00
Sr Parking Enforcement Officer 1.00 0 00 0 00 1.00
Sr Police Records Specialist 1.00 0 00 0 00 1.00
Sr Prop & Evidence Specialist 2 00 0 00 0 00 2 00
Sr Public Safety Analyst 2 00 0 00 1.00 3 00
Sr Records Specialist 1.00 0 00 1.00 2 00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
349
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Supv Public Safety Analyst 1.00 0 00 0 00 1.00
Training Programs Spec 1.00 0 00 0 00 1.00
Police – General Fund Total 328. 00 1.00 1.00 330. 00
Grant Funds
FA Administrative Program Manager 0 00 1.00 0 00 1.00
FA Cyber Security Program Manager 1.00 0 00 0 00 1.00
FA Deputy Director LECC 3 00 ( 2.00) 0 00 1.00
FA Deputy Director IV-LECC 0 00 1.00 0 00 1.00
FA Deputy Executive Director 1.00 0 00 0 00 1.00
FA Director of SD LECC 1.00 0 00 0 00 1.00
FA Finance Manager 1.00 0 00 0 00 1.00
FA Geospatial Intel Analyst 1.00 0 00 0 00 1.00
FA Intelligence Analyst 3 00 0 00 0 00 3 00
FA IVDC- LECC Exec Director 1.00 0 00 0 00 1.00
FA LECC IT Manager 1.00 0 00 0 00 1.00
FA Network Administrator II 3 00 ( 1.00) 0 00 2 00
FA Network Administrator III 1.00 1.00 0 00 2 00
FA Prog Asst Supervisor 2 00 ( 1.00) 0 00 1.00
FA Pub Prvt Part Exer Prg Mgr 1.00 0 00 0 00 1.00
FA RCFL Network Engineer 2 00 0 00 0 00 2 00
FA Sr Intelligence Analyst 8 00 0 00 0 00 8 00
FA Sr Program Assistant 2 00 0 00 0 00 2 00
FA Supv Intelligence Analyst I 1.00 1.00 0 00 2 00
FA Supv Intelligence Analyst II 2 00 0 00 0 00 2 00
Peace Officer 5.00 ( 1.00) 0 00 4 00
Police Agent 1.00 0 00 0 00 1.00
Police Comm Relations Spec 1.00 0 00 ( 1.00) 0 00
Police Sergeant 1.00 0 00 0 00 1.00
Grant Funds Total 43.00 ( 1.00) ( 1.00) 41.00
Measure A Fund
Civilian Background Investigator 1.00 0 00 0 00 1.00
Community Services Officer 4 00 0 00 0 00 4 00
Digital Forensics Analyst II 2 00 0 00 0 00 2 00
Forensics Specialist 1.00 0 00 0 00 1.00
Information Technology Tech 1.00 0 00 0 00 1.00
Peace Officer 24 00 6 00 0 00 30 00
Police Agent 6 00 0 00 0 00 6 00
Police Captain 1.00 1.00 0 00 2 00
Police Comm Systems Manager 1.00 0 00 0 00 1.00
Police Comm Relations Spec 0 00 0 00 1.00 1.00
Police Dispatcher 7 00 0 00 0 00 7 00
Police Lieutenant 1.00 0 00 0 00 1.00
Police Sergeant 9 00 0 00 0 00 9 00
Police Technology Specialist 1.00 0 00 0 00 1.00
Property & Evidence Specialist 3 00 0 00 0 00 3 00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
350
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Property & Evidence Supervisor 1.00 0 00 0 00 1.00
Public Information Specialist 1.00 ( 1.00) 0 00 0 00
Sr Police Records Specialist 3 00 0 00 0 00 3 00
Sr Public Information Specialist 0 00 1.00 0 00 1.00
Measure A Fund Total 67.00 7.00 1.00 75.00
Police – General Fund Total 328.00 1.00 1.00 330.00
Police – Non- General Fund Total 110.00 6.00 0.00 116.00 Public Works – General Fund
Administrative Secretary 1.00 0 00 0 00 1.00
Administrative Technician 0 00 1.00 0 00 1.00
Asst Dir of Public Works 1.00 0 00 0 00 1.00
Building Project Manager 2 00 0 00 0 00 2 00
Building Services Manager 1.00 0 00 0 00 1.00
Building Services Supervisor 1.00 0 00 0 00 1.00
Carpenter 1.00 0 00 0 00 1.00
Conservation Specialist II 0 00 4 00 0 00 4 00
Construction & Repair Supvsr 1.00 0 00 0 00 1.00
Custodial Supervisor 1.00 0 00 0 00 1.00
Custodian 7 00 0 00 0 00 7 00
Electrician 2 00 0 00 ( 1.00) 1.00
Environmental Sustainability Mgr 0 00 1.00 0 00 1.00
Equipment Operator 3 00 0 00 0 00 3 00
Facilities Manager 1.00 0 00 0 00 1.00
HVAC Technician 2 00 0 00 0 00 2 00
Lead Custodian 2 00 0 00 0 00 2 00
Locksmith 1.00 0 00 0 00 1.00
Maintenance Worker II 11.00 0 00 0 00 11.00
Management Analyst II 2 00 0 00 0 00 2 00
Open Space Inspector 5.00 0 00 0 00 5.00
Open Space Manager 1.00 0 00 0 00 1.00
Parks Maintenance Worker II 25.00 0 00 1.00 26 00
Parks Manager 1.00 0 00 0 00 1.00
Park Ranger Program Manager 1.00 0 00 0 00 1.00
Park Ranger Supervisor 1.00 0 00 0 00 1.00
Parks Supervisor 4 00 0 00 0 00 4 00
Plumber 2 00 0 00 ( 1.00) 1.00
Principal Management Analyst 1.00 0 00 0 00 1.00
Public Works Manager 2 00 0 00 0 00 2 00
Public Works Specialist 2 00 ( 1.00) 0 00 1.00
Sr. Public Works Specialist 0 00 1.00 0 00 1.00
Public Works Superintendent 1.00 0 00 0 00 1.00
Public Works Supervisor 5.00 0 00 0 00 5.00
Pump Maintenance Supervisor 1.00 0 00 0 00 1.00
Pump Maintenance Technician 5.00 0 00 0 00 5.00
City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
351
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
Real Property Manager 1.00 0 00 0 00 1.00
Sr Electrician 0 00 0 00 1.00 1.00
Sr Electronics Tech 1.00 0 00 0 00 1.00
Sr Fiscal Office Specialist 4 00 0 00 0 00 4 00
Sr HVAC Technician 1.00 0 00 0 00 1.00
Sr Maintenance Worker 9 00 0 00 0 00 9 00
Sr Management Analyst 1.00 0 00 0 00 1.00
Sr Office Specialist 1.00 0 00 0 00 1.00
Sr Open Space Inspector 1.00 0 00 0 00 1.00
Sr Park Ranger 1.00 0 00 0 00 1.00
Sr Parks Maintenance Worker 10.00 0 00 0 00 10.00
Sr Plumber 0 00 0 00 1.00 1.00
Tree Trimmer Supervisor 1.00 0 00 0 00 1.00
Public Works – General Fund Total 128.00 6.00 1.00 135.00 Environmental Services Fund
Environmental Services Mgr 1.00 0 00 0 00 1.00
Recycling Specialist II 7 00 0 00 0 00 7 00
Sr Recycling Specialist 1.00 0 00 0 00 1.00
Environmental Services Fund Total 9.00 0.00 0.00 9.00
Fleet Management Fund
Equipment Mechanic 8 00 0 00 0 00 8 00
Fleet Inventory Control Specialist 1.00 0 00 0 00 1.00
Fleet Manager 1.00 0 00 0 00 1.00
Fleet Supervisor 1.00 0 00 0 00 1.00
Sr Equipment Mechanic 1.00 0 00 0 00 1.00
Sr Management Analyst 1.00 0 00 0 00 1.00
Fleet Management Fund Total 13.00 0.00 0.00 13.00
Gas Tax Fund
Maintenance Worker II 1.00 0 00 0 00 1.00
Sr Maintenance Worker 1.00 0 00 0 00 1.00
Gas Tax Fund Total 2.00 0.00 0.00 2.00
Sewer Funds
Equipment Operator 3 00 0 00 0 00 3 00
Maintenance Worker II 19.00 0 00 0 00 19.00
Public Works Specialist 1.00 ( 1.00) 0 00 0 00
Sr Public Works Specialist 0 00 1.00 0 00 1.00
Public Works Supervisor 4 00 0 00 0 00 4 00
Sr Maintenance Worker 15.00 0 00 0 00 15.00
Sewer Funds Total 42.00 0.00 0.00 42.00
Public Works – General Fund Total 128.00 6.00 1.00 135.00 Public Works – Non- General Fund Total 66.00 0.00 0.00 66.00 City of Chula Vista
Proposed Budget FY 2026
Summary Tables AUTHORIZED POSITIONS BY DEPARTMENT
352
Classification
FY 2025
Adopted
Budget
FY 2025
Midyear
Changes
FY 2026
Proposed
Changes
FY 2026
Proposed
Budget
General Fund Subtotal 914.75 ( 9.00) 11.00 916.75
Non- General Fund Subtotal 387.00 17.00 5.00 409.00
Total Authorized Positions 1,301.75 8.00 16.00 1,325.75