MEMORANDUM
WESTERN CHULA VISTA ECONOMIC DEVELOPMENT
SUBCOMMITTEE
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To: Honorable Mayor and Members of the City Council
From: Councilmember Cesar Fernandez and Councilmember Jose Preciado Date: October 31, 2025
Subject: Western Chula Vista Economic Development Subcommittee Report and Recommendations
As representatives of the people of Chula Vista, we are committed to ensuring that our city remains a vibrant place to live, work, and visit. Through the Western Chula Vista Economic Development Subcommi ttee, we have worked to honor the unique character of this part of our community while strengthening its economy and ensuring that new investments provide broad benefits.
Based on this work, we present the following insights and recommendations for City Council review and direction. We also recognize that an Economic Development Strategic Plan is underway. The Subcommittee’s work can provide valuable analysis as that plan is finalized and presented to the Council.
Background
On January 14, 2025, the City Co uncil unanimously approved the formation of a Subcommittee on Economic Development in Western Chula Vista, appointing Councilmembers Jose Preciado and Cesar Fernandez to serve. Since its inception, the Subcommittee has convened six meetings to examine economic development opportunities and challenges in the western portion of our community. The Subcommittee received presentations and engaged with HR&A, the City’s economic development consultant supporting the development of an Economic Development Strategic Plan, from Spicer Consulting Group and BBK on special districts, and from staff on small business engagement efforts.
By focusing on economic development in Western Chula Vista, we can advance broader economic activities and programs that benefit the ent ire city. With the Bayfront transforming through catalytic projects and surrounding neighborhoods experiencing change, this process created an opportunity for focused discussion and produced a set of insights and recommendations for the City Council’s consideration.
Build Capacity for Data-Driven Economic Development
Strong decision-making requires accurate and accessible data. Economic development depends on robust information that can identify opportunities, measure impact, and guide 2 of 1
investments. Chula Vista is not a homogenous community; it is made up of distinct neighborhoods and corridors, each with its own characteristics and demographics.
Western Chula Vista has unique strengths and challenges that require careful attention.
By building stronger data capacity, the City can better understand these differences and ensure that decisions are informed, transparent, and equitable, reflecting the needs of all residents and businesses across the city.
Recommendations:
Enhance the City’s capacity for data co llection and analytics for economic development.
Consider investments in data analytics that support business organizations and address the diverse realities of small, minority -owned, women -owned, veteran - owned, and emerging enterprises across Chula Vista.
Advance opportunities for data -driven economic development in the City’s Economic Development Strategic Plan so that policies and investments are guided by measurable insights that strengthen performance and accountability.
Support Small Businesses and Vibrant Business Districts Small businesses are the backbone of the Chula Vista economy and vital to the western part of the city. From shops and restaurants to services and entertainment, these businesses shape community character and drive local prosperi ty. In 2024, the City Manager convened a Small Business Advisory Committee to gather input from the small business perspective. This input is informing the development of the City’s Economic Development Strategic Plan, which is anticipated to be presented to the City Council in early 2026. The Subcommittee reviewed the work of this committee with particular attention to Western Chula Vista. A central theme that emerged was the importance of clear government processes, investment in business districts, and a safe environment to support the success of both brick-and-mortar businesses and the service economy.
We see a strong opportunity to strengthen Chula Vista’s small business ecosystem by emphasizing excellence in service and hospitality. Programs that help business owners and employees upskill in customer experience, hospitality, and service delivery can elevate the city’s reputation as a welcoming and high -quality destination. These efforts not only support local pride and repeat visitation but also create a competitive advantage for small businesses in a regional market.
We further recommend expanding access to professional learning and network -building opportunities for diverse entrepreneurs, including small, women -owned, veteran-owned, and minority -owned businesses. By partnering with small business focused national organizations, educational institutions, and regional organizations, the City can help 3 of 1
support access to resources, training, and mentorship that enable all business owners to thrive.
We emphas ize the value of a community -scale approach to economic development, specifically through business districts that recognize the unique character and needs of each area. The Downtown Chula Vista Association has demonstrated the effectiveness of this model b y fostering a district that is both economically strong and culturally meaningful. Supporting such districts requires sustained investment in placemaking, special events, and thoughtful use of public spaces to create a welcoming and dynamic environment. Current efforts, including draft regulations on outdoor dining, street vending, and food trucks, will further guide how public spaces contribute to vibrant business activity. We support the work of the Outdoor Dining Subcommittee and recommend that the City Council consider opportunities for placemaking and activation. Building on the success of Downtown, we further recommend extending this focus to other key corridors, including Broadway, Main Street, and the southern portions of Third Avenue between Oxford Street and Orange Avenue. This will ensure they also benefit from strategies that strengthen identity, attract customers, and serve both residents and visitors.
Recommendations:
Consider opportunities to support business districts through tools such as a Community Benefit District and related policies that advance community-scale economic development and strengthen vibrant corridors.
Expand the focus to additional corridors, including Broadway, Main Street, and Third Avenue between Oxford Street and Orange Avenue.
Advance opportunities to enhance tourism by working with Western Chula Vista businesses and leveraging Bayfront developments through the Economic Development Strategic Plan so that local districts and neighborhoods benefit from increased visitation , stronger identity, and reinvested resources that serve the entire city.
Advance opportunities to support small businesses, business districts, and inclusive growth in the development of the City’s Economic Development Strategic Plan so that entrepreneurs across all sectors and backgrounds are better positioned to access the tools, networks, and supportive conditions that foster success.
Develop Strategies to Support Tourism that Benefits All Western Chula Vista is home to assets that position our city as a regional and national destination. The Gaylord Pacific Resort and Convention Center on the Bayfront is already drawing visitors to Chula Vista, and with several new hotel projects underway and amenities such as Sesame Place, the North Island Credit Union Amphitheatre, and the 4 of 1
Living Coast Discovery Center, the city is poised for continued tourism growth. To maximize these opportunities, the City should collaborate with the Gaylord resort, the Downtown Chula Vista Association, and local businesses to conne ct guests with authentic Chula Vista experiences, while ensuring that the benefits of tourism are equitably shared across neighborhoods and business districts. Stronger connections between the Bayfront and Western Chula Vista, such as through the Bayfront Shuttle, can help direct visitors into local districts, generating new streams of customers for small businesses and strengthening our identity as a dynamic destination. Together, these assets position Chula Vista as a growing regional destination with the potential to attract even more visitors and investment.
The city should also consider how the resources generated by the tourism industry can be used to support the communities in Western Chula Vista and the city as a whole.
Recommendations:
Consider oppo rtunities to advance the economic and community benefit of the Gaylord Pacific Resort, the Bayfront, and the broader tourism industry by developing strategies that support tourism growth and generate Transient Occupancy Tax (TOT) revenues that can be reinvested to strengthen Chula Vista neighborhoods and assist in achieving city priorities.
Enhance connections between the Bayfront and Western Chula Vista through efforts such as the Bayfront Shuttle, giving visitors an authentic Chula Vista experience and linking them to local business districts. Advance opportunities to enhance tourism by working with Western Chula Vista businesses to leverage existing and future Bayfront developments, supporting vibrant districts and neighborhoods while generating resources that benefit the entire city through the Economic Development Strategic Plan.
Strengthen Chula Vista as a Destination for Sports and Sports Tourism Chula Vista has a proud tradition of championship-winning youth teams, successful sports programs, and home grown athletes who have gone on to compete in Major League Baseball, rugby, rowing, the NFL, the UFC, and international soccer. The Chula Vista Elite Athlete Training Center further distinguishes our community as a home for Olympians and elite athletes preparing for global competition.
This combination of local success, professional achievement, and international -caliber training makes Chula Vista a natural hub for sports. As the Port of San Diego considers proposals that could further elevate our profile, Chula Vista should actively position itself as a premier destination for sports, elite athletes, and sports tourism. Importantly, equitable access to sports facilities and programs must remain a priority so that all youth and families benefit.
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Recommendations:
Consider opportunities to create synergies with the Elite Athlete Training Center to strengthen tourism and sports attraction.
Enhance the city’s position as a place with championship-winning youth teams, successful sports programs, and homegrown athletes.
Advance opportunities to strengthen sports tourism and sports-related businesses in the City’s Economic Development Strategic Plan so that Chula Vista can build on its assets, attract regional and national events, and grow as a premier destination.
Conclusion
The work of the Western Chula Vista Economic Development Subcommittee is now complete. We are grateful for the opportunity to focus on this vital part of our city and to bring forward recommendations that reflect both the character and the potential of Western Chula Vista and the City as a whole. We firmly believe that by uplifting Western Chula Vista, these recommendations provide a pathway to a more vibrant and prosperous future for the entire city. As the City advances its Economic Development Strategic Plan, we urge that these insights be incorporated to ensure that growth is inclusive, equitable, and beneficial to all residents and businesses.
We also would request that our colleagues on the City Council join us in a set of specific actions to further our work on Western Chula Vista economic development and support the city as a whole. These recommendations are focused on building capacity for data - driven decision-making, creating a tool for vibrant business districts, and accelerating the opportunities provided by our burgeoning tourism industry in a way that invests in its growth and reinvests in the community.
Recommended City Council Actions
Direct the City Manager to develop the City’s capacity for data -driven economic development, i ncluding enhanced collection and analysis of demographics, workforce trends, and business conditions, resulting in accessible dashboards and visualizations that inform policy and support business growth. Direct the City Manager to prepare a local special d istrict ordinance, such as a Community Benefit District ordinance, enabling the creation of such districts citywide.
Direct the City Manager to develop a Transient Occupancy Tax (TOT) revenue enhancement proposal for a future election to support tourism industry growth and reinvestment in the community.
Direct the City Manager to return to the Council with an analysis of the resources necessary to implement the above direction.
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By being intentional today, we can strengthen Western Chula Vista’s identity, support its economic vitality, and position our community as a destination that residents, visitors, and future generations will take pride in, while ensuring that the benefits extend to the entire city through stronger neighborhoods, broader economic opportunities, and a more vibrant Chula Vista for all.
Respectfully submitted,
Councilmember Cesar Fernandez
Councilmember Jose Preciado