Chula Vista City Council
September 22, 2026

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-300 Page 61 of 63 City of Chula Vista www.chulavistaca.gov 619.691.5272
Inspection Fees Only
Construction Types:

IIA, IIB, IIIA, IIIB, IV
Construction Types:

IA, IB
Construction Types:

VA, VB
UBC Class &
Occupancy Type
Project Size
Threshold
(SF)
Base Cost @
Threshold
Size
Cost per
Additional
100 SF
Base Cost @
Threshold
Size
Cost per
Additional
100 SF
Base Cost @
Threshold
Size
Cost per
Additional
100 SF
S-2 - Storage—Low
Hazard, Parking
Garages
5,000
$4,730.18
$5,203.20
$13.61
$14.97
$5,636.39
$6,200.03
$16.34
$17.97
$3,823.97
$4,206.37
$10.89
$11.98
25,000
$7,452.76
$8,198.04
$8.65
$9.52
$8,903.49
$9,793.84
$10.38
$11.42
$6,002.04
$6,602.24
$6.92
$7.61
50,000
$9,615.70
$10,577.27
$11.49
$12.64
$11,499.02
$12,648.92
$13.79
$15.17
$7,732.39
$8,505.63
$9.20
$10.12
100,000
$15,362.68
$16,898.95
$3.54
$3.89
$18,395.39
$20,234.93
$4.25
$4.68
$12,329.97
$13,562.97
$2.83
$3.11
250,000
$20,672.91
$22,740.20
$1.98
$2.18
$24,767.67
$27,244.44
$2.37
$2.61
$16,578.15
$18,235.97
$1.58
$1.74
500,000
$25,614.32
$28,175.75
$1.98
$2.18
$30,697.35
$33,767.09
$2.37
$2.61
$20,531.28
$22,584.41
$1.58
$1.74
S - Occupancy
Tenant
Improvements
500
$1,693.83
$1,863.21
$41.16
$45.28
$1,992.78
$2,192.06
$49.39
$54.33
$1,394.89
$1,534.38
$32.93
$36.22
2,500
$2,516.99
$2,768.69
$49.19
$54.11
$2,980.56
$3,278.62
$59.03
$64.93
$2,053.42
$2,258.76
$39.35
$43.29
5,000
$3,746.82
$4,121.50
$19.61
$21.57
$4,456.35
$4,901.99
$23.53
$25.88
$3,037.28
$3,341.01
$15.68
$17.25
10,000
$4,727.09
$5,199.80
$8.32
$9.15
$5,632.68
$6,195.95
$9.98
$10.98
$3,821.49
$4,203.64
$6.65
$7.32
25,000
$5,974.52
$6,571.97
$5.77
$6.35
$7,129.60
$7,842.56
$6.93
$7.62
$4,819.44
$5,301.38
$4.62
$5.08
50,000
$7,418.00
$8,159.80
$5.77
$6.35
$8,861.78
$9,747.96
$6.93
$7.62
$5,974.23
$6,571.65
$4.62
$5.08
S - Occupancy
Tenant
Improvements (w/
structural)
500
$1,485.54
$1,634.09
$34.73
$38.20
$1,742.82
$1,917.10
$41.67
$45.84
$1,228.26
$1,351.09
$27.78
$30.56
2,500
$2,180.08
$2,398.09
$41.51
$45.66
$2,576.27
$2,833.90
$49.81
$54.79
$1,783.89
$1,962.28
$33.21
$36.53
5,000
$3,217.74
$3,539.51
$16.54
$18.19
$3,821.46
$4,203.61
$19.85
$21.84
$2,614.02
$2,875.42
$13.23
$14.55
10,000
$4,044.84
$4,449.32
$7.02
$7.72
$4,813.99
$5,295.39
$8.42
$9.26
$3,275.70
$3,603.27
$5.61
$6.17
25,000
$5,097.36
$5,607.10
$4.87
$5.36
$6,077.01
$6,684.71
$5.85
$6.44
$4,117.72
$4,529.49
$3.90
$4.29
50,000
$6,315.30
$6,946.83
$4.87
$5.36
$7,538.54
$8,292.39
$5.85
$6.44
$5,092.07
$5,601.28
$3.90
$4.29
U - Accessory—
Agricultural
Building
600
$1,515.95
$1,667.55
$31.08
$34.19
$1,789.90
$1,968.89
$37.30
$41.03
$1,242.00
$1,366.20
$24.87
$27.36
3,000
$2,261.93
$2,488.12
$37.15
$40.87
$2,685.08
$2,953.59
$44.58
$49.04
$1,838.79
$2,022.67
$29.72
$32.69
6,000
$3,376.46
$3,714.11
$14.81
$16.29
$4,022.51
$4,424.76
$17.77
$19.55
$2,730.41
$3,003.45
$11.84
$13.02
12,000
$4,264.83
$4,691.31
$6.28
$6.91
$5,088.56
$5,597.42
$7.54
$8.29
$3,441.11
$3,785.22
$5.02
$5.52
30,000
$5,395.32
$5,934.85
$4.36
$4.80
$6,445.14
$7,089.65
$5.23
$5.75
$4,345.50
$4,780.05
$3.49
$3.84

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-300 Page 62 of 63 City of Chula Vista www.chulavistaca.gov 619.691.5272
Inspection Fees Only
Construction Types:

IIA, IIB, IIIA, IIIB, IV
Construction Types:

IA, IB
Construction Types:

VA, VB
UBC Class &
Occupancy Type
Project Size
Threshold
(SF)
Base Cost @
Threshold
Size
Cost per
Additional
100 SF
Base Cost @
Threshold
Size
Cost per
Additional
100 SF
Base Cost @
Threshold
Size
Cost per
Additional
100 SF
60,000
$6,703.48
$7,373.83
$4.36
$4.80
$8,014.93
$8,816.42
$5.23
$5.75
$5,392.02
$5,931.22
$3.49
$3.84
U - Accessory—
Private Garage
50 $726.93
$799.62
$154.34
$169.77
$843.08
$927.39
$185.21
$203.73
$610.79
$671.87
$123.47
$135.82
250
$1,035.62
$1,139.18
$184.47
$202.92
$1,213.50
$1,334.85
$221.37
$243.51
$857.74
$943.51
$147.58
$162.34
500
$1,496.80
$1,646.48
$73.52
$80.87
$1,766.92
$1,943.61
$88.22
$97.04
$1,226.69
$1,349.36
$58.82
$64.70
1,000
$1,864.40
$2,050.84
$31.19
$34.31
$2,208.04
$2,428.84
$37.42
$41.16
$1,520.77
$1,672.85
$24.95
$27.45
2,500
$2,332.19
$2,565.41
$21.65
$23.82
$2,769.39
$3,046.33
$25.98
$28.58
$1,895.00
$2,084.50
$17.32
$19.05
5,000
$2,873.50
$3,160.85
$21.65
$23.82
$3,418.95
$3,760.85
$25.98
$28.58
$2,328.04
$2,560.84
$17.32
$19.05
O - Other Tenant
Improvements
300
$1,340.99
$1,475.09
$52.52
$57.77
$1,569.36
$1,726.30
$63.02
$69.32
$1,112.61
$1,223.87
$42.02
$46.22
1,500
$1,971.22
$2,168.34
$62.77
$69.05
$2,325.63
$2,558.19
$75.33
$82.86
$1,616.80
$1,778.48
$50.22
$55.24
3,000
$2,912.80
$3,204.08
$25.02
$27.52
$3,455.54
$3,801.09
$30.02
$33.02
$2,370.07
$2,607.08
$20.01
$22.01
6,000
$3,663.32
$4,029.65
$10.61
$11.67
$4,356.16
$4,791.78
$12.73
$14.00
$2,970.48
$3,267.53
$8.49
$9.34
15,000
$4,618.38
$5,080.22
$7.37
$8.11
$5,502.24
$6,052.46
$8.84
$9.72
$3,734.53
$4,107.98
$5.89
$6.48
30,000
$5,723.55
$6,295.91
$7.37
$8.11
$6,828.44
$7,511.28
$8.84
$9.72
$4,618.67
$5,080.54
$5.89
$6.48
O - Other Tenant
Improvements (w/
structural)
300
$1,465.97
$1,612.57
$58.95
$64.85
$1,719.33
$1,891.26
$70.74
$77.81
$1,212.60
$1,333.86
$47.16
$51.88
1,500
$2,173.36
$2,390.70
$70.46
$77.51
$2,568.21
$2,825.03
$84.55
$93.01
$1,778.52
$1,956.37
$56.37
$62.01
3,000
$3,230.25
$3,553.28
$28.08
$30.89
$3,836.47
$4,220.12
$33.70
$37.07
$2,624.02
$2,886.42
$22.46
$24.71
6,000
$4,072.66
$4,479.93
$11.91
$13.10
$4,847.37
$5,332.11
$14.29
$15.72
$3,297.96
$3,627.76
$9.53
$10.48
15,000
$5,144.68
$5,659.15
$8.27
$9.10
$6,133.79
$6,747.17
$9.92
$10.91
$4,155.57
$4,571.13
$6.62
$7.28
30,000
$6,385.17
$7,023.69
$8.27
$9.10
$7,622.38
$8,384.62
$9.92
$10.91
$5,147.96
$5,662.76
$6.62
$7.28

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-300 Page 63 of 63 City of Chula Vista www.chulavistaca.gov 619.691.5272
Inspection Fees Only
Construction Types:

IIA, IIB, IIIA, IIIB, IV
Construction Types:

IA, IB
Construction Types:

VA, VB
UBC Class &
Occupancy Type
Project Size
Threshold
(SF)
Base Cost @
Threshold
Size
Cost per
Additional
100 SF
Base Cost @
Threshold
Size
Cost per
Additional
100 SF
Base Cost @
Threshold
Size
Cost per
Additional
100 SF
O - All Shell
Buildings
2,000
$3,316.61
$3,648.27
$22.88
$25.17
$3,940.11
$4,334.12
$27.46
$30.21
$2,693.12
$2,962.43
$18.31
$20.14
10,000
$5,147.25
$5,661.98
$14.59
$16.05
$6,136.87
$6,750.56
$17.51
$19.26
$4,157.62
$4,573.38
$11.68
$12.85
20,000
$6,606.71
$7,267.38
$19.31
$21.24
$7,888.22
$8,677.04
$23.17
$25.49
$5,325.19
$5,857.71
$15.45
$17.00
40,000
$10,468.12
$11,514.93
$6.08
$6.69
$12,521.92
$13,774.11
$7.29
$8.02
$8,414.32
$9,255.75
$4.86
$5.35
100,000
$14,114.86
$15,526.35
$3.48
$3.83
$16,898.01
$18,587.81
$4.17
$4.59
$11,331.71
$12,464.88
$2.78
$3.06
200,000
$17,591.98
$19,351.18
$3.48
$3.83
$21,070.55
$23,177.61
$4.17
$4.59
$14,113.41
$15,524.75
$2.78
$3.06
Note: Foundation only permits are assessed 25% of the fees above, per construction and occupancy type.
1 Also applies to pool houses and casitas.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda

MASTER FEE SCHEDULE FEE BULLETIN
Chapter 10 – Building Fees
Miscellaneous Item Permit Fees 10-400
City of Chula Vista Development Services
276 Fourth Avenue, Chula Vista, CA 91910
September
2024November
2026
City of Chula Vista www.chulavistaca.gov 619.691.5272

MISCELLANEOUS PERMIT FEES
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
Accessory Dwelling Unit
Detached
Standard (All Plans) 1
$476
524
$533
586
$2,942
3,236
$3,951
4,346
Nonstandard, up to 1,200 SF
$546
601
$1,475
1,623
$2,942
3,236
$4,963
5,460
Attached
First Story, first 300 SF
$476
524
$634
697
$1,270
1,397
$2,380
2,618
First Story, each additional 300 SF $0
$211
232
$212
233
$423
465
Multi-story, first 300 SF
$476
524
$846
931
$1,376
1,514
$2,698
2,969
Multi-story, each additional 300 SF $0
$211
232
$318
350
$529
582
SFD Garage Conversion to ADU
First 400 SF
$476
524
$423
465
$705
776
$1,604
1,765
Each additional 400 SF $0
$52
57 $106
117
$158
174
SFD Conversion of Habitable Space
First 300 SF
$476
524
$423
465
$705
776
$1,604
1,765
Each additional 1,000 SF $0
$105
116
$106
117
$211
233
Antenna
Dish > 2 Ft, first dish $476
524
$211
232
$282
310
$969
1,066
Dish > 2 Ft, each additional dish $0 $52
57 $53
58 $105
115
Cellular/ Mobile phone, free-standing, each $476
524
$317
349
$493
542
$1,286
1,415
Cellular/ Mobile phone, attached to building, each $476 524
$211
232
$493
542
$1,180
1,298
Equipment shelter, ≤ 1,000 SF2
$516
568
$389
428
$633
696
$1,538
1,692
Awning/ Canopy (Supported by Building)
1 City Standard Plans publicly available on the City’s website. 2 For equipment shelters > 1,000 SF, use Fee Bulletin 10-300.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 2 of 12
City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
Residential, each structure $335
369
$211
232
$282
310
$828
911
Commercial, each structure $516
568
$463
509
$505
556
$1,484
1,633
Balcony Addition
First balcony addition $335
369
$423
465
$705
776
$1,463
1,610
Each additional balcony addition $0 $105
116
$53
58 $158
174
Carport
First carport $335
369
$423
465
$493
542
$1,251
1,376
Each additional carport $0 $105
116
$53
58 $158
174
Close Existing Openings
Interior wall, first $476
524
$105
116
$282
310
$863
950
Interior wall, each additional $0 $35
39 $53
58 $88
97 Exterior wall, first $476
524
$105
116
$282
310
$863
950
Exterior wall, each additional $0 $35
39 $53
58 $88
97 Commercial Coach, each unit3
$476
524
$317
349
$529
582
$1,322
1,455
Deck
City standard design, first 300 SF $137
151
$91
100
$599
659
$827
910
City standard design, each additional 100 SF $0 $0 $52
57 $52
57 Nonstandard design, first 300 SF $335
369
$423
465
$705
776
$1,463
1,610
Nonstandard design, each additional 100 SF $0 $52
57 $53
58 $105
115
Demolition
Interior (entire interior) $123
135
$105
116
$282
310
$510
561
Interior (partial interior) $123
135
$105
116
$282
310
$510
561
Exterior (entire structure) $123
135 $0 $281309
$404
444
Swimming pool, spa, and/or hot tub demolition $123
135 $0 $281309
$404
444
Door, Structural Shear Wall or Masonry (New)
3 Applies to sales and other temporary trailers.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 3 of 12
City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
First door $476
524
$423
465
$387
426
$1,286
1,415
Each additional door $0 $105
116
$53
58 $158
174

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 4 of 12
City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
Electrical Vehicle Charging Station
Residential (SFD or duplex), each $158
174 $0 $705776
$863
950
Commercial or multifamily residential, first $70
77 $317
349
$635
699
$1,022
1,125
Commercial or multifamily residential, each
additional $0 $5257
$53
58 $105
115
Fence or Freestanding Wall
Non-Masonry
First 100 LF $335
369
$105
116
$282
310
$722
795
Each additional 100 LF $35
39 $53
58 $88
97 Masonry
Standard, first 100 LF $137
151
$91
100
$388
428
$616
679
Standard, each additional 100 LF $0 $0 $52
57 $52
57 Nonstandard design, first 100 LF $335
369
$317
349
$599
659
$1,251
1,377
Nonstandard design, each additional 100 LF $0 $35
39 $106
117
$141
156
Fire Damage Repair $335
369
$105
116
$493
542
$933
1,027
Fireplace
Masonry & nonstandard design, first $335
369
$317
349
$599
659
$1,251
1,377
Masonry & nonstandard design, each additional $0 $211
232
$106
117
$317
349
Prefabricated/ metal, first $335
369
$105
116
$388
427
$828
912
Prefabricated/ metal, each additional $0 $35
39 $53
58 $88
97 Flag Pole
First pole $335
369
$211
232
$387
426
$933
1,027
Each additional pole $0 $35
39 $53
58 $88
97 Lighting Pole
First pole $335
369
$211
232
$282
310
$828
911
Each additional pole $0 $35
39 $35
39 $70
78 Manufactured Home on Continuous Footing, each $640
704
$504
554
$952
1,047
$2,096
2,305

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 5 of 12
City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
Mezzanine
First 500 SF $534
587
$886
975
$1,140
1,254
$2,560
2,816
Each additional 500 SF $0 $357
393
$504
554
$861
947
Modular Structures, each $516
568
$650
715
$1,139
1,253
$2,305
2,536
Move-on House, each $640
704
$756
832
$1,164
1,280
$2,560
2,816
Partition
Residential, interior, first 30 LF $493
542
$105
116
$388
427
$986
1,085
Residential, interior, each additional 30 LF $0 $35
39 $53
58 $88
97 Commercial, interior, first 30 LF $534
587
$252
277
$427
470
$1,213
1,334
Commercial, interior, each additional 30 LF $0 $93
102
$93
102
$186
204

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 6 of 12
City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
Patio Cover/ Covered Porch - Standard
Open, wood frame, first 300 SF $137
151
$45
50 $494
543
$676
744
Open, metal frame, first 300 SF $137
151
$45
50 $388
427
$570
628
Open, wood or metal frame, each additional 300 SF $0 $0 $52 57 $52
57 Enclosed, wood frame (new cover & encl.), first 300 SF $137 151
$137
151
$705
776
$979
1,078
Enclosed, metal frame (new cover & encl.), first 300 SF $137 151
$137
151
$387
426
$661
728
Enclosed patio, each additional 300 SF $0 $91
100
$53
58 $144
158
Enclose existing patio cover, each $137
151
$91
100
$493
542
$721
793
Patio Cover/ Covered Porch - Nonstandard
Open, wood frame, first 300 SF $335
369
$211
232
$599
659
$1,145
1,260
Open, metal frame, first 300 SF $335
369
$317
349
$493
542
$1,145
1,260
Open, other frame, first 300 SF $335
369
$317
349
$705
776
$1,357
1,494
Open, all materials, each additional 300 SF $0 $105
116
$53
58 $158
174
Enclosed, wood frame (new cover & encl.), first 300 SF $335 369
$317
349
$811
892
$1,463
1,610
Enclosed, metal frame (new cover & encl.), first 300 SF $335 369
$317
349
$493
542
$1,145
1,260
Enclosed, other frame (new cover & encl.), first 300 SF $335 369
$317
349
$916
1,008
$1,568
1,726
Enclosed patio, each additional 300 SF $0 $105
116
$53
58 $158
174
Patio Cover, Enclose Existing , each $335
369
$158
174
$493
542
$986
1,085
Photovoltaic System
Residential (SFD/Duplex), expedited4, each $30 $0 $423 $453 Residential (SFD/Duplex), traditional5, each $70 $158 $494 $722 Residential (SFD/Duplex), panel upgrade, each6 $0 $62 $141 $203 Commercial or multifamily residential, first 500 panels $146 $504 $1,033 $1,683 4 Applies to expedited small residential rooftop solar energy (photovoltaic) systems, as defined by Chula Vista Municipal Code §15.29.020.
5 Applies to residential photovoltaic systems that do not qualify for expedited processing (Chula Vista Municipal Code §15.29.020).
6 Applies to panel upgrades in conjunction with installation of new residential photovoltaic systems only. For all other panel upgrades, see Fee Bulletin 10-200 (Upgrade Existing Electrical Service).

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 7 of 12
City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
Commercial or multifamily residential, each
additional 500 panels $0 $93 $252 $345
Private Sewer, Water, Storm Drains and/or Site Lighting (valuation of improvements to be permitted) $0 - $250,000 $516
568
$886
975
$953
1,048
$2,355
2,591
$250,001 - $500,000 $516
568
$1,733
1,906
$1,376
1,514
$3,625
3,988
$501,000 - $750,000 $516
568
$2,579
2,837
$1,800
1,980
$4,895
5,385
$750,001 - $1M $516
568
$3,426
3,769
$2,223
2,445
$6,165
6,782
Each additional $250,000, in excess of $1M $0 $463
509
$423
465
$886
974
Remodel (Residential)
First 300 SF $476
524
$423
465
$705
776
$1,604
1,765
Each additional 300 SF $0 $105
116
$106
117
$211
233
Re-roof
First 1,000 SF $88
97 $52
57 $282
310
$422
464
Each additional 1,000 SF $0 $0 $52
57 $52
57

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 8 of 12
City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
Residential Garage Conversion
Conversion to/from habitable living space, first 400 SF $476 524
$423
465
$705
776
$1,604
1,765
Conversion to/from habitable living space, each
additional 400 SF $0 $5257
$106
117
$158
174
Conversion to/from sales office, each $335
369 $0 $387426
$722
795
Retaining Wall (Concrete or Masonry)
Standard Design
< 4 Ft, first 50 LF $137
151
$91
100
$493
542
$721
793
< 4 Ft, each additional 50 LF $0 $0 $105
116
$105
116
4 Ft - 8 Ft, first 50 LF $137
151
$91
100
$599
659
$827
910
4 Ft - 8 Ft, each additional 50 LF $0 $0 $105
116
$105
116
Special Design
< 4 Ft, first 50 LF $335
369
$211
232
$546
601
$1,092
1,202
< 4 Ft, each additional 50 LF $0 $0 $105
116
$105
116
4 Ft - 8 Ft, first 50 LF $335
369
$317
349
$599
659
$1,251
1,377
4 Ft - 8 Ft, each additional 50 LF $0 $0 $105
116
$105
116
8 Ft - 12 Ft, first 50 LF $335
369
$423
465
$810
891
$1,568
1,725
8 Ft - 12 Ft, each additional 50 LF $0 $0 $105
116
$105
116
> 12 Ft, first 50 LF $335
369
$634
697
$1,128
1,241
$2,097
2,307
> 12 Ft, each additional 50 LF $0 $0 $105
116
$105
116
Roof Structure Replacement
First 500 SF $476
524
$317
349
$387
426
$1,180
1,299
Each additional 500 SF $0 $52
57 $53
58 $105
115
Room Addition
First story, first 300 SF $476
524
$634
697
$1,270
1,397
$2,380
2,618
First story, each additional 300 SF $0 $211
232
$212
233
$423
465
Multi-story, first 300 SF $476
524
$846
931
$1,376
1,514
$2,698
2,969
Multi-story, each additional 300 SF $0 $211 $318 $529

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 9 of 12
City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
232 350 582
Sauna, Steam, each $335
369
$211
232
$387
426
$933
1,027
Siding (Interior or Exterior)
All materials, first 1,000 SF $141
155
$105
116
$282
310
$528
581
Each additional 1,000 SF $0 $0 $52
57 $52
57

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 10 of 12 City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
Signs
Directional, first $141
155
$52
57 $388
427
$581
639
Directional, each additional $0 $35
39 $53
58 $88
97 Ground/ roof/ projecting signs, first $141
155
$52
57 $388
427
$581
639
Ground/ roof/ projecting signs, each additional $0 $35
39 $53
58 $88
97 Monument sign, first $141
155
$317
349
$440
484
$898
988
Monument sign, each additional $0 $105
116
$53
58 $158
174
Subdivision directional sign, first $141
155
$105
116
$441
485
$687
756
Subdivision directional sign, each additional $0 $35
39 $53
58 $88
97 Wall/ awning sign, non-electric, first $141
155
$105
116
$282
310
$528
581
Wall/ awning sign, non-electric, each additional $0 $3539 $5358 $8897 Wall, electric, first $141
155
$105
116
$282
310
$528
581
Wall, electric, each additional $0 $35
39 $53
58 $88
97 Pole sign, first $141
155
$211
232
$387
426
$739
813
Pole sign, each additional $0 $105
116
$53
58 $158
174
Skylight
< 10 SF, first skylight $335
369
$105
116
$282
310
$722
795
< 10 SF, each additional skylight $0 $0 $52
57 $52
57 ≥10 SF, first skylight $335
369
$211
232
$387
426
$933
1,027
≥10 SF, each additional skylight $0 $0 $52
57 $52
57 Spa or Hot Tub (Interior, Prefabricated), each $70
77 $52
57 $282
310
$404
444
Stairs
First flight $335
369
$211
232
$282
310
$828
911
Each additional flight $0 $105
116
$53
58 $158
174
Storage Racks

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
September
2024November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-400 Page 11 of 12 City of Chula Vista www.chulavistaca.gov 619.691.5272
Description
Intake
Fee
Plan Check
Fee
Inspection
Fee
Total
Fee
≤ 8 Ft high, first 100 LF $534
587
$398
438
$468
515
$1,400
1,540
≤ 8 Ft high, each additional 100 LF $0 $93
102
$146
161
$239
263
> 8 Ft high, first 100 LF $534
587
$609
670
$505
556
$1,648
1,813
> 8 Ft high, each additional 100 LF $0 $93
102
$146
161
$239
263
Storage Shed (Residential, Custom or Prefabricated)
First 300 SF $375
413
$357
393
$917
1,009
$1,649
1,815
Each additional 300 SF $0 $146
161
$53
58 $199
219
Stucco Applications
First 1,000 SF $158
174 $0 $282310
$440
484
Each additional 1,000 SF $0 $0 $52
57 $52
57 Swimming Pool, Spa, and/or Hot Tub
Residential
Vinyl-lined, each $281
309
$105
116
$705
776
$1,091
1,201
Fiberglass, each $281
309
$105
116
$705
776
$1,091
1,201
Gunite, each $281
309
$105
116
$805
886
$1,191
1,311
Commercial
Standard design, ≤ 800 SF, each $281
309
$211
232
$1,023
1,125
$1,515
1,666
Standard design, >800 SF, each $281
309
$211
232
$1,129
1,242
$1,621
1,783
Nonstandard design, ≤ 800 SF, each $281
309
$634
697
$1,165
1,282
$2,080
2,288
Nonstandard design, > 800 SF, each $281
309
$634
697
$1,271
1,398
$2,186
2,404
Trash Enclosure, each $158
174
$211
232
$388
427
$757
833
Window or Sliding Glass Door
Repair/ replace, first 10 $158
174
$105
116
$282
310
$545
600
Repair/ replace, each additional 5 $0 $0 $52
57 $52
57 New window, structural, first $335
369
$211
232
$387
426
$933
1,027
New window, structural, each additional $0 $52
57 $53
58 $105
115

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda

MASTER FEE SCHEDULE FEE BULLETIN
Chapter 10 – Building Fees
Miscellaneous Item Permit Fees 10-400
City of Chula Vista Development Services
276 Fourth Avenue, Chula Vista, CA 91910
September
2024November
2026
City of Chula Vista www.chulavistaca.gov 619.691.5272

OTHER CHARGES & ACTIVITIES
Board of Appeals & Advisors Hearing ......$563619
Change of contractor, architect, or owner,
each.........................................................$91100 Compliance survey, each .........................$563619 Disabled access compliance inspection ...$187206
Duplication of plans, each set..................$187206 Job card replacement.................................$93102 Product review.........................................$187206 Refund processing, each ..........................$105116 Emergency call-out (unscheduled) ..........$751826
After hours call-out (scheduled) ..............$375413
Certificate of Occupancy
Duplicate, each.............................................$6167 Temporary, each ......................................$187206 Request/Research for Alternate Methods
Building & Fire review, per hour..............$348383
Building review only, per hour.................$187206
Fire review only, per hour........................$161177 Special Events, Activities (Plan Review and/or
Inspection)
First ½ hour ..............................................$720792 Each additional ½ hour, or portion thereof
$185204
Supplemental Plan Check
First ½ hour............................................. $146161 Each additional ½ hour, or portion thereof
$93102
Supplemental Inspection
First ½ hour............................................. $140154 Each additional ½ hour, or portion thereof
$93102
Additional Plan Check Fee After 3rd Submittal
Building & Fire Review
First ½ hour............................................. $350385 Each additional ½ hour, or portion thereof
$185204
Building Review Only
First ½ hour............................................. $229252 Each additional ½ hour, or portion thereof
$105116
Fire Review Only
First ½ hour............................................. $121133 Each additional ½ hour, or portion thereof $8088
Plan Check and Permit Extensions
Processing Fee, each............................... $105116 Plan Check
Unexpired7..... 50% of new permit plan check fee
Expired.......................new permit application fee Permit
Unexpired6......50% of new permit inspection fee
Expired........................new permit inspection fee 7 Unexpired plan check or permit extension fees do not include changes to plans and/or specifications. Review and inspection of changes to plans and/or specifications will be subject to the Supplemental Plan Check and Supplemental Inspection rates.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda

MASTER FEE SCHEDULE FEE BULLETIN
Chapter 10 – Building Fees
Building Valuation Tables 10-500
City of Chula Vista Development Services
276 Fourth Avenue, Chula Vista, CA 91910 July 2017November 2026
City of Chula Vista www.chulavistaca.gov 619.691.5272
Occupancy Use Construction Type Valuation/ Square Foot
R-2 Apartment Houses
Type I A or I B* $174.58192.04
Type V or III (Masonry) $142.54156.79
Type V Wood Frame $131.33144.46
Type I Basement Garage $60.8666.95
B Banks
Type I A or I B $237.04260.74
Type II A $174.56192.02
Type II B $169.77186.75
Type III A $192.19211.41
Type III B $185.79204.37
Type V A $174.58192.04
Type V B $168.17184.99
B Car Washes
Type III A $112.11123.32
Type III B $107.31118.04
Type V A $96.10105.71
Type V B $89.6998.66
A-3 Churches
Type I A or I B $158.56174.42
Type II A $120.12132.13
Type II B $113.71125.08
Type III A $129.73142.70
Type III B $123.32135.65
Type V A $121.72133.89
Type V B $113.71125.08
I-2 Convalescent Hospitals
Type I A or I B $222.62244.88
Type II A $155.36170.90
Type III A $158.56174.42
Type V A $148.95163.85
R- 3 Dwellings
Type V Adobe $195.40214.94
Type V Masonry $155.36170.90
Type V Wood Frame $147.35162.09
Basements (semi-finished) $36.8440.52
Additions - Wood Frame $176.18193.80
Solariums $48.9553.85
Cabana - Pool House (Type
V) $137.74151.51

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-500 Page 2 of 6
City of Chula Vista www.chulavistaca.gov 619.691.5272
Occupancy Use Construction Type Valuation/ Square Foot
B/R/S Fire Stations
Type I A or I B $182.58200.84
Type II A $120.12132.13
Type II B $113.71125.08
Type III A $131.33144.46
Type III B $126.53139.18
Type V A $123.32135.65
Type V B $116.92128.61
A-3 Fitness Centers Same values as Office Buildings
I-2 Hospitals
Type I A or I B $261.06287.17
Type III A $216.22237.17
Type V A $206.61227.27
R-1 Hotels & Motels
Type I A or I B $161.76177.94
Type III A $140.94155.03
Type III B $132.93146.22
Type V A $121.72133.89
Type V B $120.12132.13
F Industrial Plants
Type I A or I B $91.29100.42
Type II A $64.0670.47
Type II B (Stock) $59.2665.19
Type III A $70.4777.52
Type III B $65.6772.24
Tilt-up $48.0552.86
Type V A $65.6772.24
Type V B $60.8666.95
B Medical Offices
Type I A or I B $192.19211.41
Type II A $147.35162.09
Type II B $140.94155.03
Type III A $160.16176.18
Type III B $148.95163.85
Type V A $144.14158.55
Type V B $139.34153.27

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-500 Page 3 of 6
City of Chula Vista www.chulavistaca.gov 619.691.5272
Occupancy Use Construction Type Valuation/ Square Foot
B Offices
Type I or I B* $171.37188.51
Type II A $115.32126.85
Type II B $108.91119.80
Type III A $123.32135.65
Type III B $118.52130.37
Type V A $115.32126.85
Type V B $108.91119.80
U Private Garages
Wood Frame - Finished $38.4442.28
Wood Frame - Unfinished $38.4442.28
Masonry $44.8449.32
Open Carports $27.2329.95
B Public Buildings
Type I A or I B* $197.00216.70
Type II A $160.16176.18
Type II B $153.75169.13
Type III A $166.57183.23
Type III B $160.16176.18
Type V A $152.15167.37
Type V B $147.35162.09
S-2 Public Garages
Type I A or I B* $78.4886.33
Type I or II Open Parking* $59.2665.19
Type II B $44.8449.32
Type III A $59.2665.19
Type III B $52.8558.14
Type V A $54.4559.90
A-2 Restaurants
Type III A $156.96172.66
Type III B $150.55165.61
Type V A $142.54156.79
Type V B $137.74151.51
E Schools
Type I A or I B $177.78195.56
Type II A $121.72133.89
Type III A $129.73142.70
Type III B $124.93137.42
Type V A $121.72133.89
Type V B $116.92128.61
M Service Stations
Type II B $107.31118.04
Type III A $112.11123.32
Type V A $96.10105.71
Pump Island Canopies $44.8449.32

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-500 Page 4 of 6
City of Chula Vista www.chulavistaca.gov 619.691.5272
Occupancy Use Construction Type Valuation/ Square Foot
M Stores
Type I A or I B* $131.33144.46
Type II A $80.0888.09
Type II B $78.4886.33
Type III A $97.70107.47
Type III B $92.89102.18
Type V A $83.2891.61
Type V B $76.8884.57
Retail Garden Center (Type V B) $63.7170.08
A-1 Theatres
Type I A or I B $176.18193.80
Type III A $128.13140.94
Type III B $121.72133.89
Type V A $120.12132.13
Type V B $113.71125.08
S Warehouses **
Type I A or I B $78.4886.33
Type II A $46.4551.10
Type II B $44.8449.32
Type III A $52.8558.14
Type III B $51.2556.38
Type V A $46.4551.10
Type V B $44.8449.32

MISCELLANEOUS
Agricultural Building $27.2329.95
Aluminum Siding $8.018.81
Antennas (each)
Radio over 30 ft. high $5,157.175,672.89
Dish, 10 ft. diameter w/decoder $6,270.296,897.32
Awning or Canopy
(supported by building)
Aluminum $30.4333.47
Canvas $12.8114.09
Balcony $20.8222.90
Decks (wood) $20.8222.90
Demolition of Building $6.417.05
Fence or Freestanding Wall
Wood or Chain Link $3.203.52
Wood Frame with Stucco $8.018.81
Wire $3.203.52
Masonry $12.8114.09
Wrought Iron $8.018.81
Foundation Only 25% of value of whole building. Remainder of building will be valued at 75% of the building.

Greenhouse $8.018.81
Manufactured Housing (25% of value of "site built"
house) $35.2338.75
Mobile Home $35.2438.76

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-500 Page 5 of 6
City of Chula Vista www.chulavistaca.gov 619.691.5272
Occupancy Use Construction Type Valuation/ Square Foot
Patio
Wood Frame with Cover $12.8114.09
Metal Frame with Cover $16.0217.62
Wood Frame Cover & Walls $17.6219.38
Metal Frame Cover & Walls $20.8222.90
Screen or Plastic Walls $4.805.28
Plastering
Inside $4.805.28
Outside $4.805.28
Retaining Wall Concrete or Masonry $25.6328.19
Reroofing (1 square = 100 SF)
Built-up $195.40214.94
Composition Shingles $182.58200.84
Fiberglass Shingles $182.58200.84
Asbestos Cement Shingles $434.04477.44
Wood Shingles (Class C min) $434.04477.44
Wood Shakes (Class C min) $434.04477.44
Aluminum Shingles $655.06720.57
Clay Tile $549.35604.29
Concrete Tile $464.47510.92
Roof Structure Replacement $20.8222.90
Saunas (Steam) (each) $12,872.1214,159.33
Spa or Hot Tub ("Jacuzzi®")
(each) $10,561.0011,617.10
Stairs $20.8222.90
Stone and Brick Veneer $12.8114.09
Storage Racks (per CF) $1.601.76
Swimming Pool
(per SF surface area)
Vinyl-lined $49.6554.62
Gunite $54.4559.90
Fiberglass $59.2665.19
Tenant Improvements
Medical offices, restaurants, $67.2774.00
hazardous 'h' occupancies
Other such as stores & offices $48.3453.17
General Additions and Modifiers
Fire Sprinkler System $4.164.58
Air Conditioning
Commercial $6.737.40
Residential $5.616.17
Fireplace (each)
Concrete or Masonry $5,157.175,672.89
Prefabricated metal $3,505.923,856.51
Pile Foundations
Cast-in-place concrete piles $33.6336.99
Steel piles $83.2891.61

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 10-500 Page 6 of 6
City of Chula Vista www.chulavistaca.gov 619.691.5272
Occupancy Use Construction Type Valuation/ Square Foot
Alterations to Existing Structures (with no additional Floor Area or Roof Cover) Interior Partition (linear feet) $76.8884.57
Install Windows or Sliding Glass Doors $24.0226.42
Close Exterior Wall Opening $22.4224.66
Shell Buildings
B Banks
Type I A or I B* $186.63205.29
Type II A $139.66153.63
Type II B $135.82149.40
Type III A $153.75169.13
Type III B $148.63163.49
Type V A $139.66153.63
Type V B $134.53147.98
B Medical Offices
Type I A or I B* $153.75169.13
Type II A $117.88129.67
Type II B $112.75124.03
Type III A $128.13140.94
Type III B $119.16131.09
Type V A $115.32126.85
Type V B $111.47122.62
B Offices
Type I A or I B* $137.10150.81
Type II A $92.25101.48
Type II B $87.1395.84
Type III A $98.66108.53
Type III B $94.82104.30
Type V A $92.25101.48
Type V B $87.1395.84
A-2 Restaurants
Type III A $125.57138.13
Type III B $120.44132.48
Type V A $114.03125.43
Type V B $110.19121.21
M Stores
Type I A or I B* $105.07115.58
Type II A $64.0670.47
Type II B $62.7869.06
Type III A $78.1685.98
Type III B $74.3181.74
Type V A $66.6373.29
Type V B $61.5067.65
*Add 0.5% to the total cost for each story over three.
**Deduct 11% for mini-warehouse.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda

MASTER FEE SCHEDULE FEE BULLETIN
Chapter 11 – Engineering Fees
Plan Review & Permit Fees 11-200
City of Chula Vista Development Services
276 Fourth Avenue, Chula Vista, CA 91910 July 2017November 2026
City of Chula Vista www.chulavistaca.gov 619.691.5021

APPEALS
Filing fee (Appellant).................................$250275 Processing fee (Applicant) ..........Full cost recovery Initial deposit ............................................... $5,000

DEFERRALS/WAIVERS

1. Deferral of Public Improvements
Appeal filing fee ........................................$250275

2. Deferral of Underground Utilities
Deferral processing fee...............Full cost recovery

3. Public Improvements Waiver
Waiver processing fee...............................$835919 Waiver appeal filing fee ............................$250275

REIMBURSEMENT DISTRICTS

1. Reimbursement District Formation
Includes staff costs associated with preparation of
the estimated costs of the facilities, determination
of the benefited area, estimate of the proper
assessment and actual costs of all notices
published or mailed pursuant to Chapter 15.50 of
the Chula Vista Municipal Code.

District formation........................Full cost recovery

COMMUNITY FACILITIES DISTRICTS

1. Community Facilities District (CFD) Formation
Includes staff costs associated with the
preparation of formation documents. Also
includes cost of consultants hired by the City
including the district financing team and
administrator. All fees/staff time reimbursements
made to the City per this section are eligible for
reimbursement from bond proceeds or first annual
levy.

District formation........................Full cost recovery Origination charge ................1% of bond proceeds

2. CFD Administration
Prepayment processing fee
Per parcel .................................................. $500550 CFD Direct Payment Processing
Fee charged to property owners delinquent in
payment of property taxes, requesting payment of
special taxes directly to City. Fees are for parcels
with delinquent special taxes and/or assessments
in one or two districts. Additional fee of $50 per
district will be charged.

DELINQUENCY

AMOUNT PROCESSING FEE
$0 - $5,000 $150
$5,001 - $10,000 $250
$10,001 - $50,000 $500
$50,001 - $100,000 $1,000
$100,001 - $200,000 $2,000
$200,001 and up $3,000

PLAN REVIEW

1. Adjustment Plat Examination Fee
Property line adjustment plat...................... $3,045 Consolidation plat, 2 or more parcels.......... $3,045
Both the property line adjustment plat and
consolidation plat fees include a certificate of
compliance, if needed, at no additional cost.

2. Certificate of Compliance
Filing fee.................................................... $225248

3. Tentative (Preliminary) Parcel Map
Map review .................................Full cost recovery Initial deposit ............................................... $5,000 Tentative map waiver ............................... $220242

4. Final Parcel Map

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 11-200 Page 2 of 3
City of Chula Vista www.chulavistaca.gov 619.691.5021
Map review .................................Full cost recovery Initial deposit ............................................... $2,500

5. Final Subdivision Map
Map review .................................Full cost recovery Initial deposit, minor (≤ 50 lots)................... $7,500 Initial deposit, major (> 50 lots).................$15,000 Final Map recordation fee .................... Actual cost Map review full cost recovery deposit does not
include checking of any required improvement
plans or inspection of improvements.

6. Improvement Plans- Improvement Valuation >
$10,0001
Administration & plan review.....Full cost recovery
Construction inspection..............Full cost recovery Initial deposit ...............Varies, see schedule below

IMPROVEMENT

VALUATION
PLAN
REVIEW

CONSTRUCTION

INSPECTION
$10,001 - $100,000 $4,500 $4,000
$100,001 - $500,000 $15,000 $15,000
> $500,000 $20,000 $20,000

7. Landscape & Irrigation Plans (Standalone, per
CVMC § 20.12.030(A))
Minor.........................................................$330363 Major...................................................$2,0352,239

PERMITS

1. Construction Permits
Improvement Valuation ≤ $10,000
Administration & plan review...................$290319
Construction inspection............................$680748 Additional traffic control fees shall be collected for
flat fee construction permits as appropriate.

Improvement Valuation > $10,000
Administration & plan review.....Full cost recovery
1 For improvement plans with estimated improvement
value less than or equal to $10,000 see ‘Construction
Permits’.

Construction inspection..............Full cost recovery Initial deposit ................. See Improvement Plans – Improvement Valuation > $10,000 above

2. Grading Permits
Administration & Plan review.....Full cost recovery
Construction inspection..............Full cost recovery Initial deposit ...............Varies, see schedule below

ESTIMATED CUBIC

YARDS (CY)
PLAN
REVIEW

CONSTRUCTION

INSPECTION
≤ 1,000 CY $6,000 $3,000
1,001 – 10,000 CY $12,000 $6,000
10,001 – 100,000 CY $15,000 $15,000
> 100,000 CY $20,000 $20,000

3. Driveway Variance, Excessive Width
Filing fee.................................................... $545600 Appeal filing fee ........................................ $250275

4. Encroachment Permit
Per Chula Vista Municipal Code § 12.28.050
Plan review & inspection ....................$1,1751,293

5. Temporary Encroachment for storage of
building materials in City right-of-way (e.g. rolloff dumpsters) Nonrefundable application fee..................... $7583 If materials are placed in the street by applicant
prior to issuance of a temporary encroachment
permit, the application fee shall be doubled.

6. Wireless Telecommunications Facilities in the
Public Right of Way
Plan review & inspection ............Full cost recovery Initial deposit ............................................... $1,500

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2017November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 11-200 Page 3 of 3
City of Chula Vista www.chulavistaca.gov 619.691.5021

7. Utility Permits
Utility Permit fee is calculated based upon the cost
of replacement of the surface improvements
(including the top three (3) feet of any trench or
any other excavation) within the City right-of-way.

Additional traffic control fees shall be collected for
flat fee utility permits, as appropriate.

Cost < $10,000 ..........................................$590649 Cost of $10,000 or greater..........Full cost recovery
Initial deposit ............................................... $3,000 Utility permit written agreement exception
If cost < $10,000 and meets the following
requirements, the City may provide for utility
permit processing fee, if any, in a separate written
agreement between the City and the permittee.
▪ Includes less than 150 feet of excavation
▪ Less than 7 days in duration
▪ Does not require trench shoring
▪ Is not constructed on a road wider than
two lanes
▪ Not near a signalized intersection

8. Construction Security Deposit Bookkeeping
Fee
Security bookkeeping fee....1% of security amount
Security bookkeeping fee shall be deducted from
each bond, prior to release to depositor.

9. Penalty Fees2
Work performed without a construction
permit....................................... 100% of permit fee 2 Penalty fees are in addition to standard permit fees.

FULL COST RECOVERY
For all full cost recovery fee items, an initial deposit shall be collected to cover the City’s full cost,
including overhead, incurred in conjunction with
review and processing as requested by applicant.

Additional funds may be collected, as required, to
cover City costs. Should the application be
withdrawn at any time, the deposit shall be
adjusted to cover the City’s actual costs, including
overhead, up to that time. Any funds remaining on
deposit at the time of the completion or
withdrawal of the application shall be returned to
the depositor, after accounting for expenses
incurred to date.

See Master Fee Schedule Fee Bulletins 1-100 and
1-200 for additional discussion of full cost recovery
and current hourly rates.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda

MASTER FEE SCHEDULE FEE BULLETIN
Chapter 14 – Planning Fees
General Planning Fees 14-100
City of Chula Vista Development Services
276 Fourth Avenue, Chula Vista, CA 91910 July 2018November 2026
City of Chula Vista www.chulavistaca.gov 619.691.5101

APPEALS
All appeals from actions of the Zoning
Administrator, Design Review Board, Planning
Commission or Chula Vista Redevelopment
Corporation for consideration by the City Council
pursuant to CVMC §19.14.

Filing fee (Appellant).................................$250275 Processing fee (Applicant) ..........Full cost recovery Initial deposit ............................................... $5,000

PRE-APPLICATION/ PRE-SUBMITTAL
REVIEW
Optional pre-application review services are
available on a full cost recovery basis (per
conference). The applicable hourly rates by work
group are listed below.

Development Planning staff, per hour............ $208
Long Range Planning staff, per hour............... $235 Land Development staff, per hour.................. $176 Building staff, per hour ................................... $188 Fire Prevention staff, per hour........................ $162 Landscape Architecture staff, per hour.......... $162
Pre-submittal/ Completeness
Review (Required).................................$750825

ANNEXATION
Annexation..................................Full cost recovery Initial deposit, each organizational change
≤ 20 acres..................................................... $4,000 21 – 100 acres.............................................. $6,000 > 100 acres.................................................$10,000

COASTAL DEVELOPMENT PERMITS
Administrative.............................Full cost recovery Initial deposit ............................................... $5,000 De Minimum Waiver...................Full cost recovery
Initial deposit ............................................... $3,000 Public hearing .............................Full cost recovery Initial deposit ............................................. $11,000 CONDITIONAL USE PERMITS (CUPs) &

VARIANCES
CUP, administrative ............................$3,0003,300 CUP, public hearing.....................Full cost recovery Initial deposit ............................................. $10,000 Variance, administrative.....................$2,2002,420 Variance, public hearing .............Full cost recovery Initial deposit ............................................... $9,000 Permit extension, nonrefundable............. $300330
Permit Modification/ Amendment
Administrative.....................................$2,4002,640 Public hearing .............................Full cost recovery Initial deposit ............................................... $5,000

DESIGN REVIEW
Administrative.............................Full cost recovery Initial deposit ............................................. $10,000 Public hearing .............................Full cost recovery Initial deposit ............................................. $20,000

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2018November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 14-100 Page 2 of 3
City of Chula Vista www.chulavistaca.gov 619.691.5101

ENVIRONMENTAL REVIEW
Preliminary Environmental Review.....$2,2002,420
Initial Study .................................Full cost recovery Initial deposit .............................................$10,000 Environmental Impact Report
(EIR) .........................................Full cost recovery Initial deposit .............................................$20,000 Habitat Loss and Incidental Take Permit
(HLIT) Permit............................Full cost recovery Initial deposit ............................................... $7,500 Mitigation Monitoring
Mitigated Negative Declaration
(MND)......................................Full cost recovery Initial deposit ............................................... $5,000 Environmental Impact Report
(EIR) .........................................Full cost recovery Initial deposit .............................................$15,000

HISTORIC DESIGNATION
Application for Historic designation ...$4,8005,280
Application for Mills Act status...........$8,7259,598
Historic sign fee.........................................$875963 Historic District formation ..........Full cost recovery Initial deposit .............................................$10,000 Certificate of
Appropriateness......................Full cost recovery Initial deposit, minor.................................... $1,000 Initial deposit, major.................................... $2,000

MAJOR PLANNING APPLICATIONS
General Plan Amendment/Rezone Initiation
per CVMC § 19.14.800) ...................$2,6002,860
General Plan Amendment...........Full cost recovery
Initial deposit .............................................$20,000 General Development Plan
Initial plan ...................................Full cost recovery Initial deposit .............................................$20,000 Plan modification........................Full cost recovery Initial deposit ............................................. $20,000 Precise Plan
Initial plan ...................................Full cost recovery Initial deposit ............................................. $10,000 Plan modification........................Full cost recovery Initial deposit ............................................... $5,000 Sectional Planning Area (SPA)/ Specific Plan
Initial plan ...................................Full cost recovery Initial deposit ............................................. $20,000 Plan modification........................Full cost recovery Initial deposit ............................................. $20,000

OUT-OF-AGENCY SERVICE

AGREEMENT
Agreement ..................................Full cost recovery Initial deposit ............................................... $5,000

TENTATIVE SUBDIVISION MAP AND

CONDOMINIUM CONVERSIONS
Tentative subdivision map..........Full cost recovery
Initial deposit ............................................. $10,000 Condominium Conversion ..........Full cost recovery
Initial deposit ............................................. $20,000 SIGNS
Planned Sign Program, Application and
Modifications
Sign Program, administrative..............$3,7004,070
Sign Program, public hearing ......Full cost recovery
Initial deposit ............................................... $7,500 Sign Permits
Planned Sign Program, per sign ................ $200220 Non-planned Sign Program, per sign........ $200220

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
July
2018November
2026
MASTER FEE SCHEDULE ◼ FEE BULLETIN 14-100 Page 3 of 3
City of Chula Vista www.chulavistaca.gov 619.691.5101
ZONING
Rezone application......................Full cost recovery Initial deposit .............................................$10,000 Zoning Compliance Review for Business License
Application submitted prior to establishment of
a new or changed use of any land
or building .............................................$100110 Application not submitted prior to establishment
of
a new or changed use of any land
or building .............................................$200220

OTHER PERMITS & ACTIVITIES
Large family daycare permit/extension
$1,2501,375
Mobile Food Facilities
Vending vehicle permit, annual ................$135149
Host permit, annual ..................................$250275 Special/Temporary Events
Special events on private property...........$550605
Temporary outside sales permit...............$375413
Official Zoning Letter, per letter ...............$200220 Site Plan and architectural
review (commercial & industrial)....$2,3002,530
Substantial Conformance Review
Administrative.....................................$1,7001,870

VIOLATIONS/AFTER-THE-FACT

SUBMITTALS
The fee required for applications subsequent to a
violation of Title 19 of the CVMC shall be double
the amount that would normally be required. Such
double fee shall not be construed as a penalty, but
shall be construed as an added fee required to
defray the additional expense of investigation and
enforcement by the City as a result of failure to
comply with the provisions of the title. If the
normal application requires a deposit, the normal
deposit is also double.

FULL COST RECOVERY
For all full cost recovery fee items, an initial deposit shall be collected to cover the City’s full cost,
including overhead, incurred in conjunction with
review and processing as requested by applicant.

Additional funds may be collected, as required, to
cover City costs. Should the application be
withdrawn at any time, the deposit shall be
adjusted to cover the City’s actual costs, including
overhead, up to that time. Any funds remaining on
deposit at the time of the completion or
withdrawal of the application shall be returned to
the depositor, after accounting for expenses
incurred to date.

See Master Fee Schedule Fee Bulletins 1-100 and
1-200 for additional discussion of full cost recovery
and current hourly rates.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
1 0 W . A s h S t r e e t , S u i t e 1 5 0 0 , S a n D i e g o , C A 9 2 1 0 1 • 6 1 9 - 2 3 4 - 4 0 5 0 September 22, 2026
City of Chula Vista Council
276 Fourth Avenue
Chula Vista, CA 91910
Re: Support for Proposed Increase to Development Services Flat and Tiered Fees Master Fee Schedule Chapters 10, 11, and 14)
Dear Honorable Mayor and Members of the City Council,
I am writing on behalf of The Baldwin Company to express our support for the proposed 10% increase to the City's existing flat and tiered fees under the Master Fee Schedule for Building, Engineering, and Planning services which is scheduled for your consideration at tomorrow's Council meeting.

While fee increases typically serve as an impediment to new housing, we understand firsthand how much predictable, well-resourced permit review is worth to a project's schedule and budget. Delays in plan review and permit issuance carry real costs for our projects and, ultimately, for the community we are building for. We appreciate that City staff worked with the BIA to structure this fee increase alongside firm, measurable service commitments.

In particular, we support the accountability measures the Department has agreed to as part of this proposal:

Completing all completeness reviews for Planning Permit applications within 28 calendar days, effective immediately;
Completing all Building Permit application reviews within 28 calendar days, effective immediately; and Reducing the completeness review timeline for Planning application requests to 21 calendar days by November 2027.

We also suggest that the Department work toward a commitment to complete all Planning Permit application reviews in 28 calendar days by the same November 2027 date. Given that these applications typically go through several review cycles, this four week limit would save significant time over the course of the approval process.

Pairing fee increases with these turnaround commitments is the right approach. It gives the Department the resources to adequately staff plan review, while giving applicants a clear and enforceable standard to hold the City to going forward. A well-funded, well-staffed Development Services Department benefits everyone: applicants get faster, more predictable reviews, and the City is better positioned to attract and support development that meets community needs.

For these reasons, The Baldwin Company supports adoption of the proposed fee increase.

Sincerely,
Nick Lee
Chief Operating Officer
The Baldwin Company
Item 7.Lee - 1 - Additional ReceivedInformation 9/ 22/ 2026

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
eptember 22, 2026
Mayor John McCann & City Council
276 Fourth Avenue
Chula Vista, CA 91910
RE: Support for Proposed Increase to Development Services Flat and Tiered Fees ( Master Fee Schedule Chapters 10, 11, and 14)
Dear Mayor McCann and Members of the City Council:

On behalf of the Building Industry Association of San Diego ( BIA), I am writing to express our support for the proposed ten percent increase to development services flat and tiered fees.

The BIA represents over 25,000 local professionals who plan, design, build, and deliver housing throughout our region. Our members are committed to creating homes, supporting economic opportunity, and helping meet San Diego' s housing needs. We offer these comments based on our members' direct experience navigating the policies, regulations, and costs that affect housing production and our shared goal of increasing housing opportunities for San Diegans.

As you know, the homebuilding is sensitive to a variety of factors, chief among them the steadily increasing fees throughout our region. We value the opportunity to be a productive part of determining fee schedules and creating a predictable approach for developers to adequately plan their projects. To that end, we want to acknowledge and thank City staff for their proactive engagement of industry to explore this proposal and potential next steps.

We are particularly appreciative of the proposal’ s reference to firm timelines and accountability in coordination with the fee increase. With that said, we request that explicit language be included in the ordinance and clearly specify what permits are going to held to the timeline commitments. By providing that change in the ordinance language, it ensures the development community can rely on the improved timeframes and plan accordingly.

As a final note, we recognize this is an initial step. We understand that there are additional cost studies that will occur and request to be included in the development of those studies and their goals, and want to be clear that our initial support for this ten percent increase is not indicative of support for future fee increases , but instead reflective of our desire to productively work with the City.

For these reasons, we respectfully offer our support of the proposed fee increases to the flat and tiered fees.

Thank you for your consideration.

Sincerely,
Aimee Faucett
President & CEO
Building Industry Association of San Diego County
Item 7.1 Additional Information
Faucett - Received 9/22/2026

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Item 7.1
Development and Construction Fees Update
Prepared by
Jay Alvarado,
Principal Management Analyst
Prepared for
Chula Vista City Council
September 22, 2026

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
2 Proposed Amendment Scope
Chapter 10:

Building Fees
• General Building Fees
• Mechanical, Plumbing, &
Electrical
• New Construction
• Miscellaneous Permits
• Building Valuation Tables
Chapter 11:

Engineering Fees
Chapter 14:

Planning Fees
• Plan Review & Permit Fees
• General Planning Fees

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
3 Cost Recovery Policy 159-03
➢ A comprehensive analysis of the City’s
costs and fees should be made at
least every five years
➢ In the interim, fees will be adjusted
annually each October 1, by either:
• Annual change in the City’s operating
budget; or
• Annual change in the San Diego
Area’s Consumer Price Index for All
Urban Consumers (CPI-U)

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
4 Budgeted
expenditures in the
Development
Services Fund
increased by 53%
between FY18 & FY27
Development Services Fund: Adopted Budget
Operating Budget: FY2018 to FY2027
Category FY2018 FY2027 Change % Change
Total Expenditures $ 9,838,789 $ 15,022,292 $ 5,183,503 53%

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
5 San Diego area
CPI-U increased
by 32% between
2018 & 2025
San Diego Area CPI-U Annual Percent Change
San Diego Area CPI-U: 2018 to 2025
Year Annual %
Change
2018 3.4
2019 2.4
2020 1.5
2021 5.2
2022 7.7
2023 5.1
2024 3.1
2025 3.8
Total 32.2

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
6 Cost of Service
➢ Cost of providing services includes:
• Direct Staff Costs
• Various Support & Overhead Costs
➢ Increasing flat & tiered fees by 10% brings fees closer to the current cost of service
➢ Comprehensive development permit fee study is currently underway
• Anticipated completion Spring 2027

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
7 Process Improvements
➢ Planning Permits
• State law requires a 30-day “completeness review” period for all discretionary applications
• DSD is committed to:
• 28-day ”completeness review” effective immediately
• 21-day “completeness review” by November 2027
➢ Building Permits
• State law requires a 30-day plan check review period
• DSD is committed to:
• 28-day review period effective immediately

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
8 Stakeholder
Support
Building Industry Association of
San Diego County (BIA)
Development Oversight
Committee

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
9 Fiscal Impact
➢ $600K estimated additional revenue for current fiscal year ➢ No change to budgeted revenue requested

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
10 City Council adopt
Resolutions A, B, & C;
amending Chapters
10, 11, & 14 of the
City’s Master Fee
Schedule to increase
fees by 10%
Recommended Action

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
v . 0 03 P a g e | 1
September 22, 2026

ITEM TITLE
Planning Commission Vacancies: Nominate Applicants for Interview and Set Interview Meeting Date Report Number: 26-0302
Location: No specific geographic location
Department: City Clerk
G.C. § 84308 Regulations Apply: No
Environmental Notice: Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.

Recommended Action
A. Nominate applicants to interview for two Planning Commission vacancies: one at-large seat and one professional seat. Applicants receiving two or more nominations will be invited to interview.

Applicants qualified for either seat are Judy Alvarez-Gallardo, Jared Blackwell, Stacy Cannon, Janet Knowlton, Timothy Manglicmot, and Jose Andres Zapata. Cynthia Aragundi and Guillermo Mercado are qualified for the at-large seat only.

B. Select a date and time for an open City Council meeting to conduct the interviews.

SUMMARY
Two vacancies exist on the Planning Commission: one at-large seat and one qualified professional seat. Under Chula Vista Municipal Code (CVMC) Chapter 2.53, when five or more qualified applications are received, Councilmembers nominate applicants for interview. Applicants receiving two or more nominations are invited to interview at a subsequent open meeting of the City Council.

Eight qualified applications were received for the two vacancies. This report presents the applicants and requests that the City Council make nominations and set the interview meeting.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
P a g e | 2

ENVIRONMENTAL REVIEW
The Director of Development Services has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that this activity is not a “Project” as defined under Section 15378 of the State CEQA Guidelines because it will not result in a physical change to the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA.

Thus, no environmental review is required

BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Not applicable.

DISCUSSION

BACKGROUND
Two Planning Commission vacancies are being filled:
 At-Large Seat: Bryan Felber reached the maximum number of consecutive terms effective June 30, 2026.
 Qualified Professional Seat: Michael De La Rosa resigned effective March 25, 2026.

Standard Planning Commission qualifications apply, including Chula Vista residency and a minimum age of

18. The provisions for “qualified professional” seats are described in CVMC Section 2.42.030 as follows: A minimum of three members of the Planning Commission should be persons sensitive to design consideration and interested in townscape matters. Persons qualified for these seats should include architects, landscape architects, land planners, urban planners, civil engineers, and other design professionals with suitable experience.

Application Period and Qualifications
The application periods for both vacancies ultimately closed on August 31, 2026, following extensions of the original deadlines.

Under CVMC Section 2.53.030, a qualified application must be received before the application period ends and must include all required materials, including a resume and letter of recommendation.

The City Clerk received eight qualified applications and verified that each applicant meets the applicable basic eligibility requirements. The applications are included as Attachment 1 and were published with the City Council agenda and provided to the City Council at the same time.

Qualified Applicants
The following applicants identified themselves in their applications as qualified for the qualified professional seat and are eligible for consideration for either seat:
 Judy Alvarez-Gallardo

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
P a g e | 3
 Jared Blackwell
 Stacy Cannon
 Janet Knowlton
 Timothy Manglicmot
 Jose Andres Zapata
The City Clerk does not independently verify an applicant’s qualified professional status through additional investigation or research. The City Council retains discretion to determine whether an applicant satisfies the qualified professional requirements set forth in the CVMC.

The following applicants qualify for the at-large seat only:
 Cynthia Aragundi
 Guillermo Mercado
Appointment Process
Because five or more qualified applications were received, CVMC Chapter 2.53 requires a two-step appointment process:

1. Nominations. Following public input, the City Clerk will facilitate the nomination process during the meeting. Councilmembers will complete nomination forms identifying the applicants they wish to interview. The nominations will be publicly announced, and the forms will be public records available for public review. Applicants receiving two or more nominations for a seat will advance to the interview process. The City Council will also set the date and time for the interview meeting.

2. Interviews and Appointment. At the subsequent open meeting, the City Council will interview the nominated applicants, publicly deliberate, and make the appointments. At least three affirmative votes are required for an appointment.

Interviews are typically scheduled for approximately 10 minutes per applicant.

DECISION-MAKER CONFLICT
The staff has received the decision contemplated by this action and has determined that it is not site-specific.

Consequently, the real property holdings of the City Council members do not create a disqualifying real property-related financial conflict of interest under the Political Reform Act (Cal. Gov’t Code §87100, et seq.).

Staff is not independently aware and has not been informed by any City Councilmember of any other fact that may constitute a basis for a decision-maker conflict of interest in this matter.

CURRENT-YEAR FISCAL IMPACT
This item will have no impact on the general fund.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
P a g e | 4

ONGOING FISCAL IMPACT
There is no ongoing fiscal impact.

ATTACHMENTS

1. Qualified Applications
Staff Contact: Karina Lafarga, CMC, Deputy City Clerk; Audrey Malone, CMC, Deputy Director, City Clerk Services; and Kerry K. Bigelow, MMC, City Clerk

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda

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May 19, 2025
Dear Mayor Mccann, Chula Vista City Council, and Mr. Todd Philips, I strongly recommend Judy Gallardo to serve on the Chula Vista Planning Commission.

She believes that civic duty is very important.

I believe that her master's degree in electrical engineering and her extensive career in the field has prepared her professionally. She guides her peers, makes strategic decisions and optimizes each stage of ongoing projects.

She embraces qualities needed to guide Chula Vista's development according to the community's vision and best interests. She has lived in Chula Vista for about 20 years and has been a part of this amazing growing city.

Ms. Gallardo was a dedicated Chairwoman for the Chula Vista International Friendship Commission. She is quite familiar with running board meetings and working with Chula Vista staff members. As her Vice Chairwoman, I observed her strong communication and organizational skills. She successfully guided both Japanese and Chula Vista Ambassadors and created programs that showcased the best of Chula Vista. She thoroughly approached each challenge and was able to make sound decisions after investigating all options.

I am confident that if Ms. Gallardo is selected to serve on the Planning Commission, she will welcome each task while playing a meaningful role in creating communities that will enrich the lives of Chula Vista residents.

If you need more information, please contact me.

Respectfu I ly,
NimpaAkana
Vice Chairwoman
Chula Vista Veterans Advisory Commission

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7. ZIP Code
91911

8. -
Primary Phone

9. Secondary Phone
Not answered

10. I certify that I am a resident of the City of Chula Vista and at least 18 years of age. (o) Yes

11. How long have you been a resident of the City?
21 years

12. Please click here to view the interactive map and verify your District of residency I am a resident of the following City Council district. (o) 1

13. Present employer
Century 21 Masters

14. Position
Associate Broker

15. Have you ever been employed by the City of Chula Vista? (o)No

16. If you have worked for the City of Chula Vista please provide the department and dates of employment.

Not answered

17. Please indicate the area(s) in which you have expertise and experience, or select None: (select as many as applicable)
[x] None of the above (You will still be considered
to represent the City At-Large)

18. Are you a California licensed real estate agent?
(o) Yes (please provide company name below)
Century 21 Masters

19. If you selected one or more of the areas of expertise and experience above, please describe your City Clerk Note: Residence address is confirmed as District 4.

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Item 8.2 – Additional Information
Planning Commission Applicants & Current Composition
September 22, 2026
Vacancies to Be Filled
Seat Term Expiration Previous Member
Qualified Professional 2027 Michael De La Rosa
At-Large 2030 Bryan Felber
Applicants
Six applicants indicated eligibility for the Qualified Professional vacancy. All eight applicants are eligible for the At-Large vacancy.

Applicant Qualified Professional Eligible* At-Large Eligible District Judy Alvarez-Gallardo Yes Yes 3
Cynthia Aragundi No Yes 4
Jared Blackwell Yes Yes 2
Stacy Cannon Yes Yes 4
Janet Knowlton Yes Yes 3
Timothy Manglicmot Yes Yes 3
Guillermo Mercado No Yes 1
Jose Andres Zapata Yes Yes 3
*Applicants self-identified as meeting the qualifications for the Qualified Professional seat.

Current Commission Composition
Member/Status Seat Term
Expiration
Term
No.

District
Jim Combs Qualified Professional 2029 2 1
Tim Jones At-Large 2029 1 2
Rodrigo Leal Qualified Professional 2030 2 2
Charles Sanfilippo At-Large 2028 1 1
Jerome Torres At-Large 2027 2 2
Vacant (formerly Michael De La Rosa) Qualified Professional 2027 — — Vacant (formerly Bryan Felber) At-Large 2030 — —

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v . 0 0 5 P a g e | 1
September 22, 2026

ITEM TITLE
Staff Report: Approve the City’s Economic Development Strategic Plan and Provide Input on an Implementation Plan to be Presented to City Council at a Later Date Report Number: 2026-0162
Location: No specific geographic location
Department: Economic Development
G.C. § 84308 Regulations Apply: No
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines. Therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required. Notwithstanding the foregoing, the activity qualifies for an Exemption pursuant to Section 15061(b)(3) of the California Environmental Quality Act State Guidelines.

Recommended Action
Approve the Economic Development Strategic Plan and provide input on its implementation to be presented to City Council at a later date.

SUMMARY
Approval of this item represents a pioneering approach to the City’s Economic Development effort. This is the first time the City established a long-term Economic Development strategy to outline a structured approach to inclusive economic growth. Approval of the Economic Development Strategic Plan will lay out the vision and begin the development of near-term actions the City should pursue over the course of the next five years. Staff is also seeking input on the development of an implementation plan that will be presented to the City Council at a later date.

ENVIRONMENTAL REVIEW
The proposed activity has been reviewed for compliance with the California Environmental Quality Act (CEQA), and it has been determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA Guidelines because it will not result in a physical change in the environment. Therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Notwithstanding the foregoing, it has also been determined that the activity qualifies for an Exemption pursuant to Section

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15061(b)(3) of the California Environmental Quality Act State Guidelines. Thus, no environmental review is required.

This determination is predicated on State CEQA Guidelines Section 15004 which provides direction to lead agencies on the appropriate timing for environmental review. Any future projects resulting from the implementation of the Economic Development Strategic Plan will require review under CEQA at a future time in accordance with the State CEQA Guidelines and the City’s Municipal Code.

COMMUNITY ENGAGEMENT
The Economic Development Strategic Plan was shaped by the voices of businesses, residents and community partners, as well as informed by the expertise of City staff. Understanding community needs and priorities was central to developing the Economic Development Strategic Plan. Meaningful engagement with a broad range of stakeholders helped ensure that the City’s consultants, HR&A Advisors, Inc. (“HR&A”) and the City best understood opportunities, maintained transparency, and made progress in building consensus around key issues and recommendations for implementation. Engagement activities included:
 Advisory Committee: Throughout the process, HR&A convened an eight-member advisory committee across four meetings to provide guidance on the development of the plan. The committee included leaders from City departments, trade associations, businesses, and community-based organizations.
 One-on-One Interviews: HR&A conducted 60-minute interviews with a range of stakeholders, including City Council staff, local and regional business organizations, economic development groups, and workforce and community-based organizations. The primary goals of these interviews were to:
(1) understand existing resources, programs, and policies supporting economic development in Chula Vista; (2) gather insights on the local business and workforce landscape, including challenges, strengths, and opportunities; and (3) identify gaps and opportunities for new policies, programs, and partnerships to support businesses, workforce development, and equitable economic growth across the city.
 Stakeholder Workshops: HR&A convened two workshops with a broad range of stakeholders to inform the Economic Development Strategic Plan. The first workshop focused on reviewing the key themes and priority areas emerging from the existing conditions analysis, brainstorming and prioritizing potential tactics under each priority area, and exploring potential partnerships and resources needed to implement the priority tactics.

In addition, in February 2025 the City conducted a survey of small businesses to better understand their challenges and successes. The City received nearly 6,000 responses from 301 participants representing businesses in Chula Vista.

BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Community engagement presented the Economic Development Strategic Plan to the Planning Commission at its meeting of March 25, 2026 to garner feedback and input from the Commission. The Planning Commission’s input was essential and served as an impactful contribution to the development of the Economic Development Strategic Plan. The Economic Development Strategic Plan outlines a clear vision that

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balances efforts to support and leverage Chula Vista’s unique assets with efforts to grow and diversify the City’s economic base.

DISCUSSION
On February 4, 2025, the City Council approved an agreement with HR&A to develop the City’s first-ever Economic Development Strategic Plan that aims to guide the City’s economic development programs, services and initiatives, resources and activities over the next five years and beyond.

In addition to conducting extensive community outreach and engagement, on March 5, 2025, City staff and HR&A met with the Western Economic Development Subcommittee consisting of Councilmembers Fernandez and Preciado to solicit feedback and input. On November 18, 2025, the City Council unanimously approved implementing the recommendations of the Western Chula Vista Economic Development Subcommittee.

City staff looks forward to presenting the Economic Development Strategic Plan to City Council and receiving feedback. A summary of the vision and goals, as well as targeted strategies is provided as follows:

Economic Development Vision and Goals: Vision Statement – A thriving, inclusive and globally connected Chula Vista. Chula Vista will lift up its people and industry as the foundation of a thriving, inclusive and globally connected economy. The City will harness its diverse talent, strategic location, and unique assets to attract investment, support local businesses and vibrant districts, and enhance a dynamic, binational economy.

To realize this vision, the Economic Development Department will take a proactive and coordinated approach to economic development, leveraging Chula Vista’s strategic location in the binational region, its diverse and growing talent base, and its expanding ecosystem of corridors and industry assets. The Economic Development Strategic Plan provides a focused roadmap to guide this work, outlining the goals and strategies that will help the City and its partners attract investment, strengthen local businesses, support residents’ career pathways, and elevate its identity as a vibrant destination and regional economic hub. The following goals and strategies define the core areas where the City and its partners will concentrate their efforts over the next five years.

1. Industry Attraction and Growth - Position Chula Vista to grow its existing industries and capture high-value industry activity that occurs in the context of the San Diego binational region.

2. Talent Attraction, Retention and Upskilling - Develop, retain, and attract a skilled and diverse workforce by aligning education, training, and upskilling programs with growing industries.

3. Small Business, Entrepreneurship, and Placemaking - Foster a vibrant small business and entrepreneurship ecosystem that strengthens local commerce and support lively places to enhance quality of life.

4. Tourism, Entertainment, and Culture - Promote, leverage, and expand Chula Vista’s entertainment assets to make it a vibrant, well-known destination for recreation, entertainment, and culture.

5. Branding and Marketing - Strengthen Chula Vista’s identity and storytelling to attract investment, visitors, and talent from across the region and beyond.

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In addition to staff presenting the Economic Development Strategic Plan for City Council approval, staff is also seeking input from the City Council to inform development of an implementation plan that will be presented to City Council at a subsequent date.

DECISION-MAKER CONFLICT
Staff has reviewed the decision contemplated by this action and has determined that it is not site-specific and consequently, the real property holdings of the City Council members do not create a disqualifying real property-related financial conflict of interest under the Political Reform Act (Cal. Gov't Code § 87100, et seq.).

Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision-maker conflict of interest in this matter.

CURRENT-YEAR FISCAL IMPACT
There is no direct fiscal impact associated with receiving this report. Any initiatives, projects, or resource needs identified in the Economic Development Strategic Plan will be evaluated through future budget processes or brought forward individually for Council consideration.

ONGOING FISCAL IMPACT
There is no ongoing fiscal impact as a result of this item.

ATTACHMENTS

1. Economic Development Strategic Plan
Staff Contact: Kevin Pointer, Principal Economic Development Specialist David Graham, Director of Economic Development

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Form Rev 9/30/2025
RESOLUTION NO. __________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING THE CITY’S ECONOMIC

DEVELOPMENT STRATEGIC PLAN
WHEREAS, a strong, diverse, inclusive, and resilient economy is essential to the City’s long-term prosperity, quality of life, fiscal sustainability, and ability to provide opportunities for residents and businesses; and
WHEREAS, on February 4, 2025, the City Council approved an agreement with HR&A Advisors, Inc. to develop the City’s first-ever Economic Development Strategic Plan intended guide the City’s economic development programs, services, initiatives, resources, and activities over the next five years; and
WHEREAS, the City has never had an Economic Development Strategic Plan to guide the City’s economic development work; and
WHEREAS, the Economic Development Strategic Plan was developed through a structured, evidence-informed, and stakeholder-informed process that combined analysis of existing economic conditions, direct engagement with stakeholders, review of regional and national best practices, development of a shared economic development vision, and translation of priorities into actionable strategies and an implementation framework; and WHEREAS, community engagement was central to development of the Economic Development Strategic Plan and was shaped by the voices of businesses, residents, community partners and staff; and
WHEREAS, community engagement included an eight-member Advisory Committee convened across four meetings, one-on-one stakeholder interviews, and two stakeholder workshops involving representatives from City departments, trade associations, businesses, economic development organizations, workforce organizations, and community-based organizations; and
WHEREAS, the Economic Development Strategic Plan establishes the vision of “A thriving, inclusive and globally connected Chula Vista,” under which the City will harness its diverse talent, strategic location, and unique assets to attract investment, support local businesses and vibrant districts, and enhance a dynamic, binational economy; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista, that it hereby approves the Economic Development Strategic Plan, substantially in the form presented to the City Council, as the City’s framework for guiding economic programs, services, initiatives, resources and activities over the next five years.

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Resolution No.

Presented by Approved as to Form by
Tiffany Allen Marco A. Verdugo
City Manager City Attorney

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September 22, 2026, Post City Council Agenda

CHULA VISTA ECONOMIC DEVELOPMENT DEPARTMENT
Economic Development
Strategic Plan
September 2026

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Letter from City Manager
To Those Who Live, Work, and Invest in Chula Vista,
The City of Chula Vista's Economic Development Strategic Plan represents a comprehensive roadmap to translate the 2026– 2031 Citywide Strategic Plan into action for the local economy. This document reflects the collective commitment to creating meaningful economic opportunity, strengthening the community, and building a thriving future for all Chula Vista residents.

Economic development serves a higher purpose beyond growth metrics alone. Quality jobs enable residents to support their families. Supporting local businesses reinforces neighborhoods and celebrates the entrepreneurial spirit that defines the community. Strategic investment builds the fiscal foundation necessary to deliver essential services and strengthen the overall community. A thriving economy is essential to fulfilling the citywide mission: to cultivate an inclusive and vibrant community where all feel a true sense of belonging.

Chula Vista is at a promising moment of opportunity. The city's strategic location within the San Diego–Tijuana binational region, growing workforce, and major investments, including the Gaylord Pacific Resort, Bayfront development, and the University District Chula Vista, position the city for significant regional economic growth. However, real challenges must be addressed: many residents work in lower-wage sectors, and economic growth must benefit all neighborhoods and demographics across the city.

This plan outlines five core goals focused on attracting and growing diverse industries, developing a skilled workforce aligned with high-growth sectors, supporting small business and entrepreneurship, leveraging tourism and cultural assets, and establishing a unified brand that tells Chula Vista’s story. Each goal reflects input from business leaders, workforce development professionals, and residents who contributed their vision for the city’s future.

Successful implementation requires partnership across multiple stakeholders. We will work closely with residents, business owners, educational institutions, and community organizations to build clear career pathways and remove barriers to growth.

The city remains committed to transparency, thoughtful implementation, and ongoing dialogue with the community throughout the planning period and beyond.

This strategic plan provides a framework for creating a Chula Vista where economic opportunities are shared, businesses thrive, residents develop meaningful careers, and people of all generations flourish.

Tiffany Allen
City Manager

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September 22, 2026, Post City Council Agenda
Acknowledgements
Special thanks to all contributors to the Economic Development Strategic Plan. Your insights made this plan possible.

PROJECT TEAM

ADVISORY COMMITTEE
 Arnulfo Manriquez, Metropolitan Area Advisory
Committee
 Cris Liang, Small Business Owner (Common
Theory, Sura Korean BBQ
 Jim O’Callaghan, South County Economic
Development Council
 Julie Neward, Sunbelt Investments
 Kevin Rhodes, Small Business Owner (Groundswell,
Lime in the Coconut)
 Laura Munoz Humphreys, YMCA of San Diego
County
 Marcy Weaver, Chula Vista Chamber of Commerce
 Zaneta Encarnaccion, Southwestern Community
College

CITY OF CHULA VISTA
 Tiffany Allen, City Manager
 David Graham, Director of Economic Development
 Kevin Pointer, Principal Economic Development
Specialist

CONSULTING TEAM
 HR&A Advisors

ADDITIONAL CONTRIBUTORS
 Kenia Zamarripa, San Diego Regional Chamber of
Commerce
 Myriam Mendoza, San Diego Regional Chamber
of Commerce
 Eduardo Velasquez, San Diego Regional Economic
Development Council
 Julie Neward, Sunbelt Investments
 Kevin Rhodes, Groundswell/ Lime in the Coconut
 Cris Liang, Common Theory/ Sura Korean BBQ
 Dominic LiMandri, New City America/Downtown
Chula Vista Association
 Halé Richardson, HomeFed
 Lori Torio/Ben Vallejos, Living Coast Discovery
Center
 Dolores Jackson, Lolita’s
 Daniel Nowatnick, Casa de Otay
 Arturo Sneider, Primestor/Chula Vista Center
 Ana Melgoza, San Ysidro Health, VP of External
Affairs
 Victoria Barba, Sharp Chula Vista
 Patricia Alvarez, Energy Communications Corp.
 Teddy Martinez, San Diego Workforce
Partnership
 Frank Carson, Director of Parks & Recreation
 Joy Whatley, Director of Library Services
 Peter Borum, Gaylord Pacific Resort
 Masis Kevorkian, Monarch Group/ Seven Mile
Casino

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September 22, 2026, Post City Council Agenda
Contents
Introduction .......................................................................................................................................................................................1 Plan Overview.............................................................................................................................................................................................................................2 Economic Development in Chula Vista...........................................................................................................................................................................4 Existing Conditions ...........................................................................................................................................................................7 Chula Vista Overview...............................................................................................................................................................................................................8 Demographics & Socioeconomics ....................................................................................................................................................................................9 Industry & Workforce Trends............................................................................................................................................................................................10 Real Estate Market Trends ..................................................................................................................................................................................................12 Engagement Input.................................................................................................................................................................................................................13 Vision and Strategies ......................................................................................................................................................................14 Economic Development Vision and Goals...................................................................................................................................................................15

1. Industry Attraction and Growth ..................................................................................................................................................................................18

2. Talent Attraction, Retention, and Upskilling...........................................................................................................................................................24

3. Small Business, Entrepreneurship, and Placemaking..........................................................................................................................................27

4. Tourism, Entertainment, and Culture ........................................................................................................................................................................32

5. Branding and Marketing ................................................................................................................................................................................................40 Appendix ..........................................................................................................................................................................................45 Existing Conditions Analysis Continued .......................................................................................................................................................................46

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Chula Vista Economic Development Department Strategic Plan | 1 Introduction
City Hall, Photo Courtesy of Chula Vista Office of Mayor and City Council City Aerial, Image Courtesy of City of Chula Vista Page 386 of 583 City of Chula Vista - City Council
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Chula Vista Economic Development Strategic Plan | 2
Plan Overview

PLAN PURPOSE
Major tourism and entertainment investments, rising cross-border trade, and growth in population and household incomes are reshaping the economic landscape in Chula Vista. These conditions provide an opportunity for the City to sharpen its economic development vision, build on existing efforts, and set a clear course for the years ahead. In response to this moment, the Economic Development Strategic Plan (EDSP) offers a framework to guide decision-making and support a diverse and robust local economy. The Plan outlines an economic vision for Chula Vista and strategies to guide economic development, clarifying the City’s role in advancing this vision by identifying actions needed to build economic growth in Chula Vista.

STRATEGIC PLAN PROCESS
In March 2025, HR&A Advisors, Inc. (HR&A) began working with the City of Chula Vista to provide EDSP services. Selected through a highly competitive Request for Proposals (RFP) process, HR&A is a consulting firm with more than four decades of experience crafting economic development solutions for cities, counties and special districts. HR&A’s work included evaluating existing conditions, conducting stakeholder engagement, and developing strategies informed by regional and national best practices.

SUBHEADING

OUTREACH AND ENGAGEMENT ACTIVITIES
Understanding community needs and priorities was central to developing the EDSP. Meaningful engagement with a broad range of stakeholders helped ensure that HR&A and the City best understood opportunities, maintained transparency, and made progress in building consensus around key issues and recommendations for implementation. Engagement activities included:
 Advisory Committee: Throughout the process, HR&A convened an eight-member advisory committee across four meetings to provide guidance on the development of the plan. The committee included leaders from City departments, trade associations, businesses, and community-based organizations.  One-on-One Interviews: HR&A conducted 60-minute interviews with a range of stakeholders, including City Council staff, local and regional business organizations, economic development groups, and workforce and community-based organizations.
1 The primary goals of these interviews were to: (1) understand existing resources, programs, and policies supporting economic development in Chula Vista; (2) gather insights on the local business and workforce landscape, including challenges, strengths, and opportunities; and (3) identify gaps and opportunities for new policies, programs, and partnerships to support businesses, workforce development, and equitable economic growth across the city.  Stakeholder Workshops: HR&A convened two workshops with a broad range of stakeholders to inform the EDSP. The first workshop focused on reviewing the key themes and priority areas emerging from the existing conditions analysis,

1 Council District 1 CM Carolina Chavez’s office, the Chula Vista Chamber of Commerce, the Downtown Chula Vista Association (BID), the San Diego Regional Chamber of Commerce, the San Diego Regional Economic Development Corporation, and the San Diego Workforce Partnership.

ANALYZE
Evaluate existing
socioeconomic,
industry, and real estate
market conditions
ENGAGE
Lead advisory
committee
meetings,
interviews, and
workshops

STRATEGIZE
Develop a vision
and actionable
strategies
REPORT
Produce a
comprehensive
written report
The Economic Development
Strategic Plan outlines a clear vision
that balances efforts to support and
leverage Chula Vista’s unique assets
with efforts to grow and diversify the
city’s economic base.

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Chula Vista Economic Development Strategic Plan | 3
brainstorming and prioritizing potential tactics under each priority area, and exploring potential partnerships and resources needed to implement the priority tactics.

Photo Courtesy of Chula Vista Chamber of Commerce

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 4
Economic Development in
Chula Vista

ECONOMIC DEVELOPMENT DEPARTMENT
The Chula Vista Economic Development Department plays a vital role in supporting five strategic focus areas: expanding business support, improving collaboration and outreach, strengthening economic vitality, driving innovation and sustainability, and advancing equity and inclusion. Economic Development staff collaborate with businesses, trade and business organizations, community stakeholders, and internal City departments to facilitate new investment and strengthen the City’s business-friendly ecosystem.

During the COVID-19 pandemic, the Department administered grants, provided direct assistance to businesses, and led a series of initiatives to support businesses. Notably, the Department also launched the Choose Chula Vista Small Business Economic Recovery App, driving local spending and connecting residents with local businesses. In recognition of its recovery initiatives, the Department earned three national and international awards, including honors for the recovery app and its annual work plan.

THE ECONOMIC DEVELOPMENT ECOSYSTEM
The Chula Vista Economic Development Department collaborates with a network of local, regional, and national organizations to support business growth, workforce development, financing, and access to contracting opportunities.

Through a combination of resource connections and strategic partnerships, the department helps businesses start, grow, and thrive by providing access to training, technical assistance, capital, and incentives.

RESOURCE CONNECTIONS AND STRATEGIC PARTNERSHIPS
Local These partners operate within Chula Vista or South San Diego and provide direct services to businesses.
 South County Economic Development Council (EDC)
Supports Chula Vista and the broader South County region by promoting business growth, encouraging private investment, and fostering development partnerships, including crossborder opportunities with Baja California.  Southwestern College – Economic & Workforce Development Services, Small Business Development Center (SBDC)
Provides industry-specific workforce training and connects businesses with skilled local talent.

Offers one-on-one consulting and workshops for start-ups and existing businesses in South San Diego.
 Chula Vista Chamber of Commerce
Serves as a central hub for business support, offering expert advice, industry connections, and referrals to specialized organizations.
 Downtown Chula Vista Association (DCA) - Downtown Chula Vista BID & Property-Based Improvement District (PBID)
Supports Downtown businesses through district maintenance, marketing, and events that enhance foot traffic, visibility, and the overall business environment.  Employment Development Department (EDD) – Veterans Program Connects businesses to qualified veteran talent and provides workforce support.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 5
Regional Organizations serving the broader San Diego region, providing technical support, workforce services, financing, or incentives.
 San Diego Workforce Partnership
Connects employers and job seekers across the region through workforce training, career services, employer support, and programs that build a skilled workforce aligned with the needs of the regional economy.
 San Diego Regional Economic Development Council
Delivers programming and works directly with companies that are looking to expand, stay, or locate in the San Diego region free of charge.
 World Trade Center San Diego — Supports Chula Vista companies with exports, international market expansion, foreign direct investment, and connections to the region’s global economy.  San Diego Tourism Authority
Promotes tourism across the region, driving visitor spending and supporting local businesses and attractions.
 CONNECT San Diego
Supports the region’s innovation economy by connecting startups and entrepreneurs with capital, mentorship, industry expertise, and resources to help companies launch, grow, and scale.
 Biocom California
Supports the region’s life sciences industry through advocacy, workforce development, business resources, and connections among companies, research institutions, and investors.  Startup San Diego
Connects and supports the region’s startup ecosystem through events, education, mentorship, and relationships among entrepreneurs, investors, and community partners.  Cleantech San Diego
Advances the region’s clean economy by connecting businesses, government, universities, and investors to accelerate clean technology innovation and adoption.  Regional Chambers of Commerce and Associations
Includes the San Diego Regional Chamber of Commerce, County of San Diego Black Chamber of Commerce, San Diego County Hispanic Chamber of Commerce, and Asian Business Association of San Diego. Offer networking, advocacy, and business support services, connecting Chula Vista businesses to regional resources and industry partners.  America’s Job Center of California (AJCC)
Assists businesses with recruitment, hiring, on-the-job training, and labor market insights.  San Diego Military Advisory Council (SDMAC) — Connects the region’s military, defense industry, government, and civic leadership and would be particularly relevant to Chula Vista’s defense and maritime manufacturing opportunities.
 San Diego Contracting Opportunities Center
Provides free guidance to small businesses seeking government contracting opportunities.  City of San Diego Economic Development Department - San Diego Regional Revolving Loan Fund (SDRRLF)
Provides loans to small businesses to support growth and revitalize neighborhood commercial districts.
 SDG&E – Rebates & Savings By Design Programs
Incentivizes energy-efficient equipment and high-performance building design for local businesses.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 6
 California Department of Resources Recycling and Recovery (CalRecycle) - Recycling Market & Development Zone (RMDZ)
Provides technical assistance and low-interest loans to businesses using recycled materials.  Governor's Office of Business and Economic Development (GO-Biz) - California Competes Tax Credit
Provides income tax credits to incentivize business location, retention, and growth in California.

National Federal-level programs that offer financial, technical, and contracting support to businesses.  U.S. Small Business Administration (SBA)
Provides counseling, financial resources, and programs for small businesses.  SBA Office of Women’s Business Ownership
Provides training, mentoring, counseling, and access to federal contracts specifically for womenowned businesses.  SBA Office of Government Contracting and Business Development - 8(a) Business Development Program
Supports minority- and disadvantaged-owned businesses with business counseling, management and technical training, and federal contracting opportunities.  SBA Office of the HUBZone Program - HUB Zone Program
Gives small businesses in historically underutilized areas preferential access to federal contracts, promoting local economic development.
 Foreign-Trade Zones Board – Foreign Trade Zone (FTZ)
Allows duty-free import and storage of merchandise, reducing costs for international trade operations.
 Opportunity Zone Program
Provides federal tax incentives designed to attract long-term private investment into designated communities, supporting business growth, real estate development, and job creation.

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Chula Vista Economic Development Strategic Plan | 7
Existing Conditions
Bayfront, Image Courtesy of Port of San Diego Page 392 of 583 City of Chula Vista - City Council
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Chula Vista Economic Development Strategic Plan | 8
Chula Vista Overview
Chula Vista is a diverse, rapidly growing city. Located in southern San Diego County just seven miles north of the U.S.– Mexico border, Chula Vista is the second largest city in the county and the 15th largest in California. The city has a population of approximately 277,000 residents and the city serves as one of the largest employers in the county with over 1,300 employees.

Existing Conditions Key Takeaways

1. Chula Vista’s population growth is outpacing the county average, particularly among prime working-age adults (25–54). The city’s demographic diversity and rising incomes (particularly on the west side) present an opportunity to design policies and investments that support equitable, inclusive growth citywide.

2. Chula Vista has a strong labor participation rate, but the most common jobs are concentrated in low-wage sectors limiting income growth and economic mobility. The city’s workforce assets, including partnerships with Southwestern College and the presence of the San Diego Workforce Partnership, present an opportunity to align workforce training to retain and attract a skilled workforce.

3. The city’s economy relies on non-tradeable sectors, which often provide lower-paying, non-specialized jobs. In the heart of the binational megaregion, Chula Vista is well positioned to cultivate partnerships with regional and international business and economic development organizations to drive business attraction.

4. Recent investments in tourism and entertainment, such as the Bayfront and Entertainment Complex, are important catalysts for economic growth driven by tourism, entertainment, and recreation. In combination with existing (underutilized) assets such as the Elite Athlete Training Center and Sesame Place, this presents an opportunity to grow the city’s tourism industry.

5. Commercial corridors require infrastructure and placemaking improvements. Revitalization of key commercial corridors presents an opportunity to create walkable districts and support a vibrant, thriving small business ecosystem.

6. Persistent outdated perceptions and a lack of cohesive branding limit the city’s broader economic profile. With important investments coming to fruition, the City has a chance to tell its story and showcase its strengths.

Chula Vista is uniquely positioned
at the gateway to the U.S.–Mexico
border, offering unmatched
potential for trade, tourism, and
regional development.

San Diego County
Municipal Boundaries
Chula Vista
Mexico-USA Ports of Entry
Mexico-USA Border

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 9
Demographics & Socioeconomics

POPULATION TRENDS
Population growth in Chula Vista accelerated during the pandemic, while growth declined for the rest of the County.

Chula Vista’s population has steadily increased over the past decade, rising from approximately 269,000 in 2010 to approximately 275,000 in 2023. In contrast, the county saw a slight decline, dropping from roughly 3.32 million to 3.28 million over the same period.

CHANGE IN TOTAL POPULATION (2013-2023)
Source: ACS Five-year estimates, 2023.

INCOME TRENDS
Chula Vista’s population has grown faster than the San Diego County average over the past decade, likely due to the in-migration of working-age and higher-income households on the city’s east side. As a result, median household income has exceeded the county average, reaching approximately $105,000 in 2023. This growth is concentrated in newer eastern neighborhoods, while the west side continues to have lower median incomes.

MEDIAN HOUSEHOLD INCOME (2013 – 2023) GEOGRAPHIC DISTRIBUTION OF MEDIAN HOUSEHOLD INCOME IN CHULA VISTA (2023)
Source: ACS Five-year estimates, 2023.

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Chula Vista Economic Development Strategic Plan | 10
Industry & Workforce Trends

INDUSTRY GROWTH AND SPECIALIZATION
Government and healthcare industries anchor Chula Vista’s employment base, accounting for roughly 40 percent of all jobs in the city. While retail and accommodation sectors are also significant, they represent lower-wage sectors of the employment base. Meanwhile, small businesses dominate the local economy, with more than 90 percent of establishments having less than 20 employees. As the regional economy evolves, cross-border logistics, advanced manufacturing, and professional services represent emerging areas of opportunity.

GROWTH & CONCENTRATION BY INDUSTRY (2014-2024)
Source: Lightcast.

OCCUPATIONS AND EARNINGS
While the city has a diverse resident workforce with a wide range of skills and occupations, most of Chula Vista’s largest occupations pay below the city’s median household income. Healthcare practitioners are the only large occupation earning above the city’s median. Other occupations in management and architecture and engineering also exceed the median but represent smaller occupational groups.

AVERAGE EARNINGS BY OCCUPATION (2024)

Source: Lightcast.

INDUSTRY INVESTMENTS

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 11
Chula Vista is making significant investments in tourism, entertainment, and creative industries, positioning them to be key drivers of the city’s economy alongside the established government and healthcare sectors. Major projects along the Bayfront and a new entertainment complex are providing opportunities to diversify the local economy, support higher-wage jobs, and enhance the city’s cultural and recreational offerings.

Sources: Port of San Diego, RIDA.

Chula Vista Bayfront
The $1.5 billion Gaylord Pacific resort opened in May 2025, generating 7,000 jobs during the construction phase. The project is expected to support thousands of permanent jobs and contribute an estimated $475 million annually to the local economy.

The Sweetwater Park and the Sun Outdoors RV resort have already opened, and the next phases of the Bayfront development will include Harbor Park improvements, more public parks, expanded retail and restaurants around the marinas, and additional hotels. Nearby, the Amara Bay project will add a hotel, condos, retail, and other amenities.

Investments in Arts and Culture
Along with new tourism and recreation-focused development on the Bayfront, Chula Vista has made significant investments in arts and culture. The City’s Millenia Library has been completed and has attracted educational partners, including the Sweetwater Union High School District Launch Virtual Academy, San Diego State University’s Accelerated Second Bachelor’s Degree in Nursing program, and SDSU Global Campus.

MILLENIA LIBRARY EDUCATION & WORKFORCE ANCHOR
Sources: San Diego Magazine, CoStar

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 12
Real Estate Market Trends
Chula Vista’s real estate landscape is characterized by a sizable commercial real estate inventory, which presents both challenges and opportunities, with new developments reshaping the city’s economic profile and tourism potential. The City’s commercial real estate inventory totals approximately 23.6 million square feet, dominated by retail and industrial uses. Retail space accounts for about 10 million square feet, industrial 8.7 million, and office 4.8 million. Much of this stock predates 2000 – less than 4% of the total inventory has been built in the past decade. Vacancies are concentrated in older neighborhood centers. While industrial rents have risen to a decade’s high, they have remained affordable, indicating potential for new investment. Recent large-scale developments such as the Bayfront and Entertainment Complex have begun to reposition the city’s commercial image and expand its tourism and hospitality capacity.

CHULA VISTA COMMERCIAL REAL

ESTATE INVENTORY (SQUARE FEET)
TOTAL = 23.6M
Source: CoStar
Chula Vista’s commercial real estate is concentrated along key corridors and in commercial nodes. Non-residential commercial real estate is largely concentrated on the west side, where retail and office uses cluster along major corridors.

Industrial activity is primarily located along the city’s southern edge, reflecting established employment zones. The east side also contains several emerging retail and office nodes, though these areas remain more dispersed compared to the west.

Source: CoStar

10.1M

8.7M

4.8M
Retail Industrial Office
Map Key
Office - 346 Properties, 4.8M SF
Industrial - 303 Properties, 8.7M SF
Hospitality - 26 Properties, 2,155 Rooms
Size of circles indicates rentable building
area (RBA) relative to other properties of the
same land use.

Retail - 832 Properties, 10.1M SF

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 13
Engagement Input
Engagement activities via the advisory committee and individual interviews highlighted opportunities and challenges for Chula Vista’s economic growth across five focus areas:
 Industry Attraction: Stakeholders underscored the importance of diversifying Chula Vista’s economy beyond resident-serving businesses and other lower-wage industry sectors. They highlighted the city’s potential to attract businesses as a second location within the San Diego region and discussed redevelopment of local commercial corridors and underutilized waterfront land as means for attracting national and regional investment.  Talent Attraction, Retention, and Upskilling: Stakeholders identified the city’s growing, educated workforce as a major asset. They stressed the importance of career pathways from school to college, upskilling programs, and initiatives that keep residents working locally rather than commuting. Stakeholders also called for inclusive workforce development aligned with growing industries.
 Small Businesses, Entrepreneurship, and Placemaking: Stakeholders shared a common understanding that small businesses dominate the local economy, and they highlighted the need for increased awareness of resources and technical assistance. Stakeholders also expressed strong interest in prioritizing placemaking and neighborhood identity to foster a vibrant economy and strengthen community connections.  Tourism and Entertainment: Stakeholders recognized major attractions and developments such as the Gaylord Pacific Resort & Convention Center, Sesame Place, other developments along the Bayfront, and beaches, as opportunities to raise regional and national visibility. They also noted the potential to leverage cultural diversity as a unique selling point.
 Branding & Marketing: A common theme emerged that Chula Vista’s public profile is under-recognized. Stakeholders expressed interest in promoting the city’s diversity, unique businesses, and new developments, while celebrating its cultural assets. Stakeholders recommended creating a cohesive identity that effectively communicates the city’s strengths to the local and broader community.

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September 22, 2026, Post City Council Agenda
Vision and Strategies
Chula Vista Marina View Park, Photo Courtesy of Port of San Diego Page 399 of 583 City of Chula Vista - City Council
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Chula Vista Economic Development Strategic Plan | 15
Economic Development Vision and Goals

ECONOMIC DEVELOPMENT VISION STATEMENT
A Thriving, Inclusive and Globally Connected Chula Vista Chula Vista will lift up its people and industry as the foundation of a thriving, inclusive, and globally connected economy. The City will harness its diverse talent, strategic location, and unique assets to attract investment, support local businesses and vibrant districts, and enhance a dynamic, binational economy.

Key Ideas in the Vision Statement
Thriving A thriving economy is one where businesses can grow, talent is supported through strong career pathways, and key districts and industries generate widespread prosperity. Chula Vista’s strategic plan aims to strengthen the city’s economic engines by aligning workforce programs with high-growth, high-wage sectors and expanding support for existing businesses and entrepreneurs. In parallel, investments in tourism assets, creative industries, and key commercial corridors aim to broaden the city’s economic base and create new jobs and revenue streams, laying a durable foundation for sustained growth.

Inclusive An inclusive economy ensures that residents of all ages, backgrounds, and neighborhoods can access quality jobs, business opportunities, and affordable places to live and grow. To achieve this, the plan prioritizes workforce development, partnerships with educational institutions, expanded access to quality jobs and business resources, and inclusive entrepreneurship support.

Globally
connected
A globally connected economy leverages its geographic advantages, cross-border relationships, and industry strengths to attract investment, talent, and trade. It is integrated into global markets and supply chains while maintaining strong local benefits. Chula Vista’s economic strategy builds on its location within the Cali-Baja binational mega-region by promoting cross-border industry partnerships, logistics and manufacturing opportunities, and targeted recruitment of tradeable sectors.

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 16

STRATEGIC FRAMEWORK
To realize this vision, the Economic Development Department (EDD) will take a proactive and coordinated approach to economic development, leveraging Chula Vista’s strategic location in the binational region, its diverse and growing talent base, and its expanding ecosystem of corridors and industry assets. The Economic Development Strategic Plan (EDSP) provides a focused roadmap to guide this work, outlining the goals and strategies that will help the City and its partners attract investment, strengthen local businesses, support residents’ career pathways, and elevate its identity as a vibrant destination and regional economic hub. The following goals and strategies define the core areas where the City and its partners will concentrate their efforts over the next five years.

1. INDUSTRY ATTRACTION AND GROWTH
Position Chula Vista to grow its existing industries and capture high-value industry activity that occurs in the context of the San Diego binational region.

1.1 Develop and build partnerships and resources that support the growth of local industry clusters.

1.2 Leverage Chula Vista’s strategic position in the binational region to bring logistics and manufacturing to the region.

1.3 Proactively market to and recruit growing industries and businesses to show the benefits of locating in Chula Vista.

1.4 Coordinate with the California GO-BIZ to develop a pipeline of investment in key industry clusters.

2. TALENT ATTRACTION, RETENTION, AND UPSKILLING
Develop, retain, and attract a skilled and diverse workforce by aligning education, training, and upskilling programs with growing industries.

2.1 Strengthen partnerships with K-12 institutions to build clear career pathways for Chula Vista youth.

2.2 Attract a four-year university and deepen collaboration with Southwestern College to expand local highereducation opportunities.

2.3 Establish data-capacity with local partners to identify employers’ workforce needs and connect those to workforce development program providers.

3. SMALL BUSINESS, ENTREPRENEURSHIP, AND PLACEMAKING
Foster a vibrant small business and entrepreneurship ecosystem that strengthens local commerce and supports lively places to enhance quality of life.

3.1 Revitalize and create business districts along key commercial corridors.

3.2 Align regulations and simplify processes to be a more responsive, collaborative partner for small businesses.

3.3 Position the City as a champion for small business success by strengthening partnerships, programming, technical assistance, and resources.

3.4 Engage CDFIs, funders, and investment providers to expand access to capital and investment.

4. TOURISM, ENTERTAINMENT, AND CULTURE
Promote, leverage, and expand Chula Vista’s entertainment assets to make it a vibrant, well-known destination for recreation, entertainment, and culture.

4.1 Develop a governance structure, such as a destination management organization, that consolidates governance responsibilities for key tourism destinations.

4.2 Activate Chula Vista’s existing assets to become a premier regional destination for leisure, sports, culture, and entertainment.

4.3 Better market Chula Vista’s existing assets to attract new visitors and to connect experiences within Chula Vista.

4.4 Develop a Bayfront convention, resort, and ecotourism districts strategy in partnership with the Port of San Diego and others.

5. BRANDING AND MARKETING
Strengthen Chula Vista’s identity and storytelling to attract investment, visitors, and talent from across the region and beyond.

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 17

5.1 Establish consistent economic data collection, analysis, and communication to align stakeholders around shared goals and progress and build the City’s capacity for data-driven storytelling.

5.2 Develop and launch a unified branding and marketing campaign highlighting Chula Vista’s economy, cultural richness, and binational connections.

5.3 Create and implement a targeted investor attraction strategy that positions Chula Vista’s priority development opportunities and economic assets to attract local, national, and international investment.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 18

1. Industry Attraction and Growth
GOAL
Position Chula Vista to grow its existing industries and capture high-value industry activity that occurs in the context of the San Diego binational region.

Positioning Chula Vista to expand its existing industries and capture high-value activity within the broader San Diego–Tijuana binational region requires aligned action across public agencies, private employers, and regional partners. The Economic Development Department (EDD) plays a central role in guiding this coordination by creating programs that respond to key industry needs, fostering partnerships that strengthen connections to cross-border innovation and supply-chain networks, and building on the city’s brand to ensure businesses are aware of all Chula Vista has to offer.

As an important first step, the City should identify priority industries to focus its investments. Based on the momentum identified in the Industry Investments and Emerging Industries sections of this report, potential areas of focus include clean tech innovation, manufacturing, aerospace, blue economy, healthcare, creative industries, and logistics.

Strengths
Chula Vista benefits from a strong foundation of assets that can support long-term growth. Its residents comprise an educated and diverse workforce that powers industry across the region.

The city has a healthy retail sector, bolstered in part by substantial international spending, and offering important amenities and quality of life benefits for the city’s residents and workers.

The city is well connected to regional, national, and international markets, with convenient access to more than eight freeways and state highways, two international ports of entry, and two international airports. In addition, Chula Vista is a hub of small businesses and entrepreneurs, which contributes to a dynamic local economy and offers opportunities to support homegrown businesses as they scale.

Challenges
The city currently lacks a concentration of strong, well-performing tradable sectors, resulting in a labor market dominated by lower-paying, non-specialized jobs in non-tradable industries.

Chula Vista also has inconsistent engagement with regional economic development organizations, which undermines its ability to influence regional initiatives and attract investment. While Chula Vista is prosperous and offers high quality of life, the City has struggled to effectively communicate that to prospective businesses.

Opportunities
Looking ahead, Chula Vista is positioned to leverage its location in the heart of the binational megaregion to deepen its partnerships and offer a unique value proposition for industry. The EDD has an opportunity to expand its partnerships with regional and international business and economic development organizations to drive business attraction and cross-border industry collaboration. Chula Vista sits among several cities with high-value industries and interconnected supply chains – from San Diego’s life science and cleantech innovation to Imperial Valley’s cleantech manufacturing presence. Its strategic location near key ports of entry and two international airports gives it a competitive advantage as a potential binational logistics and supply chain hub with a unique value proposition for industries that could benefit from closely connected manufacturing and logistics operations, especially where binational logistics is useful.

At the same time, the City has experienced an influx of new investment on the Bayfront. The City has a chance to build on this investment by expanding its waterfront presence, partnering with the port, and making its waterfront more active for a diverse set of modern maritime industries. This includes blue economy innovation, logistics, and others. Thoughtful activation of the waterfront can balance traditional port-related uses, new tourism, leisure, and hospitality investments, and emerging sectors, helping the City leverage its coastline as an asset that supports an array of economic activity.

1.1M
Trucks Entering Otay Mesa
Port of Entry in 2024

21.3 M
Personal Vehicles Entering
through San Ysidro and Otay
Mesa Ports of Entry in 2024
7,642
8,138
8,309
9,053
9,898
Transportation Occupations
Office and Admin Support
Occupations
Sales and Related Occupations
Healthcare Support Occupations
Food Preparation and Serving
Occupations
Top Occupations by Number of Jobs

32.3%
Population 25 or older with a
bachelor’s degree
52%
Households earning above
$100k
Personal Vehicles Entering
through San Ysidro and Otay
Mesa Ports of Entry in 2024

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 19

EMERGING INDUSTRIES
Chula Vista has an opportunity to build on its legacy industries and geographic advantages to focus its future industry efforts on cleantech, aerospace, advanced manufacturing, technology, the blue economy, and creative industries, layering in opportunities to build strategic logistics hubs that add value for these industries.

Innovations in the Legacy Aerospace Industry: Since Rohr, Inc. (now Collins Aerospace) opened in the 1940s, Chula Vista’s aerospace industry has evolved to include both traditional aerospace manufacturing and emerging drone technology. Local firms like Action Drone USA have taken advantage of Chula Vista’s participation in the Federal Aviation Administration’s Unmanned Aerial Systems Integration Pilot Program, a program that helped create designated testing zones in Chula Vista.2In partnership with Cape, the Chula Vista Police Department implemented a Drone as First Responder program to deploy drones in emergency response. Through programs and partnerships, Chula Vista has supported the growth and evolution of its aerospace industry and positioned itself as a public sector partner that supports R&D and invests in new technology.

Proximity to Clean Tech Innovation and Manufacturing: Anchored by its research institutions and a strong regional ecosystem for clean technology innovation, the San Diego area is widely recognized for its concentration of cleantech firms and research activity, with nearly 12,000 cleantech establishments supporting thousands of jobs in energy efficiency, testing, design, and related services.3 Nearby, the Imperial Valley has been branded “Lithium Valley” due to its significant lithium resources critical for batteries and renewable energy systems.4 Positioned between these regional strengths, Chula Vista has an opportunity to thoughtfully align with the broader clean energy ecosystem through its own investments in a university presence, manufacturing, and logistics that could complement R&D, production, and distribution associated with these emerging technologies. Recent projects in the city—such as locally deployed battery energy storage facilities and expanded EV charging infrastructure—reflect early involvement in the regional clean energy economy. 5 Leveraging Binational Position to Attract Maquiladora Producers: Chula Vista’s binational location adjacency to the Otay Mesa commercial crossing and the extensive maquiladora ecosystem in Baja California gives the city a strategic advantage for integrated cross-border manufacturing. The proximity of major maquiladora clusters in Tijuana and throughout northern Mexico allows U.S. companies to combine advanced product design, engineering, and administrative functions on the U.S. side with lower-cost assembly and production across the border, enhancing competitiveness in global supply chains. Historically, audio-visual and medical device manufacturing have made use of the maquiladora model. While audio-visual maquiladora production has declined in recent years, medical device manufacturing, which builds on the region’s life sciences competitiveness, is an important growing industry using this model.6

2 Unmanned Aerial Systems City Programs
3 San Diego’s Cleantech Industry, San Diego Regional EDC 4 Lithium Valley Overview
5 San Diego Community Power Chula Vista Energy Center 2 6 2022 Cali Baja Regional Economy Report from San Diego Chamber of Commerce

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 20

STRATEGIES (LIST)

1. Develop and build partnerships and resources that support the growth of local industry clusters.

2. Leverage Chula Vista’s strategic position in the binational region to bring logistics and manufacturing to the region.

3. Proactively market to and recruit growing industries and businesses to show the benefits of locating in Chula Vista.

4. Coordinate with California GO-Biz to build a pipeline of investment in key industry clusters.

STRATEGIES (DETAILED)

1. DEVELOP AND BUILD PARTNERSHIPS AND RESOURCES THAT SUPPORT THE GROWTH OF LOCAL INDUSTRY

CLUSTERS
By collaborating with local businesses, regional economic development organizations, educational institutions, and workforce partners, the EDD can help ensure that firms that locate in Chula Vista will have access to the talent and resources they need to compete and expand. This strategy positions the City of Chula Vista to identify and foster key partnerships, align resources, and champion initiatives that reinforce the region’s competitive advantage and accelerate the growth and attraction of key industries.

Implementation
Considerations
 EDD to coordinate with new and existing local regional partners.  City allocation of resources (funding, space) for new programming.  City Council land use actions that may be needed to support business expansion, attraction, and retention.

Intended Outcomes  Enhanced partnerships and ongoing collaboration with regional employers and industry organizations in priority industry clusters.
 Reduced barriers to entry for priority industry clusters.  Proactive support for non-standard uses related to priority industries, such as aviation and blue economy innovation.
 New programs and initiatives to connect firms to partners and help firms scale.

Metrics  Increased number of formal partnerships established with industry groups, regional economic development organizations, and other partners.  Increased number of programs and initiatives in partnership with established industry groups.
 Higher participation levels from the City in industry convenings, roundtables, and events hosted to foster collaboration.
 Growth indicators within priority industry clusters, such as job growth, business formation, or capital investment.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 21

2. LEVERAGE CHULA VISTA’S STRATEGIC POSITION IN THE BINATIONAL MEGAREGION TO BRING LOGISTICS AND

MANUFACTURING TO THE REGION
Leveraging Chula Vista’s strategic position within f the San Diego–Tijuana metropolitan areas will allow the City to tap into cross-border economic activity, regional innovation assets, and a diverse labor and business ecosystem. By strengthening partnerships with regional agencies, binational institutions, and industry leaders, EDD can help local businesses access new markets, supply chains, and talent pipelines. This strategy positions EDD to play a more active role in shaping binational initiatives, attracting investment and ensuring local industries benefit from opportunities present and emerging across the broader mega-region.

Implementation
Considerations
 EDD to enhance coordination with regional and binational partners.  City to allocate resources for strategic outreach to international firms.

Intended Outcomes  Greater attraction of non-local firms doing business internationally.  More Chula Vista businesses exporting to other countries.  Enhanced coordination with established regional business recruitment entities.  Focused, high-impact investments in business recruitment.  Better connections to binational firms and industry groups.  Enhanced efficiency for firms with binational business models.

Metrics  Increased number of formal binational or regional partnerships established with agencies, universities, industry groups, and cross-border organizations.  Participation in regional or binational initiatives and planning.  Increased number of Chula Vista businesses with international focus.

3. PROACTIVELY MARKET TO AND RECRUIT GROWING INDUSTRIES AND BUSINESSES TO SHOW THE BENEFITS OF

LOCATING IN CHULA VISTA
Proactively marketing to and recruiting growing industries and businesses is essential for ensuring that Chula Vista captures its share of regional economic growth and attracts investment aligned with the City’s long-term priorities. By conducting targeted outreach, curating sector-specific marketing materials, and directly engaging firms and site selectors through regional partnerships and business development activities, EDD can position the City as a competitive and responsive destination. This strategy enables the City of Chula Vista to elevate its visibility, communicate its assets more effectively, and compete for new jobs and investment that strengthen the local economy.

Implementation
Considerations
 City to allocate resources for marketing, outreach, and research campaigns.  Economic Development Department to cultivate relationships, follow leads, and respond to inquiries.

Intended Outcomes  High-quality marketing materials that tailor citywide branding for an industry audience.  Improved ability to communicate the value proposition of locating in Chula Vista.  Increased number of firms in tradable industries locating in Chula Vista.

Metrics  Increased quantity and quality of general and sector-specific marketing materials.  Increased number of targeted marketing campaigns.
 New businesses or expansions secured in Chula Vista.
 Job creation and investment from recruited companies.  Increased rate of conversion from initial engagement to investment.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 22

4. COORDINATE WITH CALIFORNIA GO-BIZ TO BUILD A PIPELINE OF INVESTMENT IN KEY INDUSTRY CLUSTERS Partnering with California GO-Biz to proactively identify, cultivate, and pursue investment opportunities will help position Chula Vista to compete for high-value business attraction and expansion projects. By establishing a coordinated pipeline of prospective investments in priority sectors—including Cleantech, Advanced Manufacturing, Defense, Life Sciences, Maritime, Blue Tech, and other high-growth industries—the City can leverage state resources, strengthen site-selection relationships, and focus business development efforts on industries that generate well-paying jobs and expand the local economic base.

Implementation
Considerations
 Establish an ongoing working relationship and investment pipeline with California GOBiz.  Develop sector-specific materials and responses for GO-Biz leads and site-selection inquiries.
 Coordinate with regional and industry partners to support recruitment opportunities.

Intended Outcomes  Increased visibility of Chula Vista among state, national, and international investors.  Stronger pipeline of qualified business attraction and expansion opportunities.  Increased investment in targeted industry clusters.
 Greater alignment between business recruitment, available sites, workforce development, and City priorities.

Metrics  Number and value of investment leads generated through GO-Biz.  Number of qualified prospects, site visits, and active recruitment projects.  Number of businesses successfully recruited or expanded.  Total private capital investment secured.
 Number of new jobs created and average wages of those jobs.

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 23
Industry Attraction and Growth: Case Study Best Practices ONTARIO, CA: SIGNIFICANT STAFFING INVESTMENTS TO SUPPORT INDUSTRY ATTRACTION Ontario is a city of approximately 183,000 residents, 139,000 workers, and approximately 12 FTE economic development employees. The City’s Office of Economic Development highlights six “target industries”: retail trade, breweries, hospitality and tourism, logistics and distribution, research and development, and manufacturing and industrial.7 With significant staff capacity to drive its efforts, Ontario has several ongoing efforts to support and attract these target industries, including:

1. A sophisticated online dashboard that highlights Ontario’s strengths and assets, investments in its target industries, and links to programs and resources.

2. A one-page overview8that highlights its logistics and distribution assets, including the amount of industrial real estate, strategic access to freeways, railways, and the Ontario International Airport, and workforce strengths.

3. A Foreign Trade Zone (FTZ) designation, which allows firms to avoid Customs duties for certain international business activities.

4. Specific retail incentives, including forgivable loans for restaurant equipment, façade improvement grants, and friendly zoning ordinances.

Key Takeaways

1. Dedicated staff capacity and proactive recruiting has allowed Ontario to attract major firms to invest in new distribution centers. Amazon’s largest warehouse (4.5 million square feet) is located in Ontario.9 QVC opened a 1 million square foot distribution center in Ontario, bringing about 1,000 jobs.10 Nike opened a 580,000 square foot distribution center, adding about 325 new full-time jobs and many more seasonal jobs.11

2. City investments in local passenger and freight transit amenities have attracted additional private investment in the HUB @ONT. Complementing the rapid growth of its airport, Ontario has secured investments in a new logistics development connected to the airport that will offer 4.3 million square feet of best-in-class industrial space with easy access to ONT and nearby freeways.

7 City of Ontario Office of Economic Development
8 City of Ontario Logistics and Distribution One-Pager
9 Amazon’s largest U.S. warehouse is in this Inland Empire City 10 QVC Celebrates West Coast Distribution Center Grand Opening 11 Operating Covenant Agreement; City of Ontario and Nike Retail Services

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 24

2. Talent Attraction, Retention, and Upskilling
GOAL
Develop, retain, and attract a skilled and diverse workforce by aligning education, training, and upskilling programs with growing industries.

A strong, inclusive talent pipeline is essential for Chula Vista’s long-term economic competitiveness. As industries across the region grow, local employers require a workforce that is both adaptable and aligned with emerging opportunities. The City’s residents should be able to access these pathways without leaving the community, ensuring that economic growth directly benefits Chula Vista families. Investing in talent not only strengthens workforce readiness but also reinforces the City’s appeal to employers by demonstrating that Chula Vista is a place where businesses can reliably grow and thrive.

Strengths
Chula Vista’s workforce is a strong regional asset: The City has grown faster than San Diego County over the past decade, with a significant increase in its prime working-age population (25 – 54 years old) and labor force participation that exceeds countywide levels. More than 100,000 Chula Vista residents, approximately 83% of the city’s employed workforce, commute to jobs elsewhere in the region, a dynamic that underscores Chula Vista’s importance as a talent engine for San Diego County.

Chula Vista’s education ecosystem is robust and expanding. Local bond measures have strengthened public school facilities and alternative education models such as High Tech High have experienced significant growth. Furthermore, Southwestern College has grown substantially, including major investments in a new math and science building, performing arts center, and health and wellness complex.

Challenges
Despite a strong labor supply, many of Chula Vista’s largest employment concentrations remain in lower-wage occupations.

Nine of the City’s top ten occupations pay well below the City’s median household income, limiting pathways to upward mobility for many residents.

Educational attainment has improved over time, but Chula Vista continues to trail the county in bachelor’s and graduate degree attainment, and the city lacks a dedicated four-year university campus.

Opportunities
Chula Vista is well positioned to convert its workforce scale and diversity into a competitive advantage. Catalytic investments such as the Gaylord Pacific Resort and the Chula Vista Entertainment Complex are generating demand for skilled workers across hospitality, entertainment, logistics, and related sectors. With intentional alignment, these projects can support upward mobility and help retain local talent.

The recent establishment of the San Diego Workforce Partnership’s South Bay Career Center creates an opportunity to localize workforce services and strengthen coordination among employers, education providers, and City programs. Coupled with improved data sharing, this infrastructure can help the City anticipate workforce needs and target training investments more effectively.

Finally, Chula Vista can move from education infrastructure investment to ecosystem alignment by connecting K–12 institutions, Southwestern College, workforce providers, and employers through clear, sector-based career pathways. Over time, attracting a four-year university presence or satellite programs would further anchor talent locally and reinforce Chula Vista’s role as a center for education, industry, and opportunity.

STRATEGIES (LIST)

1. Strengthen partnerships with K-12 institutions to build clear career pathways for Chula Vista youth.

2. Attract a four-year university and deepen collaboration with Southwestern College to expand local higher-education opportunities.

3. Establish data-sharing agreements to identify employers’ workforce needs and connect those to workforce development program providers.

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 25

STRATEGIES (DETAILED)

1. STRENGTHEN PARTNERSHIPS WITH K-12 INSTITUTIONS TO BUILD CLEAR CAREER PATHWAYS FOR CHULA VISTA YOUTH
The EDD will play an enabling role in strengthening partnerships among K–12 institutions, post-secondary providers, employers, and workforce organizations to expand career awareness and pathway clarity for local youth. By helping align existing programs and surface opportunities for collaboration, EDD can support a more coherent system that exposes students to local and regional career opportunities in high-growth fields. This ecosystem-based approach will prioritize inclusion, particularly for students who have historically lacked access to career navigation resources. Ultimately, this strategy will cultivate a regionally competitive future workforce.

Implementation
Considerations
 Clear roles and communication channels between partners to sustain collaboration.  Employer participation in career exposure and work-based learning.  Leveraging existing programs to reduce duplication and strengthen early career exposure.  Alignment with Southwestern College’s dual enrollment and certificate programs.12  Equity considerations should be embedded to address barriers faced by underrepresented youth and students.

Intended Outcomes  Increased awareness among youth of high-growth career pathways in Chula Vista.  Stronger alignment between local employers and K–12 career readiness programs.  More youth participating in internships, apprenticeships, and dual enrollment.  Greater retention of young residents who choose to live and work in Chula Vista after graduation.

Potential Metrics  Number of K–12 students enrolled in career pathway or Career and Technical Education (CTE) programs aligned with priority industries.
 Number of youth participating in work-based learning opportunities annually.  Number of formalized employer partnerships that support K–12 career programming.  Percentage increase in graduates matriculating into local post-secondary programs or local employment.

2. ATTRACT A FOUR-YEAR UNIVERSITY AND DEEPEN COLLABORATION WITH SOUTHWESTERN COLLEGE TO EXPAND

LOCAL HIGHER EDUCATION OPPORTUNITIES
A more visible and diversified higher-education ecosystem will support employer recruitment, catalyze innovative research partnerships, and reduce the need for residents to commute long distances for advanced degrees. To that end, the City will continue to lead efforts to establish a four-year university presence whether through a new campus, satellite location, or institutional partnership. At the same time, the City will support and amplify Southwestern College’s role as a regional workforce anchor. Collaboration with Southwestern College can enhance certificate, associate, transfer, and reskilling opportunities tailored to priority industries identified in the EDSP.

Implementation
Considerations
 Availability and affordability of land, and proximity to cross-border industry clusters will shape potential university partnerships.
 Curricula (Southwestern College and other local educational institutions) aligned with priority industries.
 Joint research or applied learning partnerships with universities in the San Diego region can strengthen the case for a local university presence.  Access to federal, state, and philanthropic funding will influence the feasibility and pace of campus development or program expansion.

12 https://www.swccd.edu/admissions-and-financial-aid/information-for/high-school-students/high-school-specialprogram.aspx

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 26
Intended Outcomes  A university presence that contributes to placemaking, innovation, and community vibrancy.
 A strengthened post-secondary ecosystem.
 Increased production of locally trained talent in high-growth industries.  Enhanced attractiveness of Chula Vista to employers seeking proximity to skilled graduates.

Potential Metrics  Number of new or expanded degree and certificate programs offered locally.  Number of students enrolled in Southwestern College and other educational programs aligned with target industries.
 Number of formal partnerships established with four-year institutions.  Progress toward securing a four-year university commitment (e.g., MOUs, site planning milestones, funding commitments).

3. ESTABLISH DATA-CAPACITY WITH LOCAL PARTNERS TO IDENTIFY EMPLOYERS’ WORKFORCE NEEDS AND CONNECT THOSE TO WORKFORCE DEVELOPMENT PROGRAM PROVIDERS.

The EDD will play a supporting and convening role in strengthening data sharing across employers, education institutions, workforce providers, and regional partners to improve alignment between workforce supply and demand. Through data-sharing agreements, regular employer engagement, and shared reporting tools, partners can identify emerging skill gaps, anticipate layoffs, and develop rapid-response training and support programs. This strategy will also enable the City and its partners to better articulate and market Chula Vista’s workforce pipeline, demonstrating the depth, diversity, and readiness of local talent to current and prospective employers. The consistent use of workforce data will enhance collaboration, improve outcomes for jobseekers, and position Chula Vista as an employer-responsive city.

Implementation
Considerations
 Effective data sharing will depend on participation from core partners, including Southwestern College, Sweetwater Union High School District (SUHSD), San Diego Workforce Partnership, major employers, and training providers.  Shared employer engagement protocols and a clear data governance framework will be necessary to support collaboration.
 Clear and accessible storytelling will be important to build public awareness of workforce trends.
 Strong privacy protections and clearly defined data stewardship roles will be essential to maintaining trust and compliance.

Intended Outcomes  More responsive and coordinated workforce development programming.  Earlier identification of employer needs and talent shortages.  More alignment between education/training outputs and job opportunities.  Stronger evidence base for City-led economic development decisions.

Potential Metrics  Number of active data-sharing agreements with employers and institutions.  Frequency of published workforce dashboards or reports.  More alignment in training-to-employment (measured via placement rates).  Number of rapid-response or new training programs launched in response to identified demand.

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 27

3. Small Business, Entrepreneurship, and
Placemaking
GOAL
Foster a vibrant small business and entrepreneurship ecosystem that strengthens local commerce and supports lively places to enhance quality of life.

One of Chula Vista’s greatest strengths is its vibrant small business community. Small, local businesses are a point of pride for residents – they highlight the City’s diversity and offer unique retail experiences that can only exist in Chula Vista. By expanding support for small businesses and entrepreneurs, Chula Vista can build on this strength to provide equitable economic opportunities for the City’s residents. In addition, Chula Vista can create a more vibrant community by enhancing its public realm and investing in placemaking its key commercial corridors.

Strengths
Chula Vista is home to a diverse base of small businesses and entrepreneurs that collectively power the City’s local economy.

These businesses span retail, food and beverage, personal services, creative industries, construction, fabrication, and professional services, reflecting the City’s cultural diversity and entrepreneurial spirit. Small businesses are deeply embedded in Chula Vista’s neighborhoods, providing essential services, local jobs, and distinct commercial character that makes the City unique. Chula Vista’s Third Avenue has exceptional placemaking with vibrant, diverse local businesses lining both sides of the corridor.

Challenges
While Chula Vista’s Third Avenue offers a high-quality (small business) corridor experience, some of the city’s other commercial corridors struggle to achieve similar momentum. Corridors such as Broadway and Main Street, while home to many small businesses, face challenges related to inconsistent urban design, auto-oriented environments, and limited coordinated investment. These conditions constrain foot traffic, limit business visibility, and reduce the overall vibrancy of these otherwise well-located commercial areas.

Opportunities
Building on its strong entrepreneurial base, Chula
Vista has an opportunity to streamline its processes
and offer new resources to further position itself as a collaborative, easy-to-work-with partner for small
businesses. Streamlining permitting, licensing, and
inspection processes, particularly for small and
locally owned businesses, can reduce time, cost, and
uncertainty, making it easier for entrepreneurs to
open, expand, and reinvest.

By extending placemaking, branding, and publicrealm investments beyond Third Avenue, and leveraging the energy and visibility generated by new
Bayfront development, the City can catalyze
reinvestment along key corridors such as Broadway
and Main Street. A coordinated focus on corridorlevel improvements can strengthen small business performance, reinforce neighborhood identity, and
support more equitable economic growth citywide.

STRATEGIES (LIST)

1. Revitalize and create vibrant business districts along key commercial corridors.

2. Align regulations and simplify processes to be a more responsive, collaborative partner for small businesses.

Key Small Business
Corridors
Retail
Properties
Size denotes relative
square feet
Broadway | Third Avenue | Main Street

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Chula Vista Economic Development Strategic Plan | 28

3. Position the City as a champion for small business success by strengthening partnerships, programming, technical assistance, and resources.

4. Engage CDFIs, funders, and investment providers to expand access to capital and investment.

STRATEGIES (DETAILED)

1. REVITALIZE AND CREATE VIBRANT BUSINESS DISTRICTS ALONG KEY COMMERCIAL CORRIDORS Chula Vista’s small business corridors are foundational to the city’s local economy and neighborhood identity. While each corridor is home to unique and culturally significant small businesses, they differ substantially in their level of placemaking, visibility, and overall quality of experience (particularly for pedestrians). Third Avenue has benefited from sustained investment and coordinated activation, while corridors such as Broadway and Main Street face challenges related to the public realm, transportation conditions, and quality-of-life issues that limit their full potential as economic drivers. By implementing a coordinated placemaking strategy that aligns public-realm investment, mobility improvements, and small business support, Chula Vista can help strengthen these corridors as vibrant, welcoming, and accessible business districts. This will help translate the City’s existing entrepreneurial strength into stronger corridor identity, increased foot traffic, and more durable, equitable economic growth.

Implementation
Considerations
 A core set of partners including small business owners, property owners, business associations, community organizations, arts and cultural groups, city departments and transportation agencies, will be critical to implementing this strategy.  Corridor-specific needs and placemaking frameworks that align public-realm investments and mobility improvements.
 Coordinated capital improvements, maintenance, and activation efforts across partners.  Sustainable funding and financing mechanisms for operations and maintenance.  Interim activations to jumpstart placemaking efforts.

Intended Outcomes  More vibrant, welcoming, and accessible small business corridors.  Increased foot traffic and customer activity for local businesses.  Stronger corridor identity and sense of place.
 Improved perceptions of safety, cleanliness, and overall quality of life.

Potential Metrics  Increased pedestrian activity.
 Improved multimodal accessibility.
 Reduction in storefront vacancies.
 Business satisfaction with corridor conditions.
 Improvements in safety/security and cleanliness.

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 29

2. ALIGN REGULATIONS AND SIMPLIFY PROCESSES TO BE A MORE RESPONSIVE, COLLABORATIVE PARTNER FOR

SMALL BUSINESSES
Chula Vista’s small businesses play an important role in powering the city’s economy. Recognizing their importance, the City is committed not only to supporting small businesses, but to being a collaborative partner in their success. By streamlining permitting and approvals and creating a clear and easy-to-access “front door” for navigating City processes and resources, Chula Vista will reduce friction for entrepreneurs and expand access to the tools they need to start and grow locally. Together, these efforts will position the city as an additive, responsive, and business-friendly environment for small business.

Implementation
Considerations
 Understanding the end-to-end small business experience across departments will be important to identifying pain points and delays.
 Establishing a clear, accessible, customer service-focused “front door” will help small businesses access resources and view the City as a partner.  Interdepartmental coordination will be critical to reduce redundancies.  Technology may help to improve ability to track applications and communicate updates.

Intended Outcomes  Faster, more predictable City processes.  Reduced time spent to open or expand a business.
 Improved small business satisfaction and trust in the City and its operations.

Potential Metrics  Reduced time from permit application to issuance.  Increased small business satisfaction related to City processes.  Increased business openings and retention.

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 30

3. POSITION THE CITY AS A CHAMPION FOR SMALL BUSINESS SUCCESS BY STRENGTHENING PARTNERSHIPS,

PROGRAMMING, TECHNICAL ASSISTANCE, AND RESOURCES
In parallel with the City’s internal efforts (i.e., Strategy 3.2 above) to support small businesses, EDD will strengthen partnerships that connect entrepreneurs with the programs, resources, and expertise they need to start, grow, and succeed in Chula Vista.

Based on the City’s 2025 small business survey, priority needs include access to financing, connections to skilled employees, marketing and growth assistance, and help navigating regulatory requirements. By strengthening coordination with local and regional business-serving organizations, the City can expand access to these resources, reduce barriers to starting and growing a business, and create a stronger small business ecosystem in Chula Vista.

Implementation
Considerations
 Identify and formalize partnerships with regional and local small business support organizations
 Coordinate with partners to identify where their services might complement or fill gaps in City services
 Ensure support programs consider diverse business needs across industries and languages.

Intended Outcomes  Expanded access to capital, technical assistance, and advisory services for small businesses.
 Stronger coordination among small business and entrepreneurship focused organizations in Chula Vista.
 Increased representation of historically underrepresented entrepreneurs.  Improved business survival and growth rates.

Potential Metrics  Number of active partnerships and formal agreements with support organizations.  Number of small businesses served through partner programs  Business survival and growth indicators.
 Small business satisfaction with support services.

3.4 ENGAGE CDFIs, FUNDERS, AND INVESTMENT PROVIDERS TO EXPAND ACCESS TO CAPITAL AND INVESTMENT Access to capital is critical to advancing business growth, redevelopment, and new investment in Chula Vista. EDD can play a more active role in building relationships with Community Development Financial Institutions (CDFIs), banks, investors, tax credit entities, philanthropic funders, and other public and private financing partners to connect businesses and development projects with capital. By identifying opportunities to leverage tools such as New Markets Tax Credits, Opportunity Zone investment, grants, loans, tax credits, and other financing mechanisms, the City can help close funding gaps, attract private investment, and move priority economic development projects forward.

Implementation
Considerations
 Build and maintain relationships with CDFIs, banks, investors, tax credit entities, philanthropic organizations, and other public and private funding partners.  Develop an inventory of available financing tools, incentives, and investment partners that can support businesses, development projects, and priority economic development areas.
 Identify investment-ready projects and businesses that may qualify for New Markets Tax Credits, Opportunity Zone investment, grants, loans, tax credits, and other financing programs.
 Convene funding and investment partners to introduce them to local opportunities and priority areas.

Intended Outcomes  Increased access to capital for Chula Vista businesses and development projects.  Greater utilization of federal, state, private, philanthropic, and mission-driven financing tools.
 Increased private investment in priority areas consistent with the goals of Chula Vista.

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Chula Vista Economic Development Strategic Plan | 31
 More projects able to move from concept to implementation by addressing financing gaps.

Potential Metrics  Number of funding and investment partners actively engaged.  Number of businesses and projects connected to financing opportunities.  Total public and private capital leveraged.
 Jobs generated through new investment spurred by City initiatives.

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September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 32

4. Tourism, Entertainment, and Culture
GOAL
Promote, leverage, and expand Chula Vista’s tourism and arts and culture assets to make the city a vibrant, well-known destination for recreation, entertainment, and culture.

Chula Vista has a timely opportunity to become a regional tourist destination, building on existing visitation and attractions, and the city’s strategic location. Through this plan, the EDD can play an important role in consolidating tourism promotional efforts, developing a cohesive brand, and leveraging underutilized assets in strategic ways.

Strengths
Chula Vista's adjacency to the two major border entries and soon a third border entry positions the city to strongly benefit from cross-border traffic that has been steadily increasing since the pandemic. Tourism and border crossing have been on the rise in San Diego County since the pandemic (2020), driven in part by Mexican day visitors and Cross Border Xpress's innovative airport link. And according to SANDAG’s 2020 Cross-Border Travel Behavior Survey, 43% of the 5,868 trips surveyed ended in Chula Vista, the highest percentage of any single destination city.

More than half of respondents identified shopping as the primary reason for their visit.

The opening of the Gaylord Pacific Resort, with 1,600 new rooms, has nearly doubled the number of hotel rooms in Chula Vista and has catalyzed a strong hotel pipeline on the Bayfront and beyond. This pipeline brings opportunities for revenue-generating real estate development and additional hospitality jobs.

The Gaylord also includes a 140,000 square-foot convention center with capacity for 10,000 attendees and a 4.25-acre water park, positioning the area as a major work travel and leisure travel destination. The nation’s largest hotel to open in 2025, the hotel is expected to generate approximately $475 million a year for the local economy. 13 Chula Vista can leverage this new
destination to tie in branding with other existing assets (tourism and related) to maximize the impact of the 535-acre project on the city as a whole.

Challenges
This plan presents an opportunity to address issues of branding and leveraging Chula Vista’s new and existing tourism assets.

Currently, there is no consolidated effort to promote tourism in the city. Destinations are scattered throughout the city and the city’s tourism assets lack unified branding to attract regional and national visitors. There is also a lack of data collection and dissemination to demonstrate the impact of tourism. Additionally, within the city, existing businesses are not positioned to capture visitor spending from new developments. There is an opportunity to better market local businesses to visitors staying at the Gaylord and other hotels.

Opportunities
Furthermore, Chula Vista has tourism and arts and culture assets that can be marketed better to existing and potential visitors to attract more regional and national tourists. Sesame Place attracts families across Southern California, North Island Credit Union Amphitheater hosts top-tier music events, and many destinations offer unique tourism aspects such as eco-tourism and water sports. While many assets already draw regional attention, some are underutilized and have potential to be activated for broader visitor attraction.

42.6%
Cross-border travelers’ primary
destination was Chula Vista
52%
of travelers stated shopping was
primary purpose of trip
Personal Vehicles Entering through
San Ysidro and Otay Mesa Ports of
Entry in 2024

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 33
Left: Sesame Place
Right: North Island Credit Union
Amphitheater

STRATEGIES
(LIST)

1. Develop a governance structure, such as a destination management organization, that consolidates governance responsibilities for key tourism destinations.

2. Activate Chula Vista’s existing assets to become a premier regional destination for leisure, sports, culture, and entertainment.

3. Better market Chula Vista’s existing assets to attract new visitors and to connect experiences within Chula Vista.

4. Develop a Bayfront convention, resort, and ecotourism districts strategy in partnership with the Port of San Diego and others.

STRATEGIES (DETAILED)

1. DEVELOP A GOVERNANCE STRUCTURE, SUCH AS A DESTINATION MANAGEMENT ORGANIZATION, THAT

CONSOLIDATES GOVERNANCE RESPONSIBILITIES FOR KEY TOURISM DESTINATIONS Chula Vista City Council should establish a coordinated entity, such as a Destination Management Organization (DMO), that can unify decision-making and ensure that the city speaks with one voice in tourism planning and promotion. This entity should be tasked with creating a unified brand for the city, promoting the brand to attract visitors, continually updating marketing strategies, and improving the physical conditions of the city.

Implementation
Considerations
 Evaluation of forming the district as a business improvement area under the Property and Business Improvement District Law of 1994 and the City’s Community Benefit District Ordinance.
 Coordination by EDD to establish a DMO.
 Discussion of governance structure and potential establishment of a non-profit entity to govern the DMO
 Allocation of EDD staff time to serve as a liaison to the new entity.  Evaluation of assessment allocated to a new entity or other resourcing.

Intended Outcomes  Develop a unified city-wide tourism brand positioning  Consolidated marketing plan that is updated on a regular basis  Regular convenings within the hospitality community
 Inclusion and prioritization of tourism within economic development  Proactive partnership with other tourism organizations such as Visitor San Diego and Visit California
 Consistent tracking and publishing annual reports that include visitation and visitor spending data
A Destination Management Organization is usually within a defined geographic area, typically centered around hospitality and tourism businesses, that can collect special assessments (like a small fee on hotel rooms) to create a dedicated fund to raise awareness of the destination, develop marketing strategies to attract overnight visitors, and create sales programs that bring large groups into hotels and resorts.

To establish an assessment district, hospitality and tourism businesses within the district that will pay 30% of the total assessment amount must submit a petition to the City Council.

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 Ability for DMO to apply for state, county, or federal grants for tourism specific initiatives Potential Metrics  Increased overnight visitors
 Increased partnerships within the tourism and business community  Increased visitor spending
 Revenue/assessment collected by the DMO formation

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San Luis Obispo – Tourism District Activities and Impacts San Luis Obispo (SLO) is a city on California’s central coast, roughly halfway between San Francisco and Los Angeles with a population of about 49,700 people.14 The city had 1.5 million visitors in 2024 with around 70% being overnight visitors and spending $455 million in total.
15 The City of San Luis Obispo’s Economic Development Program oversees the Tourism and Community Promotions program with the goal of promoting and enhancing the city’s quality of life. The program consists of two governing entities – (1) the SLO Tourism Business Improvement District (TBID); and (2) the Promotional Coordinating Committee (PCC).

The San Luis Obispo Tourism Business Improvement District (TBID) raises funds for tourism marketing, advises the City Council, and promotes the city through the Visit SLO website and other channels, with the primary goal of driving overnight stays. Established in 2008 under the Parking and Business Improvement Area Law of 1989, the TBID allows the hotel industry to raise funds solely dedicated to tourism marketing and promotions that target attraction of visitors to the city. The key goals of the TBID were to increase overnight stays and visitor spending, enhance San Luis Obispo’s brand, and to provide a coordinated marketing approach for tourism stakeholders.16 The TBID assessment is 2% of the City’s Transient Occupancy Tax (TOT). It raised approximately $2.2M in FY 2022-2023, when overall TOT revenue for the city was $11M.
17 The TBID includes all lodging properties in the city including owner-occupied homestays.

Source: SLO TBID Annual Report, 2024-2025.

Key Takeaways
 Tourism is a key part of the City’s economic development department’s program. The main role for the department is to provide coordination for the TBID and PCC.
 The SLO TBID operates as a partnership model, working with organizations at the state, region, and county level to expand the reach of its marketing efforts. For example, through partnership with Visit California, San Luis Obispo received coverage through Visit California’s marketing such as travel trade and press. Post-Covid, as tourism trends changed nationwide, SLO TBID made amendments to its marketing plan to pivot how they are telling the story of SLO – focusing on the small-town nature of the city and highlighting the local culture.  Marketing efforts by the TBID have been effective especially as the city and economy nationwide were recovering from the 2008 financial crisis. TOT increased by 10% from 2012 to 2013 and performed better in terms of occupancy rates

14 Census estimate 2024.
15 Economic Impact of Visitors to San Luis Obispo, CA 2024, Tourism Economics. 16 https://visitslo.com/wp-content/uploads/2023/05/201924-San-Luis-Obispo-TBI.pdf 17 SLO TBID Annual Report, 2022-2023.

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than other cities with a $3 million budget to market the city and compete with neighboring cities.18 TOT has more than doubled since 2008 when the TBID was established.
 SLO TBID creates campaigns and sales programs such as “SLO MidWeekend” to encourage midweek travel as a strategic priority under the overarching brand “Live the SLO Life.” SLO TBID’s MidWeekend marketing and sales campaign.

Visit Oxnard – Non-Profit Governance Structure with Dedicated Staff Description
Oxnard, California has a population of about 200,600 residents. The city attracts visitors who are drawn to its seven miles of beaches, Channel Islands Harbor, and vibrant cultural scene. Oxnard is located in Ventura County, about 60 miles northwest of Los Angeles. Visit Oxnard, the city’s public non-profit organization funded by a 2% tourism assessment, presented a 67.9% average hotel occupancy with an average daily rate of $183.43 in fiscal year 2024-2025, which was the highest in Ventura County.19
Visit Oxnard’s mission is to promote and market Oxnard as a premier leisure and business travel destination. The non-profit organization is funded by a 2% tourism assessment that is collected from hotels with 55 or more rooms and an annual contracted funding source from the City of Oxnard. The organization is governed by a Board of Directors made up of a diverse group of stakeholders in the hospitality industry. Visit Oxnard has staff that is dedicated to marketing Oxnard and coordination of tourism stakeholders. Roles include:
 President & CEO
 Operations & Business Development Manager
 Digital & Multicultural Marketing Manager
 Marketing & Office Coordinator
 Public Relations
Key Takeaways
 Having dedicated staff for marketing tourism allows for proactive marketing such as a rebranding campaign. It also ensures that messaging stays consistent across marketing channels.  Visit Oxnard as a separate non-government designated marketing organization allows for funding sources to be solely used for promoting the city as a tourist destination.

18 https://www.sanluisobispo.com/news/business/article39449781.html 19 https://citizenportal.ai/articles/6238139/Oxnard-City/Ventura-County/California/Visit-Oxnard-presents-FY-202425- annual-report-highlighting-stronger-engagement-top-county-hotel-rates

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 37

2. ACTIVATE CHULA VISTA’S EXISTING ASSETS TO BECOME A PREMIER REGIONAL DESTINATION FOR LEISURE,

SPORTS, CULTURE, AND ENTERTAINMENT
Chula Vista has a strong set of sports, cultural, and entertainment assets that can be more intentionally activated to serve as key destinations for residents and visitors. These include the North Island Credit Union Amphitheatre, the Elite Athlete Training Center, the Gaylord Pacific Resort and its waterpark, Sesame Place, Casa Casillas, and the City’s Annual Art Fest. While several of these assets already draw regional attention, some are underutilized, limiting their broader economic impact.

Through investment in programming and consolidation of citywide branding mentioned in 4.3 and in Goal 5 across these venues, the City has an opportunity to encourage activation in these assets and to help position them as real destinations.

While working to activate underutilized assets in the near term, the City should also advance longer-term investments that strengthen its regional draw. Building on the Elite Athlete Training Center and Chula Vista’s Little League World Series legacy, the City can pursue targeted, long-term investments to develop new sports assets. This includes youth sports complexes at a scale capable of hosting major regional tournaments, as well as partnerships with minor league professional teams—particularly baseball—to establish the city’s first professional sports franchise and anchor sustained sports-driven economic activity.

Implementation
Considerations
 Investment from, and partnerships with, venue operators, cultural organizations, community organizations, and businesses for increased programming.  Attraction of new sports assets – specifically a professional sports team – will require significant recruiting efforts from the City and from investors.  Dedicated staff capacity for the activation of City-owned assets.  Land and partners willing to make significant capital investments to build out new sports and entertainment assets.

Intended Outcomes  Lively and vibrant places throughout the city.  Better activation of underutilized sites, e.g., more events at performing arts venues.

Potential Metrics  Increased active days and nights at existing sports, entertainment, and cultural assets.  New sports, entertainment, and cultural capital investments.  New partnerships with skilled operators.
 Revenue generation from current and future assets.

3. BETTER MARKET CHULA VISTA’S EXISTING ASSETS TO ATTRACT NEW VISITORS AND TO CONNECT EXPERIENCES

WITHIN CHULA VISTA
Chula Vista has many existing assets that already attract regional visitors and locals. Destinations such as Sesame Place, North Island Credit Union Amphitheatre, Living Coast Discovery Center, and Bayfront parks and marinas offer diverse activities for a wide range of tourists. Additionally, commercial corridors such as Third Avenue and Broadway have the potential to provide unique experiences for visitors and would benefit from increased marketing to existing visitors. The challenge with the current destinations and experiences is that the city lacks a unified tourism brand that effectively portrays the types of unique experiences visitors can have in Chula Vista. The creation of a DMO as mentioned in 4.1 is an opportunity to create a holistic brand that represents the exciting experiences that the city can offer and tie in with Goal 5. The DMO proposed in 4.1 could package and promote these assets through integrated marketing, programming, and partnerships with tourism operators.

Chula Vista has many existing assets that can be better marketed. For example, commercial corridors such as Third Avenue and Broadway have the potential to provide unique experiences to visitors and would benefit from increased marketing to visitors.

Venues that are better activated through 4.2 can also become part of the citywide tourism branding and marketing efforts.

This effort is timely; the opening of the Gaylord Pacific Resort provides an opportunity to reposition the city as a destination for conferences and family tourism, guiding event attendees and hotel guests to nearby destinations. The DMO and partners should consider emphasizing key new developments as a way to better market the city to wider audiences.

Implementation
Considerations
 Creation of a citywide tourism brand through a potential DMO leading external marketing and developing annual marketing plans.
 Collaboration and partnership between local businesses, key entertainment and cultural institutions, and the accommodations industry.
 Partnership with key venues such as the Gaylord for cross-promotion opportunities.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 38
 Partnership with San Diego Tourism Authority and other organizations such as Visit California for amplified marketing.

Intended Outcomes  A unified and unique brand for Chula Vista marketed through various channels.

Potential Metrics  Increased visitation to key destinations.  Increased engagement and visibility on online channels.  Increased accommodation bookings.
 Increased transient occupancy tax (TOT).

Aurora, CO – Repositioning the City Leveraging Large Development Aurora, CO is a suburban city outside of Denver with a population of about 414,000 people, making it the third largest city in the state. It is known as the “Gateway to the Rockies” with outdoor recreation as a famous attraction. In 2024, visitors spent $511.9 million in the local economy. In 2018, the Gaylord Rockies opened in Aurora with 1,500 rooms and 485,000 SF of meeting space, adding a destination for work and leisure travel in the city. The hotel and resort opened with 1.1 million room nights booked through 2028, attracting 80% of visitors who have never been to Colorado.20 While the slogan “Gateway to the Rockies” still stands, the focus of marketing for the City of Aurora has shifted from just an outdoor activities destination to emphasizing language such as a “premier destination for convention, business, and leisure travel.” The focus of the city’s tourism marketing now targets people coming for work travel and encourages them to bring the family to experience all the entertainment options Aurora has to offer.

Key Takeaways
 Aurora was able to use the Gaylord Rockies to shift the city’s marketing to emphasize convention and work travel.

Within one year of opening, Aurora was listed as one of the top 50 meeting destinations in the U.S., which offered an opportunity for the City to leverage the momentum.
 Aurora also partnered with nearby destinations to connect event attendees to the Rockies. Rather than competing with destinations such as the city of Boulder, Garden of the Gods, and Pike’s Peak, the City worked with popular destinations to refer visitors to the Gaylord Rockies for specific activities as visitors are interested in easy access to the Rocky Mountains.21 Chula Vista hotels and the DMO can also partner with tourist and other city destinations to connect with the Gaylord Pacific, extending visits and enriching experiences.

20 https://auroraedc.com/success-stories/creating-a-transformational-magnate-gaylord-rockies-resort-conventioncenter/ 21 https://www.meetingstoday.com/articles/141703/gaylord-rockies-effect-rapid-meetings-growth-aurora-colorado

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 39

4. DEVELOP A BAYFRONT CONVENTION, RESORT, AND ECOTOURISM DISTRICTS STRATEGY IN PARTNERSHIP WITH

THE PORT OF SAN DIEGO AND OTHERS
The opening of the Gaylord Pacific Resort and continued development of the Chula Vista Bayfront create an opportunity to extend the economic benefits of increased tourism and investment into Western Chula Vista. The City should work with the Port of San Diego and other partners to develop a coordinated district strategy that connects the Bayfront’s convention, resort, recreation, and ecotourism assets with nearby commercial districts, businesses, lodging, dining, and cultural destinations. This would create a cohesive ecosystem that strengthens connections between the Bayfront, Western Chula Vista, and the entire city. It should support a range of visitor-serving options at varying price points, including low-cost accommodations, while creating opportunities for local businesses to capture more visitor spending. The goal is to establish the Bayfront and Western Chula Vista as a connected destination that expands tourism and recreation, attracts investment, enhances public access, and generates economic opportunity throughout the western side of the city.

Implementation
Considerations
 Partner with the Port of San Diego and key public and private stakeholders to define the district, priorities, and implementation approach.
 Connect Bayfront destinations with Western Chula Vista commercial districts, businesses, lodging, dining, and cultural attractions.
 Improve physical, transit, bicycle, pedestrian, shuttle, and wayfinding connections between the Bayfront and surrounding districts.
 Support low-cost and diverse visitor-serving accommodations, recreation, dining, and experiences beyond the Bayfront.
 Leverage the Living Coast Discovery Center, waterfront parks, marina, trails, and natural resources to expand ecotourism and outdoor recreation.
 Coordinate investment, marketing, programming, and business engagement so increased Bayfront visitation translates into broader economic activity.

Intended Outcomes  A connected Bayfront and Western Chula Vista visitor economy.  Increased visitor spending at businesses beyond the Bayfront.  Greater investment in tourism, hospitality, recreation, and commercial districts.  Expanded access to waterfront, recreation, and visitor-serving amenities.  Increased economic opportunities and high-quality jobs in Western Chula Vista.

Potential Metrics  Increased visitation and visitor spending.  Increased transient occupancy tax and tourism-related revenues.  New tourism and visitor-serving investment.
 Increased hotel stays and visitor length of stay.
 New or improved connections between the Bayfront and surrounding commercial districts

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 40

5. Branding and Marketing
GOAL
Strengthen Chula Vista’s identity and storytelling to attract investment, visitors, and talent from across the region and beyond.

A strong, unified brand for Chula Vista is critical for the city’s ability to attract investment, tourism, residents, and workers. It is also important for the city to address external, negative perceptions of the city that persist despite previous short-term rebranding efforts. To succeed, the rebranding must go beyond surface-level marketing and become a multi-faceted branding and storytelling campaign that speaks to tourism, industry, and community pride. Most importantly, the new brand needs to become a cohesive story that clearly communicates Chula Vista’s unique identity to audiences across the region and beyond.

With an established overarching brand, the City, stakeholders, and community can adapt the brand to different audiences and objectives while maintaining a consistent Chula Vista identity. A successful brand should sustain that story over time while supporting priorities ranging from economic development and investment attraction to tourism and community engagement.

Strengths
Chula Vista has had successful short-term marketing campaigns such as “We built THIS” that highlighted unique Chula Vista makers, restaurants, hotels, and shops in the city and educated the community on what makes Chula Vista, Chula Vista. This was an extension of the previous “THIS is Chula” tourism campaign but targeting the local community rather than external audiences. This was a strong campaign in that it built community pride and encouraged local residents to support local businesses during the pandemic.

Challenges
The city’s slogan “THIS is Chula” received mixed reactions from the community, which made it difficult to gain traction. There needs to be a branding strategy that can gain alignment from the Chula Vista community and then be communicated to external audiences. Alignment on the overarching brand will be key so that stakeholders across the city will be spreading the same messaging. Additionally, the campaign was not able to address widely held negative perceptions. In this new round of branding, there needs to be better communication about the changes that have happened and are happening in Chula Vista to demonstrate change and growth. Currently, there is a lack of public-facing economic data that communicates strengths and major trends, and highlights large projects
Opportunities
This plan presents a timely opportunity to position the city. The City can leverage the excitement around large new developments such as the Gaylord Pacific Resort, the overall Bayfront development, and the master planning effort of the Elite Athlete Training Center.

Visit Oxnard – Refreshed Branding to Reflect Authentic Experiences Description

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 41
Oxnard, despite having famous beaches and connection to the Channel Islands, previously had challenges of low brand awareness in comparison with neighboring cities such as Ventura and Santa Barbara. In 2019, the city launched a new brand campaign, positioning the city as a place “rooted in diversity of cultural heritage and a deep musical soul,” as noted in Visit Oxnard’s Brand Promise. The City created a whole new brand visual identity, shifting from a logo that was similar to the City’s into a distinct brand to express the city’s diverse cultures. The rebrand also leveraged the low brand awareness to emphasize that it is “one of California’s best-kept secrets,” turning an otherwise disadvantage on its head. The rebrand used the insight that tourists want the feeling of discovery and used marketing to invite people into a “new” place.

Visit Oxnard’s visual brand identity
reflects the places that make Oxnard
unique with a logo that is distinct from
government services to feel more
inviting and attractive to visitors.

Key Takeaways
 Oxnard was able to recreate its brand by emphasizing and leaning into its strengths and attractions such as its beaches, authentic Mexican culture, unrivaled views, access point to the Channel islands, etc. They focused on the insight that theses attractions are not known to the travelers and launched a campaign “You Don’t Know Oxnard” to highlight the hidden secrets. The campaign aimed to raise brand awareness by surprising potential visitors with all that Oxnard has to offer. Chula Vista can have a similar campaign to roll out new branding to re-educate visitors of all the activities, destinations, and experiences that might not be well known now.  Creating a new visual identity was also effective in announcing the rebrand to the world. Oxnard hired third party consultants to redo the whole rebranding and other parts of tourism branding such as a new logo for Downtown Oxnard, making the rebranding consistent across different places within the city. Chula Vista has the opportunity to streamline rebranding throughout the city, especially with physical signage to tie the city together.

Left: Old logo for Downtown Oxnard
Right: New logo for Downtown Oxnard

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 42

STRATEGIES (LIST)

1. Establish consistent economic data collection, analysis, and communication to align stakeholders around shared goals and progress and build the City’s capacity for data-driven storytelling.

2. Develop and launch a unified branding and marketing campaign highlighting Chula Vista’s diverse economy, cultural richness, and binational connections.

3. Create and implement a targeted investor attraction strategy that positions Chula Vista’s priority development opportunities and economic assets to attract local, national, and international investment.

STRATEGIES (DETAILED)

1. ESTABLISH CONSISTENT ECONOMIC DATA COLLECTION, ANALYSIS, AND COMMUNICATION TO ALIGN STAKEHOLDERS AROUND SHARED GOALS AND PROGRESS AND BUILD THE CITY’S CAPACITY FOR DATADRIVEN STORYTELLING Build systems for regular data gathering, produce recurring reports or dashboards, and integrate findings into communications and engagement platforms to communicate a credible economic narrative to businesses, investors, and residents. The goal of this strategy is to internally align the community on shared economic development goals and externally attract potential investment through sharing data.

Implementation
Considerations
 Development of systems for consistent data collection in shareable formats that demonstrate growth of economic activity in Chula Vista
 Partnership with regional data providers such as SANDAG, the San Diego Regional EDC, SDWP, etc. to collect data, leveraging existing resources  Publication of data useful for potential investors, developers, business owners, and employers such as available properties, grants, tax incentives, etc.

Intended Outcomes  Communication of data to internal and external stakeholders such as South County EDC to demonstrate success of economic development.
 Community alignment on economic development goals
 Marketing to potential investors, developers, business owners, and employers to encourage doing business in Chula Vista
Potential Metrics  Increase in inquiries of developments, investments, business openings, etc.  Mentions of Chula Vista stats/data in the press

2. DEVELOP AND LAUNCH A UNIFIED BRANDING AND MARKETING CAMPAIGN HIGHLIGHTING CHULA VISTA’S

DIVERSE ECONOMY, CULTURAL RICHNESS, AND BINATIONAL CONNECTIONS Create a shared visual identity, messaging framework, and coordinated promotional materials used across City departments and partner organizations. This umbrella brand should serve as the connecting thread that translates to each City department and to other areas of focus such as tourism. The visual identity should speak to each other e.g., having same color scheme, using the same font, etc. to indicate that the city has streamlined efforts in marketing.

Implementation
Considerations
 Leveraging Chula Vista’s strategic international, binational position as a strength of the brand
 Creation of an umbrella brand and a unified visual identity that is a departure from current branding to signal change
 Emphasis of large new developments as signals of change in Chula Vista and opportunity for repositioning for example:
o The Gaylord Pacific Resort for a new type of tourism, understanding new target audiences and emphasizing tourism assets in the city

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 43
o Chula Vista Elite Athlete Training Center and various facilities for sports and sports tourism

Intended Outcomes  Shift in internal perception of Chula Vista and align on overarching brand refresh  Stakeholders use of the brand for their purposes
 Strategic rollout of new brand across various marketing channels e.g., radio, website, social media, etc.
 Address external negative perception about Chula Vista Potential Metrics  Increased engagement online on City website and social media channels  Increased visitation

3. CREATE AND IMPLEMENT A TARGETED INVESTOR ATTRACTION STRATEGY THAT POSITIONS CHULA VISTA’S

PRIORITY DEVELOPMENT OPPORTUNITIES AND ECONOMIC ASSETS TO ATTRACT LOCAL, NATIONAL, AND

INTERNATIONAL INVESTMENT
Chula Vista has significant development opportunities and economic assets, but attracting investment requires more than making information available. The City should take a proactive, targeted approach to identifying investors, developers, businesses, and capital partners whose investment priorities align with Chula Vista’s key opportunities. This should include packaging priority development sites, major projects, infrastructure investments, industry assets, incentives, and market data into clear investment opportunities and actively taking those opportunities to the market.

The strategy should focus on the City’s highest-priority opportunities and use targeted outreach, investor relationships, industry events, trade missions, site-selection networks, and regional, state, and federal partnerships to reach potential investors. Rather than broadly marketing Chula Vista, the City should match specific opportunities with the investors most likely to act on them, creating a more deliberate pipeline from initial interest to investment.

Implementation
Considerations
 Identify and maintain a portfolio of priority development and investment opportunities.  Develop investor-ready materials that clearly communicate site availability, development potential, infrastructure, market conditions, incentives, and other competitive advantages.  Identify and target local, national, and international investors, developers, businesses, and capital partners aligned with priority opportunities.
 Establish a coordinated investor outreach program that includes direct engagement, industry events, conferences, trade missions, and site visits.  Leverage relationships with regional, state, federal, and international economic development and trade partners to expand the City’s investor network.  Establish a system to track investor prospects, inquiries, follow-up, site visits, and investment outcomes over time.
 Coordinate across City departments to provide responsive, consistent support as investor prospects move from initial interest toward development and implementation.

Intended Outcomes  Increased awareness of Chula Vista investment opportunities among targeted investors and developers.
 Stronger pipeline of qualified investment prospects.
 Increased local, national, and international investment in priority development opportunities.
 More effective conversion of investor inquiries into site visits, projects, and completed investments.
 Stronger relationships with investors, developers, site selectors, and economic development partners.

Potential Metrics  Number of qualified investor and developer prospects.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 44
 Number of targeted investor engagements and site visits.  Number and value of investment opportunities in the City’s active pipeline.  Conversion of investor inquiries into active projects.  Total private investment generated or facilitated.
 Development activity on priority sites.
 New businesses, jobs, and economic activity resulting from investment attraction efforts.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 45
Appendix
City Aerial, Image Courtesy of City of Chula Vista

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 46
Existing Conditions Analysis Continued

AGE AND POPULATION GROWTH
Over the past decade, Chula Vista has experienced significant growth in its prime working-age population (25–54), outpacing other age groups and contributing to a relatively younger population compared to the county overall.

AGE DISTRIBUTION (2023)
Chula Vista has a higher proportion of youth under 18 and a higher share of adults aged 35–64. The 18–24, 25-34, and 65+ age groups are slightly smaller than the county average. Overall, Chula Vista has a relatively younger population compared to the county.

PERCENT CHANGE IN SHARE OF POPULATION BY AGE COHORT (2013 – 2023) The region is experiencing a population aging trend, with 65+ age cohorts increasing and <18 age cohorts decreasing.

However, Chula Vista has seen growth in the 25-54 core working age cohort.

EDUCATIONAL ATTAINMENT
24%
9%
14%
40%
13%
21%
10%
16%
38%
15%
<18 18 - 24 25 - 34 35 - 64 65+
Chula Vista SD County
-2.74%
-1.67%

1.72%
-0.56%

3.27%
-1.98%
-1.71%
-0.15%

0.26%

3.57%
SD County Chula Vista
<18
18-24
25-54
55-64
65+

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 47
While Chula Vista has a lower share of residents achieving Bachelor’s and Graduate degrees compared to the County, overall educational attainment increased in the 2013–2023 period.

SHARE OF RESIDENTS 25 OR OLDER THAT HAVE RECEIVED DEGREES (2023)

HOUSEHOLD INCOME
Median household income in Chula Vista is higher than at the County level, an ongoing trend since 2018, likely driven by the in-migration of higher income households.

MEDIAN HOUSEHOLD INCOME (2013 – 2023)
HOUSEHOLD INCOME DISTRIBUTION (2023)
Chula Vista and San Diego County exhibit very similar household income distributions, with over half of all households in both areas earning more than $100,000.

85.7%

32.3%

10.4%

89.0%

42.1%

16.5%
HS Diploma Bachelor's Degree Graduate Degree
Chula Vista SD County
$64,801
$105,173
$62,962
$102,285
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Chula Vista SD County
+5.3%
Chula Vista
+7.5%
San Diego County
Increase in Bachelor’s Degree
attainment since 2013

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 48

8.21% 8.43%

7.63% 7.62%

7.62% 7.76%

12.49% 13.07%

11.90% 12.14%

20.79% 19.05%

31.37% 31.93%
Chula Vista SD County
Less than $20k $20k - $35k $35k - $50k $50k - $75k $75k - $100k $100k - $150k $150k +

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategic Plan | 49

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Item 8.3
Approve the City’s Economic
Development Strategic Plan and Provide
Input on an Implementation Plan to be
presented to City Council at a Later Date
David Graham, Director of Economic Development
Judith Taylor, Partner, HR&A Advisors
Chula Vista City Council
September 22, 2026

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
2 Recommended Actions
Adopt a resolution approving
the Economic Development
Strategic Plan and provide
input on its implementation
to be presented to the City
Council at a later date.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
2 History
2024
• Small Business Taskforce formed
2025
• HR&A selected for ED Strategic Plan
• ED Strategic Plan stakeholder engagement
• Outdoor Dining Subcommittee
• City Council approves Western CVED
Subcommittee recommendations
• 106 businesses supported by ED Team
2026
• Launch monthly communication to all businesses
• Community Benefits District ordinance approved
• Circulated Draft ED Strategic Plan
• Completed stakeholder engagement

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
1Chula Vista Economic Development Strategy | HR&A Advisors September 22, 2026
Economic Development Strategic Plan
+

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Chula Vista Economic Development Strategy | HR&A
Advisors
Presentation
Presentation
Project Overview
Strategic Framework

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
3Chula Vista Economic Development Strategy | HR&A Advisors Project
Overview
01 01

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
7Chula Vista Economic Development Strategy | HR&A
Advisors
The HRA team has been helping Chula Vista develop a clear economic development vision, leaving it with a set of prioritized next steps to realize that vision.

The HR&A team has been helping Chula Vista develop a clear economic development vision, leaving it with a set of prioritized next steps to realize that vision.

PROJECTCONTEXT | STRATEGIC PLAN FRAMEWORK
Clear Vision
grounded in data and stakeholder engagement and input
Strategic Frameworks
with measurable outcomes the City can evaluate
Priority Actions
to take in the near-, mid-, and long-term

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
8Chula Vista Economic Development Strategy | HR&A
Advisors
HRA worked with the City of Chula Vista to create an economic development strategic plan that is analytically rigorous and reflective of community perspectives.

HR&A worked with the City of Chula Vista to create an economic development strategic plan that is analytically rigorous and reflective of community perspectives.

PROJECTCONTEXT | TIMELINE
TASK 1: Project Kickoff and
Direction
TASK 2: Existing Conditions Analysis
TASK 3: Stakeholder Engagement and Visioning
TASK 4: Strategic Vision and Action Plan Recommendations

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
9Chula Vista Economic Development Strategy | HR&A
Advisors
Tourism,
Entertainment, and
Branding
Strengthen Chula Vista’s
tourism and cultural identity
by promoting key
attractions, expanding
entertainment and
hospitality offerings, and
enhancing citywide branding
and visitor experience.

Advance inclusive workforce
development by investing in
skills training, and
educational partnerships,
while continuing to attract
highly skilled residents.

Talent Attraction,
Retention, and
Upskilling
PROJECT OVERVIEW | PRIORITY AREAS The SWOT analysis surfaced the following priority areas, which we workshopped with the Advisory Committee and stakeholders.

The SWOT analysis surfaced the following priority areas, which we workshopped with the Advisory Committee and stakeholders.

Small Business,
Entrepreneurship,
and Placemaking
Foster economic growth by
empowering entrepreneurs
and small businesses through
targeted support services
and streamlined resources.

Invest in placemaking to
strengthen the identity and
vibrancy of the city’s
business districts.

Industry Attraction
and Infrastructure
Attract and grow key
industries in Chula Vista that
support high road jobs.

Ensure Chula Vista’s
infrastructure is positioned
to support growing
industries.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
10Chula Vista Economic Development Strategy | HR&A Advisors Strategic
Framework
02 02

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
11Chula Vista Economic Development Strategy | HR&A Advisors The Strategic Plan provides a roadmap for how the City and its partners will work toward the vision for the City’s economy.

STRATEGIC FRAMEWORK
The Strategic Plan provides a roadmap for
how the City and its partners will work
toward the vision for the City’s economy.

Photo credits: City of Chula Vista
5 Goals
Vision for Chula Vista
Evolving Actions
18 Strategies

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
12Chula Vista Economic Development Strategy | HR&A Advisors STRATEGIC FRAMEWORK | VISION STATEMENT
A Thriving, Inclusive and Globally Connected Chula Vista A Thriving, Inclusive and Globally
Connected Chula Vista
Chula Vista will lift up its people and
industry as the foundation of a thriving,
inclusive, and globally connected economy.

The City will harness its diverse talent,
strategic location, and unique assets to
attract investment, support local businesses
and vibrant districts, and enhance a
dynamic, binational economy.

Photo credits: Chula Vista Living

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
13Chula Vista Economic Development Strategy | HR&A Advisors STRATEGIC FRAMEWORK | GOALS The Strategic Plan outlines the goals and strategies for five core areas where Chula Vista and its partners can concentrate efforts to work towards the City’s vision.

The Strategic Plan outlines the goals and strategies for five core areas where Chula Vista and its partners can concentrate efforts to work towards the City’s vision.

1. INDUSTRY ATTRACTION AND
GROWTH
Position Chula Vista to grow its existing industries and capture high-value industry activity that occurs in the context of the San Diego binational region.

2. TALENT ATTRACTION,

RETENTION, AND UPSKILLING
Develop, retain, and attract a skilled and diverse workforce by aligning education, training, and upskilling programs with growing industries.

3. SMALL BUSINESS,

ENTREPRENEURSHIP, AND

PLACEMAKING
Foster a vibrant small business and entrepreneurship ecosystem that strengthens local commerce and support lively places to enhance quality of life.

4. TOURISM, ENTERTAINMENT,

AND CULTURE
Promote, leverage, and expand Chula Vista’s entertainment assets to make it a vibrant, well-known destination for recreation, entertainment, and culture.

5. BRANDING AND MARKETING Strengthen Chula Vista’s identity and storytelling to attract investment, visitors, and talent from across the region and beyond.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
11Chula Vista Economic Development Strategy | HR&A Advisors GOAL 1.

STRATEGY 1.1
Develop and build partnerships and resources that
support the growth of local industry clusters.

STRATEGY 1.2
Leverage Chula Vista’s strategic position in the binational region to bring logistics and manufacturing to the region.

STRATEGY 1.3
Proactively market to and recruit growing industries and businesses to show the benefits of locating in Chula Vista.

STRATEGY 1.4
Coordinate with the California GO-BIZ to develop a
pipeline of investment in key industry clusters.

Photo credits: Chula Vista Chamber of Commerce

INDUSTRY ATTRACTION AND GROWTH

INDUSTRY ATTRACTION AND GROWTH

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
15 EMERGING INDUSTRIES Chula Vista has an opportunity to build on its legacy industries and geographic advantages to focus future efforts on emerging industries, layering in opportunities to build strategic logistics hubs that add value for these industries.

Chula Vista has an opportunity to build on its legacy industries and geographic advantages to focus future efforts on emerging industries, layering in opportunities to build strategic logistics hubs that add value for these industries.
• Evolved from traditional manufacturing
into advanced aerospace and unmanned
systems, building on a legacy that dates
back to the 1940s.
• Through partnerships such as the Drone
as First Responder program with the Chula
Vista Police Department, the City has
demonstrated its role as an early adopter
and public-sector innovation partner.
• The broader region supports thousands
of cleantech jobs in energy efficiency,
testing, design, and advanced
manufacturing, creating spillover
opportunities for adjacent cities.
• Chula Vista is well positioned to
complement this ecosystem through
manufacturing, logistics, and potential
university-anchored research activity rather
than competing directly on R&D.
• Chula Vista’s proximity to the Otay Mesa
port of entry and Baja California’s
maquiladora ecosystem creates a
competitive advantage for cross-border
manufacturing.
• While audio-visual maquiladora activity has
declined, medical device manufacturing
continues to grow, building on the region’s
life sciences strengths.

INNOVATION

CLEANTECH

MAQUILADORAS

MANUFACTURING
UAS

AEROSPACE

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
13Chula Vista Economic Development Strategy | HR&A Advisors GOAL 2.

STRATEGY 2.1
Strengthen partnerships with K-12 institutions to build clear career pathways for Chula Vista youth.

STRATEGY 2.2
Attract a four-year university and deepen collaboration with Southwestern College to expand local higher-education opportunities.

STRATEGY 2.3
Establish data capacity with local partners to identify employers’ workforce needs and connect those to
workforce development program providers.

Photo credits: Chula Vista Chamber of Commerce

TALENT ATTRACTION, RETENTION, AND UPSKILLING

TALENTATTRACTION, RETENTION,

AND UPSKILLING

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
14Chula Vista Economic Development Strategy | HR&A Advisors STRATEGY 3.1
Revitalize and create vibrant business districts along key commercial corridors.

STRATEGY 3.2
Align regulations and simplify processes to bea more
responsive, collaborative partner for small businesses.

STRATEGY 3.3
Position the City asa champion for small business success by strengthening partnerships, programming, technical
assistance, and resources.

STRATEGY 3.4
Engage CDFIs, funders, and investment providers to expand accessto capital and investment. Photo credits: Chula Vista Living GOAL 3. SMALL BUSINESS, ENTREPRENEURSHIP, PLACEMAKING

SMALL BUSINESS, ENTREPRENEURSHIP, &PLACEMAKING

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
15Chula Vista Economic Development Strategy | HR&A Advisors STRATEGY 4.1
Developa governance structure to consolidate
governance responsibilities of key tourism destinations.

STRATEGY 4.2
Activate Chula Vista’s existing assets to becomea premier regional destination for leisure, sports, culture, and
entertainment.

STRATEGY 4.3
Better market existing assets to attract new visitors and to connect experiences within Chula Vista.

STRATEGY 4.4
Developa Bayfront convention, resort, and ecotourism
district strategy in partnership with the Port of San Diego. Photo credits: City of Chula Vista GOAL 4. TOURISM, ENTERTAINMENT, AND CULTURE

TOURISM, ENTERTAINMENT, AND

CULTURE

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
19Chula Vista Economic Development Strategy | HR&A Advisors GOAL 5.

STRATEGY 5.1
Establish consistent economic data collection, analysis, and communication to align stakeholders around shared
goals and progress and build the City’s capacity for data- driven storytelling.

STRATEGY 5.2
Develop and launcha unified branding and marketing
campaign highlighting Chula Vista’s economy, cultural
richness, and binational connections.

STRATEGY 5.3
Create and implementa targeted investor attraction
strategy to attract local, national, and international
investment.

BRANDING AND MARKETING

BRANDING AND MARKETING

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
1Chula Vista Economic Development Strategy | HR&A Advisors September 22, 2026
Economic Development Strategic Plan
+

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
21 Next Steps
• Receive recommendations from City Council on
the Economic Development Strategic Plan and
its implementation
• Engage with stakeholders on implementation
recommendations
• Build on engagement to ensure long-term voice
of the business community in future actions
• Return to City Council with an implementation
plan by January 2026

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
22 Recommended Action
Adopt a resolution approving
the Economic Development
Strategic Plan and provide
input on its implementation
to be presented to the City
Council at a later date.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
v . 0 0 5 P a g e | 1
September 22, 2026

ITEM TITLE
Lease Agreement: Approve a Lease Agreement with ORBPD-1, LLC for real property located at Otay River Business Park for Police Department Vehicle Storage
Report Number: 26-0289
Location: 2890 Faivre Street
Department: City Manager & Police Department
G.C. § 84308 Regulations Apply: No
Environmental Notice: The project qualifies for a Categorical Exemption pursuant to State California Environmental Quality Act Guidelines Section 15301 (Existing Facilities).

Recommended Action
Adopt a resolution approving a lease agreement between the City of Chula Vista and ORBPD-1, LLC for real property space at the Otay River Business Park located at 2890 Faivre Street.

SUMMARY
The Police Department Headquarters was constructed in 2004 and includes core functions such as dispatch, investigations, administrative offices, evidence storage, a crime laboratory, and a holding facility. More than two decades later, the facility is not able to support the current and projected operational needs of the department including evidence vehicle parking.

A Facilities Master Plan is currently being developed to address the short- and long-term needs of the Police Department including providing for all vehicle storage and parking needs. However, there is an immediate need to resolve evidence vehicle storage and for this reason, staff recommends approval of a 63-month agreement to lease warehouse space for the temporary storage of evidence vehicles.

The lease term would allow for the master planning effort to conclude later this year, and a long-term, permanent solution be developed and implemented.

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ENVIRONMENTAL REVIEW
The proposed activity has been reviewed for compliance with the California Environmental Quality Act (CEQA), and it has been determined that the project qualifies for a Categorical Exemption pursuant to State CEQA Guidelines Section 15301 (Existing Facilities), which consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use and where the exceptions listed in State CEQA Guidelines Section 15300.2 would not apply in that no cumulative impacts were identified, no significant effects on the environment were identified, the project is not adjacent to a scenic highway, no historical resources would be affected by the action, and the project was not identified on a list of hazardous waste sites pursuant to Section 65962.5 of the Government Code. Thus, no further environmental review is required

BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Not applicable.

DISCUSSION
The Police Department Headquarters was constructed in 2004 and includes core functions such as dispatch, investigations, administrative offices, evidence storage, a crime laboratory, and a holding facility. More than two decades later, the facility is increasingly insufficient to support the current and projected operational needs of the department including evidence vehicle parking.

A responsibility of Police Department is to securely store vehicles that have been involved in a crime that may be considered evidence. The number of evidence vehicles Police Department maintains in their possession fluctuates and typically ranges from 50 to 80 vehicles at any given time. The duration the vehicles are stored is dependent on the judicial system and can range from a few days to several years or longer. The Police Department currently stores evidence vehicles in the Police Department Headquarters secure parking garage which has substantially reduced the availability of parking for employees and staff and as a result has forced employees and staff to find alternate parking in and around the Police Department Headquarters. In addition to storing evidence vehicles in the Police Department Headquarters parking garage, the Police Department utilizes several locations throughout the City, including a storage lot at Sweetwater Union High School District’s (”District”) main office. The District has plans to redevelop the property and has requested removal of evidence vehicles as soon as possible.

Currently, the City is working with consultants at Carrier Johnson + Culture to develop a Facilities Master Plan that is evaluating current police facilities and identifies future facility needs to support the department's mission, operations, staffing, and service goals through build out of the City.

The plan will serve as a roadmap for decisions regarding the renovation, expansion, replacement, or construction of police facilities based on projected operational demands, population growth, service levels, technology, and industry best practices. This plan will include a long-term solution for the storage of all vehicles including those considered evidence.

In the short-term, and as a temporary solution to this immediate need, the proposed warehouse lease will allow the Police Department to consolidate the vehicle storage into one, secure, indoor warehouse location.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
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The warehouse will allow Police Department to continue to maintain the chain of custody and preservation of the evidence vehicles. The warehouse space will also be used to store Police Department trailers, barricades and other essential equipment as necessary. The 16,900 square foot lease includes a small amount of office space the Police Department will utilize for staff to process evidence.

Key Terms of the Lease Agreement

1. Initial term of the lease shall be sixty-three (63) months and shall commence on or before November 1, 2026.

2. Three (3) months of rent abatement to occur in months two (2) through four (4) of the initial term.

3. Annual rent for the initial term to be paid is as follows:

Period Total Annual Rent
Months 1-12* $266,175.00*
Months 13-24 $365,547.00
Months 25-36 $376,513.41
Months 37-48 $387,808.81
Months 49-60 $399,443.08
Months 61-63 $102,856.59
Lease Extensions, if exercised
Months 64-75 $431,997.69
Months 76-87 $453,597.57
Months 88-99 $476,277.45
Months 100-111 $500,091.32
Months 112-123 $525,095.89
Total $4,285,403.81
*Adjusted for rental abatement

4. Five (5), one (1) year extension options at a five percent (5%) increase over the prior period.

5. Police Department will be responsible for certain insurance costs, utilities and telecommunications serving the premises, interior maintenance and repair expenses, and cleaning services.

6. The landlord will pay to touch-up the paint and spot clean the carpet in the office area as needed.

Landlord will construct a fenced yard area for additional storage.

DECISION-MAKER CONFLICT
Staff has reviewed the property holdings of the City Council members and has found no property holdings within 1,000 feet of the boundaries of the property which is the subject of this action. Consequently, this item does not present a disqualifying real property-related financial conflict of interest under California Code of Regulations Title 2, section 18702.2(a)(7) or (8), for purposes of the Political Reform Act (Cal. Gov’t Code §87100, et seq.).

Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision-maker conflict of interest in this matter.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
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CURRENT-YEAR FISCAL IMPACT
If approved, the proposed lease agreement would result in rent expenses of $147,875 in fiscal year 2026-27.

This cost is included in the Police Department’s fiscal year 2026-27 General Fund budget. Therefore, no additional appropriations are required in the current fiscal year.

ONGOING FISCAL IMPACT
Approval of the resolution will create an ongoing fiscal impact for the term of the lease contract. The total rent expense through the term of the agreement, inclusive of extensions, if exercised, shall not exceed approximately $4.3 million. The table below outlines lease costs by fiscal year.

Fiscal Year Annual Rent
FY 2026-27 $147,875.00
FY 2027-28 $361,998.00
FY 2028-29 $372,857.96
FY 2029-30 $384,043.66
FY 2030-31 $395,565.00
FY 2031-32 $416,003.32
FY 2032-33 $440,997.64
FY 2033-34 $463,047.52
FY 2034-35 $486,199.90
FY 2035-36 $510,509.88
FY 2036-37 $306,305.93
TOTAL $4,285,403.81
Throughout the term of the lease, the Police Department will be responsible for certain insurance costs, utilities and telecommunications serving the premises, interior maintenance and repair expenses, and cleaning services.

Costs related to the lease contract in subsequent fiscal years will be considered as part of the annual budget development process.

ATTACHMENTS

1. CVPD Lease Agreement
Staff Contact: Scott Dickson, Real Property Manager
Rusty Rea, Police Lieutenant

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Form Rev 9/30/2025
RESOLUTION NO. __________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

CHULA VISTA APPROVING A LEASE AGREEMENT
BETWEEN THE CITY AND ORBPD-1, LLC, A DELAWARE

LIMITED LIABILITY COMPANY AT OTAY RIVER

BUSINESS PARK
WHEREAS, the Police Department is required to securely store vehicles that have been involved in a crime that may be considered evidence. The Police Department currently stores evidence vehicles in several locations throughout the City, including in Police Department’s secure parking garage. Several of the locations the Police Department currently uses to store the evidence vehicles will no longer be available to the Police Department resulting in the need for warehouse storage. The leased Premises will allow the Police Department to consolidate the vehicle storage into one, secure, indoor location. The warehouse will allow the Police Department to continue to maintain the chain of custody and preservation of the evidence vehicles; and WHEREAS, the City desires to lease approximately 16,900 square feet of warehouse space at the Otay River Business Park (“Premises”) for the storage of the evidence vehicles, trailers, barricades and other essential equipment; and
WHEREAS the City and ORBPD-1, LLC desire to enter into a 63-month lease agreement with five (5), one (1) year extension options for the Premises; and WHEREAS, during the initial 63-month term of the lease agreement, the rent expense shall be $1,898,343.89; and five options to extend for one year each.

WHEREAS, if the extension options are exercised, the not-to-exceed total compensation payable under the lease agreement shall not exceed $4,285,403.81 over the full term of the lease agreement.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista, that it approves the lease agreement, between the City and ORBPD-1, LLC, in the form presented, with such minor modifications as may be required or approved by the City Attorney, a copy of which shall be kept on file in the Office of the City Clerk, and authorizes and directs the City Manager to execute same.

BE IT FURTHER RESOLVED by the City Council of the City of Chula Vista, that it authorizes the City Manager to execute any other documents necessary to finalize this transaction, or that may be required by the terms of the lease agreement, including amendments and extension options to the lease agreement, all as deemed necessary and in the form approved by the City Attorney.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
Resolution No.

Presented by Approved as to Form by
Tiffany Allen Marco A. Verdugo
City Manager City Attorney

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
1 Lease (ORBP) - City of Chula Vista 4903-8487-5465 v.8.docx

STANDARD FORM INDUSTRIAL LEASE
(Triple Net)
This Standard Form Industrial Lease (Triple Net) ("Lease") is executed on ___________, 2026 (the "Effective Date"), between ORBPD-1, LLC, a Delaware limited liability company ("Landlord"), having an address for notices at 5465 Morehouse Drive, Suite 260, San Diego, CA 92121, Attention: Mr. Colton Sudberry, email: [email protected] (with copies to: [email protected] and [email protected]), and THE CITY OF CHULA VISTA, a Municipal Corporation ("Tenant"), having an address for notices at [276 Fourth Avenue, Chula Vista CA 91910], Attention: City Attorney, Email:
[email protected] (with copies to: [email protected] and [email protected]), who agree as follows:

1. Agreement to Let. Landlord hereby leases to Tenant, and Tenant hereby leases from Landlord, upon all the terms, provisions, and conditions contained in this Lease, those certain premises designated as Suite #100 consisting of a portion of that certain industrial building (the "Building") whose address is 2890 Faivre Street, Chula Vista, California, 91911, together with all existing office and industrial space therein, truck service areas, and improvements within the Premises, as more particularly described/depicted on attached Exhibit "A" (the "Premises"), along with the non-exclusive right to use, in common with Landlord, Landlord's affiliates, and their respective invitees and licensees, and the other tenants and users of space within the Building, the Common Area (as defined below). For purposes of this Lease, "Common Area" refers to those areas within and outside the Building which are intended for use by the tenants of the Building in common, including, without limitation, driveways, parking areas and truck courts, as reasonably designated by Landlord or the Otay River Business Park Association, a California non-profit mutual benefit association (the "Association"), from time to time, but subject to modification as described in this Lease.

As used herein, the “Project” means the Building and the parcel of land on which such Building is located, as depicted on attached Exhibit “B”.

2. Principal Lease Provisions. The following are the "Principal Lease Provisions" of this Lease. Other portions of this Lease explain and describe these Principal Lease Provisions in more detail and should be read in conjunction with this Paragraph. In the event of any conflict between the Principal Lease Provisions and the other portions of this Lease, the Principal Lease Provisions will control. (Terms shown in quotations are defined terms used elsewhere in this Lease.)

2.1. Rentable Area of the Premises: Approximately 16,900 Rentable Square Feet of space. The terms "Rentable Square Footage," "Usable Square Footage," and similar terms dealing with Rentable or Usable means of describing measurements of square footages, will have the meanings of such terms adopted by the Building Owners and Managers Association International (BOMA) as of the date of this Lease relative to multi-tenant industrial buildings.

2.2. "Initial Lease Term": 63 months plus any additional days required for the Initial Expiration Date to occur on the last day of a month as set forth in Paragraph 2.2.2, below, beginning as of the Lease Commencement Date and ending as of the Initial Expiration Date.

2.2.1. "Lease Commencement Date": The lease commencement date is estimated to be November 1, 2026. Tenant’s execution of this Lease is contingent upon Chula Vista City Council approval and execution of a Resolution authorizing the City Manager to execute this Lease.

2.2.2. "Initial Expiration Date": That date which is 63 months (plus however many days are left in the final calendar month of the Term) after the Lease Commencement Date.

2.2.3. Extension Rights: Yes No ; Five options to extend for one year each (see Paragraph 33, below).

2.3. "Basic Monthly Rent": $29,575.00 (subject to adjustment as provided in Paragraph 6, below). Basic Monthly Rent will always be due and payable on or before the first day of the applicable month, except that the first month's Basic Monthly Rent will be due and payable upon the date of Tenant's execution of this Lease.

2.4. "Rent Commencement Date": The Lease Commencement Date.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
2 Lease (ORBP) - City of Chula Vista 4903-8487-5465 v.8.docx

2.5. "Security Deposit": None.

2.6. Guarantor: None.

2.7. "Permitted Use": Storage of vehicles, trailers, associated property and any other use permitted by applicable laws, zoning, and Project entitlements; provided, however, no uses are permitted which may or do, in Landlord's reasonable discretion, conflict with exclusives granted by Landlord to other tenants, and all in accordance with all applicable laws, statutes, ordinances, and regulations and the provisions of this Lease. As of the execution of this Lease, no conflicts with exclusives are known to exist. Landlord shall provide reasonable notice to Tenant at the time any conflict may arise.

2.8. Participating Broker: "Landlord's Broker": Michael Mossmer, Voit Real Estate Services "Tenant's Broker": None

2.9. Initial Payment Amounts: None.

2.10. Suite 150. Landlord is currently in negotiations with a third party (the "Prospective Tenant") for the lease of Suite 150 of the Building, consisting of approximately 19,350 Rentable Square Feet ("Suite 150"). If Landlord terminates negotiations with Prospective Tenant before Tenant has taken possession of Suite 100 of the Building ("Suite 100") under this Lease, then, subject to the terms of this Paragraph 2.10, Tenant shall have the right to convert the Premises under this Lease from Suite 100 to Suite 150 (the "Substitution"). Tenant's ability to elect the Substitution will remain effective for three business days following written notice (including notice by email) from Landlord to Tenant that negotiations with the Prospective Tenant have terminated. If Tenant does not give written notice to Landlord of its election to accept the Substitution within such three business day period, Tenant shall be conclusively deemed to have declined to accept the Substitution. If the Substitution occurs, (i) all references in this Lease to the "Premises" shall be deemed to refer to Suite 150 in lieu of Suite 100, and Suite 100 shall no longer be subject to this Lease; (ii) Base Monthly Rent, including the rent schedule set forth in Paragraph 6, below, shall be adjusted based on the number of Rentable Square Feet of Suite 150; (iii) the Lease Commencement Date and Rent Commencement Date shall be adjusted to reflect the actual date that possession of Suite 150 is delivered to Tenant; (iv) Remove wall in between two offices to create a larger office and remove one of the office doors into newly created office and close opening where door was removed, replace carpet and repaint new larger office and affected area in hallway, touch up paint throughout the office space and spot clean carpet as necessary; (v) Tenant shall obtain all necessary approvals and permits necessary for the installation of Loading Dock Fencing (as defined in Paragraph 4.1.1, below) at Suite 150; (vi) Landlord and Tenant will cooperate to adjust the timing for Landlord's Work as it applies to Suite 150, including the construction of the Loading Dock Fencing (which may be performed after delivery of possession of Suite 150 to Tenant); and (vii) all other terms, covenants, and conditions of this Lease shall remain unmodified and in full force and effect. At the request of Landlord, if the Substitution occurs, Landlord and Tenant shall execute an amendment to this Lease memorializing the Substitution and the resulting changes described above, including an updated floor plan of Suite 150 attached as an exhibit. If the Substitution does not occur because Tenant has taken possession of Suite 100 before Landlord's negotiations with the Prospective Tenant terminate, or Tenant does not timely elect the Substitution, Tenant shall have no further right to substitute Suite 150 for Suite 100 under this Paragraph 2.10, and this Paragraph 2.10 shall be of no further force or effect.

3. Term. The term of this Lease ("Term") shall commence on the Lease Commencement Date, as defined in the Principal Lease Provisions, and shall expire on the Initial Expiration Date, as defined in the Principal Lease Provisions, subject to (i) any extension rights set forth in this Lease, and (ii) earlier termination, as provided in this Lease. The term "Expiration Date", as used in this Lease shall mean the Initial Expiration Date, any earlier date upon which this Lease is terminated by Landlord, as provided below, or if the Term is extended, then the expiration date of any Extension Term (as defined below).

4. Delivery of Possession. On or before the Estimated Lease Commencement Date, Landlord, at its cost, shall have Substantially Completed the Touch-Up Work (as defined below) and shall deliver possession of the Premises to Tenant (subject to Landlord's reserved rights hereunder and Landlord's right to continue the completion of the Loading Dock Fencing) in broom clean condition and with dock doors, roof, HVAC (defined below), electrical, lighting, fire sprinkler, and plumbing systems in good working order.

4.1. For purposes of this Lease:

4.1.1. the term "Landlord's Work" means the following:

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
3 Lease (ORBP) - City of Chula Vista 4903-8487-5465 v.8.docx (a) Touch-up paint throughout the office space and spot clean carpet as necessary, balance the HVAC in the office area and reinstall bathroom sign that is missing form restroom (collectively, the "Touch-Up Work"), such Touch-Up Work to be completed by Landlord prior to the Lease Commencement Date; and (b) The installation of a chain-link fence in the loading dock area to include a drive through gate with screening on fencing, in a configuration designated by Landlord and approved by Tenant, such approval not to be unreasonably withheld (the "Loading Dock Fencing Work"). The area within such fenced area is referred to in this Lease as the "Fenced Area". Landlord is responsible for obtaining city approvals for the Loading Dock Fencing Work, including the ability to fence off the area for the outside storage of vehicles. Landlord shall Substantially Complete the Loading Dock Fencing Work within 30 days following the last to occur of (i) Landlord's delivery of possession of the Premises to Tenant, and (ii) Landlord obtaining the necessary city approvals for the Loading Dock Fencing Work. Such 30-day period to be extended for circumstances or delays outside of the reasonable control of Landlord, delays resulting from Tenant's requested changes to the Loading Dock Fencing Work, delays due to failure of Tenant to provide information or responses as requested by Landlord in connection with Loading Dock Fencing Work, or other action or omission by Tenant that interferes with or delays, directly or indirectly, the Substantial Completion of the Loading Dock Fencing Work. Landlord and Tenant will cooperate to reasonably allocate costs between them attributable to such delays.

The term "Substantially Complete" (and its grammatical variations, such as Substantial Completion) when used with reference to Landlord's Work, will mean that the Landlord's Work is complete under the terms of this Lease, except for items identified in a written, detailed "punch-list" of excepted items agreed to by the parties on or before the Lease Commencement Date, with respect to the Touch-Up Work, and on or before the timing set forth above for the Loading Dock Fencing (the "Punch-List"). Neither Landlord nor Tenant shall unreasonably withhold their agreement on the Punch-List.

4.2. Except for the Punch-List and the Loading Dock Fencing Work (which shall be completed after the Lease Commencement Date), Tenant shall, as of the Lease Commencement Date, be deemed to have (i) thoroughly inspected the Premises, and determined that, to the best of Tenant's knowledge, the Premises comply with all applicable laws and ordinances, and that the Premises are in first-class condition and repair, (ii) accepted the Premises in its then as-is condition with no right to require Landlord to perform any additional work therein, except for the Punch-List, (iii) waived any express or implied warranties regarding the condition of the Premises, including any implied warranties of fitness for a particular purpose or merchantability, and (iv) Tenant acknowledges and agrees that the Rentable Square Footage of the Premises, as set forth in Paragraph 2.1 of the Principal Lease Provisions, above, shall be conclusive for all purposes under this Lease and Tenant hereby expressly waives any right to contest the Rentable Square Footage of the Premises for any reason.

4.3. Notwithstanding the fact that the Term of this Lease does not commence until the Lease Commencement Date, Tenant shall have the right to enter onto the Premises to allow Tenant to conduct the installation of furniture, fixtures, equipment, and set-up, subject to all terms and conditions of this Lease, including without limitation, complying with all provisions regarding any work that constitutes an Alteration. The foregoing right of early entry shall be subject to each of the following terms and conditions: (i) Tenant's entry prior to the Lease Commencement Date shall be deemed to be on, and shall be subject to, all of the terms and conditions of the Lease, other than the obligation to pay Basic Monthly Rent; (ii) Tenant must, and hereby does, agree to indemnify, defend, and hold harmless Landlord the Landlord Indemnitees (as defined below) against all claims, liability, and damages arising from Tenant's entry prior to the Lease Commencement Date; (iii) Tenant's entry prior to the Lease Commencement Date does not constitute the commencement of the Term; (iv) Tenant shall have provided proof of insurance as required by this Lease to Landlord prior to accessing the Premises; and (v) Tenant shall not be in default under this Lease. Any right to and period of early entry shall automatically terminate upon the occurrence of the Lease Commencement Date, whereupon all terms and conditions of this Lease shall apply.

5. Permitted Tenant Alterations. Tenant shall be permitted to make the following alterations at its expense: (a) installation of privacy window tint on exterior windows and entry doors in office area and window in warehouse, and (b) installation of reasonable amounts of exterior conduit as needed for Tenant's exterior security cameras, provided such conduit is painted to match the exterior of the building.

6. Rent. Tenant shall pay to Landlord, in advance on or before the first day of each calendar month throughout the Term, as minimum monthly rent, without deduction, setoff, prior notice, or demand, the Basic Monthly Rent described in the Principal Lease Provisions, subject to adjustment as set forth below in this Paragraph 6. If the Lease Commencement Date is other than the first day of a month, then Basic Monthly Rent for the fifth month of the Term (the next month following rent abatement as provided below) and the final month of the Term shall be prorated on the basis of the actual number of days during

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
4 Lease (ORBP) - City of Chula Vista 4903-8487-5465 v.8.docx the relevant month. All amounts payable by Tenant pursuant to the provisions of this Lease other than Basic Monthly Rent shall constitute "Additional Rent". With respect to any payment of Additional Rent which becomes payable under this Lease but for which no due date or payment period is expressly set forth in this Lease, such payment shall be due within thirty (30) days after Landlord's written demand therefor. All Basic Monthly Rent and Additional Rent (collectively, "Rent") shall be paid to Landlord at the same address as notices are to be delivered to Landlord at the address set forth in the introductory Paragraph of this Lease, or such other address as Landlord may, from time to time, direct in writing. The Basic Monthly Rent for the Initial Lease Term and Extension Periods shall be as follows:

Rent Periods Monthly
Month 1-12* $29,575.00
Month 13-24 $30,462.25
Month 25-36 $31,376.12
Month 37-48 $32,317.40
Month 49-60 $33,286.92
Month 61-63 $34,285.53
Extension Periods
Month 64-75 $35,999.81
Month 76-87 $37,799.80
Month 88-99 $39,686.79
Month 100-111 $41,674.28
Month 112-123 $43,757.99
*Months two through four, inclusive, conditionally abated as provided below.

Landlord hereby agrees to conditionally waive Basic Monthly Rent for months two through four, inclusive, of the Initial Lease Term. In the event this Lease is terminated for Tenant default, the abated Basic Monthly Rent shall be immediately due and payable by Tenant to Landlord without notice or demand from Landlord.

In no event shall the aggregate Basic Monthly Rent for the entire Initial Lease Term and Extension Periods, exceed $4,285,403.81.

7. Use of Premises and Common Area.

7.1. Landlord makes no representation or warranty to Tenant that the Permitted Use is permitted by applicable laws, and it shall be the sole responsibility of Tenant to confirm that the Permitted Use is permitted by applicable laws.

If any governmental approvals are required for any Permitted Use, Landlord may prohibit such use until Tenant provides evidence reasonably satisfactory to Landlord that such use is properly permitted in compliance with all applicable laws. Tenant shall use the Premises for the Permitted Use and for no other use without Landlord's consent, which consent will not unreasonably be withheld.

Tenant shall comply with all laws and Rules (as defined below) concerning the Premises and Tenant's use of the Premises. Tenant's obligation to comply with laws includes, without limitation, the obligation, at Tenant's sole cost, to alter, maintain, and restore the Premises in compliance with all applicable laws even if such laws are enacted after the date of this Lease, and even if compliance entails costs to Tenant of a substantial nature; provided, however, any cost to alter, maintain, and restore the Premises in compliance with all applicable laws even if such laws are enacted after the date of this Lease, which do not arise from Tenant’s particular use of the Premises shall be treated as a Lease Expense pursuant to Paragraph 8. Such obligation to comply with laws shall include, without limitation, compliance with Title III of the Americans With Disabilities Act of 1990 (42 U.S.C. 12181 et seq.) (the "ADA"). In addition to Tenant's obligations relative to the Premises, as provided above, if Tenant's use of the Premises (including the commencement of any Alterations, as defined below) results in the need for modifications or alterations to any other portion of the Project in order to comply with the ADA or other applicable laws, then Tenant shall additionally be responsible, upon demand, for the cost of such modifications and alterations plus a supervisory fee of up to 10% of such cost payable to Landlord subject to Landlord’s written confirmation to Tenant that such supervisory fee was actually incurred. During any period of time in which Tenant is not continuously using and occupying the Premises, Tenant shall take such measures as may be necessary or desirable, in Landlord's reasonable opinion, to secure the Premises from break-ins and use by unauthorized persons, to minimize the appearance of non-use, and to otherwise maintain the interior and exterior portions of Tenant's Premises, including all windows and doors, in first class condition.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
5 Lease (ORBP) - City of Chula Vista 4903-8487-5465 v.8.docx

7.2. Subject to the provisions of this Paragraph 7.2 and Paragraph 7.2.1, below, Landlord grants to Tenant the exclusive use of the Fenced Area for the parking and storage of vehicles and the right to the non-exclusive use of the parking spaces within the Common Areas for the parking (but not storage) of vehicles. Tenant shall ensure that its employees' and invitees' use of the Fenced Area and the Common Area shall at all times comply with the provisions of all Rules regarding such use as may be provided to Tenant from time-to-time. Landlord or Project owners, as the case may be, may, at their respective election, (i) close any portion of the Common Area to the extent required in the opinion of such party's legal counsel to prevent a dedication of any of the Common Area or the accrual of any rights of any person or of the public to the Common Area, (ii) close temporarily any of the Common Area for maintenance purposes, (iii) designate other property outside the boundaries of the Building and/or the Project to become part of the Common Area, (iv) make any changes to the Common Area, or any part of the Building or Project, including, without limitation, changes to improvements, the addition of other improvements, and changes in the location of driveways, entrances, exits, vehicular parking spaces, or the direction of the flow of traffic, (v) make rules limiting tenants of the Project (including, without limitation, Tenant), and/or employees of the tenants of the Project, to the use of, or excluding the use of, certain parking spaces or certain portions of the Common Area, in order to maintain the availability of accessible parking spaces for clients, guests, and invitees of tenants of the Project, and/or (vi) grant easements or similar rights in the Common Area.

7.2.1. Without limiting the foregoing, Landlord grants to Tenant the right to use the parking spaces in the Common Area in common with others entitled thereto, on an unreserved, first-come, first-served basis, provided that Tenant's use thereof does not (i) obstruct the drive aisles, (ii) violate any law or regulation, including the Rules (as defined below), or (iii) create an unsafe condition. Landlord shall not be responsible for enforcing Tenant's parking rights against any third parties.

7.2.2. The speed limit in the Common Areas shall be five miles per hour, and Tenant and Tenant's Parties shall comply with all posted signs. Vehicles shall not be washed, repaired or maintained at the Premises, the Fenced Area, or in the Common Areas. Landlord shall have no liability for damage to any vehicle, and Tenant shall be solely responsible for any damage to vehicles that occurs at the Premises or the Project. Tenant hereby waives any claim it may have against Landlord or any Landlord Indemnitees for damage to or theft of vehicles that occurs at the Premises, Fenced Area, or Project.

7.3. In addition to the Rules (as defined below), Tenant and Tenant's Parties use of the Premises, Fenced Area, and the Project, will be subject to the following additional general covenants and limitations on use. In the event of any breach of this Paragraph by Tenant or Tenant's Parties, Landlord, at its election and in addition to its other rights and remedies under this Lease, may pay the cost of correcting such breach and Tenant shall immediately, upon demand, pay Landlord the cost thereof, plus a supervisory fee in the amount of up to 10% of such cost subject to Landlord’s written confirmation to Tenant that such supervisory fee was actually incurred.

7.3.1. Tenant shall not do, bring, or keep anything in or about the Premises that will cause a cancellation of any insurance covering the Premises. If the rate of any insurance carried by Landlord is increased as a result of Tenant's use or Tenant's failure to continuously use and occupy the Premises, Tenant shall pay the amount of such increase to Landlord, within ten days after Landlord delivers to Tenant a notice of such increase.

7.3.2. No noxious or unreasonably offensive activity shall be carried on, in or upon the Premises by Tenant or Tenant's Parties, nor shall anything be done or kept in the Premises which may be or become a public nuisance or which may cause unreasonable embarrassment, disturbance, or annoyance to others in or about the Project, or on adjacent or nearby property. To that end, Tenant additionally covenants and agrees that no light shall be emitted from the Premises which is unreasonably bright or causes unreasonable glare; no sounds shall be emitted from the Premises which are unreasonably loud or annoying in the context of an industrial park; and no odor shall be emitted from the Premises which is or might be noxious or offensive to others in the Building, on the Project, or on adjacent or nearby property.

7.3.3. No unsightliness shall be permitted in the Premises which is visible from the Common Areas. Without limiting the generality of the foregoing, all equipment, objects, and materials shall be kept enclosed within the Premises and screened from view; no refuse, scraps, debris, garbage, trash, bulk materials, or waste shall be kept, stored, or allowed to accumulate except as may be properly enclosed within appropriate containers in the Premises and promptly and properly disposed of.

7.3.4. The Premises shall not be used for sleeping or washing clothes, nor shall the Premises be used for cooking or the preparation, manufacture, or mixing of anything that might emit any offensive odor or objectionable noises or lights onto the Project or nearby properties.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
6 Lease (ORBP) - City of Chula Vista 4903-8487-5465 v.8.docx

7.3.5. All pipes, wires, conduit, cabling, poles, antennas, and other equipment/facilities for or relating to utilities, telecommunications, computer equipment, or the transmission or reception of audio or visual signals must be kept and maintained enclosed within the Premises (except to the extent included as part of Landlord's Work or as otherwise approved by Landlord).

7.3.6. Tenant shall not keep or permit to be kept any animal (excluding seeing-eye dogs and except as otherwise required by applicable law), bird, reptile, or other exotic creature in the Premises.

7.3.7. Neither Tenant nor Tenant's Parties shall do anything that will cause damage or waste to the Project. Neither the floor nor any other portion of the Premises shall be overloaded. No machinery, equipment, apparatus, or other appliance shall be used or operated in or on the Premises that will in any manner injure, vibrate, or shake all or any part of the Project or be allowed to interfere with the equipment of any other tenant within the Project (or other property owned by Landlord or its affiliates), including, without limitation, interference with transmission and reception of telephone, telecommunications, television, radio, or similar signals.

7.4. Tenant will have 24 hour-a-day, seven day-a-week access to the Premises. Notwithstanding the foregoing, no failure of such access rights will constitute an eviction or a disturbance of Tenant's use and possession of the Premises or relieve Tenant from paying Rent or performing any of its obligations under this Lease. Landlord will not be liable, under any circumstances, for a loss of or injury to property or for injury to or interference with Tenant's business, including loss of profits through, in connection with, or incidental to a failure to furnish access under this Paragraph; provided, however, Landlord agrees to use reasonable efforts to promptly correct any such interruption of access.

8. Utilities.

8.1. Tenant shall make all arrangements for and pay the cost of all utilities and services (including, without limitation, their connection charges and taxes thereon) furnished to the Premises or used by Tenant. In addition, Tenant shall pay before delinquency all taxes, assessments, license fees, and other charges that are levied or assessed against, or based upon the value of, Tenant's personal property or because of any Alterations performed by Tenant. Landlord may, at its election, furnish to the Premises any of such utilities and services, in which event Tenant shall reimburse Landlord for Landlord's cost of furnishing such utilities and services. Landlord shall not be liable for any interruption in utilities or services. Tenant agrees that, except as provided below, Landlord will not be liable for damages, by abatement of Rent or otherwise, for failure to furnish or delay in furnishing any utilities or services (including telephone and telecommunication services) or for diminution in the quality or quantity of any utility or service. Such failure, delay, or diminution will not constitute an eviction or a disturbance of Tenant's use and possession of the Premises or relieve Tenant from paying Rent or performing any of its obligations under this Lease. Landlord will not be liable, under any circumstances, for a loss of or injury to property or for injury to or interference with Tenant's business, including loss of profits through, in connection with, or incidental to an interruption of availability of any utilities or services.

Notwithstanding the foregoing, Landlord agrees to use reasonable efforts to promptly correct any such interruption of utilities or services, and Tenant shall cooperate with such efforts. If any governmental authority having jurisdiction over the Project imposes mandatory controls, or suggests voluntary guidelines applicable to the Project, relating to the use or conservation of water, gas, electricity, power, or the reduction of automobile emissions, Landlord, at its sole discretion, may comply with such mandatory controls or voluntary guidelines and, accordingly, require Tenant to so comply. Landlord shall not be liable for damages to persons or property for any such reduction, nor shall such reduction in any way be construed as a partial eviction of Tenant, cause an abatement of Rent, or operate to release Tenant from any of Tenant's obligations under this Lease.

9. General Maintenance Obligations. Tenant shall at its sole cost (i) maintain, repair, and replace, all in a condition consistent with the character of the Building, all portions of the Premises, and the utility/building systems exclusively serving the Premises (except those portions of the Premises or systems to be maintained by Landlord as expressly set forth below), (ii) arrange for the removal of trash from the Premises to the Common Area trash bins, (iii) furnish reasonable janitorial services within the Premises, (iv) maintain and repair any plate-glass windows appurtenant to the Premises and all doors within or appurtenant to the Premises, (v) maintain and repair all telephone lines and wiring and all wiring, equipment, fixtures, lamps, and tubes serving the Premises, and (vi) operate, maintain, repair, and replace any heating, air-conditioning and ventilation system, equipment, lines, and/or machinery that exclusively serves the Premises (collectively, "HVAC"). Notwithstanding the foregoing, If the HVAC cost to repair is in excess of 50% of the cost of replacing, then the HVAC shall be replaced by Landlord, and the cost shall be prorated and Tenant shall only be obligated to pay, each month during the remainder of the term of the Lease, on the date on which Base Rent is due, an amount equal to the product of multiplying the cost of such replacement by a fraction, the numerator of which is one, and the denominator of which is 144 (ie. 1/144th of the cost per month). Tenant shall pay interest on the unamortized balance

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
7 Lease (ORBP) - City of Chula Vista 4903-8487-5465 v.8.docx but may prepay its obligation at any time. Notwithstanding anything to the contrary below, Tenant shall additionally repair, replace, and be liable for any damage to the Project resulting from the acts or omissions of Tenant or Tenant's Parties, including, without limitation, any damage to the roof or damage relating to a roof penetration caused by Tenant or Tenant's Parties. Tenant shall not take any action that invalidates any roof warranty and will reasonably cooperate with Landlord’s requirements to preserve any roof warranty.

9.1. Landlord shall maintain and repair only the following, to the extent owned by Landlord: the Common Area, the utility/building systems up to the point where they exclusively serve Tenant or another tenant, and the structural parts of the Building, which are only the structural walls (excluding glass and doors), foundations, concrete subflooring, and the roof.

Landlord's failure to perform its obligations set forth in this Paragraph 9 will not release Tenant of its obligations under this Lease, including, without limitation, Tenant's obligation to pay Rent. Tenant waives the provisions of California Civil Code Section 1942 (or any successor statute).

10. Security Measures. Tenant acknowledges (i) that the Basic Monthly Rent does not include the cost of any security measures for any portion of the Project, (ii) that Landlord shall have no obligation to provide any such security measures, and (iii) that Landlord has made no representation to Tenant regarding the safety or security of the Project. If Landlord provides any security measures at any time, then Landlord shall not be obligated to continue providing such security measures and Landlord shall not be obligated to provide such security measures with any particular standard of care. Tenant assumes all responsibility for the security and safety of Tenant and/or Tenant's Parties. Tenant releases Landlord from all claims for damage, loss or injury to Tenant, Tenant's Parties, and/or to the personal property of Tenant and/or of Tenant's Parties, even if such damage, loss or injury is caused by or results from the criminal or negligent acts of third parties. Landlord shall have no duty to warn Tenant of any criminal acts or dangerous conduct that has occurred in or near the Premises, regardless of Landlord's knowledge of such crimes or conduct. Tenant shall have the right to install exterior cameras on the building which may include drilling small holes in the exterior walls for wiring and power. Tenant will be responsible for the cost of removing the cameras and patching or filling any holes or penetrations at the expiration or earlier termination of this lease.

11. Rules. Tenant shall, and shall cause Tenant's Parties to, observe faithfully and comply strictly with all rules and regulations which Landlord or Project owners may from time to time adopt, including, without limitation, those rules and regulations set forth on attached Exhibit "D," as well as any recorded easement agreements, maintenance agreements, covenants, conditions, and restrictions, or the like affecting the Project (collectively, "CC&Rs"), whether now existing or hereafter adopted or amended from time to time (collectively, the "Rules"). Landlord shall have no duty or obligation to enforce any rule against any other tenant, and Landlord shall not be liable to Tenant for violation of any rule by any other tenant, or any other tenant's agents, employees, officers, independent contractors, customers, invitees, visitors, or licensees.

12. Signs. Landlord may at any time change the name of the Building and install, affix, and maintain all signs on the exterior and interior of the Building as Landlord may, in Landlord's sole discretion, desire. Tenant shall not have or acquire any property right or interest in the name of the Building or the Project. Tenant may not place, construct, modify, or maintain any sign, advertisement, awning, banner, or other exterior decoration (collectively, "sign") in the Premises which is visible from the exterior of the Premises, or on the Building or any other portion of the Project, without Landlord's prior written consent, which will not be unreasonably withheld so long as such signage complies with Landlord's sign criteria applicable to the Project, including, without limitation, criteria relating to size, color, shape, graphics, and location (collectively, the "Sign Criteria"), as well as all applicable laws, ordinances, CC&R's, rules, or regulations. It shall be Tenant’s obligation to obtain any such approvals prior to installing or modifying any sign, and Landlord makes no representation or warranty with respect to Tenant's ability to obtain any such approval. The cost of Tenant's signage, including, without limitation, its purchase, design, installation, modification, maintenance, repair, and ultimate removal, shall be Tenant's sole responsibility; such obligations shall survive the expiration or any earlier termination of this Lease. Tenant shall, at Tenant's sole cost, make any changes to any sign, whether in the Premises or on the Building, as required by any new or revised applicable laws, ordinances, CC&R's, rules, or regulations. Tenant shall, additionally, maintain, repair, and replace all of Tenant's signs in first class condition. Tenant shall remove all signs upon the termination of the Lease, and Tenant shall repair any damage to the Premises and the Building caused by such removal, at Tenant's sole cost and expense. Tenant shall use Landlord's approved sign contractor for the preparation and installation of all signs.

Nothing contained in this Paragraph 12 will limit the Landlord's right to grant signage rights to other tenants, or to affect the signage rights of any tenant. Subject to compliance with the requirements of this Paragraph and the Sign Criteria, Tenant is hereby granted the following signage rights: (i) an identification sign on the exterior of the Building; and (ii) Tenant's name on any directory which may be or become part of the Building that identifies Building tenants.

13. Tenant's Insurance.

City of Chula Vista - City Council
September 22, 2026, Post City Council Agenda
8 Lease (ORBP) - City of Chula Vista 4903-8487-5465 v.8.docx

13.1. Prior and as a condition to Tenant's occupancy of the Premises, Tenant shall furnish Landlord with a certificate(s) of insurance, executed by a duly authorized representative of each insurer, showing compliance with the insurance requirements set forth below. All certificates shall provide for 30 days' written notice to Landlord prior to the cancellation (or material change) of any insurance referred to therein. The words "endeavor to" and "but failure to mail such notice shall impose no obligation or liability of any kind upon the company, its agents or representatives" shall be deleted from the certificate form's cancellation provision. Failure of Landlord to demand such certificate or other evidence of full compliance with these insurance requirements or failure of Landlord to identify a deficiency from evidence that is provided shall not be construed as a waiver of Tenant's obligation to maintain such insurance. Failure to maintain the required insurance may result in termination of this Lease at Landlord's option. If Tenant fails to maintain the insurance as set forth herein, Landlord shall have the right, but not the obligation, to purchase said insurance at Tenant's expense. Tenant shall provide certified copies of all insurance policies required above within 10 days of Landlord's written request. All required insurance shall be placed with insurers acceptable to Landlord.

Not more frequently than once every two years, if, in the opinion of Landlord, the amount of any Tenant's insurance is not adequate, then Tenant shall increase such insurance as reasonably required by Landlord. By requiring insurance herein, Landlord does not represent that coverage and limits will necessarily be adequate to protect Tenant, and as such coverage and limits shall not be deemed as a limitation of Tenant's liability under the indemnities granted to Landlord in this Lease. If Tenant's liability policies do not contain the standard "ISO separation of insureds" provision, or a substantially similar clause, then such policies shall be endorsed to provide cross-liability coverage.

13.2. Tenant shall maintain commercial general liability ("CGL") and, if necessary, commercial umbrella insurance with a limit of not less than $1,000,000.00 each occurrence and a general aggregate limit of not less than $3,000,000.

Such general aggregate limit shall apply separately to the Premises. CGL insurance shall be written on ISO occurrence form CG 00 01 12 04 (or a substitute form providing equivalent coverage) and shall cover liability arising in relation to the Premises and its operations, all independent contractors of Tenant, products-completed operations, personal injury and advertising injury, and liability assumed under an insured contract. Landlord and the property management company designated from time-to-time by Landlord shall be included as an insured under CGL, using ISO additional insured endorsement CG 20 11 or a substitute endorsement providing equivalent coverage, and under the commercial umbrella, if any. This insurance shall apply as primary insurance with respect to any other insurance or self-insurance programs afforded to Landlord. There shall be no endorsement or modification of the CGL to make it excess over other available insurance; alternatively, if the CGL states that it is excess or pro rata, the policy shall be endorsed to be primary with respect to the additional insured(s). A copy of the additional insured endorsement shall be submitted to Landlord, together with the certificate of insurance. There shall be no endorsement or modification of the CGL limiting the scope of coverage for liability arising from pollution or employment-related practices. Such policy shall contain a "contractual liability" endorsement insuring Tenant's performance of Tenant's obligation to indemnify Landlord and any Landlord Indemnitees (defined below) as set forth herein. The amount and coverage of the insurance Tenant is required to maintain per this Paragraph 13 shall not limit Tenant's liability nor relieve Tenant of any other obligation under this Lease.

13.3. Tenant shall maintain workers compensation and employer's liability insurance. The employer's liability limits shall not be less than $1,000,000.00 each accident for bodily injury by accident or $1,000,000.00 each employee for bodily injury by disease or $1,000,000.00 bodily injury by disease policy limit. Tenant waives all rights against Landlord and Landlord Indemnitees for recovery of damages to the extent these damages are covered by the workers compensation and employer's liability or commercial umbrella liability insurance obtained by Tenant pursuant to this Lease. Tenant shall obtain an endorsement equivalent to WC 00 03 13 to effect this waiver.

13.4. Tenant shall maintain automobile liability and, if necessary, commercial umbrella liability insurance with a limit of not less than $1,000,000.00 each accident. Such insurance shall cover liability arising out of any automobiles operated by or on behalf of Tenant or any Tenant's Parties (including owned, hired, and non-owned automobiles). Insurance, as required by this Paragraph, shall include coverage of the liability of Tenant for property damage to automobiles and related equipment while in the care, custody, or control of Tenant or Tenant's Parties ("garagekeepers insurance"), including without limitation, any and all vehicles stored on the Premises or Project. This coverage shall apply to losses caused by collision and comprehensive perils.

13.5. Tenant shall maintain commercial property insurance covering the Tenant's personal property including fixtures, equipment, and Alterations. Commercial property insurance shall, at a minimum, cover the perils insured under the ISO special causes of loss form CP 10 30, including earthquake sprinkler leakage. Commercial property insurance shall cover 100% of the full replacement cost of the property insured. Tenant shall additionally maintain full coverage plate-glass insurance