HomeMy WebLinkAbout2023-01-26 Agenda Packet- Revised
Date:Thursday, January 26, 2023
Time:6:00 p.m.
Location:John Lippitt Public Works, Center Lunchroom
1800 Maxwell Rd., Chula Vista
Welcome to your Measure P Citizens' Oversight Committee Meeting!
Public Comments: Public comments may be submitted to the Measure P Citizens' Oversight
Committee in the following ways:
In-Person comments during the meeting. Join us for the Measure P Citizens' Oversight
Committee meeting at the time and location specified on this agenda to make your
comments. Please visit www.chulavistaca.gov/boardmeetings for current mask requirements
and other safety protocols.
•
Submit an eComment. Visit www.chulavistaca.gov/boardmeetings, locate this meeting and
click on the comment bubble icon. Click on the item you wish to comment on, and then click
on "Leave Comment." The commenting period will close one hour before the meeting. All
comments will be made available to the Commission and the public.
•
Mail or email comments. Submit comments via email to PCOC@chulavistaca.gov or by mail
to Finance Department, 276 Fourth Ave, Chula Vista, CA 91910. Please send comments
early; written comments received within one hour of the meeting may not be distributed until
the following day.
•
Accessibility: Individuals with disabilities are invited to request modifications or accommodations in
order to access and/or participate in a Measure P Citizens' Oversight Committee meeting by
contacting us at PCOC@chulavistaca.gov (California Relay Service is available for the hearing
impaired by dialing 711) at least forty-eight hours in advance of the meeting.
Pages
1.CALL TO ORDER
2.ROLL CALL
Measure P Citizen's Oversight Committee Members: Enriquez, Freels, Ilyas,
Martinez, Redo, Saldivar, and Chair Garcias
3.CONSENT CALENDAR
3.1 APPROVAL OF MEETING MINUTES OF APRIL 28, 2022 4
3.2 CONSIDERATION OF EXCUSED ABSENCE(S)8
Committee Member Ilyas on April 28, 2022.
Committee Member Lengyel on April 28, 2022.
4.PUBLIC COMMENTS
Persons may address the Committee on any subject matter within the Committee’s
jurisdiction that is not listed as an item on the agenda. State law generally prohibits
the Committee from discussing or taking action on any issue not included on the
agenda, but, if appropriate, the Committee may schedule the topic for future
discussion or refer the matter to staff. If you wish to speak on any item, please fill
out a "Request to Speak" form and submit it to the Secretary prior to the meeting.
5.ACTION ITEMS
The Item(s) listed in this section of the agenda will be considered individually by the
Committee and are expected to elicit discussion and deliberation. If you wish to
speak on any item, please fill out a "Request to Speak" form and submit it to the
Secretary prior to the meeting.
5.1 APPOINTMENT OF COMMITTEE CHAIR AND VICE CHAIR FOR FISCAL
YEAR 2022/23 TERM
(Michael McDonnell, Deputy City Attorney)
5.2 DISCUSSION REGARDING THE FISCAL YEAR 2022 ANNUAL ACTIVITY
REPORT AND AUTHORIZE STAFF TO FINALIZE AND SUBMIT
10
(Eric Crockett, Deputy City Manager)
5.3 CONSIDERATION OF AMENDMENTS TO THE FY23-27 MEASURE P
SPENDING PLAN
11
(Eric Crockett, Deputy City Manager)
Recommended Action:
Recommended Action:
Review and comment on the revised Measure P Spending Plan; 1.
Find the Spending Plan consistent with the Council approved
Measure P Infrastructure, Facilities and Equipment Expenditure
Plan; and
2.
Recommend City Council approval of the revised FY23-27 Measure
P Spending Plan.
3.
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6.PRESENTATIONS
The following item(s) will be presentations given to the Committee. Action on these
item(s) is typically limited to the Committee receiving the presentation and providing
direction or feedback to staff, as appropriate.
6.1 MEASURE P ACCOUNTING AND ADMINISTRATION 27
(Ed Prendell, Budget and Analysis Manager)
a. FY22 Fourth Quarter Expenditures
b. FY23 First Quarter Expenditures
c. FY23 Second Quarter Expenditures
6.2 MEASURE P PROJECT UPDATES 30
(Matthew Little, Director of Public Works, William Valle, Director of
Engineering & Capital Projects)
Progress report on projects completed and underway
7.STAFF COMMENTS
8.COMMITTEE MEMBER'S COMMENTS
9.ADJOURNMENT
to the regular meeting on Thursday, April 27, 2023, at 6:00 p.m.
Materials provided to the Measure P Citizens' Oversight Committee related to any
open-session item on this agenda are available for public review by contacting the
Finance Department at PCOC@chulavistaca.gov.
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1
REGULAR MEETING OF THE MEASURE P CITIZENS' OVERSIGHT COMMITTEE
Meeting Minutes
April 28, 2022, 6:00 p.m.
John Lippitt Public Works, Center Lunchroom
1800 Maxwell Rd., Chula Vista
Present: Committee Member Enriquez, Committee Member Freels,
Committee Member Martinez, Committee Member Redo,
Committee Member Saldivar, Chair Garcias
Absent: Committee Member Ilyas, Committee Member Lengyel
Also Present: Deputy City Manager Broughton, Director of Community
Services Lamb, Assistant Director of Public Works Aguilar,
Budget & Analysis Manager Prendell, Director of Public Works
Little
_____________________________________________________________________
1. CALL TO ORDER
A regular meeting of the Measure P Citizens' Oversight Committee of the City of
Chula Vista was called to order at 6:07 p.m. in the Public Works Center, located
at 1800 Maxwell Road, Chula Vista California.
Committee Member Freels joined the meeting at 6:14 pm.
2. ROLL CALL
Ed Prendell called the roll.
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2
3. CONSENT CALENDAR
3.1 CONSIDERATION OF EXCUSED ABSENCE(S)
Moved by Committee Member Redo
Seconded by Committee Member Enriquez
Excuse the absence(s).
Result: Carried
3.2 APPROVAL OF MEETING MINUTES OF OCTOBER 28, 2021.
Moved by Committee Member Redo
Seconded by Committee Member Enriquez
Approve the meeting minutes.
Result: Carried
4. PUBLIC COMMENTS
5. ACTION ITEMS
5.1 CONSIDERATION OF AMENDMENTS TO THE FY23-27 MEASURE P
SPENDING PLAN
Deputy City Manager Broughton gave an overview of the action items and
the changes made to the spending plan. Sr. Civil Engineer Salsman
provided a detail overview regarding the changes to project spending.
Committee members asked questions, staff responded.
Moved by Committee Member Redo
Seconded by Committee Member Freels
1. Review and comment on the revised Measure P Spending Plan;
2. Find the Spending Plan consistent with the Council approved Measure
P Infrastructure, Facilities and Equipment Expenditure Plan; and
3. Recommend City Council approval of the revised FY23-27 Measure P
Spending Plan.
Result: Carried
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3
5.2 CONSIDERATION OF THE FY21 MEASURE P INDEPENDENT AUDIT
Director of Finance Schoen provided a summary of the audit. Committee
members asked questions, staff responded.
Moved by Committee Member Freels
Seconded by Committee Member Redo
a. Review and comment on the FY21 Measure P Independent Audit; and
b. Accept Audit findings that (1) the FY21 Measure P Audit complies with
terms of Measure P ordinance and that (2) funds were spent in FY21 in
accordance with Measure P Spending Plan; and
c. Recommend that staff report Audit findings to City Council
Result: Carried
5.3 CONSIDERATION OF THE FINANCE DEPARTMENT REPORT (FISCAL
YEAR 2022/23 BUDGET)
Director of Finance Schoen provided a summary of the Finance
Department report. Committee members asked questions, staff
responded.
Moved by Committee Member Enriquez
Seconded by Committee Member Freels
a. Review and comment on the FY23 Finance Department Report; and
b. Recommend City Council approval of the FY22/23 Budget.
Result: Carried
5.4 CONSIDERATION OF THE DRAFT MEASURE P ANNUAL REPORT
Director of Finance Schoen provided a summary of the annual report.
Committee members provided comments.
Moved by Committee Member Redo
Seconded by Committee Member Saldivar
Approve the Draft Annual Report prepared on the Committee’s behalf and
request staff schedule the report for presentation to City Council by the
Committee Chair.
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4
Yes (6): Committee Member Enriquez, Committee Member Freels,
Committee Member Martinez, Committee Member Redo, Committee
Member Saldivar, and Chair Garcias
Result: Carried (6 to 0)
6. PRESENTATIONS
6.1 MEASURE P ACCOUNTING AND ADMINISTRATION
Budget and Analysis Manager Prendell reviewed second quarter
expenditures. Committee members commented, staff responded. Budget
and Analysis Manager Prendell reviewed third quarter expenditures.
6.2 MEASURE P PROJECT UPDATES
Director of Public Works Little reviewed the Public Works projects
completed and in progress. Committee members made comments and
asked questions, staff responded. Sr. Civil Engineer Salsman reviewed
the projects for Engineering. Director of Community Services Lamb
reviewed projects for Community Services. Committee members asked
questions, staff responded.
7. STAFF COMMENTS
8. COMMITTEE MEMBER'S COMMENTS
9. ADJOURNMENT
The meeting was adjourned at 7:22 p.m.
Minutes prepared by: Xiomara Dodson, Secretary
_________________________
Xiomara Dodson, Secretary
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2023-01-26 PCOC Agenda Page 9 of 34
ANNUAL ACTIVITY REPORT
CITY OF CHULA VISTA BOARDS & COMMISSIONS
FISCAL YEAR 2021-2022
Board/Commission: Measure P Citizens’ Oversight Committee
Highlights of Activities during the past fiscal year:
The Measure P Citizens Oversight Committee (COC) is composed of 8 members. The purpose of the COC
is to review and report on all Measure P expenditure plans, financial reports, and audits.
1. Reviewed and approved the FY21 Annual Report
2. Reviewed FY21 Audited expenditures
3. Reviewed FY22 quarterly expenditure reports
4. Approved the FY23 MP budget
5. Approved the Amended Expenditure Plan
Board/Commission comments or recommendations to Council:
None
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Infrastructure,
Facilities and Equipment
Expenditure Plan
Funding Critical Priorities for
a Stronger, Safer Chula Vista
Item 5.3 Attachment 1 Revised 01/23/23
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Infrastructure, Facilities and Equipment Expenditure Plan 2023
1
Amendment #11 Jan 2023
Introduction
The City of Chula Vista, like many cities throughout the country, is struggling to properly fund our
infrastructure needs. The City of Chula Vista (City) has been developing and implementing its Asset
Management Program to operate and maintain the City’s natural and built infrastructure. Staff has
provided several updates to the City Council on the Asset Management Program. The presentations and
related publications can be found at www.chulavistaca.gov/infrastructure.
To address the City’s infrastructure needs and other City facilities and services, the City Council placed a
funding measure on the November 2016 ballot to address high priority infrastructure projects. On
November 8, 2016, Chula Vista voters approved Measure P, authorizing a temporary ½ cent sales tax
increase on retail sales within the City for a period of ten (10) years. Staff prepared the Infrastructure,
Facilities and Equipment Expenditure Plan to identify the recommended allocation of the temporary ½
cent sales tax revenues which were originally estimated to generate $16 million per year. The updated
2023 revenue estimates are projected to generate $25+ million per year. The recommended funding is
based on the criteria established through the Asset Management Program which identifies the major
citywide infrastructure systems considered in critical need of repair or replacement. Analysis conducted
by consultants experienced in evaluating infrastructure system conditions, ranked infrastructure from
lowest to highest probability of failure, identified a timeline for repair and replacement, and estimated
associated cost. The sales tax revenues generated over the 10‐year timeframe could address all
infrastructure assets designated with the highest probability of failure which, if not addressed, could
result in significant impact to public safety response or availability of highly used community
infrastructure.
Given the needs and limited availability of funds, the items proposed for funding under this plan
represent one‐time allocations of funds and not ongoing commitments. Funding of ongoing
commitments, such as salary and benefit increases, is not included in the Plan as they would result in
continuing financial obligations beyond the ten‐year temporary tax period. Therefore, this Plan focuses
on the areas where one‐time funds could be used to address critical deferred maintenance or
replacement of city infrastructure improving safety and reducing risk to the City as well as strengthening
the City’s overall financial condition by avoiding costly emergency repairs or further deterioration of
existing failing infrastructure.
The following are the highest priority items for funding:
Pave, maintain and repair neighborhood streets and fix potholes
Upgrade or replace aging police, fire and 9‐1‐1 emergency response facilities, vehicles and
equipment
Replace storm drains to prevent sinkholes
Upgrade irrigation systems to conserve water and save energy
Make essential repairs to older libraries, senior center and recreation centers
Improve our Traffic Signal Systems
Item 5.3 Attachment 1 Revised 01/23/23
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Infrastructure, Facilities and Equipment Expenditure Plan 2023
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Amendment #11 Jan 2023
Repair our Sports Fields and Courts and Park Infrastructure
This Infrastructure, Facilities and Equipment Expenditure Plan also includes long‐term financing of
approximately $70.8 million in order to expedite the most critically needed repairs or replacements of
citywide infrastructure. City Council approved the issuance bonds via Resolution 2017‐089 on June 6,
2017. This Plan also provides a component which identifies the potential annual allocations to projects
which could be included in the annual City Manager proposed Capital Improvement Budget for City
Council consideration and action.
Process for Creation of the Plan
Asset Management Program (AMP)
Since March 2014, the City has been working to enhance its asset management practices to promote
effective use of financial and physical resources and to develop a proactive approach to managing
infrastructure assets. As part of this effort, the City embarked on developing a comprehensive, citywide
Asset Management Program that includes the following asset management systems:
Wastewater Management System
Urban Forestry Management System
Building Management System
Drainage Management System
Parks Management System
Roadway Management System
Fleet Management System
AMP Goals
The goal of the City’s Asset Management Program is to shift from reactive to proactive planning and
management of our infrastructure assets. The effort has helped the City to:
Gain better understanding of the current state of the infrastructure and its future needs
Proactively identify the asset replacement and rehabilitation needs and plan the budget and
resources accordingly
Understand the probability and consequence of failure of each asset so that the City can
manage high risk assets before failure and minimize the City’s overall risk profile
Minimize the life‐cycle cost by incorporating latest technological advances in infrastructure to
develop efficient and effective preservation and restoration strategies
Develop a consistent and defendable methodology for prioritizing work and budget expenditure
Focus on high benefit‐to‐cost ratio to ensure the budget is spent in the right place, for the right
reason, at the right time, at the right cost
Be transparent by involving the City Council and the public in the development of the Asset
Management Program and the associated decisions
Item 5.3 Attachment 1 Revised 01/23/23 Item 5.3 Attachment 1 Revised 01/23/23
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Amendment #11 Jan 2023
It is important for the City to gain a better understanding and quantify current and future asset needs,
asset risk profile, appropriate levels of service, cost to provide services, and financial requirements to
sustain the delivery of services. City staff has worked to communicate this improved understanding of
the infrastructure status with the public and decision makers. This analysis and information has enabled
City staff to develop management strategies that deliver the established levels of service while
managing individual assets to minimize life‐cycle cost with an acceptable level of risk.
With this information, the City can better answer the following questions:
Catch Up – What levels of work, resources, and budget are required to bring the asset back to
required conditional state to meet the safety, regulatory, and level of service requirements?
Keep Up – Once the asset is caught up, what levels of work, resources, and budget are required
to keep up the level of service?
Moving Forward – What levels of work, resources, and budget are required to sustain the level
of service?
Asset Management Program Advisory Committee
To help identify the needs of our community and to evaluate the state of our infrastructure, the City
formed the Asset Management Program Advisory Committee (AMPAC) in March 2014. The committee
continues to provide input into setting priorities for the Asset Management Program.
Members of the AMPAC are residents, business owners, community leaders, and stakeholders. AMPAC
members visited various asset management systems and observed and discussed the issues associated
with each system. AMPAC reviewed the City’s overall Asset Management Program methodology and
helped to guide and reach consensus on how to address infrastructure deficits.
A technical committee was formed within AMPAC to further engage the public in the understanding and
review of the asset management methodologies and logic used to define preservation and restoration
costs and schedules.
A comprehensive inventory of assets took place for each asset management system. Where accessible,
assets were visited and their conditions were assessed. Based on the condition, actions required to
restore the asset were identified, and the cost and timing were estimated. Through assessment of risk
(probability and consequence of failures), activities were prioritized and communicated regarding
urgency and the financial and resource requirements.
Public Outreach and Public Opinion Surveys
In July and August 2015, the City of Chula Vista engaged a research firm to conduct a public opinion
survey to identify resident priorities and secure input on potential local funding mechanisms (bond or
sales tax) to upgrade, repair and maintain critical infrastructure. In addition, a survey mailer was
distributed to 54,000 households and an online version posted on the City website from January through
Item 5.3 Attachment 1 Revised 01/23/23
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Infrastructure, Facilities and Equipment Expenditure Plan 2023
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Amendment #11 Jan 2023
May 2016 to secure broad public input on infrastructure priorities. More than 3,000 responses were
received.
Public Opinion on Prioritizing Infrastructure Projects
Infrastructure, Facilities and Expenditure Plan
With the information gathered through the Asset Management process and community input, staff
developed this Plan taking into account projected available funding, priorities and timing considerations.
The actual allocations will be dependent on updated engineering cost estimates, project specific criteria
and available funding at the time the individual projects are proposed.
The following table presents the Infrastructure, Facilities and Expenditure Plan by Major Category. On
page 14 of this Plan is a 10‐year outlook by fiscal year which includes long‐term financing to expedite the
most critically needed repairs/replacement of citywide infrastructure.
Item 5.3 Attachment 1 Revised 01/23/23Item 5.3 Attachment 1 Revised 01/23/23Item 5.3 Attachment 1 Revised 01/23/23 Item 5.3 Attachment 1 Revised 01/23/23
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Infrastructure, Facilities and Equipment Expenditure Plan (By Major Category)
Plan Implementation
The ballot measure approved by the voters is anticipated to generate an estimated $239 million over a
10‐year period. The projected revenues from the sales tax measure will address the items which are
considered high risk and in critical need of repair or replacement. The estimated revenues will also
address approximately 11% of the assets identified as having medium probability of failure.
The measure provides that any proposed expenditures of new sales tax revenues in the initial year will
be presented in a form consistent with this Plan as budget amendments for City Council consideration.
For each subsequent year, the spending plan, after review by a Citizen Oversight Committee, will be
included in the City Manager’s proposed budget for Council consideration as part of the annual budget
process.
The measure requires that expenditure of new sales tax revenues be tracked in a variety of ways. First
all new revenues will be accounted for in the General Fund as a separate line item. Second, an
independent audit of measure revenues and expenditures will be performed and presented for public
review. Finally, a Citizen’s Oversight Committee will review all proposed expenditure plans and all
audits.
Item 5.3 Attachment 1 Revised 01/23/23
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Amendment #11 Jan 2023
Note: This Plan is intended to guide City expenditures consistent with its terms. It does not, however,
constitute a binding legal commitment on the City Council to approve any of the expenditures proposed
herein. Provided that all proposed expenditures continue to be for City infrastructure, facilities and/or
equipment, this Plan may also be updated or amended from time to time by City staff, or by action of
the City Council, in order to address changed priorities, standards and/or funding availability. There
shall be no third‐party beneficiaries to the terms of this Plan. This Plan does not modify the terms of the
sales tax measure. To the extent of any conflict between the terms of this Plan and the sales tax
measure, the terms of the sales tax measure shall govern.
Summary Description of Major Infrastructure Categories
To follow are descriptions of the major infrastructure categories within the Expenditure Plan. Included
within several of the categories described below is an emphasis on repairing and replacing existing
inefficient systems and equipment with newer, more efficient systems. Funding for efficient systems
has been incorporated into the existing funding for police facility repairs, sports courts and fields, park
infrastructure, recreation and senior centers, libraries, and other public buildings. Specific projects will
include: citywide lighting upgrades; citywide irrigation upgrades; citywide HVAC equipment
replacement; and other facility and park efficiency upgrades. The projects will be consistent with the
priorities laid out in the original Measure P Expenditure Plan as well as the City's Smart Cities Plans. The
projects will extend the life of the City's facilities and parks, allow for easier and more efficient
maintenance, and provide flexibility to allocate proper maintenance funds are in place to "keep up" with
ongoing maintenance on newly repaired facilities. Measure P funds will not be used to provide ongoing
maintenance.
Street Pavement:
One of the greatest challenges a City faces is maintaining, preserving and restoring its paved streets.
The City of Chula Vista utilizes the Streetsaver Pavement Management System to develop a multi‐year
pavement preservation program. The program has primarily been focused on sustaining more heavily
traveled major arterial and collector streets in good condition. Through the Pavement Management
System, city streets are given a Pavement Condition Index (PCI). The purpose of the pavement
management system is to enable the City to use its pavement dollars in the most cost‐effective manner
so that the overall pavement condition is as good as possible. The pavement preservation approach
significantly prolongs the life of existing pavements for a fraction of what it would cost to rehabilitate
the street once it reached failure. Unfortunately, local/residential streets have reached a failed state (0‐
25 PCI) and the typical strategies used for preventative maintenance would be inadequate. These
residential streets would require major rehabilitation. The Measure P funding for Street Pavement
repair is intended repair these failed residential streets. Additional information is available in the
Roadway Assessment Plan located at www.chulavistaca.gov/infrastructure.
Item 5.3 Attachment 1 Revised 01/23/23 Item 5.3 Attachment 1 Revised 01/23/23
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Amendment #11 Jan 2023
Pavement Condition Index
PCI = 21 PCI = 40 PCI = 68 PCI = 75 PCI = 95
Other Infrastructure (Storm Drains, Sidewalks, Trees, Drainage Systems)
Much of the City’s storm drain system is more than 50 years old. There are approximately 13 miles of
corrugated metal pipes (CMP) located in the City of Chula Vista. Some of the CMP have been
deteriorating due to their age and corrodible nature of the material. According to the 2005 condition
assessment data, 1.8 miles of CMPs were recommended to be lined with CIPP liner and 0.4 miles of CMP
were recommended to be replaced immediately. In order to accelerate the replacement of CMP and
address infrastructure needs in Western Chula Vista, the City issued $10.5 million in debt but despite the
City’s effort to reline and replace as much as possible of the problematic CMP based on the 2005 study,
not all pipe failures could be predicted. In February 2015, a CMP located near one of the elementary
schools failed and created a sinkhole. In order to prevent future failures and to drive lower life‐cycle
cost, the City utilized the asset management strategies to identify which CMPs have a greater risk of
failing. As a result, the City repurposed $1.2 million from streets to fund CMP replacement or lining.
Additional information on the City’s Drainage system is located in the Drainage Asset Management Plan
located at www.chulavistaca.gov/infrastructure.
The City is committed to the goal of increasing the maintenance and number of trees within the city.
Healthy trees provide many benefits to communities, such as reducing storm water runoff, removing air
pollution, lowering summer temperatures, and reducing energy use in buildings.
Item 5.3 Attachment 1 Revised 01/23/23
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Traffic Signal System:
Proposed funding could advance traffic signal replacements and upgrades that focus on improving two
major objectives: safety and performance. Each objective listed has a direct correlation to enhancing
safety at intersections or of City roadways while also improving efficiency and operability of the traffic
signal systems. Tax measure funds could also be used as matching funds for federal, state and local
grants.
Improvements could include:
Replacement of aging or legacy traffic controllers and signal cabinet and equipment
Replacement of rusted, faded or missing traffic signal back‐plates or signal heads
Replacement of obsolete pedestal‐mounted traffic signals to overhead mounted traffic signals
Repair and/or replacement of broken inductive pavement loops and failing video cameras
Converting non‐actuated intersections to actuated
Installation of pedestrian countdown indications and ADA compliant push buttons citywide
Replacement of obsolete 8” traffic signal lamps to standard 12” traffic signal lamps
Installation of Bicycle Detection System Citywide
Replacement of legacy communications equipment and expansion of City Fiber Optics, Wireless,
and/or Twisted Pair Communications
Expansion of Adaptive Signal System
Installation of Traffic Monitoring Devices:
o Closed‐Circuit Television (CCTV) Cameras at intersection along Major Trolley, Freeway
interchanges, or major cross streets in the City of Chula Vista
o Expansion of Data Collection Systems to actively monitor Level‐of‐Service of City Streets
o Changeable Message Sign System along Main Street to mitigate special event traffic for
Sleep Train Amphitheater
o Installation of Traffic Calming Devices
Comprehensive Coordination Retiming Project Citywide
Fire Response Vehicles (Apparatus):
The Fire Department’s fire apparatus fleet is currently experiencing excessive years of service. This has
led to increased downtime, decreased reliability, and obsolete safety features. The Fire Department and
Public Works Department are challenged on a daily basis with maintaining an adequate fire apparatus
fleet (frontline and reserve) due to the above factors. The current fleet downtime report shows, for
every five days a fire apparatus is in service, it then requires one full day out of service for maintenance
and repair. Fire apparatus replacement standards call for 10 to 12 years for front line service with five
years in reserve capacity. Over half (10 of 17 fire apparatus) of the fire apparatus fleet exceeds 12 years
of service, three of which are beyond 20 years of service. Funds could be used to replace Fire Engines
and Fire Trucks that are overdue for replacement by excessive maintenance expenses or obsolete
equipment improving response times.
Item 5.3 Attachment 1 Revised 01/23/23
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Fire Equipment:
Major fire equipment needs include radio communications equipment, mobile data computer (MDC)
communications equipment, and respiratory protection breathing apparatus.
The City of Chula Vista participates in the Regional Communication System (RCS), which provides public
safety and public service radio communications to the San Diego County area. Federal Regulations,
require the upgrade of the RCS to become compliant. This requires its users to upgrade their handheld,
vehicle mounted, and dispatch radios to match the system backbone upgrade.
The Fire Department also uses mobile data computers (MDCs) to communicate critical emergency
incident information between response units and dispatch. These MDCs are ruggedized, military grade
laptops to withstand use during emergency response. These MDCs are beyond their useful life,
exceeding 10 years old and also no longer meet new operating system requirements to properly
communicate with dispatch.
The Fire Department is required to provide and maintain proper respiratory protection breathing
apparatus equipment for firefighting activity. The current fleet of breathing apparatus is between 13 to
15 years old and beyond the useful life. This has led to increased downtime, decreased reliability and
obsolete safety features. Breathing apparatus are utilized when fighting fires and critical to the
protection of firefighter personnel.
Police Equipment:
Major equipment needs for the Police Department include body worn cameras, video management
system and replacement of network servers. Use of body worn cameras has helped the Police
Department gather more evidence leading to successful prosecution of cases, as well as protecting both
the officer and citizens from allegations of excessive force or misconduct. The video management
system will enable the Police Department to view recordings from different cameras when conducting
investigations and responding to calls. In order to keep up with technology, network servers will be
updated in 5‐year increments.
Fire Station Repairs/Replacements:
The Fire Department currently operates nine fire stations to provide a network of emergency response
service delivery. Three of these fire stations are well beyond their service life. Fire bay doors must be
enlarged to accommodate new fire apparatus and extensive termite treatment and repair is needed. In
addition, these fire stations are not compliant with seismic building codes. Also, as emergency response
volume increases beyond the current network of response capacity, existing Fire Station 4 will require
expansion to accommodate a secondary response unit in order to meet the service delivery demand.
Funding is needed in order for the expansion to move forward and improve response times to the
community.
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Police Vehicles:
There are 128 police vehicles in the Police Department. The vehicles in this fleet are technologically
complex and specially outfitted for law enforcement work. In addition to being very sophisticated pieces
of equipment they are subjected to very high levels of utilization. Approximately 41% of the fleet is
identified as needing replacement due to excessive repairs from high mileage and heavy use. The failure
of operating patrol vehicles would impact response times to the community.
Police Facility Repairs:
The Police facility is 12 years old and is in relatively good condition. Although, the facility is in good
condition it is given the highest rating possible for Consequence of Failure. This is because the facility
operates 24 hours a day, 7 days a week. The Asset Management Plan did identify a few items which
need immediate attention to avoid operational impacts with the most immediate being the replacement
of the heating and air conditioning system. Failure of the system could cause disruption to critical
service delivery and the ability to dispatch police personnel.
Public Safety Computer Aided Dispatch System (CAD):
The Computer Aided Dispatch (CAD) system is a critical Information and Technology (IT) component,
which serves as the lynchpin of the 911 emergency service frame work for the police department. CAD
is critical because it is used to dispatch police officers to citizens’ calls for service, and its efficiency and
performance directly impact response times and officer safety. In 2015, the police department
processed 97,632 calls for service in the CAD system. The department’s CAD system is also the central
repository for all records and data related to calls for service. It is a key performance measurement tool
used by supervisors and managers to make important tactical and strategic decisions. Finally, the CAD
system’s reliability and stability are critical because it must have continuous availability. In short, CAD is
the virtual and technical heart of all police department operations, especially pertaining to emergency
service delivery.
Public Safety Regional Communications System (RCS):
The Regional Communications System (RCS) provides public safety and public service radio
communications service to San Diego County, Imperial County, 24 incorporated cities, and a multitude
of other local, state, federal and tribal government agencies in the San Diego County/Imperial County
Region. The RCS infrastructure is approaching the end of its life cycle and must be replaced. The County
of San Diego has been working with member RCS partner agencies to plan for the replacement of the
RCS system with a “Next Generation” public safety interoperable communications system which will
comply with Federal Communications System (FCC) and the national Association of Public Safety
Communications Officials standards. These regulations set in place standards for communication
systems which allow for interoperability between different cities, agencies, and various state and federal
agencies. This has been done to ensure that during emergency events, various public safety and
emergency response personnel can communicate with each other. The City of Chula Vista currently has
Item 5.3 Attachment 1 Revised 01/23/23
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737 radios operating on the RCS. Based upon the radio count for the City, the approximate cost to the
City for participating in the Next Gen RCS project would be $4.5 million, not including financing cost. This
does not include the mandatory radio and equipment upgrades that would be needed at the City.
Other City Vehicles:
The “Other City Vehicles” comprises the remaining vehicles in the City’s inventory and supports all other
City provided services with the exception of those supporting the wastewater section. These vehicle
replacements have been deferred for many years resulting in excessive repair costs. The “out of
service” rates for many of these vehicles are at record highs impacting staff’s ability to provide services
to the community. Funding is needed to replace these vehicles (including lawnmowers, pick‐ups, dump
trucks, forklifts, etc.) and help the City move toward a more environmentally friendly and economically
efficient fleet composition reducing emissions, fuel and related operating costs. In addition, this
category includes the Fleet Infrastructure project for replacement of fuel systems, installation of EV
charging stations, a heavy duty in‐ground lift and replacement of the City’s obsolete fleet information
management system.
Sports Courts and Fields:
There is a high demand for use of the City’s various sports fields. Most sports fields are reserved for City
programs coordinated through the Youth Sports Council. The Youth Sports Council, which represents 22
member organizations in the City of Chula Vista, was formed in 1989 to assist the City in coordinating
youth sports programs and allocate field use in the City. Due to the combination of budgetary cuts and
water use restrictions, the City’s sports fields are overdue for renovation including re‐seeding, aeration,
fertilizing, and in some cases sod replacement. The Public Works department prepares a Field
Management Report which identifies the condition of the various fields. The current Field Management
report, located at www.chulavistaca.gov/infrastructure identified four fields that are closed due to poor
condition of the fields. Another 20 were classified as fair condition but at risk of deteriorating further.
This significantly limits the number of fields available to the various organizations providing youth sports
activities in the City of Chula Vista which includes participation of over 10,000 kids.
With additional funding, the sports fields could be brought back to good standings and available for field
allocation. In addition, funds could be allocated to upgrade the irrigations systems to a smart system
allowing for efficient and effective water allocation which would assist in keeping the fields healthy even
through the drought.
In addition to the sports fields, there are a total of 62 tennis courts and basketball courts. Based on the
most recent Court Management Report, located at www.chulavistaca.gov/infrastructure a total of 31
courts are considered in fair condition due to worn surfaces, visible cracks or separation and lifting
which will require replacement.
Item 5.3 Attachment 1 Revised 01/23/23
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Park Infrastructure:
The City owns and manages 56 parks that cover approximately 560 acres. The largest park, Rohr Park,
covers nearly 60 acres. The asset management study identified several assets under the Park
Infrastructure category which included items such as barbeque grills, benches, drinking fountains,
irrigation controls, lights, picnic tables, play structures, playground surfacing, signage, trash bins, etc.
This Infrastructure, Facilities and Equipment Expenditure Plan recommends funding assets identified in
the AMP which are beyond their service life and in need of repair or replacement. Additional details are
available in the Parks Asset Management Plan located at www.chulavistaca.gov/infrastructure.
Recreation and Senior Centers:
In 2015, there were nearly 800,000 visits to our recreation facilities participating in sports, recreation,
senior programs and other activities. With nine recreation centers, two aquatic facilities and 56 parks,
the Recreation Department offers a myriad of opportunities for everyone to enjoy. Due to the high
volume use of these facilities any interruption or reduction in their availability directly impacts the City’s
residents. Additional funds could be used to replace roofs, water and waste water plumbing, heating
and air conditioning elements that have all reached or exceeded your expected service life.
More specifically, at the Norman Park Senior Center the condition assessment indicates that there is a
need to repair the perimeter exterior eaves, paint the interior and exterior of the building, repair the
kitchen and the restroom. At Loma Verde Recreation Center the pool pump system, decking, lighting
and shower areas are also in need of repair. The City’s newest recreation facilities, Salt Creek and
Montevalle, are now over 10 years old and are beginning to experience heating and air conditioning
failures and are in need of floor resurfacing throughout the gyms and classrooms. Other facilities, such
as the Women’s Club, are also in critical need of repair or replacement.
Civic Center Library and South Chula Vista Library:
The Chula Vista Civic Center Library opened its doors in 1976 and is celebrating its 40th Anniversary. The
Civic Center Library and South Chula Vista Library are highly valued and well used by the community.
Funding for the Library Department has been focused on increasing access to services and materials.
Over the years, through fundraising efforts by the Friends of the Chula Vista Library and Chula Vista
Public Library Foundation as well as State grants, the City has been able to do some cosmetic upgrades
to the interior of the buildings. At this point, there is a need to address some more significant
infrastructure repairs such as the roof, water and waste water plumbing, bathroom upgrades, heating
and air conditioning systems that have all reached or exceeded their expected useful life.
Other Public Buildings: (Animal Care Facility, Living Coast Discovery Center, Ken Lee Building)
In addition to the buildings discussed previously, there are other public buildings such as the Animal
Care Facility, Living Coast Discovery Center, and Ken Lee Building which are also in need of heating and
air conditioning replacements, roof and plumbing repairs, flooring replacements, restroom renovations
and upgrades to meet ADA standards.
Item 5.3 Attachment 1 Revised 01/23/23
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Infrastructure, Facilities and Equipment Expenditure Plan 2023
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Amendment #11 Jan 2023
Citywide Network Replacement
The overall computer network which provides all the connectivity between PC’s, servers, phones and
other network attached devices throughout the City is outdated with 20% of the equipment beyond
end‐of‐life status, and a majority of the rest of the equipment within a year of end‐of‐life status. Due to
advancements in technology the City is proposing a complete restructuring of the City’s computer
network in order to bring it up to industry standards in terms of: 1) Capability to handle high‐volumes of
data traffic; 2) Provide industry standard reliability and redundancy to ensure near 100% up‐time across
the network; and 3) To ensure high levels of security and resistance to modern day malware/hacking
attacks. Measure P funds will be used to upgrade the network, which will directly benefit the community
by allowing for Smart City functionality which will reduce traffic congestion on streets, reduce associated
carbon emissions, enable enhanced energy savings in City buildings, provide advanced citizen
engagement through data sharing and capabilities of virtual City Hall, and enable enhanced security at
City parks and other locations.
In addition to updating the City’s network, the Public Works Department deploys approximately 45
laptops in the field in order for crews to be able to receive work orders in the field, and then capture
data regarding issues they see in the field back into our asset management systems. The current fleet of
laptops is over 5 years old and only has 3G wireless modems which allow them to transmit data back to
the Public Works Department. 3G’s data footprint in Chula Vista is shrinking due to wireless carriers
focusing on 4G and 5G deployments. There are many areas in the eastern portion of Chula Vista, which
do not have 3G connectivity. This means crews must return back to the Public Works Department to
enter data. Types of data transmitted include photos and videos which require high‐speed connections.
Additionally, older laptops are limited in terms of processing speed and memory, which affects overall
productivity of the laptop in a data rich environment. Measure P funds will be used to replace these
laptops which will provide time savings and better work productivity allocating more time for the crews
to be out in the field serving the public.
Citywide Telecommunications
Measure P funds will be used to upgrade its telecommunications system which is nearly 20 years old.
Although functioning, the back‐end equipment required to keep the phone system working is no longer
manufactured. This requires the City to find replacement parts through used equipment if any
equipment fails. Due to the age of the phone system, it is becoming extremely difficult to find used
equipment to keep the system working. The phone system is also very limited in terms of how it can be
used in a modern business environment. New modern systems are run over a computer network (Voice
Over I.P. – VOIP) rather than by an analogue system. Analogue systems have significant limitations on
how a phone system can be used, while more modern systems allow for video conferencing, computer
screen sharing, call following (“desk phone” can be accessed regardless of location), and other features
which increase productivity and responsiveness for employees to the public. An updated
telecommunications system will also significantly reduce the risk of systematic failure.
Item 5.3 Attachment 1 Revised 01/23/23
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Amendment #11 Jan 2023
Item 5.3 Attachment 1 Revised 01/23/23
2023-01-26 PCOC Agenda Page 25 of 34
Infrastructure, Facilities and Equipment Spending Plan ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL REVISED PROPOSED REVISED
One‐half cent Sales Tax Revenues over 10 year period BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET ESTIMATED CHANGES BUDGET ESTIMATED ESTIMATED ESTIMATED ESTIMATED
January 2023 Revision Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total
2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 2022‐23 2022‐23 2022‐23 2023‐24 2024‐25 2025‐26 2026‐27 10 Year Term
(1 Qtr Only)(3 Qtrs Only)
Estimated Revenues:
A Estimated 1/2 cent Sales Tax Revenues 3,906,919$ 18,160,769$ 20,016,492$ 20,037,276$ 23,629,265$ 27,402,122$ 25,588,947$ ‐$ 25,588,947$ 26,149,129$ 26,672,112$ 27,205,554$ 20,812,249$ 239,580,834$
ESTIMATED TOTAL REVENUES 1 3,906,919$ 1 18,160,769$ 1 20,016,492$ 20,037,276$ 23,629,265$ 27,402,122$ 25,588,947$ ‐$ 25,588,947$ 26,149,129$ 26,672,112$ 27,205,554$ 20,812,249$ 239,580,834$
Proposed Expenditures
B Fire Vehicles 385,000$ 1,730,680$ 2,807,500$ 626,500$ 2,768,500$ 1,292,450$ 127,550$ 1,820,400$ 1,947,950$ ‐$ 1,922,900$ 118,700$ 810,050$ 14,410,230$ 6.0%
C Police Vehicles 463,940$ 1,798,760$ 653,000$ 494,850$ 1,693,500$ 1,547,200$ 944,950$ ‐$ 944,950$ 285,500$ 1,641,720$ 2,794,317$ 633,733$ 12,951,470$ 5.4%
Total Public Safety Vehicles 848,940$ 3,529,440$ 3,460,500$ 1,121,350$ 4,462,000$ 2,839,650$ 1,072,500$ 1,820,400$ 2,892,900$ 285,500$ 3,564,620$ 2,913,017$ 1,443,783$ 27,361,700$ 11.4%
D Non‐Safety City Vehicles (i.e. Public Works Crews) ‐$ 2,818,000$ 749,000$ 1,520,100$ 1,674,000$ 2,434,000$ 2,000,000$ ‐$ 2,000,000$ 322,387$ 577,613$ ‐$ ‐$ 12,095,100$ 5.0%
E Fleet Infrastructure ‐$ 1,000,000$ ‐$ ‐$ 96,070$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 1,096,070$ 0.5%
Total Non‐Safety City Vehicles ‐$ 3,818,000$ 749,000$ 1,520,100$ 1,770,070$ 2,434,000$ 2,000,000$ ‐$ 2,000,000$ 322,387$ 577,613$ ‐$ ‐$ 13,191,170$ 5.5%
F Fire Equipment (i.e. breathing apparatus, Radios etc) 183,000$ 1,202,000$ ‐$ ‐$ ‐$ ‐$ 358,216$ ‐$ 358,216$ ‐$ 272,356$ 1,435,251$ 1,747,090$ 5,197,913$ 2.2%
G Police Equipment (i.e. body worn cameras, video camera equip etc)‐$ ‐$ 187,384$ 28,000$ 32,739$ 68,116$ 42,123$ ‐$ 42,123$ 182,739$ 32,739$ 32,739$ 37,739$ 644,318$ 0.3%
H Police Communications & Dispatch System 17,660$ 183,261$ 86,153$ 196,994$ 205,459$ 214,299$ 194,862$ ‐$ 194,862$ 204,466$ 214,530$ 225,076$ 236,123$ 1,978,883$ 0.8%
Total Public Safety Equipment 200,660$ 1,385,261$ 273,537$ 224,994$ 238,198$ 282,415$ 595,201$ ‐$ 595,201$ 387,205$ 519,625$ 1,693,066$ 2,020,952$ 7,821,114$ 3.3%
I Fire Station Repair/Replacements 46,000$ 13,000,000$ 2,292,515$ 7,331,943$ 2,582,582$ 957,409$ ‐$ 3,802,384$ 3,802,384$ ‐$ ‐$ ‐$ ‐$ 30,012,833$ 12.5%
J Police Facility Repairs 9,000$ 1,500,000$ 492,000$ 100,000$ ‐$ 474,656$ 25,000$ ‐$ 25,000$ 100,000$ ‐$ ‐$ ‐$ 2,700,656$ 1.1%
Total Public Safety Buildings 55,000$ 14,500,000$ 2,784,515$ 7,431,943$ 2,582,582$ 1,432,065$ 25,000$ 3,802,384$ 3,827,384$ 100,000$ ‐$ ‐$ ‐$ 32,713,489$ 13.7%
K Recreation Centers and Senior Center ‐$ 5,000,000$ (1,500,000)$ 751,000$ 608,942$ 15,916,629$ 6,860,500$ ‐$ 6,860,500$ 100,000$ ‐$ ‐$ ‐$ 27,737,071$ 11.6%
L Civic Center and South Chula Vista Libraries ‐$ 3,000,000$ (1,000,000)$ 250,000$ 782,000$ 1,749,227$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 4,781,227$ 2.0%
M Other Public Facilities (i.e. Animal Care Facility & Living Coast DC)‐$ 5,100,000$ (1,421,788)$ ‐$ 1,610,160$ 1,622,417$ 1,070,000$ 300,000$ 1,370,000$ 326,000$ 2,595,000$ ‐$ ‐$ 11,201,789$ 4.7%
Total Other Public Facilities ‐$ 13,100,000$ (3,921,788)$ 1,001,000$ 3,001,102$ 19,288,273$ 7,930,500$ 300,000$ 8,230,500$ 426,000$ 2,595,000$ ‐$ ‐$ 43,720,087$ 18.2%
N Sports Courts and Fields 85,000$ 4,500,000$ (1,000,000)$ ‐$ (1,523,600)$ 384,255$ 500,000$ ‐$ 500,000$ ‐$ 400,000$ ‐$ ‐$ 3,345,655$ 1.4%
O Park Infrastructure 250,000$ 5,500,000$ (450,000)$ 137,654$ 1,028,815$ 2,125,732$ 750,000$ ‐$ 750,000$ 525,000$ 1,000,000$ 1,000,000$ 500,000$ 12,367,201$ 5.2%
P Street Pavement (Arterials/Collectors/Residential)363,940$ 15,518,626$ 8,592,295$ (331,000)$ (1,237,551)$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 22,906,310$ 9.6%
Q Traffic Signal System (Fiber Network)‐$ 3,000,000$ 2,000,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 1,500,000$ 500,000$ ‐$ 7,000,000$ 2.9%
R Other Public Infrastructure (Storm Drains, Sidewalks, Trees etc)‐$ 9,400,000$ (1,000,000)$ 2,831,000$ 1,337,551$ 2,781,986$ 554,000$ ‐$ 554,000$ 3,764,014$ 100,000$ 100,000$ ‐$ 19,868,553$ 8.3%
S Citywide Network Replacement ‐$ 2,045,000$ 35,700$ ‐$ 1,634$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 2,082,334$ 0.9%
T Citywide Telecommunications ‐$ 2,000,000$ 155,602$ ‐$ ‐$ 2,072,014$ ‐$ ‐$ ‐$ ‐$ ‐$ 129,986$ ‐$ 4,357,602$ 1.8%
Total Infrastructure 698,940$ 41,963,626$ 8,333,597$ 2,637,654$ (393,151)$ 7,363,987$ 1,804,000$ ‐$ 1,804,000$ 4,289,014$ 3,000,000$ 1,729,986$ 500,000$ 71,927,655$ 30.0%
Projects to be Financed through Annual Capital Lease Payments
U Police Communications & Dispatch System ‐$ 170,238$ 86,377$ 170,238$ 170,238$ 170,238$ 170,238$ ‐$ 170,238$ 170,238$ 170,238$ 170,238$ 170,238$ 1,618,519$ 0.7%
V Regional Communications System (RCS) 1,396,460$ 535,000$ 350,000$ 350,000$ 345,261$ 345,261$ 345,261$ ‐$ 345,261$ 345,261$ 345,261$ 345,261$ 345,261$ 5,048,287$ 2.1%
W Fire Response Vehicles ‐$ 244,400$ 385,000$ 385,000$ 385,000$ 780,000$ 780,000$ ‐$ 780,000$ 780,000$ 780,000$ 780,000$ 137,950$ 5,437,350$ 2.3%
Total Public Safety Capital Lease Pmts 1,396,460$ 949,638$ 821,377$ 905,238$ 900,499$ 1,295,499$ 1,295,499$ ‐$ 1,295,499$ 1,295,499$ 1,295,499$ 1,295,499$ 653,449$ 12,104,156$ 5.1%
TOTAL EXPENDITURES 3,200,000$ 79,245,965$ 12,500,738$ 14,842,279$ 12,561,300$ 34,935,889$ 14,722,700$ 5,922,784$ 20,645,484$ 7,105,605$ 11,552,357$ 7,631,568$ 4,618,184$ 208,839,371$ 87.2%
Bond Proceeds:
X Bond Proceeds ‐$ 71,363,509$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 71,363,509$
Y Cost of Issuance ‐$ (563,210)$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ (563,210)$
TOTAL BOND PROCEEDS ‐$ 70,800,299$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 70,800,299$
Investment Earnings:
Z Investment Earnings ‐$ 1,020,436$ 1,433,821$ 1,138,316$ 617,062$ 496,830$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 4,706,465$
TOTAL INVESTMENT EARNINGS 2, 3 ‐$ 1,020,436$ 1,433,821$ 1,138,316$ 617,062$ 496,830$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 4,706,465$
Bond Debt Service:
AA Debt Service Principal ‐$ 5,550,000$ 5,330,000$ 5,605,000$ 5,885,000$ 6,185,000$ 6,180,000$ ‐$ 6,180,000$ 6,175,000$ 6,485,000$ 6,810,000$ 7,150,000$ 61,355,000$
AB Debt Service Interest ‐$ 2,324,334$ 2,790,250$ 2,523,750$ 2,243,500$ 1,949,250$ 1,640,000$ ‐$ 1,640,000$ 1,331,000$ 1,022,250$ 698,000$ 357,500$ 16,879,834$
TOTAL DEBT SERVICE ‐$ 7,874,334$ 8,120,250$ 8,128,750$ 8,128,500$ 8,134,250$ 7,820,000$ ‐$ 7,820,000$ 7,506,000$ 7,507,250$ 7,508,000$ 7,507,500$ 78,234,834$
Administrative Expenses:
AC Audit/Admin ‐$ ‐$ 5,000$ 5,100$ 5,202$ 5,306$ 5,412$ ‐$ 5,412$ 5,520$ 5,631$ 5,743$ 5,858$ 48,773$
AD Bond Administration ‐$ ‐$ 6,700$ 6,834$ 6,971$ 7,110$ 7,252$ ‐$ 7,252$ 7,397$ 7,545$ 7,696$ 7,850$ 65,356$
TOTAL ADMINISTRATIVE EXPENSES ‐$ ‐$ 11,700$ 11,934$ 12,173$ 12,416$ 12,664$ ‐$ 12,664$ 12,918$ 13,176$ 13,440$ 13,708$ 114,129$
Annual Surplus/Deficit 706,919$ 2,861,205$ 817,625$ (1,807,371)$ 3,544,355$ (15,183,603)$ 3,033,582$ (5,922,784)$ (2,889,202)$ 11,524,606$ 7,599,328$ 12,052,546$ 8,672,857$ 27,899,264$
1 Audited Total
2 Investment Returns are posted in arrears
3 Does not include audited total for 4404 ‐ Change in Value
Item 5.3 Attachment 2 Revised 01/23/23
2023-01-26 PCOC Agenda Page 26 of 34
Measure P
Citywide Infrastructure, Facilities and Equipment Expenditure Plan
1/2 cent Sales Tax Revenues over 10 year period
Summary Table as of 6/30/22
10‐Year To Date To Date
Total by Major Category Timeframe Allocations Q1 Q2 Q3 Q4 Totals
REVENUES:
A Sales Tax Revenues 234,955,729$ 108,527,738$ 85,750,721$ 2,008,065$ ‐$ 13,893,020$ 11,501,037$ 113,152,843$
B Investment Earnings 3 ‐$ ‐$ 4,209,635$ ‐$ ‐$ ‐$ 496,830$ 4,706,465$
C Miscellaneous ‐$ ‐$ 236,025$ 2,516$ 122$ ‐$ 596$ 239,258$
Total Revenues 234,955,729$ 108,527,738$ 90,196,381$ 2,010,581$ 122$ 13,893,020$ 11,998,462$ 118,098,566$
EXPENDITURES:
D Fire Stations Repairs/Replacement 26,210,449$ 26,210,449$ 20,817,386$ 187,447$ 117,496$ 207,350$ 322,719$ 21,652,398$
E Fire Response Vehicles 19,847,580$ 11,790,030$ 7,181,223$ 391,552$ 405,178$ 1,755,890$ 46,778$ 9,780,621$
F Fire Safety Equipment 5,197,913$ 1,385,000$ 779,525$ ‐$ 12,548$ 123,840$ 24,656$ 940,569$
Total Fire Services 51,255,942$ 39,385,479$ 28,778,135$ 578,999$ 535,223$ 2,087,079$ 394,153$ 32,373,588$
G Police Response Vehicles 12,951,470$ 6,651,250$ 5,020,794$ 319,050$ 7,910$ 45,789$ 59,944$ 5,453,488$
H Public Safety Communication Systems 8,645,689$ 4,993,137$ 3,938,519$ 214,299$ ‐$ ‐$ 515,499$ 4,668,317$
I Police Facility Repairs 2,700,656$ 2,575,656$ 828,333$ ‐$ 96,031$ 139,454$ 80,115$ 1,143,933$
J Police Equipment 644,318$ 316,239$ 175,354$ ‐$ ‐$ 5,217$ ‐$ 180,571$
Total Police Services 24,942,133$ 14,536,282$ 9,963,001$ 533,349$ 103,941$ 190,460$ 655,558$ 11,446,309$
K Streets 22,906,310$ 22,906,310$ 19,917,851$ ‐$ ‐$ ‐$ ‐$ 19,917,851$
L Other Public Infrastructure 19,868,553$ 15,350,537$ 10,632,513$ 86,255$ 563,948$ 208,534$ 472,851$ 11,964,102$
M Sports Fields and Courts 3,345,655$ 2,445,655$ 795,773$ ‐$ ‐$ ‐$ ‐$ 795,773$
N Non‐Safety Vehicles 13,191,170$ 10,291,170$ 5,032,883$ 523,691$ 475,400$ 92,621$ 1,158,454$ 7,283,049$
O Recreation and Senior Centers 27,737,071$ 20,776,571$ 4,373,709$ 199,893$ 1,115,464$ 1,595,020$ 4,957,321$ 12,241,408$
P Civic Center and South Libraries 4,781,227$ 4,781,227$ 1,695,006$ 11,092$ 3,221$ 40,915$ 234,314$ 1,984,548$
Q Other Public Facilities 10,901,789$ 6,910,789$ 3,443,829$ 12,089$ 84,721$ 45,358$ 466,559$ 4,052,556$
R Traffic Signal Systems 7,000,000$ 5,000,000$ 342,740$ 174,884$ 70,784$ 42,306$ 1,409,946$ 2,040,661$
S Park Infrastructure 12,367,201$ 8,592,201$ 3,953,736$ 327,796$ 312,008$ 309,155$ 381,373$ 5,284,068$
T Citywide Network Replacement 2,082,334$ 2,082,334$ 2,082,334$ ‐$ ‐$ ‐$ ‐$ 2,082,334$
U Citywide Telecommunications 4,357,602$ 4,227,616$ 1,902,805$ ‐$ 1,463,117$ 66,290$ 105,571$ 3,537,782$
Total Infrastructure 128,538,912$ 103,364,410$ 54,173,180$ 1,335,700$ 4,088,663$ 2,400,199$ 9,186,390$ 71,184,131$
Total Allocations 204,736,987$ 157,286,171$ 92,914,315$ 2,448,048$ 4,727,826$ 4,677,738$ 10,236,101$ 115,004,028$
V City Staff Time ‐$ ‐$ 2,729,895$ 47,962$ 216,764$ 188,164$ 269,568$ 3,452,353$
Total City Staff Time ‐$ ‐$ 2,729,895$ 47,962$ 216,764$ 188,164$ 269,568$ 3,452,353$
W Debt Service Principal & Interest 78,234,834$ 40,386,084$ 32,251,834$ ‐$ 974,625$ ‐$ 7,159,625$ 40,386,084$
Total Debt Service Expenses 78,234,834$ 40,386,084$ 32,251,834$ ‐$ 974,625$ ‐$ 7,159,625$ 40,386,084$
X Audit/Admin 48,773$ 20,608$ 26,514$ 188$ 937$ 13,192$ ‐$ 40,831$
Y Bond Administration 65,356$ 27,615$ 58,543$ ‐$ ‐$ ‐$ 6,300$ 64,843$
Z Banking/Investment Fees ‐$ ‐$ 22,363$ ‐$ ‐$ ‐$ 6,037$ 28,400$
AA Cost of Issuance 563,210$ 563,210$ 553,023$ ‐$ ‐$ ‐$ ‐$ 553,023$
Total Administrative Expenses 677,339$ 611,433$ 660,443$ 188$ 937$ 13,192$ 12,337$ 687,097$
Total Expenditures 283,649,160$ 198,283,688$ 1 128,556,487$ 2 2,496,198$ 5,920,152$ 4,879,094$ 17,677,631$ 159,529,562$
Notes:
1 Audited Total
2 Unaudited Total
Prior FY
Totals
2023-01-26 PCOC Agenda Page 27 of 34
Measure P
Citywide Infrastructure, Facilities and Equipment Expenditure Plan
1/2 cent Sales Tax Revenues over 10 year period
Summary Table as of 9/30/22
10‐Year To Date FY22 To Date
Total by Major Category Timeframe Allocations Total Q1 Q2 Q3 Q4 Totals
REVENUES:
A Sales Tax Revenues 234,955,729$ 134,116,685$ 85,750,722$ 27,402,122$ 2,154,834$ ‐$ ‐$ ‐$ 115,307,678$
B Investment Earnings 3 ‐$ ‐$ 4,209,635$ 496,830$ ‐$ ‐$ ‐$ ‐$ 4,706,466$
C Miscellaneous ‐$ ‐$ 236,025$ 3,233$ ‐$ ‐$ ‐$ ‐$ 239,258$
Total Revenues 234,955,729$ 134,116,685$ 90,196,382$ 27,902,185$ 2,154,834$ ‐$ ‐$ ‐$ 120,253,401$
EXPENDITURES:
D Fire Stations Repairs/Replacement 26,210,449$ 26,210,449$ 20,817,386$ 835,011$ 77,917$ ‐$ ‐$ ‐$ 21,730,315$
E Fire Response Vehicles 19,847,580$ 12,697,580$ 7,181,223$ 2,599,398$ 291,519$ ‐$ ‐$ ‐$ 10,072,141$
F Fire Safety Equipment 5,197,913$ 1,743,216$ 779,525$ 161,045$ 6,085$ ‐$ ‐$ ‐$ 946,654$
Total Fire Services 51,255,942$ 40,651,245$ 28,778,135$ 3,595,454$ 375,521$ ‐$ ‐$ ‐$ 32,749,110$
G Police Response Vehicles 12,951,470$ 7,596,200$ 5,020,794$ 432,694$ 407,039$ ‐$ ‐$ ‐$ 5,860,527$
H Public Safety Communication Systems 8,645,689$ 5,703,498$ 3,938,519$ 729,798$ 365,100$ ‐$ ‐$ ‐$ 5,033,417$
I Police Facility Repairs 2,700,656$ 2,600,656$ 828,333$ 315,599$ ‐$ ‐$ ‐$ ‐$ 1,143,932$
J Police Equipment 644,318$ 358,362$ 175,354$ 5,217$ 4,108$ ‐$ ‐$ ‐$ 184,680$
Total Police Services 24,942,133$ 16,258,716$ 9,963,001$ 1,483,308$ 776,248$ ‐$ ‐$ ‐$ 12,222,556$
K Streets 22,906,310$ 22,906,310$ 19,917,851$ ‐$ ‐$ ‐$ ‐$ ‐$ 19,917,851$
L Other Public Infrastructure 19,868,553$ 15,904,538$ 10,632,513$ 1,331,588$ 421,894$ ‐$ ‐$ ‐$ 12,385,996$
M Sports Fields and Courts 3,345,655$ 2,945,655$ 795,773$ ‐$ ‐$ ‐$ ‐$ ‐$ 795,773$
N Non‐Safety Vehicles 13,191,170$ 12,291,170$ 5,032,883$ 2,250,166$ 128,756$ ‐$ ‐$ ‐$ 7,411,805$
O Recreation and Senior Centers 27,737,071$ 27,637,071$ 4,373,709$ 7,867,698$ 2,781,965$ ‐$ ‐$ ‐$ 15,023,372$
P Civic Center and South Libraries 4,781,227$ 4,781,227$ 1,695,006$ 289,542$ 95,124$ ‐$ ‐$ ‐$ 2,079,672$
Q Other Public Facilities 10,901,789$ 7,980,789$ 3,443,829$ 608,727$ 23,113$ ‐$ ‐$ ‐$ 4,075,668$
R Traffic Signal Systems 7,000,000$ 5,000,000$ 342,740$ 1,697,920$ 356,954$ ‐$ ‐$ ‐$ 2,397,614$
S Park Infrastructure 12,367,201$ 9,342,201$ 3,953,736$ 1,330,332$ 10,779$ ‐$ ‐$ ‐$ 5,294,847$
T Citywide Network Replacement 2,082,334$ 2,082,334$ 2,082,334$ ‐$ ‐$ ‐$ ‐$ ‐$ 2,082,334$
U Citywide Telecommunications 4,357,602$ 4,227,616$ 1,902,805$ 1,634,978$ ‐$ ‐$ ‐$ ‐$ 3,537,783$
Total Infrastructure 128,538,912$ 115,098,911$ 54,173,180$ 17,010,951$ 3,818,584$ ‐$ ‐$ ‐$ 75,002,714$
Total Allocations 204,736,987$ 172,008,872$ 92,914,315$ 22,089,713$ 4,970,353$ ‐$ ‐$ ‐$ 119,974,380$
V City Staff Time ‐$ ‐$ 2,729,895$ 722,458$ 177,948$ ‐$ ‐$ ‐$ 3,630,300$
Total City Staff Time ‐$ ‐$ 2,729,895$ 722,458$ 177,948$ ‐$ ‐$ ‐$ 3,630,300$
W Debt Service Principal & Interest 78,234,834$ 48,206,084$ 32,251,834$ 8,134,250$ ‐$ ‐$ ‐$ ‐$ 40,386,084$
Total Debt Service Expenses 78,234,834$ 48,206,084$ 32,251,834$ 8,134,250$ ‐$ ‐$ ‐$ ‐$ 40,386,084$
X Audit/Admin 48,773$ 26,020$ 26,514$ 14,318$ 19,907$ ‐$ ‐$ ‐$ 60,739$
Y Bond Administration 65,356$ 34,867$ 58,543$ 6,300$ ‐$ ‐$ ‐$ ‐$ 64,843$
Z Banking/Investment Fees ‐$ ‐$ 22,363$ 6,037$ ‐$ ‐$ ‐$ ‐$ 28,399$
AA Cost of Issuance 563,210$ 563,210$ 553,023$ ‐$ ‐$ ‐$ ‐$ 553,023$
Total Administrative Expenses 677,339$ 624,097$ 660,443$ 26,655$ 19,907$ ‐$ ‐$ ‐$ 707,005$
Total Expenditures 283,649,160$ 220,839,053$ 1 128,556,486$ 2 30,973,076$ 5,168,208$ ‐$ ‐$ ‐$ 164,697,770$
Notes:
1 Audited Total
2 Unaudited Total
Prior FY
Totals
2023-01-26 PCOC Agenda Page 28 of 34
Measure P
Citywide Infrastructure, Facilities and Equipment Expenditure Plan
1/2 cent Sales Tax Revenues over 10 year period
Summary Table as of 12/31/22
10‐Year To Date FY22 To Date
Total by Major Category Timeframe Allocations Total Q1 Q2 Q3 Q4 Totals
REVENUES:
A Sales Tax Revenues 234,955,729$ 134,116,685$ 85,750,722$ 27,402,122$ 2,154,834$ 4,898,087$ ‐$ ‐$ 120,205,764$
B Investment Earnings 3 ‐$ ‐$ 4,209,635$ 496,830$ ‐$ ‐$ ‐$ ‐$ 4,706,466$
C Miscellaneous ‐$ ‐$ 236,025$ 3,233$ ‐$ ‐$ ‐$ ‐$ 239,258$
Total Revenues 234,955,729$ 134,116,685$ 90,196,382$ 27,902,185$ 2,154,834$ 4,898,087$ ‐$ ‐$ 125,151,487$
EXPENDITURES:
D Fire Stations Repairs/Replacement 26,210,449$ 26,210,449$ 20,817,386$ 835,011$ 77,917$ 48,510$ ‐$ ‐$ 21,778,824$
E Fire Response Vehicles 19,847,580$ 12,697,580$ 7,181,223$ 2,599,398$ 291,519$ 237,160$ ‐$ ‐$ 10,309,300$
F Fire Safety Equipment 5,197,913$ 1,743,216$ 779,525$ 161,045$ 6,085$ ‐$ ‐$ ‐$ 946,654$
Total Fire Services 51,255,942$ 40,651,245$ 28,778,135$ 3,595,454$ 375,521$ 285,669$ ‐$ ‐$ 33,034,779$
G Police Response Vehicles 12,951,470$ 7,596,200$ 5,020,794$ 432,694$ 407,039$ 380,828$ ‐$ ‐$ 6,241,355$
H Public Safety Communication Systems 8,645,689$ 5,703,498$ 3,938,519$ 729,798$ 365,100$ ‐$ ‐$ ‐$ 5,033,417$
I Police Facility Repairs 2,700,656$ 2,600,656$ 828,333$ 315,599$ ‐$ 4,978$ ‐$ ‐$ 1,148,910$
J Police Equipment 644,318$ 358,362$ 175,354$ 5,217$ 4,108$ 1,616$ ‐$ ‐$ 186,295$
Total Police Services 24,942,133$ 16,258,716$ 9,963,001$ 1,483,308$ 776,248$ 387,422$ ‐$ ‐$ 12,609,978$
K Streets 22,906,310$ 22,906,310$ 19,917,851$ ‐$ ‐$ ‐$ ‐$ ‐$ 19,917,851$
L Other Public Infrastructure 19,868,553$ 15,904,538$ 10,632,513$ 1,331,588$ 421,894$ 27,195$ ‐$ ‐$ 12,413,190$
M Sports Fields and Courts 3,345,655$ 2,945,655$ 795,773$ ‐$ ‐$ ‐$ ‐$ ‐$ 795,773$
N Non‐Safety Vehicles 13,191,170$ 12,291,170$ 5,032,883$ 2,250,166$ 128,756$ 457,792$ ‐$ ‐$ 7,869,597$
O Recreation and Senior Centers 27,737,071$ 27,637,071$ 4,373,709$ 7,867,698$ 2,781,965$ 3,586,872$ ‐$ ‐$ 18,610,244$
P Civic Center and South Libraries 4,781,227$ 4,781,227$ 1,695,006$ 289,542$ 95,124$ 202,327$ ‐$ ‐$ 2,281,999$
Q Other Public Facilities 10,901,789$ 7,980,789$ 3,443,829$ 608,727$ 23,113$ 248,429$ ‐$ ‐$ 4,324,097$
R Traffic Signal Systems 7,000,000$ 5,000,000$ 342,740$ 1,697,920$ 356,954$ 385,956$ ‐$ ‐$ 2,783,570$
S Park Infrastructure 12,367,201$ 9,342,201$ 3,953,736$ 1,330,332$ 10,779$ 211,820$ ‐$ ‐$ 5,506,667$
T Citywide Network Replacement 2,082,334$ 2,082,334$ 2,082,334$ ‐$ ‐$ ‐$ ‐$ ‐$ 2,082,334$
U Citywide Telecommunications 4,357,602$ 4,227,616$ 1,902,805$ 1,634,978$ ‐$ ‐$ ‐$ ‐$ 3,537,783$
Total Infrastructure 128,538,912$ 115,098,911$ 54,173,180$ 17,010,951$ 3,818,584$ 5,120,390$ ‐$ ‐$ 80,123,105$
Total Allocations 204,736,987$ 172,008,872$ 92,914,315$ 22,089,713$ 4,970,353$ 5,793,481$ ‐$ ‐$ 125,767,861$
V City Staff Time ‐$ ‐$ 2,729,895$ 722,458$ 177,948$ 48,146$ ‐$ ‐$ 3,678,447$
Total City Staff Time ‐$ ‐$ 2,729,895$ 722,458$ 177,948$ 48,146$ ‐$ ‐$ 3,678,447$
W Debt Service Principal & Interest 78,234,834$ 48,206,084$ 32,251,834$ 8,134,250$ ‐$ 803,600$ ‐$ ‐$ 41,189,684$
Total Debt Service Expenses 78,234,834$ 48,206,084$ 32,251,834$ 8,134,250$ ‐$ 803,600$ ‐$ ‐$ 41,189,684$
X Audit/Admin 48,773$ 26,020$ 26,514$ 14,318$ 19,907$ 20,996$ ‐$ ‐$ 81,736$
Y Bond Administration 65,356$ 34,867$ 58,543$ 6,300$ ‐$ ‐$ ‐$ ‐$ 64,843$
Z Banking/Investment Fees ‐$ ‐$ 22,363$ 6,037$ ‐$ ‐$ ‐$ ‐$ 28,399$
AA Cost of Issuance 563,210$ 563,210$ 553,023$ ‐$ ‐$ ‐$ ‐$ 553,023$
Total Administrative Expenses 677,339$ 624,097$ 660,443$ 26,655$ 19,907$ 20,996$ ‐$ ‐$ 728,001$
Total Expenditures 283,649,160$ 220,839,053$ 1 128,556,486$ 2 30,973,076$ 5,168,208$ 6,666,224$ ‐$ ‐$ 171,363,994$
Notes:
1 Audited Total
2 Unaudited Total
Prior FY
Totals
2023-01-26 PCOC Agenda Page 29 of 34
Category CIP #Facility (Project)Description Status Measure P Allocation
Public Safety Buildings
Public Safety Buildings GGV0232 Police Facility Repairs HVAC- Replace boilers/chillers and heating/air conditioning system 1,000,000$
Public Safety Buildings GGV0232 Police Facility Repairs Control Panel/Intercom 500,000$
Public Safety Buildings GGV0232 Police Facility Repairs Various Energy Efficiency Project 25,000$
Total Public Safety Buildings 1,525,000$
Public Facilities GGV0231
Civic Center Library and South Chula
Vista Library Civic Center Library: Adult and Children Restrooms (4) Remodel Construction 929,389$
Public Facilities GGV0231
Civic Center Library and South Chula
Vista Library Civic Center Library HVAC Construction 1,200,000$
Public Facilities GGV0231
Civic Center Library and South Chula
Vista Library Civic Center Library ADA Parking Improvements Construction 175,000$
Public Facilities GGV0231
Civic Center Library and South Chula
Vista Library Civic Center Library Exterior Stucco Repairs 50,000$
Public Facilities GGV0231
Civic Center Library and South Chula
Vista Library South Library Flooring 329,000$
Public Facilities GGV0231
Civic Center Library and South Chula
Vista Library South Library HVAC 265,000$
Public Facilities GGV0257 Recreation and Senior Center Repairs 1301 Oleander Ave Building Repairs Design 750,000$
Public Facilities GGV0233 Recreation and Senior Center Repairs Montevalle HVAC Design 100,000$
Public Facilities GGV0233 Recreation and Senior Center Repairs Norman Park Senior Center HVAC Phase IB Construction 165,000$
Public Facilities GGV0233 Recreation and Senior Center Repairs Otay Rec - Roof Replacement 404,300$
Public Facilities GGV0233 Recreation and Senior Center Repairs Lauderbach - Roof Replacement 161,200$
Public Facilities GGV0233 Recreation and Senior Center Repairs Salt Creek - Roof Replacement flat section of roof 195,000$
Public Facilities GGV0234 Other Public Facilities Public Works Air Handlers - Phase I Design 200,000$
Public Facilities GGV0234 Other Public Facilities Solar Inverters Replacement and Restoration 356,309$
Public Facilities GGV0234 Other Public Facilities Public Works Shops - New Air Compressor 100,000$
Public Facilities GGV0234 Other Public Facilities Public Works Air Handlers (6) - HVAC 350,000$
Public Facilities GGV0234 Other Public Facilities Living Coast Discovery Center Repairs - Phase I 100,000$
Public Facilities GGV0234 Other Public Facilities Garage Plymovent Exhaust Recovery System Assessment 10,000$
Public Facilities GGV0234 Other Public Facilities Exterior Wood Surfaces- Fire Station 8 60,000$
Public Facilities GGV0234 Other Public Facilities Citywide Plumbing Retrofits I 125,000$
Public Facilities GGV0234 Other Public Facilities Animal Care Facility HVAC 200,000$
Public Facilities GGV0234 Other Public Facilities IT Server Room (BLDG C)- HVAC CRAC Unit Design 410,000$
Public Facilities GGV0234 Other Public Facilities Civic Center Bldg B - HVAC 63,470$
Public Facilities GGV0234 Other Public Facilities Civic Center Bldg C - HVAC 500,000$
Public Facilities GGV0234 Other Public Facilities Miscellaneous Electrical Maintenance/Repair 40,000$
Public Facilities GGV0234 Other Public Facilities PW Building Roof Replacement 750,000$
Public Facilities GGV0234 Other Public Facilities Living Coast Discovery Center Repairs II 100,000$
Public Facilities GGV0234 Other Public Facilities Citywide Plumbing Retrofits II 150,000$
Public Facilities GGV0234 Other Public Facilities Citywide Gate Replacements II 10,000$
Public Facilities GGV0234 Other Public Facilities Miscellaneous Electrical Maintenance/Repair Projects II 30,000$
Public Facilities GGV0234 Other Public Facilities Miscellaneous HVAC Maintenance/ Repair Projects II 30,000$
Total Public Facilities 8,308,668$
Infrastructure
Fleet Infrastucture GGV0235 Fleet Fuel Management In Progress 1,040,000$
Project Status Updates
Measure P - In progress
Public Facilities
1/13/2023 Page 1 of 22023-01-26 PCOC Agenda Page 30 of 34
Category CIP #Facility (Project)Description Status Measure P Allocation
Total Fleet 1,040,000$
Infrastructure
Infrastructure CTY0226 Other Public Infrastructure Removal of Dead/Dying Trees Citywide In Progress 300,000$
Total Other Public Infrastructure 300,000$
Infrastructure PRK0326 Park Infrastructure Playground Renovations/Replacements In Progress 1,000,000$
Infrastructure PRK0326 Park Infrastructure Path/Walkway Repairs/ADA Access - Citywide Design 850,000$
Infrastructure PRK0326 Park Infrastructure Replace Distressed Park Pathway Lights Design 300,000$
Infrastructure PRK0326 Park Infrastructure Park LED Lighting Design 100,000$
Infrastructure PRK0326 Park Infrastructure Rohr Fitness/Jogging Path Design 350,000$
Infrastructure PRK0326 Park Infrastructure Dog Parks Renovation Design 100,000$
Infrastructure PRK0326 Park Infrastructure Len Moore Skate Park Design 75,000$
Infrastructure PRK0326 Park Infrastructure Park Pathway Lighting Replacement - Voyager & Santa Venitia Construction 300,000$
Infrastructure PRK0326 Park Infrastructure Park Asset Replacements: BB grills, benches, drinking fountains picnic tables, lights - Phase I 250,000$
Infrastructure PRK0326 Park Infrastructure Park: LED Lighting - II 100,000$
Infrastructure PRK0326 Park Infrastructure Park Tree Trimming/Signage 400,000$
3,825,000$
Infrastructure
Infrastructure PRK0327 Sports Courts and Fields Irrigation and Controller Changeover Citywide In Progress 1,600,000$
Total Park Infrastructure 5,425,000$
Completed Projects
Public Facilities GGV0231
Civic Center Library and South Chula
Vista Library South Library LED Lighting 9,900$
Public Facilities GGV0231
Civic Center Library and South Chula
Vista Library Civic Center Library Boiler/Chiller 100,262$
Public Facilities GGV0233 Recreation and Senior Center Repairs Otay Recreation Center Egress Study 6,500$
Public Facilities GGV0233 Recreation and Senior Center Repairs Otay Recreation Center Egress Updates 89,315$
Public Facilities GGV0234 Other Public Facilities Living Coast Discovery Center Deck and Rails 271,274$
Public Facilities GGV0234 Other Public Facilities Public Works Chiller/Boiler Replacement 717,950$
Public Facilities GGV0234 Other Public Facilities Electrical Switchgear Upgrades- 1031 Oleander Facility (former Boys/Girls Club)84,424$
Public Facilities GGV0234 Other Public Facilities Citywide Gate Replacements I 6,160$
Public Facilities GGV0234 Other Public Facilities CC Roof/HVAC Repair (Pan) - Building A 74,325$
Public Facilities GGV0234 Other Public Facilities Miscellaneous HVAC Maintenance/ Repair Projects I 35,868$
Public Facilities GGV0234 Other Public Facilities Public Works Shops and Garage - LED Lighting 24,698$
Infrastructure PRK0326 Park Infrastructure Electrical Switchgear Upgrades -Eucalyptus Park - Tennis Courts/Baseball Fields 177,216$
Infrastructure PRK0326 Park Infrastructure
Sidewalk and Pavement Improvements at City Parks (Eucalyptus, Los Ninos, Rohr, Terra
Nova)624,068$
Infrastructure PRK0326 Park Infrastructure Path/Walkway Repairs/ADA Access - Rancho Del Rey 67,235$
Infrastructure PRK0326 Park Infrastructure Sunbow tennis court poles/lights 37,925$
Infrastructure PRK0326 Park Infrastructure McKenzie Creek Pickleball Light Pole Replacement 9,600$
Infrastructure PRK0326 Park Infrastructure Rohr Park Restroom Replacement 987,620$
Total Completed 3,324,340$
16,598,668$ TOTAL PROJECT ALLOCATIONS
Infrastructure
1/13/2023 Page 2 of 22023-01-26 PCOC Agenda Page 31 of 34
Measure P Vehicle and Equipment Purchases
MEASURE P ACTUALS TO DATE
Description Category Total Amount
Prior Fiscal Years 2017 through 2022 Police 5,453,505$
Prior Fiscal Years 2017 through 2022(1)Fire 5,998,535$
Prior Fiscal Years 2017 through 2022 Non-Public Safety 7,159,005$
Fiscal Year 2023 (2)Police 836,157$
Fiscal Year 2023 (2)Fire -$
Fiscal Year 2023 (2)Non-Public Safety 795,346$
TOTAL ACTUALS 20,242,549$
Total Public Safety Actuals 12,288,197$
Total Non-Public Safety Actuals 7,954,352$
TOTAL BY GROUP 20,242,549$
MEASURE P VEHICLES ON ORDER
Description Department Total Amount (2)
(1) Pierce Arrow XT 107' Tractor Drawn Aerial Apparatus Fire 1,767,697$
(4) Pierce Arrow XT Ultimate Configuration (PUC)Fire 3,845,426$
(18) 2023 Ford Interceptor Utility Hybrid Police 957,620$
Ford Super Duty F-550 with Knapheid Body (Partially funded)Non-Public Safety 33,803$
(2) 2022 Freightliner M2 with PB Loader 5-7 Yard Dump Body Non-Public Safety 295,133$
2022 Ford Super Duty F-550 Graffiti Truck Non-Public Safety 135,496$
2022 Ford F-650 Diesel Sign Truck Non-Public Safety 160,001$
(2) Ford Super Duty F-250 Animal Control Body Non-Public Safety 132,100$
(1) 2022 Ford F150 Lightning Non-Public Safety 51,958$
(2) 2022 Ford Escape SE Non-Public Safety 72,380$
(1) 2022 Ford F150 XL Non-Public Safety 40,713$
(1) 2022 Ford XL Cargo Van Non-Public Safety 34,755$
(1) 2022 Ford Super Duty F550 Chassis Non-Public Safety 62,089$
2023 Freightliner M2-106 Articulating Aerial Device Boom Truck Non-Public Safety 201,837$
(3) 2023 Ford Transit Van Non-Public Safety 144,157$
(18) 2023 Ford F150 XL Non-Public Safety 760,412$
(2) 2023 Ford Super Duty F250 Non-Public Safety 105,116$
(1) 2023 Ford Explorer Non-Public Safety 40,006$
(2) Forklifts Non-Public Safety 107,614$
(1) Asphalt Roller Non-Public Safety 71,820$
(1) 2023 Ford Super Duty F550 XL Non-Public Safety 69,885$
Kawasaki 23.5 HP Mower Non-Public Safety 9,964$
(1) Groundmaster 3200 Non-Public Safety 29,838$
Fire Vehicle Outfitting Fire 83,638$
Police Vehicle Outfitting Police 536,001$
Vehicle Outfitting Non-Public Safety 7,928$
TOTAL ON ORDER 9,757,386$
Total Public Safety On Order 7,190,382$
Total Non-Public Safety On Order 2,567,004$
TOTAL BY GROUP 9,757,386$
NOTES:
(1) Does not include prior Fire apparatus purchased via lease purchase agreements.
(2) Amounts reflected are actuals and encumbrances as of 01/06/2023.
CURRENT YEAR ANTICIPATED PURCHASES
Description Department Total Count
Light Duty Trucks Non-Public Safety 0
Specialty Equipment Non-Public Safety 1
Other Equipment Non-Public Safety 17
18
2023-01-26 PCOC Agenda Page 32 of 34
Category CIP #Description Status
Measure P
Allocation Est. Completion Date
Public Safety Buildings GGV0252 Design Phase began 5/11/2021. Plans are being reviewed by the Building
department for permitting. The Design Builder has issued the project for
subcontractor bids which are due January 2023. Construction is expected
to begin in March 2023, but there are pending issues with roof leaks and
electrical equipment lead time that may impact the start date.
7,283,760$ Early 2024
Total Public Safety Buildings 7,283,760$
Other Public Facilities GGV0247 Construction for Segments 1 & 2 began 9/13/2021 and is planned to be
completed March 2023. Segment 3 under construction and expected to be
completed July 2023.
22,486,629$ Substantial Completion Segments
1 & 2 - March 2023, Segment 3
Summer/Fall 2023
Parks PRK0329 Construction began 2/25/22 and is expected to be completed in February
2023. Park will not be reopened until the sod has established about 3
months following completion of the project.
820,001$ Early 2023
Total Public Facilities 23,306,630$
Infrastructure TRF0408 Construction Notice to Proceed was issued 2/17/21. Potholing the new
pole locations was completed in Summer 2021. Poles were ordered and
delivered to the contractor in March 2022. Construction began in March
2022 and should be completed in February 2023.
5,000,000$ Early 2023
Infrastructure DRN0219 Emergency CMP Repair associated with Energy Way completed. Phase 3 is
currently in design; additional funding to be added in FY24.
2,135,986$ Early 2024
Total Infrastructure 7,135,986$
Public Safety Buildings GGV0230 Project completed March 2022 10,085,052$ Project Complete
Public Safety Buildings GGV0230 Project completed April 2022 9,367,928$ Project Complete
Infrastructure STL0421 Project Completed January 2017 23,385$ Project Complete
Infrastructure STL0428 Construction Phase - Began September 2019. Completed December 2019. 509,768$ Project Complete
Infrastructure STL0427 Construction Phase I - Began March 2018. Completed December 2018. 6,554,460$ Project Complete
Infrastructure STL0430 Construction Phase II - Began July 2019. Completed August 2020. 16,011,295$ Project Complete
Infrastructure STL0443 Construction Closeout Phase -all 4 quadrants were completed March 2022. 2,877,784$ Project Complete
Infrastructure DRN0209 Construction Phase I - Began March 2018. Completed December 2018. 1,256,000$ Project Complete
Infrastructure DRN0210 CMP CCTV completed 140,000$ Project Complete
Infrastructure DRN0211 All field work completed 8,185,000$ Project Complete
Infrastructure DRN0216 Emergency design and repair of corrugated metal pipes citywide. 400,000$ Project Complete
Park Study PRK0333
Consultant: Hunsaker & Associates. Accessibility Study completed
September 24, 2020. Presented to COC in October 2020, developing
funding strategy 81,391$ Project Complete
Total Completed 55,492,062$
93,218,438$
Other Infrastructure - CMP
Rehabilitation Outside ROW
CMP rehab outside ROW Phase 3 Corrugated Metal Pipe Repair outside ROW
Rehabilitation of aged Corrugated Metal Pipe (CMP)
and other storm drain related repairs outside ROW
Other Infrastructure - CMP
Rehabilitation Outside ROW
Other Public Facilities and Parks
Recreation Centers and Senior
Center
Renovation of the Loma Verde Recreation Center
Other Infrastructure - CMP
Rehabilitation Outside ROW Phase II
Lauderbach Park Rehabilitation Renovation of Lauderbach Park
Corrugated Metal Pipe Emergency Repair
Fire Stations Repairs/Replacements Fire Station 5: design and construct
Fire Stations Repairs/Replacements Fire Station 3: design and construct
Pavement rehabilitation on various streets based on
recommendations from City's Pavement Management
System
Fire Station 1: design and renovations
Rehabilitation of aged Corrugated Metal Pipe (CMP)
and other storm drain related repairs outside ROW
Street Pavement Pavement rehabilitation on various streets based on
recommendations from City's Pavement Management
System for streets with pavement condition index (PCI)
ranging from 0-25
Perform drainage infrastructure assessments Citywide
Replace sidewalk damaged at various locations based
on recommendations from the Pedestrian Connectivity
Plan
Other Infrastructure -Sidewalk
Replacement Citywide
Other Infrastructure - Drainage Pipe
Assessment Outside ROW
Street Pavement Pavement Rehabilitation on Floyd Ave
Project Status Updates
Measure P - In progress
Public Safety Buildings
Infrastructure
Completed Projects
Facility (Project)
Street Pavement
Traffic Signal System
Sidewalk Rehabilitation Citywide
Replace sidewalk damaged at various locations based
on recommendations from the Pedestrian Connectivity
Plan
Max Field/Loma Verde Accessibility
Study
Reinstra Park/Loma Verde Rec Center - bridge
construction, parking needs and ADA review. Added
scope: retaining wall failure and slope stabilization.
Department of Engineering and Capital Projects
Traffic signal replacements and improvements
Fire Station #1 Repair/Replace
TOTAL PROJECT ALLOCATIONS
Updated 01/11/2023 Page 1 of 22023-01-26 PCOC Agenda Page 33 of 34
Project Status Updates
Measure P - In progress
Department of Engineering and Capital Projects
Actual consultant costs included in project allocations.
Estimated Amt
Task Order Execution
Date
$188,922.00 2/19/2018
$99,958.58 6/26/2018
9,989.65 1/22/2019
452,000.00 12/10/2019
Estimated Amt
Task Order Execution
Date
$618,050.00 3/12/2018
$276,393.00 7/8/2021
Estimated Amt
Task Order Execution
Date
$115,536.00 12/12/2017
$94,865.00 12/22/2017
$325,314.00 4/27/2018
$626,775.00 4/27/2018
$191,004.00 11/19/2018
$997,726.00 4/10/2019
$35,080.00 7/3/2019
$161,000.00 10/30/2019
$469,291.00 2/10/2021
Estimated Amt
Task Order Execution
Date
$99,959.58 6/26/2018
Estimated Amt
Task Order Execution
Date
Now Available: Kimley-Horn; NV5; Rick Engineering Co. and; TY-LIN International.
Now Available: Kitchell CEM; O'Connor Construction Management.
Now Available: Kleinfelder, DHS Consulting, Project Professionals Corporation.
Now Available: IBI Group, Iteris, Kimley-Horn, STC Traffic
Currently in process to re-establish new list of Design-Build Entities (DBEs) as previous list expired; 5 Design Build teams deemed qualified with the intention of
requesting proposals from the top 3 available and interested ranked firms at RFP time.
Notes
Notes
Notes
Notes
Consultant: DHS (task terminated)
Consultant: PPC
Consultant: PPC
Consultant: PPC (Construct. review & bid support)
Consultant: Kleinfelder (construction inspection & administration)
Consultant: PPC
Consultant: PPC
Consultant Kleinfelder (Construction inspection & administration)
Consultant: IBI
Notes
Rick Engineering Company
IBI Group
Southern California Precision Concrete Inc.
Southern California Precision Concrete Inc.
Consultant: O'Connor
Consultant: O'Connor
Consultant: PPC
Task Order #
PO 2182005
TASK #GG230 A, B, C
Task #GGV0247
Awarded 9/19/17
TASK #TRF0408
Awarded 05/15/18
TASK #STL430
TRF0408 - Traffic Signals Sys
Task Order #
Task Order #
CIP
Intelligent Transportation Systems Consultant
(Traffic Engineering)
Design Build Construction Teams
STL0428 - Sidewalk Replcmt (Heaves 1.5" +) TASK #STL428
TASK #STL443
STL0430 - Street Pavement Rehab Ph II
CIP
Civil Engineering
PO 2181583
CIP
STL0430 Street Pavement Rehab Phase II
TRF0408 Traffic Signal System (Fiber Network)
STL0428 Sidewalk Replacement (Informal Bid) PO 219148
PO 2201516STL0443 Sidewalk Rehabilitation
Task Order #
On Call Consultant Contracts (Available for Measure P Projects)
PO 2182005TRF0408 - Traffic Signals Sys
TASK #STL427
CIP
DRN0209- CMP Rehab Outside ROW
STL0430 - Street Pavement Rehab Ph II TASK #STL430 A
STL0427- Street Pavement Rehab Ph I
TASK #STL427
TASK #DRN211
TASK #DR209
Task Order #
STL0427- Street Pavement Rehab Ph I
DRN211 - CMP Rehab Outside ROW Ph II
Construction Management (Civil Projects)
CIP
GG230 Fire Stations Repairs/Replacements
GGV0247 Loma Verde Rec Center
Awarded 11/21/17Construction Management (Facilities
/Buildings)
Prequalified List Determined 10/11/17
STL0443 - Sidewalk Slicing
Awarded 11/7/17
Updated 01/11/2023 Page 2 of 22023-01-26 PCOC Agenda Page 34 of 34