HomeMy WebLinkAbout2023/05/09 Post Agenda Packet
SPECIAL MEETINGS OF THE SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY AND
HOUSING AUTHORITY MEETING JOINTLY WITH THE CITY COUNCIL OF THE CITY OF CHULA VISTA
**POST-MEETING AGENDA**
Date:Tuesday, May 9, 2023, 5:00 p.m.
Location:Council Chambers, 276 Fourth Avenue, Chula Vista, CA
Notice is hereby given that the Mayor has called and will convene Special Meetings of the Successor Agency
to the Redevelopment Agency and the Housing Authority meeting jointly with the City Council.
View the Meeting Live in English & Spanish: chulavistaca.gov/councilmeetings
AT&T U-verse ch. 99 (San Diego County) & Cox ch. 24 (Chula Vista) in English only
Welcome to your City Council Meeting
PUBLIC COMMENTS: Public comments may be submitted to the City Council in the following ways:
In-Person. The community is welcome to make public comments at this City Council meeting. •
Submit an eComment: Visit www.chulavistaca.gov/councilmeetings, locate the meeting and click the
comment bubble icon. Select the item and click "Leave Comment." eComments can be submitted
until the conclusion of public comments for the item and are viewable online upon submittal. If you
have difficulty submitting eComments, email comments to: cityclerk@chulavistaca.gov
•
HOW TO WATCH: Live stream is available at www.chulavistaca.gov/councilmeetings. To switch the video to
Spanish, please click on "ES" in the bottom right hand corner. Meetings are available anytime on the City's
website (English and Spanish).
ACCESSIBILITY: Individuals with disabilities or special needs are invited to request modifications or
accommodations to access and/or participate in a City meeting by contacting the City Clerk’s Office at
cityclerk@chulavistaca.gov or (619) 691-5041 (California Relay Service is available for the hearing impaired
by dialing 711) at least forty-eight hours in advance of the meeting.
SPEAKER TIME LIMITS: The time allotted for speakers may be adjusted by the Mayor.
- Five minutes* for specific items listed on the agenda
- Three minutes* for items NOT on the agenda (called to speak during Public Comments)
- A group of individuals may select a spokesperson to speak on their behalf on an agenda item, waiving
their option to speak individually on the same item. Generally, five minutes are allotted per person, up to
a limit of 30 minutes, although the limits may be adjusted. Members of the group must be present.
*Individuals who use a translator will be allotted twice the amount of time.
GETTING TO KNOW YOUR AGENDA
Agenda Sections:
CONSENT CALENDAR items are routine items that are not expected to prompt discussion. All items are
considered for approval at the same time with one vote. Councilmembers and staff may request items be
removed and members of the public may submit a speaker slip if they wish to comment on an item. Items
removed from the Consent Calendar are discussed after the vote on the remaining Consent Calendar items.
PUBLIC COMMENT provides the public with an opportunity to address the Council on any matter not listed on
the agenda that is within the jurisdiction of the Council. In compliance with the Brown Act, the Council cannot
take action on matters not listed on the agenda.
PUBLIC HEARINGS are held on matters specifically required by law. The Mayor asks for presentations from
staff and from the proponent or applicant involved (if applicable) in the matter under discussion. Following
questions from the Councilmembers, the Mayor opens the public hearing and asks for public comments. The
hearing is closed, and the City Council may discuss and take action.
ACTION ITEMS are items that are expected to cause discussion and/or action by the Council but do not
legally require a Public Hearing. Staff may make a presentation and Councilmembers may ask questions of
staff and the involved parties before the Mayor invites the public to provide input.
CLOSED SESSION may only be attended by members of the Council, support staff, and/or legal counsel. The
most common purpose of a Closed Session is to avoid revealing confidential information that may prejudice
the legal or negotiating position of the City or compromise the privacy interests of employees. Closed
sessions may be held only as specifically authorized by law.
Council Actions:
RESOLUTIONS are formal expressions of opinion or intention of the Council and are usually effective
immediately.
ORDINANCES are laws adopted by the Council. Ordinances usually amend, repeal or supplement the
Municipal Code; provide zoning specifications; or appropriate money for specific purposes. Most ordinances
require two hearings: an introductory hearing, generally followed by a second hearing at the next regular
meeting. Most ordinances go into effect 30 days after the final approval.
PROCLAMATIONS are issued by the City to honor significant achievements by community members,
highlight an event, promote awareness of community issues, and recognize City employees.
City of Chula Vista City Council
May 09, 2023 Post Agenda Page 2 of 690
Pages
1.CALL TO ORDER
2.ROLL CALL
3.PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
4.SPECIAL ORDERS OF THE DAY
4.1 Introduction by Chula Vista Elementary School District Superintendent Dr.
Eduardo Reyes Announcing Speech Contest Winners Giving Their Speech on
"What Does This World Need?"
4th Grade, Dafne Romero Zuniga, Mueller Charter School •
5th Grade, Gerrald Jose, Arroyo Vista Charter School•
6th Grade, Dante Baca, Arroyo Vista Charter School•
8th Grade, Jesus Gonzalez, Discovery Charter School•
4.2 Presentation of a Proclamation to Chula Vista Police Department Officer Jeff
Laine Proclaiming Monday, May 15, 2023, as National Peace Officers Memorial
Day in the City of Chula Vista
4.3 Presentation by Chula Vista Chamber of Commerce Chief Executive Officer
Marcy Weaver on Chula Vista Partnerships, Programs, and Services
9
4.4 Presentation of a Proclamation to the Lupus Foundation of Southern California
President Neda Gappy-Cortez Proclaiming May 2023 as Lupus Awareness Month
in the City of Chula Vista
*4.5 Presentation of a Proclamation to Reverend Shane Harris Proclaiming May 2023
as National Foster Care Month in the City of Chula Vista
5.CONSENT CALENDAR (Items 5.1 through 5.4)
All items listed under the Consent Calendar are considered and acted upon by one
motion. Anyone may request an item be removed for separate consideration.
RECOMMENDED ACTION:
To approve the recommended actions appearing below consent calendar Items 5.1
through 5.3. The headings were read, text waived. The motion carried by the following
vote:
5.1 Approval of Meeting Minutes 39
RECOMMENDED ACTION:
Approve the minutes dated: April 25, 2023
5.2 Waive Reading of Text of Resolutions and Ordinances
RECOMMENDED ACTION:
Approve a motion to read only the title and waive the reading of the text of all
resolutions and ordinances at this meeting.
5.3 Consideration of Request for Excused Absences
RECOMMENDED ACTION:
Consider requests for excused absences as appropriate. No requests were
received for this meeting.
City of Chula Vista City Council
May 09, 2023 Post Agenda Page 3 of 690
ITEM REMOVED FROM THE CONSENT CALENDAR
5.4 Housing Grant Funding: Approval of the Fiscal Year 2023/24 U.S. Department of
Housing and Urban Development Annual Action Plan and Appropriating Funds
45
Report Number: 23-0090
Location: No specific geographic location
Department: Housing and Homeless Services
Environmental Notice: The activity is not a “Project” as defined under Section
15378 of the California Environmental Quality Act (“CEQA”) State Guidelines and
Title 24 of the Federal Code of Regulations; therefore, pursuant to State
Guidelines Section 15060(c)(3) and Federal Guidelines Part 58.34(a)(2) & (3) no
environmental review is required. Notwithstanding the foregoing, the activity
qualifies for an Exemption pursuant to Section 15061(b)(3) of CEQA State
Guidelines and Part 58.34 (a)(2) & (3) of the National Environmental Policy Act
(“NEPA”).
RECOMMENDED ACTION:
To adopt Resolution No. 2023-045, heading read, text waived. The motion carried
by the following vote:
6.PUBLIC COMMENTS
The public may address the Council on any matter within the jurisdiction of the Council
but not on the agenda.
7.BOARD AND COMMISSION REPORTS
The following item(s) have been brought forward by a City board, commission, or
committee.
7.1 Measure A Citizens’ Oversight Committee Presentation: Annual Report Covering
Reporting Period of July 1, 2021 through June 30, 2022
192
Report Number: 23-0122
Location: No specific geographic location
Department: Finance, Fire & Police
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.
8.PUBLIC HEARINGS
The following item(s) have been advertised as public hearing(s) as required by law.
City of Chula Vista City Council
May 09, 2023 Post Agenda Page 4 of 690
8.1 Regional Transportation Improvement Program: Amend the TransNet Local
Street Improvement Program of Projects for Fiscal Years 2022/23 through
2026/27
213
Report Number: 23-0082
Location: No specific geographic location
Department: Engineering
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:
To adopt Resolution No. 2023-046, heading read, text waived. The motion carried
by the following vote:
9.ACTION ITEMS
The following item(s) will be considered individually and are expected to elicit discussion
and deliberation.
9.1 Mobilehome Rent Control: Reduce the Administrative Fee for Mobilehome Rent
Control Services to $10 for Fiscal Year 2023/24
222
Report Number: 23-0118
Location: No specific geographic location
Department: Housing and Homeless Services
Environmental Notice: The activity is not a “Project” as defined under Section
15378 of the California Environmental Quality Act (“CEQA”) State Guidelines;
therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental
review is required.
RECOMMENDED ACTION:
To adopt Resolution No. 2023-047, heading read, text waived. The motion carried
by the following vote:
9.2 Annual Budget: Hear the Presentation of the City Manager’s Proposed Budget for
Fiscal Year 2023-24, Consider Acceptance of the Proposed Budget, and Set a
Public Hearing for Final Consideration and Adoption
239
Report Number: 23-0121
Location: No specific geographic location
Department: Finance
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.
City of Chula Vista City Council
May 09, 2023 Post Agenda Page 5 of 690
RECOMMENDED ACTION:
To adopt Resolution Nos. 2023-048, SA2023-001 and HA 2023-002. The
headings below were read, text waived. The motion carried by the following vote:
RECOMMENDED ACTION:
To add $5000 to the Mayor and Council budgets for personnel expenses.
10.CITY MANAGER’S REPORTS
11.MAYOR’S REPORTS
12.COUNCILMEMBERS’ COMMENTS
12.1 Councilmember Cardenas:678
Report on findings and recommendations from the Labor Relations Ad-Hoc
Subcommittee
City-Wide Project Labor AgreementA.
Labor Transparency OrdinanceB.
Issues Regarding Livable WagesC.
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:
To make a referral to the City Manager for consideration, implementation, and
negotiation and a report back to the Council in 90 days on the following
recommendations from the subcommittee:
Draft a municipal code amendment to address safety conditions and
enhancements impacting traffic control workers
1.
Develop a labor transparency ordinance to be consistent with similar
policies across the County of San Diego, and identify City needs for
ordinance enforcement
2.
Formally engage in the process to develop a citywide Project Labor
Agreement (PLA) with input from the San Diego Building and
Construction Trades Council.
3.
13.CITY ATTORNEY'S REPORTS
14.CLOSED SESSION
Announcements of actions taken in Closed Sessions shall be made available by noon on
the next business day following the Council meeting at the City Attorney's office in
accordance with the Ralph M. Brown Act (Government Code 54957.7)
City of Chula Vista City Council
May 09, 2023 Post Agenda Page 6 of 690
14.1 Conference with Labor Negotiators Pursuant to Government Code Section
54957.6
688
Agency designated representatives: Maria Kachadoorian, Tiffany Allen,
Courtney Chase, Tanya Tomlinson, Sarah Schoen, Edward Prendell, and
Steven Berliner
Employee organization: ACE, IAFF, MM/PR, POA, WCE and unrepresented
employees.
14.2 Conference with Legal Counsel Regarding Existing Litigation Pursuant to
Government Code Section 54956.9(d)(1)
Name of Case: City of Chula Vista, et al. v. Joe Stephenshaw, as Director, et
al.; Court of Appeal, Third Appellate District (Sacramento); Case No. C094237
*14.3 Conference with Legal Counsel Regarding Existing Litigation Pursuant to
Government Code Section 54956.9(d)(1)
Name of Case: Arturo Castanares v. City of Chula Vista, San Diego Superior
Court, Case No. 37-2021-00017713-CU-MC-CTL (Arturo Castanares v. Superior
Court of the State of California; Court of Appeal, Fourth Appellate District,
Division One; Case No. Pending)
RECOMMENDED ACTION:
Name of Case: Arturo Castanares v. City of Chula Vista, San Diego Superior
Court, Case No. 37-2021-00017713-CU-MC-CTL (Arturo Castanares v. Superior
Court of the State of California; Court of Appeal, Fourth Appellate District,
Division One; Case No. Pending)
Action: _______________________
15.ADJOURNMENT
to the regular City Council meeting on May 16, 2023 at 5:00 p.m. in the Council
Chambers.
Materials provided to the City Council related to an open session item on this agenda are
available for public review. Please contact the City Clerk at cityclerk@chulavistaca.gov or
(619) 691-5041.
Sign up at www.chulavistaca.gov to receive email notifications when City Council
agendas are published online.
City of Chula Vista City Council
May 09, 2023 Post Agenda Page 7 of 690
RECOMMENDED ACTION:
In accordance with California Government Code Section 66458(d), notice is hereby given
that the City Engineer has reviewed and, immediately following this City Council of May 9,
2023, will approve the following final map:
City of Chula Vista Tract No. PCS-12-02, Otay Ranch Village 2 North,
Neighborhoods R-5B and R-9B (PRJ22-001)
Specifically, the City Engineer has caused the map to be examined and has made the
following findings:
(1) The map substantially conforms to the approved tentative map, and any approved
alterations thereof and any conditions of approval imposed with said tentative map.
(2) The map(s) comply with the provisions of the Subdivision Map Act and any local
ordinances applicable at the time of approval of the tentative map.
(3) The map is technically correct.
Said map will be finalized and recorded, unless an interested party files a valid appeal of
the City Engineer's action to City Council no later than 2:00 p.m., 10 calendar days from
the date of this City Council meeting. A valid appeal must identify the improper/incorrect
finding and the basis for such conclusion.
If you have questions about the map approval findings or need additional information
about the map or your appeal rights, please feel free to contact Ramon Esquer, Acting
Senior Civil Engineer at (619) 476-2557, or at resquer@chulavistaca.gov
City of Chula Vista City Council
May 09, 2023 Post Agenda Page 8 of 690
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May 09, 2023 Post Agenda
Susana Villegas
President
SVPR Communications
Patricia Alvarez
de Los Cobos
President Elect
Energy Communications
Dolores Jackson
VP Public Policy
Lolita’s Mexican Restaurant
William Hall
Past President
Vivistar Corporation
BOARD OF DIRECTORS
CHULA VISTA CHAMBER OF COMMERCE
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David Polansky
VP Internal Affairs
Copy Link, Inc.
John Borja
Hoffman & Hanono
Insurance
Becky Cortez
VP Economic Development
Life Vantage
Jack Straw
Pacifica Companies
Rick King
VP Finance
Sharp Chula Vista Medical
Center
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Alberto Velasquez
Cox
Risa Baron
Republic Services
Jennifer Tabler
Residence Inn by Marriott
Joyce Padilla
The Venue at Eastlake
Kyle Strong
Collins Aerospace
Jesse Navarro
Public Safety Consultant
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Roberto Alcantar
SDG&E
Dr. Eduardo Reyes
Chula Vista Elementary
School District
George Ching
PSAR
Zulema Maldonado
Berkshire Hathaway
Sassan Rahimzadeh
Arya Cleaners
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Community Organization
CHULA VISTA CHAMBER OF COMMERCE
& Guiding Principles
96 Years Serving the Business Community
Established in 1927, Chula Vista Chamber of Commerce has continually assumed many roles in order to accomplish
its goals:
•Government and public relations
•Economic development and planning
•Tourism and new resident information
•Networking and Professional Development Opportunities
• Advocates for programs, projects and public policy that
plans for the future and protects Chula Vista’s quality of
life
•Serves as the leading voice for Chula Vista businesses
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New Programs
CHULA VISTA CHAMBER OF COMMERCE
Formation of a 501(c)(3) Corporation
Legislative Luncheon
Webinars
Job Fair
Blood Drive
Health & Wellness Events
Educational Programs
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May 09, 2023 Post Agenda
Educational ProgramsCHULA VISTA CHAMBER OF COMMERCE
How To Start A Business Using A
Free SCORE Mentor
2023 Hottest Business Ideas, Trends
& Markets
The Best Start Up Strategies For
Starting A Small Business
How to Turn Your Invention Into A
Product and Bring it to Market
Should You Get Certified as a
Woman-owned, Veteran-owned or
Minority-owned Business?
Tax Filing Requirements for Small
Businesses in Mandarin
SEO Marketing For Small Business
Websites
How To Create A Marketing Plan For
Your Small Business
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Chamber Partnerships
CHULA VISTA CHAMBER OF COMMERCE
Collaboration and Partnerships:
City of Chula Vista
Seven Mile Casino
Chula Vista Police Foundation
South County EDC
PSAR
YMCA
County of San Diego
Envision Broadway
Third Avenue Village
San Diego Foundation
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Chamber Partnerships
CHULA VISTA CHAMBER OF COMMERCE
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BRANDING UPGRADE
CHULA VISTA CHAMBER OF COMMERCE
I N V EST I N
YOUR
BUSI N ESS
Professional Marketing
Assistance
Business Advocacy and
Legislative Representation
Business Information,
Resources, and Referrals
Networking at Monthly
Mixers and Trade Shows
233 Fourth Ave. Chula Vista, CA 91910info@chulavistachamber.org619-420-6603
The C hula Vist a C ha m b er o f C o m m erc e serves a s t he
voic e for Chula Vista b u sine sses tha t p rovid es job s,
g e nera tes ta x revenue, b uild s infra struc t ure, a nd
p rovid es c onsu m er servic es for t he City of Chula
Vist a . The C ha m b er a d vo c a tes for p rog ra m s, p ro jec t s
a n d p ub lic p olic y tha t a d eq ua t ely p la ns f o r the futu re
a n d p rotec t s Chula Vista ’s q ua lit y of life.
Listing on Chula Vista
Chamber website
Special Events Planning
and Ribbon Cutting Service
CH ULAV ISTAC HAM BER.ORG
See our full list of Chamber Member Benefits at:
Take pride knowing that by becoming a CLEAN
BUSINESS you are helping to do your part for our
environment. Your efforts WILL get noticed!
Learn more, call (619) 691-5122 (select #6) or visit
w w w .c h u lavist ac a.g ov/clean
In v e st i n t h e En v i r on m e n t
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May 09, 2023 Post Agenda
Website Updates
CHULA VISTA CHAMBER OF COMMERCE
NEW CHULA VISTA CHAMBER OF COMMERCE WEBSITE NEW CHULA VISTA CONVENTION & VISITOR CENTER WEBSITE
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May 09, 2023 Post Agenda
Media Representation
CHULA VISTA CHAMBER OF COMMERCE
Interviews on
Telemundo,
Univision,
KSDY50 & XEWT
Televisa
06
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New Chamber
Members
90
Ribbon Cuttings
25
Committee
Meetings
55
Networking Events
& Mixers
40
Chamber RepresentationCHULA VISTA CHAMBER OF COMMERCE
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May 09, 2023 Post Agenda
Networking Mixers
CHULA VISTA CHAMBER OF COMMERCE
& Ribbon Cuttings
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May 09, 2023 Post Agenda
Committees
CHULA VISTA CHAMBER OF COMMERCE
Membership
Committee
Education
Committee
Public Policy
Committee
Economic Development
Committee
Utilities
Committee
CVCC Leadership
Committee
Golf
Committee
Hotel, Motel, & Restaurant
Committee
Dr. Eduardo Reyes,
Chair
Mr. Jesse Navarro,
Chair
Dolores Jackson,
Chair
Becky Cortez,
Chair
Susy Villegas,
Chair
Jennifer Tabler,
Chair Cameron Celeste,
Chair
Becky Cortez,
Chair Page 24 of 690
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Social Media
CHULA VISTA CHAMBER OF COMMERCE
Followers
1,80 0
Followers
1,310
Followers
4,55 4
Followers
331
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May 09, 2023 Post Agenda
Signature Events
CHULA VISTA CHAMBER OF COMMERCE
•Installation Dinner
•Trade Show
•Annual Golf Tournament
•Monthly Business After
Hours/Mixers
•First Friday Breakfasts
•Legislative Luncheon
•Leadership Chula Vista
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Installation Dinner
CHULA VISTA CHAMBER OF COMMERCE
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Golf Tournament
CHULA VISTA CHAMBER OF COMMERCE
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Community Events
CHULA VISTA CHAMBER OF COMMERCE
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Thank You!
TO OUR CHAMBER MEMBERS AND CLOSE COMMUNITY PARTNERS FOR
ALL YOUR CONTINUED SUPPORT.
QUESTIONS?
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City of Chula Vista
Regular Meeting of the City Council
Meeting Minutes
April 25, 2023, 5:00 p.m.
Council Chambers, 276 Fourth Avenue, Chula Vista, CA
Present: Councilmember Cardenas, Councilmember Chavez, Councilmember
Gonzalez, Deputy Mayor Preciado, Mayor McCann
Also Present: City Manager Kachadoorian; Jill Maland representing Lounsbery
Ferguson Altona & Peak LLP, Interim Acting City Attorney; City Clerk
Bigelow; Assistant City Clerk Turner
Others Present Deputy City Manager Crockett
The City Council minutes are prepared and ordered to correspond to the City Council Agenda.
Agenda items may be taken out of order during the meeting. The agenda items were considered
in the order presented.
_____________________________________________________________________
1. CALL TO ORDER
A regular meeting of the City Council of the City of Chula Vista was called to order at
5:03 p.m. in the Council Chambers, located in City Hall, 276 Fourth Avenue, Chula Vista,
California.
2. ROLL CALL
City Clerk Bigelow called the roll.
3. PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
Councilmember Gonzalez led the Pledge of Allegiance.
4. SPECIAL ORDERS OF THE DAY
4.1 Oaths of Office:
Board of Library Trustees
- Carrie Holleron
- Toby Larson
Charter Review Commission
- Victor Lopez
Civil Service Commission
- Lourdes Silva-Nunez
- Andrew Strong
Page 39 of 690
May 09, 2023 Post Agenda
2023-04-25 City Council Regular Meeting Minutes
Page 2
Human Relations Commission
- Leticia Lares-Urquidez
Parks and Recreation Commission
- Martin Calvo
City Clerk Bigelow administered the oaths of office and Councilmember Chavez
presented certificates to the Commissioners.
4.2 Presentation of a Proclamation to Principal Civil Engineer Frank Rivera in
Recognition of His Retirement and 38.5 Years of Dedicated Service with the
City of Chula Vista
Mayor McCann read the proclamation, and Councilmember Cardenas presented it
to Frank Rivera.
The following members of the public submitted written communications
congratulating Mr. Rivera:
Sophia Rodriguez
Connie Fife
4.3 Presentation of a Proclamation to Principal Civil Engineer Boushra Salem in
Recognition of Her Retirement and 25 Years of Dedicated Service with the
City of Chula Vista
Mayor McCann read the proclamation, and Councilmember Chavez presented it to
Boushra Salem.
4.4 Presentation of a Proclamation to Code Enforcement Officer II Noemi
Sanchez in Recognition of Her Retirement and 24 Years of Dedicated Service
with the City of Chula Vista
Mayor McCann read the proclamation, and Councilmember Gonzalez presented it
to Noemi Sanchez.
4.5 Presentation of a Proclamation to Marketing and Communications Manager
Anne Steinberger in Recognition of Her Retirement and 11.5 Years of
Dedicated Service with the City of Chula Vista
Mayor McCann read the proclamation, and Councilmember Cardenas presented it
to Anne Steinberger.
4.6 Presentation of a Proclamation Proclaiming May 2023 as National Bike Month
in the City of Chula Vista
Mayor McCann read the proclamation and Councilmember Chavez presented it to
Principal Civil Engineer Rivera and the Bike Walk Chula Vista group.
4.7 Presentation of a Proclamation Commending the Lady Baron's Basketball
Team for Their Record-Setting 2022-23 Season
Mayor McCann read the proclamation and Councilmember Gonzalez presented it
to the Lady Baron's basketball team.
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May 09, 2023 Post Agenda
2023-04-25 City Council Regular Meeting Minutes
Page 3
4.8 Presentation of a Proclamation to Public Works Open Space Manager
Samuel Oludunfe Proclaiming Friday, April 28, 2023, as Arbor Day in the City
of Chula Vista
Mayor McCann read the proclamation, and Councilmember Cardenas presented it
to Open Space Manager Oludunfe.
4.9 Presentation of a Proclamation Proclaiming April 25, 2023 as R. Daniel
Hernandez Day in the City of Chula Vista
Mayor McCann read the proclamation, and Councilmember Chavez presented it to
Mr. Hernandez' family and supporters.
5. CONSENT CALENDAR (Items 5.1 through 5.4)
Items 5.2 and 5.4 were removed from the Consent Calendar at the request of a member
of the public.
Moved by Mayor McCann
Seconded by Deputy Mayor Preciado
To approve the recommended actions appearing below consent calendar Items 5.1 and
5.3. The headings were read, text waived. The motion carried by the following vote:
Yes (5): Councilmember Cardenas, Councilmember Chavez, Councilmember Gonzalez,
Deputy Mayor Preciado, and Mayor McCann
Result, Carried (5 to 0)
5.1 Approval of Meeting Minutes
Approve the minutes dated: April 18 and 20, 2023.
5.3 Consideration of Request for Excused Absences
Consider requests for excused absences as appropriate. No requests were
received for that meeting.
ITEMS REMOVED FROM CONSENT CALENDAR
5.2 Waive Reading of Text of Resolutions and Ordinances
Delia Dominguez Cervantes, Chula Vista resident, spoke in support of adding
clarifying information to specific agenda items.
Moved by Mayor McCann
Seconded by Councilmember Cardenas
To approve a motion to read only the title and waive the reading of the text of all
resolutions and ordinances at this meeting. The motion was carried by the
following vote:
Yes (5): Councilmember Cardenas, Councilmember Chavez, Councilmember
Gonzalez, Deputy Mayor Preciado, and Mayor McCann
Result, Carried (5 to 0)
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May 09, 2023 Post Agenda
2023-04-25 City Council Regular Meeting Minutes
Page 4
5.4 Open Space Landscaping Services: Approve the First Amendment with
GeoCal Management & Landscaping to Increase Maximum Contract Amount
John Acosta, Chula Vista resident, spoke regarding maintenance at Hilltop Park.
Assistant Director of Public Works Aguilar responded to questions of the City
Council.
Moved by Deputy Mayor Preciado
Seconded by Mayor McCann
To adopt Resolution No. 2023-044, heading read, text waived. The motion carried
by the following vote:
Yes (5): Councilmember Cardenas, Councilmember Chavez, Councilmember
Gonzalez, Deputy Mayor Preciado, and Mayor McCann
Result, Carried (5 to 0)
RESOLUTION NO.2023-044 OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA APPROVING THE FIRST AMENDMENT TO THE AGREEMENT
BETWEEN THE CITY AND GEOCAL MANAGEMENT & LANDSCAPING FOR
ON-CALL OPEN SPACE LANDSCAPE SERVICES
6. PUBLIC COMMENTS
Brandon Claypool, Chula Vista resident, spoke regarding homelessness.
John Acosta, Chula Vista resident, spoke regarding ethics and housing.
Joe Raso, Chula Vista resident, spoke regarding tenant protections.
Mayor McCann recessed the meeting at 6:24 p.m. The Council reconvened at 6:30 p.m.,
with all members present except Councilmember Chavez, who arrived at 6:32 p.m.
7. PUBLIC HEARINGS
7.1 Military Equipment Use Policy: Consider the Annual AB 481 Military
Equipment Report, Review Existing Military Equipment Ordinance, and
Amend the Military Equipment Policy, as Appropriate
Notice of the hearing was given in accordance with legal requirements, and the
hearing was held on the date and no earlier than the time specified in the notice.
Police Captain Peak, Lieutenant Adkins and Assistant City Attorney McClurg gave
a presentation on the item and responded to questions of the City Council.
Mayor McCann opened the public hearing.
The following members of the public spoke in support of the item:
John Acosta, Chula Vista resident
Delia Dominguez Cervantes, Chula Vista resident
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The following members of the public spoke in opposition to the item:
Norell Martinez, Chula Vista resident
Margaret Baker, Chula Vista resident
The following members of the public submitted written communications in
opposition to the item:
Sophia Rodriguez, Chula Vista resident
Margaret Baker, Chula Vista resident
Justin Akers
Pati Ruiz
Wendy Gelernter
Brenda Aguirre
Kathy Hardy
Lois K. Kleplin
There being no further members of the public who wished to speak, Mayor
McCann closed the public hearing.
Council discussion ensued.
Moved by Mayor McCann
Seconded by Deputy Mayor Preciado
To place the ordinance below on first reading, heading read, text waived. The
motion was carried by the following vote:
Yes (5): Councilmember Cardenas, Councilmember Chavez, Councilmember
Gonzalez, Deputy Mayor Preciado, and Mayor McCann
Result, Carried (5 to 0)
ORDINANCE OF THE CITY OF CHULA VISTA APPROVING THE AMENDED
CHULA VISTA POLICE DEPARTMENT MILITARY EQUIPMENT USE POLICY,
AUTHORIZING FUTURE AMENDMENTS TO THE POLICY BY RESOLUTION,
AND MAKING FINDINGS REGARDING THE POLICY AND ANNUAL MILITARY
EQUIPMENT REPORT (FIRST READING)
8. CITY MANAGER’S REPORTS
There were none.
9. MAYOR’S REPORTS
There were none.
10. COUNCILMEMBERS’ COMMENTS
Councilmember Cardenas spoke regarding the Labor Relations Ad-hoc Subcommittee
and announced upcoming JEDI community meetings.
At the request of Councilmember Cardenas, there was a consensus of the City Council
to add an item to the City Council agenda for May 9, 2023, to report findings and
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recommendations from the Labor Relations Ad-Hoc Subcommittee, on topics including
Citywide project labor agreements, labor transparency ordinance, and issues regarding
livable wages.
Deputy Mayor Preciado gave a report on the Welcoming America Subcommittee and
announced the grand opening of the City's homeless shelter.
At the request of Deputy Mayor Preciado, there was a consensus of the City Council to
discuss matters regarding parity of compensation for the entire public safety group, to
the extent legally allowable, during the closed session item on labor negotiations
scheduled for the May 9, 2023, City Council agenda.
Acting City Attorney Maland spoke regarding the limitations of Closed Session meetings.
The request was added to the previous referral.
Councilmember Chavez spoke regarding her attendance at the Day of the Child event
and invited the community to the upcoming JEDI community meetings in her district.
11. CITY ATTORNEY'S REPORTS
There were none.
12. ADJOURNMENT
The meeting was adjourned at 7:44 p.m.
Minutes prepared by: Tyshar Turner, Assistant City Clerk
_________________________
Kerry K. Bigelow, MMC, City Clerk
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May 9, 2023
ITEM TITLE
Housing Grant Funding: Approval of the Fiscal Year 2023/24 U.S. Department of Housing and Urban
Development Annual Action Plan and Appropriating Funds
Report Number: 23-0090
Location: No specific geographic location
Department: Housing and Homeless Services
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California
Environmental Quality Act (“CEQA”) State Guidelines and Title 24 of the Federal Code of Regulations;
therefore, pursuant to State Guidelines Section 15060(c)(3) and Federal Guidelines Part 58.34(a)(2) & (3)
no environmental review is required. Notwithstanding the foregoing, the activity qualifies for an Exemption
pursuant to Section 15061(b)(3) of CEQA State Guidelines and Part 58.34 (a)(2) & (3) of the National
Environmental Policy Act (“NEPA”).
Recommended Action
Adopt a resolution: (1) approving the Fiscal Year 2023/24 U.S. Department of Housing and Urban
Development (“HUD”) annual spending plan for the Community Development Block Grant, HOME
Investment Partnerships Program, and the Emergency Solutions Grant (the “Action Plan”); (2) authorizing
the City Manager or designee to execute subrecipient agreements and all HUD documents related to the
grants; and (3) appropriating funds therefor. (4/5 Vote Required)
SUMMARY
The City of Chula Vista has received and reviewed funding applications for the U.S. Department of Housing
and Urban Development (“HUD”) grant programs including: (1) Community Development Block Grant
(“CDBG”); (2) HOME Investment Partnerships Act (“HOME”); and (3) Emergency Solutions Grant (“ESG”)
funds. On March 31, 2023, the 2023/2024 funding recommendations were released for a 30-day public
comment period which closed on May 1, 2023, with no public comments received. Staff is requesting Council
approval of the final action plan before it is submitted to HUD by the extended deadline of May 15, 2023.
ENVIRONMENTAL REVIEW
The Director of Development Services has reviewed the proposed ac tivity for compliance with CEQA and
NEPA. The activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines because
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the proposed activity consists of approval of the 2023/24 Annual Action Plan and 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. Under NEPA, the activity is exempt pursuant to Title 24, Part 58.34(a)(2)&(3)
of the Code of Federal Regulations and pursuant to HUD Environmental Guidelines.
Although environmental review is not required at this time, once the scope of potential project(s) has been
defined, environmental review will be required for each project and the appropriate environmental
determination will be made. Notwithstanding the foregoing, the activity qualifies for an Exemption pursuant
to Section 15061(b)(3) of the California Environmental Quality Act State Guidelines. Thus, no environmental
review is required.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Not applicable
DISCUSSION
As an entitlement community with HUD, the City of Chula Vista receives annual funding under three
entitlement block grant programs: CDBG, HOME and ESG. The grant amounts allocated to each jurisdiction
are determined using a formula based on statistical and demographic data. The purpose of this funding is to
provide housing, a suitable living environment, and to expand economic opportunities principally for low -
and moderate-income persons. As a recipient of these HUD funds, the City is required to adopt a five-year
planning document, entitled the Consolidated Plan (the “ConPlan”) which describes the City's five-year
strategy for use of these funds based upon the identified goals and objectives related to its housing and
community development priorities.
The City annually selects activities for funding that best meet the needs of the community as specified within
the ConPlan, while also meeting the national objectives and requirements of the grant funds. The selected
activities are then incorporated into a one-year planning document, known as the Annual Action Plan (the
“Action Plan”). The Action Plan constitutes the City’s formal funding application to HUD for the
corresponding grant year. The 2023/2024 Action Plan represents the fourth year of the ConPlan period. The
Action Plan was previously released for a 30-day public comment review period between March 31st and
May 1st, with no comments received. Additionally, the City must enter into a formal agreement with HUD as
well as execute a Subrecipient 2-Party Agreement and MOUs with each approved applicant (Attachments No.
2 through 4).
The City’s 2020/2024 Five-Year ConPlan identifies a total of five priorities under Housing and Community
Development for funding consideration.
Table I: 2020/2024 Consolidated Plan Funding Priorities
PRIORITY Goal ACTIVITY TYPE
Homelessness
Assist individuals and families to gain stable
housing after experiencing homelessness or
a housing crisis by providing appropriate
services and housing solutions on a path to
stability.
Shelter Operations
Homeless Prevention
Homeless Outreach
Homeless Supportive Services
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Social Service
Programs
Invest in community social services to
promote equity and serve the most
vulnerable of the community’s population.
Public Services to Low/Moderate
Income including the following
population:
Homeless Veterans; Youth;
Seniors; Victims of Domestic
Violence; Special
Needs/Disabled
Capital
Improvement
and Public
Facilities
Support the development of vibrant,
equitable and accessible neighborhoods by
investing in public facilities and
infrastructure.
ADA improvements
New streets and sidewalks
Public facility improvements
Economic
Development
Enhance the City’s economic stability by
investing in inclusive economic growth
initiatives that develop and strengthen small
businesses, employment and workforce
development programs and improving
access to jobs.
Business Financial Assistance
Programs
Business Technical Assistance
Job Training and Placement
Affordable
Housing
Increase affordable rental and owner-
occupied housing to improve housing
opportunities that reflect the community’s
needs.
New Construction
Acquisition
Rehabilitation
First-Time Homebuyer
Assistance
Tenant-Based Rental Assistance
2023/24 ANNUAL ACTION PLAN
Resources
HUD released entitlement amounts on February 27, 2023. For the 2023/24 program year, Chula Vista will
receive $2,321,225 in CDBG Funds, $894,917 in HOME funds, and $201,908 in ESG funds. These allocations
are detailed in Table II below.
Table II: 2023/2024 Federal Grant Funding
PROGRAM ENTITLEMENT
AMOUNT
PRIOR YEAR
(UNENCUMBERED)
TOTAL AVAILABLE
FOR 2023/2024
Community Development Block Grant $2,321,225 $0 $2,321,225
Home Investment Partnerships Act $894,917 $0 $894,917
Emergency Solutions Grant $201,908 $0 $201,908
Total $3,418,050 $0 $3,418,050
Funding Requests
As part of the annual Action Plan process, the City releases a Notice of Funding Availability (“NOFA”) for the
three grant programs. The NOFA was released on February 3, 2023, with a submittal deadline of March 6,
2023. Housing staff has reviewed all proposals to ensure compliance with the prescribed regulations and
consistency with the City’s goals and objectives.
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An executive summary was prepared for each request which summarizes the requested funding level,
proposed use of funds, and benefit to the community in Attachment 1. The federal grant funding
recommendations for CDBG, HOME and ESG are presented below.
Community Development Block Grant (CDBG)
For fiscal year 2023/24, the City will utilize an estimated total of $2,321,225 of CDBG funds. All projects
considered for funding must address at least one of the three CDBG National Objectives:
1. benefit primarily low/moderate income families;
2. aid in the prevention or elimination of slums or blight; or
3. meet community needs due to a major emergency such as a natural disaster.
Projects are then classified into three distinct categories:
1. Administration and Planning
2. Public Services
3. Capital Improvement Projects (“CIPs”) and Community Development
Below is a summary of the funding recommendations under each respective category.
1. Administration/Planning Recommendations
Funds under this category cover all City staff costs associated with the management and administration
of the City of Chula Vista's CDBG program including regulatory compliance, contract administration,
subrecipient monitoring and fiscal management. This also includes preparation of the required planning
documents, such as the Annual Action Plan, the Consolidated Plan, and the Analysis of Impediments to
Fair Housing Choice. Federal regulations governing the CDBG program limit the amount that the City
spends on administration/planning activities to 20 percent (20%) of the entitlement amount for the
program year, a cap of $464,245 in 2023/24.
Table III: 2023/2024 CDBG Administration Funding
Applicant Program Recommended
1 Housing and Homeless Services
Department
CDBG Administration/Planning $399,245
2 CSA San Diego County Fair Housing and Tenant/Landlord
Services
$65,000
Total $464,245
2. Public Services Program Recommendation
Funds for Public Services activities are awarded to local agencies and community organizations to
implement projects and programs that improve the lives of low-income residents, including the elderly,
disabled, at-risk, and persons living in homelessness. The amount of funds the City may allocate to public
services is limited to fifteen percent (15%) of the annual entitlement, a cap of $348,184 in 2023/24.
Staff’s funding recommendations for public service activities are based on funding priorities established
in the ConPlan, along with an established ranking criterion which categorizes the programs by
community need (Tier I-III, with Tier I being the highest).
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Public Services Community Need Ranking
Tier I
(highest) Tier II Tier III
Emergency Needs:
Programs that address basic,
fundamental needs
including shelter, food, and
other commodities.
Special Needs/Disabled:
Programs that provide services to
persons with disabilities, special
needs, and are at high-risk.
Other General Services:
All other services which do not
fall within Tier I or II and provide
general public services to
low/moderate income persons.
A total of fifteen public service applications were received and fourteen are being recommended for
funding. All recommended funding requests are previous grant recipients and are in good standing with
the City of Chula Vista and HUD. The project application not being recommended was from WeeCare Inc.
who requested $150,000 for their BOOST program, which provides business and technical assistance to
licensed childcare providers. Staff determined that funding this first-time application would require
decreasing funding for established projects that provide essential services including meal delivery,
hotel/motel vouchers, and domestic violence response. In addition, the BOOST program does not provide
direct services to low-income individuals or expand existing services provided in the community.
Summarized below are the list of applicants, program name and amount of recommended funding by
staff.
Table IV: 2023/2024 CDBG Public Services
Applicant Program Requested Recommended
3 Chula Vista Elementary
School District
Family Resource Center
Emergency & Basic Services*
$50,000
$25,000
4 Chula Vista Housing and
Homeless Services
Department
Hotel/Motel Voucher Program** $25,000
$12,184
5 City of Chula Vista Parks
and Rec
Norman Park Senior Center
$30,000
$30,000
6 City of Chula Vista Parks
and Rec
Therapeutic Recreation Programs
for Adults with Severe Disabilities
$20,100
$20,000
7 Family Health Centers of
San Diego
Family Health Centers of San
Diego Mobile Medical Services
$30,000 $30,000
8 Jacobs & Cushman San
Diego Food Bank
Food for Kids Backpack Program
$15,000 $15,000
9 Mama's Kitchen Home-Delivered Meal Service $10,000 $10,000
10 McAlister Institute Work for Hope $60,000 $60,000
11 Meals-on-Wheels Greater
San Diego
Senior Meal Delivery &
Accompanying Services
$25,000 $25,000
12 SBCS Corporation Family Violence Support Services $44,600 $40,000
13 SBCS Corporation Homeless Services* $50,150 $40,000
14 SBCS Corporation South Bay Food Program $11,000 $11,000
15 Voices for Children Court Appointed Special Advocate
(CASA) Program
$20,000 $15,000
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16 Women Initiating Success
Envisioned Inc. (WISE)
Women Initiating Success
Envisioned Inc.
$15,000 $15,000
Total $348,184
*The amount of funding recommended reflects previous allocations to this project.
**With the opening of the City’s emergency bridge shelter it is anticipated that this funding will only be
necessary for families or individuals with greater accommodation needs.
3. CIPs and Community Development
After the Administration and Public Services activities are funded, a total of $1,508,796 remains for
eligible capital improvement projects, public facility improvements, and other housing/community
development-related activities. The City has earmarked $669,863 for the annual Castle Park
Infrastructure Section 108 debt service payment, with six years remaining on the 20-year loan term. This
leaves a balance of $838,934 for new projects.
To be considered eligible for funding within the CIP category, the project must be located in a primarily
residential area designated as low/moderate income by the U.S. Census and cannot be regional in nature
(serving the entire City or county region). Priority is given to those projects with the most effectiveness
and the greatest feasibility by demonstrating leveraging of additional funding sources, benefit and impact
to the community, and relevance to the City of Chula Vista’s Critical Needs List and/or Pedestrian Master
Plan.
A total of five applications are presented under this category: the City’s Section 108 Loan payment, the
City’s Community Housing Services Program (CHIP, the City’s Housing Services Program, and two CIPs
(3rd Avenue and Alpine). A total of five applications are presented under this category: the City’s Section
108 Loan payment, the City’s Community Housing Services Program, which are CHIP, the City’s Housing
Services Program, and two CIPs (3rd Avenue and Alpine).
Table V: 2023/2024 CDBG Community Development Projects
Applicant Program Recommended
17 Chula Vista Engineering Department
3rd Avenue
$350,000
18 Chula Vista Engineering Department
Alpine
$363,934
19 Chula Vista Housing and Homeless
Services Department
Community Housing Improvement
Program
$50,000
20 Chula Vista Housing and Homeless
Services Department
Housing Services
$75,000
21 Chula Vista Housing Homeless
Services Department
Section 108 Loan $669,863
TOTAL $1,508,796
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Per CDBG regulations, CIP projects must serve an area where at least 51% of residents are low and
moderate income. Provided with a description of the projects are maps illustrating each location and
HUD-designated Low/Moderate Income Census Tract (shaded in Yellow).
3rd Avenue Improvement Project
The 3rd Avenue project is for sidewalk gap improvements along Third
Avenue West/South Orange Ave. to Anita St., East/South Anita St. to
Zenith Street. The project will include installation of missing curb,
gutter, and sidewalk in various locations.
Alpine Avenue Improvement Project
Street improvements for Alpine Avenue between Emerson Street and
Naples Street include street reconstruction, curb, gutter, sidewalk,
Americans with Disabilities Act (ADA) pedestrian ramps, signing and
stripping on Alpine Avenue between Maple Street to Emerson Street.
Home Investment Partnerships Act (HOME)
HOME funds may be used to provide affordable rental housing and home
ownership opportunities through:
1. New construction
2. Acquisition
3. Rehabilitation
4. First-time homebuyer assistance
5. Tenant-based rental assistance
For 2023/24, the City of Chula Vista will utilize the HOME entitlement to address the City’s housing priorities
of the 2020/2024 ConPlan (allocation amount of $894,917). Per the HOME regulations, fifteen percent (15%)
of the annual allocation must be set aside to assist Community Housing Development Organizations
(“CHDOs”) for the creation of affordable housing units (minimum of $134,237.55 in 2023/24). Should these
funds not be utilized in a timely manner for this specific purpose, these funds would be recaptured by HUD
and would be unavailable to the City. The City will allocate this year’s 15% to SBCS.
Table VI: 2023/2024 HOME Projects
Applicant Program Recommended
26 Chula Vista Housing and Homeless
Services Department
HOME Planning and Administration
$89,492
27 Chula Vista Housing and Homeless
Services Department
Tenant-Based Rental Assistance
$400,000
28 SBCS Corporation Tenant-Based Rental Assistance $405,425
TOTAL $894,917
The City received one application eligible for HOME funds from SBCS to provide tenant-based rental
assistance for general low- and moderate-income residents. The remainder of funds will be utilized for the
City’s own tenant-based rental assistance.
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Emergency Solutions Grant (ESG)
Chula Vista will receive $201,908 in ESG entitlement funds for FY 2023/24. ESG funds may be used to provide
homeless services through:
1. Homeless Prevention
2. Rapid Re-Housing (rental assistance)
3. Street Outreach
4. Emergency Shelter
5. Homeless Management Information Systems (“HMIS”)
The City received two proposals for ESG, including one proposal from the Interfaith Shelter Network of San
Diego and an application from SBCS Corporation. All requests are previous grant recipients and are in good
standing with the City of Chula Vista and HUD. The remaining funds will be earmarked for Planning and
Administration Costs (7.5% of the entitlement, or $15,143 in 2023/24), Homeless Prevention and Rapid Re-
Housing Services, and the HUD mandated Homeless Management Information System. These programs will
be administered by Housing staff.
Table VII: 2023/2024 ESG Programs
Applicant Program Recommended
22 Housing and Homeless Services
Department
ESG Planning and Administration $15,143
23 Housing and Homeless Services
Department
Homeless Prevention Program $100,765
24 Interfaith Shelter Network of San Diego Rotational Shelter Program $16,000
25 SBCS Corporation ESG - Casa Nueva Vida $70,000
TOTAL $201,908
Conclusion
While the ESG and the HOME programs were designed to meet very specific objectives, the CDBG program
allows flexibility in the type of activities it funds. This allows the City to leverage its CDBG funds with ESG
and HOME funds to maximize the impact of the grant funding to meet the housing needs of the lower income
community. Since the end of redevelopment in California in 2012, the City of Chula Vista has lost $21 million
that would have otherwise been generated from redevelopment for affordable housing related activities. As
the cost of housing has increased year after year, far outpacing income growth, housing has become
increasingly unaffordable to more members of the community. Housing continues to pursue funding
opportunities to leverage with available Housing funds, including HOME, to develop affordable housing
projects and programs.
The 2023/2024 Annual Action Plan was released for the required 30-day review and comment period from
March 31 to May 1, 2023, with no public comments received. In addition, the City held a Public Hearing on
the Draft Annual Action Plan on April 18th, with no changes recommended by City Council. Staff recommends
that the City Council adopt the final version of the 2023/24 Annual Action Plan as presented in Attachment
No. 1, authorize the City Manager or designee to execute into all necessary documents to accept HUD grant
funds and enter into subrecipient agreements substantially in the form presented in Attachments No. 2 -4,
and appropriate funds therefore.
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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 3rd Avenue and Alpine Avenue CIPs which are the subject of this
action. It was determined that Mayor John McCann has real property holdings within 500 feet of the
boundaries of the property located at 31 4th Avenue which is also subject of this action. Consequently,
pursuant to California Code of Regulations Title 2, sections 18700 and 18702.2(a)(7), this item presents a
disqualifying real property-related financial conflict of interest under the Political Reform Act (Cal. Gov't
Code § 87100, et seq.) for the above-identified member.
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 are no current year fiscal impacts to the General Fund as a result of this action. In the remote event
that HUD should withdraw the City's CDBG, HOME, and ESG funding, the Agreements/Memorandum of
Understandings provide that the City is not obligated to compensate subrecipients or City Departments for
program expenditures. Recommended funding allocations are summarized below.
Community Development Block Grant (CDBG)
Public Services $348,184
CDBG Administration and Planning $464,245
Section 108 Loan Payment $669,863
Other Capital Improvement and Housing $838,933
Subtotal $ 2,321,225
Home Investment Partnerships Act (HOME)
HOME Planning and Administration $89,492
Affordable Housing Projects/Programs $805,425
Subtotal $894,917
Emergency Solutions Grant (ESG)
ESG Administration and Planning $15,143
Shelter Services $86,000
Homeless Prevention and Rapid Re-Housing $100,765
Subtotal $201,908
TOTAL CDBG, HOME and ESG $3,418,050
ONGOING FISCAL IMPACT
There is no ongoing fiscal impact to the City's General Fund as a result of this action. All costs associated with
the administration of the CDBG, HOME and ESG programs are covered by the respective grants.
ATTACHMENTS
1. 2023/2024 Annual Action Plan
2. Sample CDBG Interdepartmental MOU
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3. Sample CDBG Subrecipient Agreement
4. Sample ESG Subrecipient Agreement
Staff Contact: Dania Gonzalez, Principal Management Analyst
Mark Barnard, Management Analyst II
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RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA (1) APPROVING THE FISCAL YEAR 2023/24
U.S. DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT SPENDING PLAN FOR THE COMMUNITY
DEVELOPMENT BLOCK GRANT, HOME INVESTMENT
PARTNERSHIPS PROGRAM, AND THE EMERGENCY
SOLUTIONS GRANT; (2) AUTHORIZING THE CITY
MANAGER OR DESIGNEE TO EXECUTE ALL HUD
DOCUMENTS RELATED TO THE GRANTS AND
AGREEMENTS WITH EACH SUBRECIPIENT; AND, (3)
APPROPRIATING FUNDS THERFOR
WHEREAS, as a Department of Housing and Urban Development (“HUD”) entitlement
community, the City of Chula Vista receives grant funds under the Community Development
Block Grant (“CDBG”), Emergency Shelter Grant (“ESG”), and the Home Investment
Partnerships Program (“HOME”); and
WHEREAS, staff has prepared the Fiscal Year 2023/24 Housing and Urban Development
Federal Block Grant Spending Plan using the goals set forth in the Consolidated Plan
(“Consolidated Plan”) and per HUD Rules and Regulations; and
WHEREAS, the City will receive a Fiscal Year 2023/24 CDBG entitlement of $2,321,225;
a HOME entitlement of $894,917; and ESG entitlement of $201,908; and
WHEREAS, the City followed its Citizen Participation Plan and held public hearings on
housing and community needs in January and April 2023, at which time public testimony was
received and considered by the City Council with respect to the FY 2023/2024 Action Plan: and
WHEREAS, staff has determined that the proposed activities are eligible for CDBG,
HOME, and ESG funding; and
WHEREAS, each CDBG project and programs meet national objectives to benefit
primarily low/income households or aid in the elimination of slums and blight; and
WHEREAS, staff has determined that the subrecipients identified in the FY 2023/2024
Spending Plan and Attachment A (attached hereto) are experienced and staffed in a manner such
that they can prepare and deliver the services required by the City; and
WHEREAS, in the event that HUD withdraws the City's CDBG funding, the City is not
obligated to compensate the sub/recipients/contractors for program expenditures.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista,
as follows:
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1. That it authorizes the City Manager or designee to execute any and all agreements
and necessary amendments for the management and implementation of the Fiscal Year
2023/24 Spending Plan, Administration and Public Services programs between the City
of Chula Vista and each subrecipient, and it further authorizes the City Manager or
designee to make such minor modifications as may be approved or required by the
City Attorney.
2. That it authorizes the City of Chula Vista Department of Housing and Homeless Services
Director to enter into Memorandums of Agreement, in substantially the form presented,
for the management and implementation of the Fiscal Year 2023/24 Spending Plan
Capital Improvement projects, with the Directors of Engineering and Community
Services, and it further authorizes the City Manager or her designee to make such minor
modifications as may be approved or required by the City Attorney.
3. That it authorizes the City Manager to execute the HUD Funding Approval
Agreements and any other related documents necessary to obtain the HUD grants.
4. That it authorizes funding the Fiscal Year 2023/24 HUD Annual Action Plan activities
detailed in the Agenda Statement in the amount of $3,418,050.
5. That it authorizes an appropriation in the amount of $3,418,050 for the Community
Development Block Grant, HOME, and the Emergency Solutions Grant.
Presented by Approved as to form
By:
Stacey Kurz Jill D.S. Maland
Director of Housing & Homeless Services Lounsbery Ferguson Altona & Peak
Acting City Attorney
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ATTACHMENT A
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CITY OF CHULA VISTA
ANNUAL
ACTION PLAN
FY 2023-2024
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Table of Contents
...................................................................................................................................................................... 1
CITY OF CHULA VISTA ............................................................................................................................ 1
ANNUAL ACTION PLAN FY 2023-2024 ....................................................................................................... 1
Executive Summary ....................................................................................................................................... 1
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ........................................................................ 1
PR-05 Lead & Responsible Agencies – 91.200(b) ...................................................................................... 4
AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ................................................................................... 5
AP-12 Participation – 91.105, 91.200(c) ................................................................................................. 13
Expected Resources .................................................................................................................................... 16
AP-15 Expected Resources – 91.220(c)(1,2) ........................................................................................... 16
Annual Goals and Objectives ...................................................................................................................... 20
Projects ................................................................................................................................................... 23
AP-35 Projects – 91.220(d) ..................................................................................................................... 23
AP-38 Project Summary .......................................................................................................................... 25
AP-50 Geographic Distribution – 91.220(f) ............................................................................................. 45
Affordable Housing ..................................................................................................................................... 46
AP-55 Affordable Housing – 91.220(g) ................................................................................................... 46
AP-60 Public Housing – 91.220(h) ........................................................................................................... 47
AP-65 Homeless and Other Special Needs Activities – 91.220(i) ............................................................ 48
AP-75 Barriers to affordable housing – 91.220(j) ................................................................................... 50
AP-85 Other Actions – 91.220(k) ............................................................................................................ 52
Program Specific Requirements .................................................................................................................. 56
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
Each year, the City of Chula Vista participates (as an entitlement jurisdiction) in the Community
Development Block Grant Program (CDBG), HOME Investment Partnerships Program (HOME), and
Emergency Solutions Grant Program (ESG). These programs are administered by the US Department of
Housing and Urban Development (HUD) and provide funding for a variety of different community
development, housing, and public service activities. Regulations governing the CDBG program require
that each activity undertaken with CDBG funds meet one of the following three broad national objectives:
1) Benefit people with low- and moderate-incomes; 2) Aid in the prevention or elimination of slums and
blight; 3) Meet an urgent need (such as earthquake, flood, or hurricane relief). According to HUD's
Consolidated Plan Final Rule, the overall goal of community planning and development programs is to
develop viable urban communities by providing decent housing (DH), a suitable living environment (SL),
and expanding economic opportunities (EO) principally for low- and moderate-income persons. In
addition to meeting one of the General Objective Categories above, HUD requires that project activities
funded with entitlement funds also meet one of the following General Outcome Categories:
Availability/Accessibility (1), Affordability (2), or Sustainability (3). Each activity funded will thus have a
combination of the Objective and Outcome Category listed in the description (i.e. DH-2 would be Decent
Housing that is Affordable), which allows for measuring accomplishments for each of the Consolidated
Plan's five years.
2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis or the strategic plan.
During development of the FY 2020-2024 Consolidated Plan, which forms the basis for establishing
objectives and outcomes in the Strategic Plan and five subsequent Annual Action Plans required by HUD,
the following Priority Needs, Program Activities, and related Objectives/Outcomes were established:
Priority 1: Affordable Housing (DH-2) [High Need]- Promote, preserve, and assist in the development of
affordable housing for low- and moderate- income residents, special needs groups, those at-risk of
homelessness, and disproportionately impacted residents. The quantifiable five-year goal is to assist 500
households (100 households annually). Priority 2: Infrastructure and Facilities (SL-1) [High Need]- Improve
and expand infrastructure and facilities that benefit primarily residential low- and moderate-income
neighborhoods. The quantifiable five-year goal is to improve 10 public facilities/infrastructure projects to
benefit 5,000 low- and moderate-income residents in the eligible areas (2 projects/1,000
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annually). Priority 3: Public Services (SL-1) [High Need]- Provide and improve access to public services for
low- and moderate-income persons and those with special needs. Public Services will be funded based on
applications received for a variety of services, including, but not limited to: Senior Services, Disabled
Services, Youth Services, General Public Services, Homeless Facilities/Supportive Services, Victims of
Domestic Violence Services, Abused and Neglected Children, Foster Youth, Illiterate Adults, and other
special needs. The quantifiable five-year goal is to serve 5,000 people (1,000 people annually). Priority 4:
Economic Development (EO-1) [High Need]- Provide for the economic development needs of low- and
moderate-income persons and neighborhood target areas. The quantifiable five-year goal is to assist 5
businesses (1 business annually) and create/retain 50 jobs (10 annually). Priority 5: Administration and
Planning (SL-1) [High Need]- Provide for administration and planning activities to develop housing and
community development strategies and programs needed to carry out actions that address identified
needs in the Consolidated Plan in accordance with HUD regulations and provide Fair Housing services for
all residents. The quantifiable five-year goal is to assist 600 households (120 households
annually). Priority 6: Address Homelessness (SL-1) [High Need]- Provide for programs to address the
needs of the homeless population. The quantifiable five-year goal is to assist 600 households (120
households annually). Priority 7: Address the COVID-19 Coronavirus Pandemic (SL-1) [High Need]- Provide
for programs needed to carry out actions that address identified needs pertaining to the COVID-19
Coronavirus Pandemic. The quantifiable five-year goal is to assist 1,600 households (320 households
annually).
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.
The City’s CDBG-funded programs implemented over the last year have aided in solving neighborhood
and community problems by provided a funding source for underserved needs. Specifically, the Capital
Improvement Projects have given low-income neighborhoods an improved infrastructure system; public
services have helped the City's elderly, youth, homeless, at-risk, victims of domestic violence, and other
special needs groups; residents have benefitted from Fair Housing and Tenant/Landlord Counseling
Services; residents have been provided affordable housing through construction of new housing units and
down payment assistance; the housing stock has been sustained through rehabilitation of housing
units/lead-based paint testing and abatement, and code enforcement; and emergency shelter and
supportive services have been provided to homeless persons/families and/or those at risk of becoming
homeless. All of these projects and experiences have helped guide the City in choosing the goals and
projects for the new Consolidated Plan Cycle. The City will continue the priorities and projects from the
previous Consolidated Plan, as there are still unmet needs due to the limited amount of grant funds
received each year. It is anticipated that funding received in the next five years will not be sufficient to
complete the remaining infrastructure projects needed within the low- and moderate-income areas
identified in the City's Capital Improvement Plan (CIP). Moreover, affordable housing, public services, fair
housing and administration are still High priority needs in the community and will therefore receive
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continued funding. As economic development has somewhat more restrictive regulations attached to it,
it will be included in the Consolidated Plan as a High priority need, but it may not be funded with CDBG
funds during this cycle. Instead, the City will seek to fund economic development using leveraged
resources and will consider CDBG funding should funds become available.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
In accordance with the City’s adopted Citizen Participation Plan, the City facilitated citizen participation
through surveys, community meetings and public hearings. Efforts in FY 2023-2024 were made to
encourage participation by low- and moderate-income persons, particularly those living in slum and
blighted areas and in areas where HUD funds are proposed to be used, and by residents of predominantly
low- and moderate-income neighborhoods. The City also made efforts to encourage the participation of
minorities and non-English speaking persons, as well as persons with disabilities.
5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
No comments were received on the FY 2023-2024 Annual Action Plan.
6. Summary of comments or views not accepted and the reasons for not accepting them
To date, there were no comments received, but not accepted.
7. Summary
During FY 2023-2024, the City of Chula Vista will receive funds from HUD, which will be used as discussed
in AP 35.
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PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant
program and funding source.
Agency Role Name Department/Agency
CDBG Administrator Chula Vista Housing and Homeless Services Department
HOME Administrator Chula Vista Housing and Homeless Services Department
ESG Administrator Chula Vista Housing and Homeless Services Department
Table 1 – Responsible Agencies
Narrative (optional)
As shown in Table 1, the City of Chula Vista has established the Department of Housing and Homeless Servicesas the primary entity responsible
for administering the City’s HUD federal grant programs (CDBG, HOME, ESG). The Housing Department coordinates the planning process, works
closely with agencies and nonprofit organizations on both planning and implementation, manages the CDBG, HOME and ESG programs and
resources to assure that HUD requirements are met, evaluates project progress and reports on performance to the City Council and HUD. A wide
range of local housing and services providers partner with the City to carry out activities identified in the Annual Action Plan and the Public Housing
and Section 8 Housing Choice Voucher Program Contact is below:
Consolidated Plan Public Contact Information
County of San Diego Housing Authority of the County of San Diego 3989 Ruffin Road San Diego, CA 92123 (858) 694-4801 or toll free at (877) 478-
LIST.
The primary contact for CDBG, HOME and ESG programs and the Consolidated Planning process is Mark Barnard, Management Analyst, (619) 409
1976, mbarnard@chulavistaca.gov
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
The City of Chula Vista consulted with key City departments in the development of the FY 2023-2024 One-
Year Action Plan including: Building; Planning; Code Enforcement; Community Services; and Public Works.
Information was also collected from other public and quasi-public agencies, during the Consolidated Plan
Process which included the Housing Authority and several local Public Service Agencies. Copies of the
draft One-Year Action Plan were available during the 30-day public review of the One-Year Action Plan.
Provide a concise summary of the jurisdiction’s activities to enhanc e coordination between
public and assisted housing providers and private and governmental health, mental health and
service agencies (91.215(l))
In preparing the FY 2023-2024 One-Year Action Plan, the City incorporated the information contained in
the Consolidated Plan needs assessment. This included a wide range of service providers who were
contacted to compile information on community needs. Agencies representing persons with HIV/AIDS,
homeless persons, low-income youth, persons with disabilities, elderly persons, and persons with
alcohol/substance abuse problems were contacted. Specifically, consultation efforts included contacting
the following agency: A Continuum of Care (CoC) is an integrated system of care that guides and tracks
homeless individuals and families through a comprehensive array of housing and services designed to
prevent and end homelessness. A CoC must have community plan to organize and deliver housing and
services to meet the specific needs of people who are homeless as they move to stable housing and
maximize self-sufficiency. That plan should include action steps to end homelessness and prevent a return
to homelessness. HUD identifies four necessary parts of a continuum: 1. Outreach, intake and assessment;
2. Emergency shelter; 3. Transitional housing with supportive services; and 4. Permanent & permanent
supportive housing with services if needed.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City coordinates with the San Diego Regional Continuum of Care Council and other public and private
organizations within the Continuum of Care to address the needs of homeless persons (particularly
chronically homeless individuals and families, families with children, veterans, and unaccompanied youth)
and persons at risk of homelessness.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
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As stated above, the City coordinates with the San Diego Regional Continuum of Care Council and other
public and private organizations within the Continuum of Care that serve Chula Vista. Staff from various
departments will continue to work together with the COC to develop performance standards that provide
a measure to evaluate each ESG subrecipients effectiveness, such as how well the service provider
succeeded at 1) targeting those who need the assistance most; 2) reducing the number of people living
on the streets or emergency shelters; 3) shortening the time people spend homeless; and 4) reducing
each program participant’s housing barriers or housing stability risks. These performance standards will
be incorporated into the City’s Subrecipient Agreements, and to the extent possible, will be tracked and
measured in HMIS.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction’s consultations with housing, social service agencies and other
entities
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Table 2 – Agencies, groups, organizations who participated
1 Agency/Group/Organization City of Chula Vista
Agency/Group/Organization Type Other government - Local
Grantee Department
What section of the Plan was addressed by Consultation? Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
Anti-poverty Strategy
Lead-based Paint Strategy
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
Various departments were consulted to provide housing
information, provide public services information, and general
community and economic development information.
2 Agency/Group/Organization CSA San Diego County
Agency/Group/Organization Type Housing
Service-Fair Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide fair housing information.
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3 Agency/Group/Organization Chula Vista Community Collaborative Family Resource Center
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide information pertaining to
public service needs.
4 Agency/Group/Organization Family Health Centers of San Diego
Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide information pertaining to
public service needs.
5 Agency/Group/Organization San Diego Food Bank
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide information pertaining to
public service needs.
6 Agency/Group/Organization Mama’s Kitchen, Inc.
Agency/Group/Organization Type Services-homeless
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What section of the Plan was addressed by Consultation? Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide information pertaining to
public service needs.
7 Agency/Group/Organization Alpha Project for the Homeless, Inc.
Agency/Group/Organization Type Services-homeless
Regional organization
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide information pertaining to
homeless needs.
8 Agency/Group/Organization Meals on Wheels
Agency/Group/Organization Type Services-Elderly Persons
Services-Persons with Disabilities
Regional organization
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide information pertaining to
senior and disabled needs.
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9 Agency/Group/Organization SBCS Corporation
Agency/Group/Organization Type Services - Housing
Services-Victims of Domestic Violence
Services-homeless
Services - Victims
Neighborhood Organization
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide information pertaining to
public service needs.
10 Agency/Group/Organization Voices For Children
Agency/Group/Organization Type Services - Housing
Services-Children
Services - Victims
Child Welfare Agency
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
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Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide information pertaining to
public service needs.
11 Agency/Group/Organization Women Initiating Success Envisioned Inc. (WISE)
Agency/Group/Organization Type Services-Education
Services-Employment
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was consulted.
What are the anticipated outcomes of the consultation or areas for
improved coordination?
This agency was consulted to provide information pertaining to
public service needs.
Identify any Agency Types not consulted and provide rationale for not consulting
During the preparation of this FY 2023-2024 Annual Action Plan, the City consulted with all agencies that could provide valuable input to the
development of the Plan. The City further coordinated with each agency that applied for CDBG/HOME/ESG funds in an effort to determine need
and develop annual goals and objectives relative to both of these City planning documents. Time and financial resources limit the ability to
consult with all possible agencies serving residents, though a focused effort is made each year to expand on these consultations.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care County of San Diego This agency was consulted for statistics pertaining to homelessness within the
County and City.
Table 3 – Other local / regional / federal planning efforts
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Narrative (optional)
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AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
In the development of the FY 2020-2024 Consolidated Plan, the City developed and implemented a comprehensive citizen participation and
consultation process and conducted a needs assessment and market analysis to identify levels of relative need regarding affordable housing,
homelessness, special needs, and community development. This information was gathered through consultation with public officials and local
agencies, public outreach, community meetings, review of demographic and economic data, and housing market analysis. The City’s Citizen
Participation Plan provides for a variety of efforts to broaden public participation in the development of the Consolidated Plan, Annual Action Plan
and various other aspects of the overall Program. Several opportunities for input were available, which are described in the Table below. The
process implemented by the City impacted goal setting as it incorporated citizen input at various stages throughout the development of the
plan. Specifically, the Community Development Needs Survey results were tabulated and weighted in order to assign a High, Medium, Low, or No
Such Needs to the various activity categories. All comments were also reviewed by staff to ensure the needs assessment and strategic plan
incorporated those comments as appropriate. At each step in the process, the City was careful to ensure that low- and moderate-income
residents, members of minority groups, agencies involved in the provision of services to these populations, and others who are directly impacted
by the programs and activities supported by the Consolidated Plan programs had the opportunity to be actively involved.
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Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Newspaper Ad
Non-
targeted/broad
community
On January 13, 2023
the city published a
Notice of Funding
Availability (NoFA) for
the FY 2023-2024
CDBG program in the
newspaper. This
notice was also
posted on the City's
website and emailed
to local and regional
public-service
providers; including
providers that
received CDBG
funding during the
current fiscal year.
Applications to
receive CDBG funding
were accepted until
March 6, 2023.
N/A No comments
were received.
There were no
comments received
that were not
accepted.
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
2 Public Hearing
Non-
targeted/broad
community
The City held a public
hearing for the
allocation of federal
funding on January
24, 2023.
N/A No comments
were received.
There were no
comments received
that were not
accepted.
3 30-Day Public
Review
Non-
targeted/broad
community
The City held a 30-
day public review and
comment period
from March 31, 2023
through April 30,
2023
N/A No comments
were received.
There were no
comments received
that were not
accepted.
4 Public Meeting
Non-
targeted/broad
community
The City held a public
hearing for funding
recommendations for
the Draft Action Plan
on April 18, 2023.
N/A No comments
were received.
There were no
comments received
that were not
accepted.
5 Public Hearing
Non-
targeted/broad
community
The City held a public
hearing for the
approval of the Draft
Action Plan on May 9,
2023.
N/A No comments
were received.
There were no
comments received
that were not
accepted.
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
During FY 2023-2024, the City of Chula Vista (a CDBG, HOME, and ESG Entitlement jurisdiction) anticipates receiving $2,321,225 in CDBG funds,
$894,917 in HOME funds, and $201,908 in ESG funds from the US Department of Housing and Urban Development (HUD). These funds will be
used to undertake activities to meet the priorities and corresponding goals of the Consolidated Plan (all of which were determined to be a High
Priority needs level). In addition, $600,000 of unexpended prior year carryover funds will be available, along with CARES Act funds allocated to
address the Covid-19 pandemic. Table 5 illustrates the City’s expected resources, while Tables 6 and 7 provide further detail as related to the City's
goals associated with the CDBG funding. Program income received from the repayment of rehabilitation loans (CDBG and HOME), First-Time
Homebuyer loans, and residual receipt payments will be automatically re-programmed for loan activities in those same or similar programs from
which the funds were originally provided to the greatest extent possible. If additional program income funds are received that are not automatically
reprogrammed, specific projects will be identified during the mid-year re-allocation process or Annual Action Plan.
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Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 2,321,225 0 0 2,321,225 0
CDBG funds will be used to create a
suitable living environment, decent
housing, and economic
development opportunities for low-
and moderate-income residents.
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction
for ownership
TBRA 894,917 0 0 894,917 0
HOME funds will be used to create
affordable housing opportunities for
low- and moderate-income
residents.
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Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional
housing 201,908 0 0 201,908 0
ESG funds will be used to address
homelessness in the City.
Other public -
federal
Other
0 0 0 0 0
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
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If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
There is relatively little availability of publicly owned land or property located within the jurisdiction that
can be used to address the needs identified in the plan.
Discussion
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Affordable Housing 2020 2024 Affordable Housing City-Wide Priority 1:
Affordable
Housing
HOME:
$894,917
Homeowner Housing
Added: 10 Household
Housing Unit
Homeowner Housing
Rehabilitated: 10 Household
Housing Unit
Direct Financial Assistance
to Homebuyers: 10
Households Assisted
Tenant-based rental
assistance / Rapid
Rehousing: 20 Households
Assisted
2 Capital
Improvement
Infrastructure and
Facilities
2020 2024 Non-Housing
Community
Development
CDBG
Low/Mod
Area Census
Tracts
Priority 2:
Infrastructure
and Facilities
CDBG:
$1,508,796
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
11130 Persons Assisted
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
3 Public Services 2020 2024 Non-Homeless Special
Needs
City-Wide Priority 3: Public
Services
CDBG:
$348,184
Public service activities
other than Low/Moderate
Income Housing Benefit:
2,337 Persons Assisted
4 Economic
Development
2020 2024 Non-Housing
Community
Development
CDBG
Low/Mod
Area Census
Tracts
Priority 4:
Economic
Development
Other: 1 Other
5 Administration and
Planning/Fair
Housing
2020 2024 Planning and
Administration/Fair
Housing
City-Wide Priority 5:
Administration
and Planning
CDBG:
$464,245
6 Address
Homelessness
2020 2024 Homeless City-Wide Priority 6:
Address
Homelessness
ESG:
$201,908
Homelessness Prevention:
160 Persons Assisted
Table 6 – Goals Summary
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Table 7 - Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
HOME funds will be used to promote, preserve, and assist in the development of affordable housing for low- and
moderate- income residents, special needs groups, those at-risk of homelessness, and disproportionately impacted
residents.
2 Goal Name Capital Improvement Infrastructure and Facilities
Goal
Description
CDBG funds will be used to improve and expand infrastructure and facilities that benefit primarily residential low- and
moderate-income neighborhoods.
3 Goal Name Public Services
Goal
Description
CDBG funds will be used to provide and improve access to public services for low- and moderate-income persons and
those with special needs. Public Services will be funded based on applications received for a variety of services, including,
but not limited to: Senior Services, Disabled Services, Youth Services, General Public Services, Homeless
Facilities/Supportive Services, Victims of Domestic Violence Services, Abused and Neglected Children, Foster Youth,
Illiterate Adults, and other special needs.
4 Goal Name Economic Development
Goal
Description
Funds will be leveraged to provide for the economic development needs of low- and moderate-income persons and
neighborhood target areas.
5 Goal Name Administration and Planning/Fair Housing
Goal
Description
Funds will be used to provide for administration and planning activities to develop housing and community development
strategies and programs needed to carry out actions that address identified needs in the Consolidated Plan in accordance
with HUD regulations and provide Fair Housing services for all residents.
6 Goal Name Address Homelessness
Goal
Description
Funds will be used to provide for programs to address the needs of the homeless population.
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Projects
AP-35 Projects – 91.220(d)
Introduction
The City’s planned actions include grant administration; providing fair housing services; ensuring the
quality of the housing stock through code enforcement and housing rehabilitation; installing new
streetlights, ADA ramps, and park renovation; providing public services to seniors (including frail elderly),
the disabled, and other non-homeless populations. Projects funded in FY 2023-2024 are listed below.
Projects
# Project Name
1 CDBG Planning and Administration
2 CSA San Diego Fair Housing and Landlord/Tenant
3 CDBG PS - CV Elementary School District Family Resource Center
4 CDBG PS - Hotel/ Motel Voucher Program
5 CDBG PS - Norman Park Senior Center
6 CDBG PS - Therapeutic Recreation for Adults with Severe Disabilities
7 CDBG - PS FHC Mobile Medical Unit
8 CDBG PS - FB Food 4 Kids Backpack Program
9 CDBG PS - Mama's Kitchen Home Delivered Meal Service
10 CDBG PS - McAlister Institute Work for Hope
11 CDBG PS -Meals on Wheels for Seniors
12 CDBG PS - SBCS Family Violence Support Services
13 CDBG PS - SBCS Homeless Services Program
14 CDBG PS -SBCS Food Program
15 CDBG PS - Voices For Children CASA Program
16 CDBG PS - Women Initiating Success Envisioned Inc. (WISE)
17 CDBG CIPs and CD - 3rd Avenue
18 CDBG CIPs and CD - Alpine
19 CDBG CIPs and CD - Community Housing Improvement Program (CHIP)
20 CDBG CIPs and CD - Housing Services
21 CDBG CIPs and CD - Section 108
22 ESG 23 Activities
23 HOME 23 - Planning and Administration
24 HOME 23 - Tenant Based Rental Assistance
25 HOME SBCS - Tenant Based Rental Assistance
Table 8 - Project Information
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
For FY 2023-2024, CDBG funds have been allocated to projects that contribute to achieving the priority
needs and goals established by the 5-Year Strategic Plan. The projects are consistent with the citizen input
received during the development of the Consolidated Plan. One of the greatest challenges in meeting the
underserved needs of low- and moderate-income persons is having limited financial resources. The City
will continue to use CDBG funding to support public service agencies that address the special needs of the
underserved, including the elderly and frail elderly and persons belonging to protected classes that have
been the victims of housing discrimination. The City also proactively seeks additional resources to better
meet the underserved needs. The City has a detailed list of approved Capital Improvement Projects that
demonstrate a general public need but, due to the loss of redevelopment, funding is scarce. Federal funds
are used to serve the target community, meet the established goals for these funds, and to serve the
greatest number of members of the community. For public services, the City utilizes CDBG funds. CDBG
regulations, limit the amount the City can spend on public services and is capped at 15% of the City’s
annual entitlement. The City provides funding to non-profit organizations that demonstrate an ability to
provide needed services that directly benefit the residents of the Chula Vista. The use of the City of Chula
Vista CDBG funds for public services enables non-profit organization and City Departments to leverage
these funds with other funding sources for projects and activities that serve the greatest number of
residents with the limited amount of funding.
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AP-38 Project Summary
Project Summary Information
1 Project Name CDBG Planning and Administration
Target Area City-Wide
Goals Supported Administration and Planning/Fair Housing
Needs Addressed Priority 5: Administration and Planning
Funding CDBG: $399,245
Description Funds will be used to administer the City's Community Development Block Grant (CDBG) program and
provide fair housing services.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
All residents will benefit from the administration of the CDBG program, approximately 56% of which are
considered low- and moderate-income.
Location Description The CDBG Program is administered from City Hall located at 276 Fourth Ave. Chula Vista, CA 91910.
Planned Activities Funds will be used for the staff costs associated with the management and administration of Chula
Vista's CDBG program. This includes preparation of the required planning documents, regulatory
compliance, contract oversight of the partnering agencies, environmental reviews, and fiscal
management
2 Project Name CSA San Diego Fair Housing and Landlord/Tenant
Target Area City-Wide
Goals Supported Administration and Planning/Fair Housing
Needs Addressed Priority 5: Administration and Planning
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Funding CDBG: $65,000
Description The City will contract with CSA San Diego to provide fair housing discrimination complaint intake,
enforcement, outreach, and education activities.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
The estimated number of families that will benefit from the proposed activity is 200 people.
Location Description Fair Housing Services are administered by CSA located at 327 Van Houten Ave, El Cajon, CA 92020.
Planned Activities Funding will be used to provide fair housing and tenant landlord services.
3 Project Name CDBG PS - CV Elementary School District Family Resource Center
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $25,000
Description The Chula Vista Community Collaborative, through their five Family Resource Centers, on school
campuses, will assist families with emergency food and/or grocery store gift cards, and assist with
CalFresh applications, recertification and SR7 reports; provide clothing, uniforms, or ancillary services
such as transportation assistance, diapers, blankets, and formula; and provide housing navigation or
application assistance.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 100 low- and moderate-income people will benefit.
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Location Description This program is administered by the CV Community Collaborative located at 540 G St, Chula Vista, CA
91910.
Planned Activities The Chula Vista Community Collaborative, through their five Family Resource Centers, on school
campuses, will assist families with emergency food and/or grocery store gift cards, and assist with
CalFresh applications, recertification and SR7 reports; provide clothing, uniforms, or ancillary services
such as transportation assistance, diapers, blankets, and formula; and provide housing navigation or
application assistance.
4 Project Name CDBG PS - Hotel/ Motel Voucher Program
Target Area City-Wide
Goals Supported Public Services
Address Homelessness
Needs Addressed Priority 3: Public Services
Priority 6: Address Homelessness
Funding CDBG: $12,184
Description Project will provide individuals experiencing homelessness with hotel and motel vouchers.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 20 low- and moderate-income people will benefit who are experiencing homelessness.
Location Description This Program is administered by the City's Housing Division located at 276 Fourth Ave. Chula Vista, CA
91910.
Planned Activities This program offers a temporary solution to this problem by providing hotel/motel vouchers to
homeless individuals and families. The participants must be willing to engage in case management with
one of the City's service providers during the transitional phase into permanent, stable housing.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
5 Project Name CDBG PS - Norman Park Senior Center
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $30,000
Description Grant funds will focus on the wellbeing of our elderly by providing a number of opportunities for fun,
educational, health and fitness, socialization, skill building, and activities that will increase the quality of
life for the elderly residents. The public services being offered to the elderly will include educational
workshops, creative enrichment activities, free or low costs fitness classes, social and brain enriching
activities, support groups, and civic engagement through volunteerism.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
The estimated number of individuals that will benefit from the proposed activity is 300 elderly people.
Location Description Services are available citywide, and the program is administered by the Parks and Recreation
Department located at 270 F Street Chula Vista, CA 91910.
Planned Activities Program will improve health and well-being of our elderly by providing them with a number of
opportunities for fun, educational, health and fitness, social, skill building, recreational programs, and
activities that will increase the quality of life for the elderly residents in Chula Vista.
6 Project Name CDBG PS - Therapeutic Recreation for Adults with Severe Disabilities
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $20,000
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Description CDBG funds will be used for the direct service delivery of recreational programs, camps, classes and
special events to presumed benefit adults ages 18+ with severe disabilities. These Therapeutic
Recreation programs will be held at City recreation and aquatic facilities throughout the City of Chula
Vista. The program sites will operate year-round to accommodate all levels and interests of adults with
severe disabilities.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 50 persons with disabilities will benefit.
Location Description Services are available citywide, and the program is administered by the Parks and Recreation
Department located at 270 F Street Chula Vista, CA 91910.
Planned Activities The Therapeutic Recreation programs provide individuals ages five to adult with developmental and/or
physical disabilities specifically designed recreational classes and programs they typically would not
have access to due to their disability.
7 Project Name CDBG - PS FHC Mobile Medical Unit
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $30,000
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Description The Mobile Medical Unit (MMU) is a licensed medical clinic that provides high-quality primary
healthcare to persons with low and moderate income, including homeless individuals and families in
San Diego's most impoverished neighborhoods. In order to reach our most underserved communities,
the MMUs are stationed near various social service agencies, substance abuse rehabilitation facilities,
public housing complexes, elementary schools, community centers, and homeless shelters. By bringing
healthcare services to convenient neighborhood sites, the MMU program eliminates significant barriers
for patients who lack transportation, are uninsured, have mental health issues, or do not have another
medical site in their immediate area. The MMUs provide well-checkups, preventative care,
immunizations, illness management, health screenings to other services, and insurance assistance.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 125 low- and moderate-income people will benefit.
Location Description Services are available citywide, and the program is administered by Family Health Centers of San Diego
located at 823 Gateway Center Way, San Diego, CA 92102.
Planned Activities MMUs are stationed near various social service agencies, substance abuse rehabilitation facilities, public
housing complexes, elementary schools, community centers, and homeless shelters. By bringing
healthcare services to convenient neighborhood sites, the MMU program eliminates significant barriers
for patients who lack transportation, are uninsured, have mental health issues, or do not have another
medical site in their immediate area. The MMUs provide well-checkups, preventative care,
immunizations, illness management, health screenings to other services, and insurance assistance.
8 Project Name CDBG PS - FB Food 4 Kids Backpack Program
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Funding CDBG: $15,000
Description The Food 4 Kids Backpack Program provides food to elementary school children who receive
free/reduced-price school meals during the week but risk hunger during the weekends when school
meals are unavailable.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 75 low- and moderate-income youth will benefit.
Location Description Services are available citywide, and the program is administered by the San Diego Food Bank located at
9850 Distribution Ave, San Diego, CA 92121.
Planned Activities The Food 4 Kids Backpack Program provides food to elementary school children who receive
free/reduced-price school meals during the week but risk hunger during the weekends when school
meals are unavailable.
9 Project Name CDBG PS - Mama's Kitchen Home Delivered Meal Service
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $10,000
Description The Home-Delivered Meal Service prepares and delivers three medically tailored meals per day (plus
healthy snacks), for every day of the year, to Chula Vista residents (and their dependent children) who
are vulnerable to malnutrition due to HIV, cancer, diabetes, congestive heart failure, and kidney
disease. In addition to receiving medically tailored nutrition at no cost, our clients receive between one
and four nutritional counseling sessions with our registered dietitians.
Target Date 6/30/2024
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Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 100 low- and moderate-income people will benefit.
Location Description This program is administered by Mama's Kitchen located at 3960 Home Ave, San Diego, CA 92105
Planned Activities The Home-Delivered Meal Service prepares and delivers three medically tailored meals per day (plus
healthy snacks), for every day of the year, to Chula Vista residents (and their dependent children) who
are vulnerable to malnutrition due to HIV, cancer, diabetes, congestive heart failure, and kidney
disease. In addition to receiving medically tailored nutrition at no cost, our clients receive between one
and four nutritional counseling sessions with our registered dietitians.
10 Project Name CDBG PS - McAlister Institute Work for Hope
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $60,000
Description The Work for Hope (WFH) program operates as a partnership between McAlister Institute and Chula
Vista Police Department's (CVPD) Homeless Outreach Team (HOT) and Chula Vista Public Works
Department (CVPWD). The program design leverages existing resources and fills gaps in self-sufficiency,
as it facilitates long-term recovery by offering homeless individuals in Chula Vista a means for gaining
paid work experience and an overall sense of dignity and pride. Its collaborative service delivery works
as follows: CVPD HOT works with McAlister's Homeless Outreach Workers (HOWs) to identify and
engage individuals who are homeless.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 18 low- and moderate-income people will benefit.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Location Description This program operates as a partnership between McAlister Institute and Chula Vista Police
Department's (CVPD) Homeless Outreach Team (HOT) and Chula Vista Public Works Department
(CVPWD) located at 1180 3rd Ave Ste C3, Chula Vista, CA 91911, 315 4th Ave, Chula Vista, CA 91910,
and 1800 Maxwell Rd, Chula Vista, CA 91911 respectively.
Planned Activities The Work for Hope (WFH) program operates as a partnership between McAlister Institute and Chula
Vista Police Department's (CVPD) Homeless Outreach Team (HOT) and Chula Vista Public Works
Department (CVPWD). The program design leverages existing resources and fills gaps in self-sufficiency,
as it facilitates long-term recovery by offering homeless individuals in Chula Vista a means for gaining
paid work experience and an overall sense of dignity and pride. Its collaborative service delivery works
as follows: CVPD HOT works with McAlister's Homeless Outreach Workers (HOWs) to identify and
engage individuals who are homeless.
11 Project Name CDBG PS -Meals on Wheels for Seniors
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $25,000
Description This project is for MOWSDC to serve unduplicated seniors in the City of Chula Vista with up to two
nutritious meals a day accompanied by safety checks and daily in-home social visits, including care
navigator support and follow-up care. MOWSDC provides personally delivered meals to seniors in San
Diego County daily on weekdays and Saturdays (Sunday meals delivered with Saturday meals), including
holidays.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 104 low- and moderate-income people will benefit.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Location Description This program is administered by Meals on Wheels located at 270 F St, Chula Vista, CA 91910.
Planned Activities This project is for MOWSDC to serve unduplicated seniors in the City of Chula Vista with up to two
nutritious meals a day accompanied by safety checks and daily in-home social visits, including care
navigator support and follow-up care. MOWSDC provides personally delivered meals to seniors in San
Diego County daily on weekdays and Saturdays (Sunday meals delivered with Saturday meals), including
holidays.
12 Project Name CDBG PS - SBCS Family Violence Support Services
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $40,000
Description The Family Violence Treatment Program includes the following services and activities: Therapeutic
counseling and crisis intervention services to adult and children victims of family violence which include
the following activities: -DVRT for emergency responses, 24 hr. hotline assistance for DV victims, and 24
hr. access to emergency shelter; Strengths-based Assessments and Safety Planning for DV victims and
their children; Individual counseling and group/family counseling; Unique therapeutic pre-school, Mi
Escuelita, for child victims of family violence; and On-going case management and support for victims.
All clients also have access to any of SBCS's other programs including emergency and transitional
housing, financial self-sufficiency services, and/or job development.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 389 low- and moderate-income people will benefit.
Location Description This program is administered by SBCS Corporationlocated at 192 Landis Ave, Chula Vista, CA 91910
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Planned Activities The Family Violence Treatment Program includes the following services and activities: Therapeutic
counseling and crisis intervention services to adult and children victims of family violence which include
the following activities: -DVRT for emergency responses, 24 hr. hotline assistance for DV victims, and 24
hr. access to emergency shelter; Strengths-based Assessments and Safety Planning for DV victims and
their children; Individual counseling and group/family counseling; Unique therapeutic pre-school, Mi
Escuelita, for child victims of family violence; and On-going case management and support for victims.
All clients also have access to any of SBCS's other programs including emergency and transitional
housing, financial self-sufficiency services, and/or job development.
13 Project Name CDBG PS - SBCS Homeless Services Program
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $40,000
Description The Homeless Services Program combines outreach, assessment and housing placement through
emergency shelter, hotel/motel vouchers during inclement weather, transitional housing, and rapid
rehousing/tenant-based rental assistance. Through the expansion of these services, SBCS will be able to
outreach, screen and assess more individuals/families, leading to greater rate of placement, and less
time spent on the streets.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 83 homeless people will benefit.
Location Description This program is administered by SBCS Corporationlocated at 192 Landis Ave, Chula Vista, CA 91910.
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Planned Activities The Homeless Services Program combines outreach, assessment and housing placement through
emergency shelter, hotel/motel vouchers during inclement weather, transitional housing, and rapid
rehousing/tenant-based rental assistance. Through the expansion of these services, SBCS will be able to
outreach, screen and assess more individuals/families, leading to greater rate of placement, and less
time spent on the streets.
14 Project Name CDBG PS -SBCS Food Program
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $11,000
Description The South Bay Food Program is the largest in Chula Vista, and currently coordinates a number of food
distribution efforts: Food for Families, provides over 10,000 pounds of food/household items to
homeless and low-income individuals and families each month. Staff and volunteers break down pallets
of food and create 30-40 pound packages which include dry food, fresh produce, and non-food items
like cleaning supplies, diapers and other household items.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 304 low- and moderate-income people will benefit.
Location Description This program is administered by SBCS Corporationlocated at 192 Landis Ave, Chula Vista, CA 91910.
Planned Activities The South Bay Food Program is the largest in Chula Vista, and currently coordinates a number of food
distribution efforts: Food for Families, provides over 10,000 pounds of food/household items to
homeless and low-income individuals and families each month. Staff and volunteers break down pallets
of food and create 30-40 pound packages which include dry food, fresh produce, and non-food items
like cleaning supplies, diapers and other household items.
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15 Project Name CDBG PS - Voices For Children CASA Program
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $15,000
Description The mission of Voices for Children (VFC) CASA program is to transform the lives of foster children by
providing them with Court Appointed Special Advocates (CASAs). CASAs are volunteers who provide a
single child or sibling group with comprehensive advocacy in court and in the community. Specifically,
funds will be used for advocacy services, case assessment, and monitoring.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 277 low- and moderate-income youth will benefit.
Location Description This program is administered by Voices for Children located at 2851 Meadow Lark Dr, San Diego, CA
92123.
Planned Activities The mission of Voices for Children (VFC) CASA program is to transform the lives of foster children by
providing them with Court Appointed Special Advocates (CASAs). CASAs are volunteers who provide a
single child or sibling group with comprehensive advocacy in court and in the community. Specifically,
funds will be used for advocacy services, case assessment, and monitoring.
16 Project Name CDBG PS - Women Initiating Success Envisioned Inc. (WISE)
Target Area City-Wide
Goals Supported Public Services
Needs Addressed Priority 3: Public Services
Funding CDBG: $15,000
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Description Women Initiating Success Envisioned Inc. will provide support for formerly incarcerated women
focusing on four different areas: education, employment, psycho-social development and Financial
Literacy. The program goal is to improve and alter behavioral methods through the above mentioned.
WISE does this to prepare them for a safe and stabilized transition of reentry into their communities.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 15 low- and moderate-income people will benefit.
Location Description This program is administered by Women Initiating Success Envisioned Inc. located at 1448 S. 40th St.
San Diego, CA 92113.
Planned Activities Women Initiating Success Envisioned Inc. along with Advance Reentry Initiative, will provide support for
women transition out of the justice system focusing on four different areas: education, employment,
psycho-social development, and financial literacy. WISE's goal is to improve and alter behavioral
methods to prepare these women for a safe and stabilized transition of reentry into their communities.
17 Project Name CDBG CIPs and CD - 3rd Avenue
Target Area CDBG Low/Mod Area Census Tracts
Goals Supported Capital Improvement Infrastructure and Facilities
Needs Addressed Priority 2: Infrastructure and Facilities
Funding CDBG: $350,000
Description The 3rd Avenue project is for sidewalk gap improvements along Third Avenue West/South Orange Ave.
to Anita St., East/South Anita St. to Zenith Street. The project will include installation of missing curb,
gutter and sidewalk in various locations.
Target Date 6/30/2024
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Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 2,440 low- and moderate-income people will benefit who are living in the targeted
Census Tract 132.04 Block Groups 1 and 3. There are also 472 disabled people living in this Census Tract
who will benefit.
Location Description This program is administered by the Public Works Department located at 1800 Maxwell Rd, Chula Vista,
CA 91911.
Planned Activities The 3rd Avenue project is for Sidewalk gap improvements along Third Avenue West/South Orange Ave.
to Anita St., East/South Anita St. to Zenith Street. The project will include installation of missing curb,
gutter and sidewalk in various locations.
18 Project Name CDBG CIPs and CD - Alpine
Target Area CDBG Low/Mod Area Census Tracts
Goals Supported Capital Improvement Infrastructure and Facilities
Needs Addressed Priority 2: Infrastructure and Facilities
Funding CDBG: $363,934
Description Street improvements for Alpine Avenue between Emerson Street and Maple Street include street
reconstruction, curb, gutter, sidewalk Americans with Disabilities Act (ADA) pedestrian ramps, signing
and stripping on Alpine Avenue between Maple Street to Emerson Street.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 4,820 people in Census Tract 131.02 Block Groups 1-3 will benefit. Approximately 598
disabled people living in the Census tract will also benefit.
Location Description This program is administered by the Public Works Department located at 1800 Maxwell Rd, Chula Vista,
CA 91911.
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Planned Activities Street improvements for Alpine Avenue between Emerson Street and Maple Street include street
reconstruction, curb, gutter, sidewalk Americans with Disabilities Act (ADA) pedestrian ramps, signing
and stripping on Alpine Avenue between Maple Street to Emerson Street.
19 Project Name CDBG CIPs and CD - Community Housing Improvement Program (CHIP)
Target Area City-Wide
Goals Supported Affordable Housing
Needs Addressed Priority 1: Affordable Housing
Funding CDBG: $50,000
Description The Community Housing Improvement Program (CHIP) offers loan funds for eligible mobilehome and
single-family homes owners to make health and safety related repairs.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 5 low- and moderate-income households will benefit.
Location Description This program is administered by the Department of Housing and Homeless Services located at City Hall
276 4th Ave. Chula Vista, CA 91910.
Planned Activities The City of Chula Vista’s Housing Department (CHIP Program) provides home improvement forgivable
0% deferred loans of up to $10,000 to income qualified mobile homeowners (trailers not eligible) in
qualifying mobile home parks in Chula Vista for health and safety related repairs.
20 Project Name CDBG CIPs and CD - Housing Services
Target Area City-Wide
Goals Supported Affordable Housing
Administration and Planning/Fair Housing
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Needs Addressed Priority 1: Affordable Housing
Priority 5: Administration and Planning
Funding CDBG: $75,000
Description This project enables the City to provide necessary services to unhoused and low-income households.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 5 low- and moderate-income households will benefit.
Location Description This Program is administered by the Housing Division located at 276 Fourth Ave. Chula Vista, CA 91910.
Planned Activities Funds will be used for administrative costs of the CHIP program.
21 Project Name CDBG CIPs and CD - Section 108
Target Area City-Wide
Goals Supported Economic Development
Needs Addressed Priority 4: Economic Development
Funding CDBG: $669,863
Description Funding will be used for the debt service payment on the 2008 Section 108 loan.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
N/A
Location Description This program is administered by the Department of Housing and Homeless Services located at City Hall
276 4th Ave., Chula Vista, CA 91910.
Planned Activities Funding will be used for the debt service payment on the 2008 Section 108 loan.
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22 Project Name ESG 23 Activities
Target Area City-Wide
Goals Supported Address Homelessness
Needs Addressed Priority 6: Address Homelessness
Funding ESG: $201,908
Description Activities under this project will be ESG funded and will be used to provide services to homeless/at-risk
of homeless persons. The allowable caps were considered when allocating funds to eligible activities.
Activity allocations will be as follows: Administration $15,143; Rotational Shelter $16,000; Emergency
Shelter Casa Nueva Vida $70,000; and Homeless Prevention $100,765
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 160 homeless persons will benefit.
Location Description This program is administered by the Department of Housing and Homeless Services located at City Hall
276 Fourth Ave. Chula Vista, CA 91910.
Planned Activities Activities under this project will be ESG funded and will be used to provide services to homeless/at-risk
of homeless persons. The allowable caps were considered when allocating funds to eligible
activities. Activity allocations will be as follows:
• Administration $15,143
• Rotational Shelter $16,000
• Emergency Shelter Casa Nueva Vida $70,000
• Homeless Prevention $100,765
23 Project Name HOME 23 - Planning and Administration
Target Area City-Wide
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Goals Supported Affordable Housing
Administration and Planning/Fair Housing
Needs Addressed Priority 1: Affordable Housing
Priority 5: Administration and Planning
Funding HOME: $89,492
Description Funding will be used in the planning and administration of the HOME program.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
N/A
Location Description This program is administered by the Department of Housing and Homeless Services located at City Hall
276 Fourth Ave. Chula Vista, CA 91910.
Planned Activities Funding will be used in the planning and administration of the HOME program.
24 Project Name HOME 23 - Tenant Based Rental Assistance
Target Area City-Wide
Goals Supported Affordable Housing
Needs Addressed Priority 1: Affordable Housing
Funding HOME: $400,000
Description Funding will be used to assist income-eligible households with rental assistance.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 20 households will be assisted.
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Location Description This Program is administered by the City's Department of Housing and Homeless Services located at 276
Fourth Ave. Chula Vista, CA 91910.
Planned Activities Funding will be used to assist income-eligible households with rental assistance.
25 Project Name HOME SBCS - Tenant Based Rental Assistance
Target Area City-Wide
Goals Supported Affordable Housing
Needs Addressed Priority 1: Affordable Housing
Funding HOME: $405,425
Description Funding will be used to assist income-eligible households with rental assistance.
Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
Approximately 45 people will be assisted.
Location Description This program is administered by South Bay Community Services located at 192 Landis Ave, Chula Vista,
CA 91910.
Planned Activities Funding will be used to assist income-eligible households with rental assistance.
Table 9 – Project Breakdowns
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low -income and
minority concentration) where assistance will be directed
Assistance will be primarily directed to low- and moderate-income persons or households citywide,
though all public facility and infrastructure improvement project funds will be directed to the low - and
moderate-income residential neighborhoods of the City.
Geographic Distribution
Target Area Percentage of Funds
City-Wide 35
CDBG Low/Mod Area Census Tracts 65
Table 10 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Geographic distribution of funding is based on the nature of the activity to be funded. The City intends to
fund activities in areas most directly impacted by the needs of low- and moderate-income residents and
those with other special needs. Approximately 15 percent of the City’s CDBG allocation will be provided
for public service activities, which are provided to low- and moderate-income residents throughout the
community. An additional 20 percent will be allocated to Administration and Planning and CSA. The
remaining 65 percent, and any unexpended funds from the prior year will be designated for Public
Facilities and Infrastructure Projects administered by the Public Works Department which take place in
the primarily residential low- and moderate-income areas. As previously stated, the assignment of priority
levels is primarily a result of input from public and private agencies responding to the City's Housing and
Community Development Needs Survey, consultation interviews, and statistical data compiled from the
Needs Assessment. Only eligible activities that received a High priority level in the Consolidated Plan, will
be funded during the next five years.
Discussion
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
As stated, there are limited opportunities and funding available to provide affordable housing
opportunities. The City will attempt to seek new partnerships in the upcoming year. During FY 2023-2024,
the City will address affordable housing needs as follows:
One Year Goals for the Number of Households to be Supported
Homeless 0
Non-Homeless 120
Special-Needs 60
Total 180
Table 11 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 60
The Production of New Units 100
Rehab of Existing Units 10
Acquisition of Existing Units 10
Total 180
Table 12 - One Year Goals for Affordable Housing by Support Type
Discussion
The Strategic Plan identifies a high priority need to expand the supply of affordable housing and a high
priority need to preserve the supply of affordable housing. During the 2023-2024 program year, the City
will invest CDBG, HOME, and ESG funds in the preservation of affordable housing units.
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AP-60 Public Housing – 91.220(h)
Introduction
The City of Chula Vista does not operate a public housing agency. The Housing Authority of the County of
San Diego (HACSD) serves as the City’s public housing agency for the four Public Housing projects located
in the City of Chula Vista.
Actions planned during the next year to address the needs to public housing
The City of Chula Vista consults with the Housing Authority of the County of San Diego concerning
consideration of the local public housing agency (PHA) needs and planned program activities.
The Housing Authority of the County of San Diego (HACSD) operates four conventional public housing
developments in Chula Vista, with a total of 121 units. They are all managed by Terrantino Property
Management and were recently upgraded to meet ADA and Section 504 compliance. These public
housing units include:
• Dorothy Street Manor- 22 low-income family units
• Melrose Manor- 24 low-income family units
• Town Centre Manor- 59 low-income senior/disabled units
• L Street Manor- 16 low-income family units
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
The City encourages public housing residents to participate in policy, procedure and program
implementation and development through its Housing and Homeless Services Advisory Commission
(HHAC). The HHAC is an appointed Board representing Chula Vista residents including public housing and
elderly residents. The HHAC serves as an organized spokesperson to participate and provide feedback on
housing issues and housing development projects. Public housing residents are encouraged to participate
in homeownership programs.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
N/A- The PHA is not designated as troubled.
Discussion
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
As noted, one of the Con Plan goals calls for "assisting individuals and families to stabilize in permanent
housing after experiencing a housing crisis or homelessness, by providing client-appropriate housing and
support services." Actions undertaken to achieve this goal include the allocation of ESG and CDBG funds
totaling to assist homeless households via the Interfaith Rotational Shelter, Casa Nueva Vida Transitional
Shelter, the Hotel/Motel Voucher Program, the Tenant-based Rental Assistance Program and the new
Homeless Bridge Shelter.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
In addition to the 1-year goals specified in the AP-20 Homelessness Goal, the City continues to participate
as a member in the RTFH and its Coordinated Entry System which has become an umbrella for local
efforts. The RTFH built a regional system for coordinated assessment. The RTFH received guidance from
HUD Technical Assistance and established the Coordinated Entry System (CES), a region-wide system to
assess and place homeless individuals and families in housing, which ensures compliance with the HEARTH
Act. CES uses a coordinated assessment tool to determine a homeless person’s level and type of need,
and match the person to an appropriate housing resource. The City partners with the Alpha Project to
work alongside our Homeless Outreach Team. The team is equipped with a PERT clinician, a social worker
from the Health and Human Services Agency and other social service organizations to conduct routine
outreach efforts throughout the city, particularly along encampments.
Addressing the emergency shelter and transitional housing needs of homeless persons
City is committed to increasing resources to help homeless persons. While many efforts are focused on
the USICH Housing First Model, helping homeless individuals and families quickly and easily access and
sustain permanent housing, emergency and transitional housing programs are also receiving benefit from
these resources too. The new Bridge Shelter will serve approximately 60 persons/households in providing
for not only a safe, and stable shelter environment, but direct connection to housing navigation staff at
each shelter, whose main focus is to rapidly rehouse shelter residents into permanent housing or other
long-term housing options, depending on their vulnerability assessment, and CES housing resource match
opportunities. Shelter residents work with Housing Navigators in a stable environment, while also having
access to a multitude of resources, for assistance with documentation, meeting medical and mental health
needs, benefit eligibility, etc.
Helping homeless persons (especially chronically homeless individuals and families, families
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with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
The City subcontracts with local providers to assist families and individuals in short-term housing
programs to move to permanent housing via rapid re-housing intervention. The goals of the program are
to help clients to move quickly from homelessness to stably housed. This program provides households
with security and utility deposits, and short or medium-term rental assistance. Clients receive case
management targeted to housing stability.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foste r
care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
Aside from the City's Tenant-Based Rental Assistance Program, the City utilizes Project One for All (POFA)
which is a County initiative that provides full wrap-around services for homeless persons with serious
mental illness, including individuals who are exiting from mental health facilities. The County of San Diego
partners with Housing Authorities, non-profits, health clinics, and housing developers to provide stability
to homeless persons with mental illness.
Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
Public policies directly and indirectly impact affordable housing development and residential investment;
both positively and negatively. Providing for a range of housing types and prices allows residents of all
ages and incomes the opportunity to find adequate housing that meets their needs and ability to pay;
however, there are often barriers that prevent residents finding decent affordable housing. Barriers to
the development of affordable housing occur at all three levels of government, as well as in the private
market and within the community. Local government cannot control many factors that tend to restrict
housing supply especially those that relate to regional, national, and international economy. However,
they do have control over several policies, which are examined in the City's Housing Element.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zo ning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The City of Chula Vista works to remove barriers to affordable housing while still protecting the health
and safety of its residents by taking actions to reduce costs or providing off-setting financing incentives to
assist in the production of safe, high quality, affordable housing. To mitigate the impacts of these barriers
the City may: Apply for State and federal funding to gap finance affordable housing production and
rehabilitation of existing affordable housing stock. Continue to streamline the environmental review
process for housing developments, using available state categorical exemptions and federal categorical
exclusions, when applicable. Provide training opportunities in the area of CEQA and NEPA as needed so
staff gains expertise in the preparation of environmental review documents. Continue to improve the
permit processing and planning approval processes to minimize delay in housing development in general
and affordable housing development in particular. Continue providing rehabilitation assistance and
homeownership assistance, and to assist in the construction and preservation of affordable housing.
Encourage public participation when a proposed project is being considered for approval. Implement
policies and strategies identified in the 2021-2029 Housing Element. The City works to remove barriers to
affordable housing by implementing a Housing Element that is consistent with California law and taking
actions to reduce costs or provide off-setting incentives to assist in the production of safe, high-quality,
affordable housing. The City is committed to removing governmental constraints that hinder the
production of housing, as evidenced by the numerous affordable housing developments that have
occurred over the last few years. To address housing affordability and the lack of monetary resources for
affordable housing, the City will invest HOME to promote home ownership opportunities and the
preservation of existing affordable housing units over the next five years. Although the City no longer has
access to Redevelopment Housing Set-Aside funds, the City will continue to leverage its HOME funds to
attract private and other available public resources. New transit- oriented development strategies and
the massive investments in streets and other areas of community development should also attract
investors and developers. This strategy will increase the supply of affordable housing and preserve
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existing affordable housing in the City. The City will also contract with CSA to address any impediments to
Fair Housing Choice.
Discussion:
See Narratives above.
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AP-85 Other Actions – 91.220(k)
Introduction:
HUD requires that cities receiving block grant funds take actions to affirmatively further fair housing
choice. Fair housing choice is achieved by ensuring that persons are not denied housing opportunity
because of their race, ethnic origin, religion, disability, or familial status (family with children). Cities report
on the progress of affirmatively furthering fair house choice by completing an Analysis of Impediments
(AI). The AI is a review of the nature and extent of impediments to fair housing choice in the San Diego
County and the City of Chula Vista. The last two AIs have been produced in collaboration with the San
Diego Regional Alliance for Fair Housing (SDRAFH), formerly known as the Fair Housing Resources Board
(FHRB). The SDRAFH is a dedicated group of professionals who work together to ensure that all residents
in San Diego County have equal access to housing. It is comprised of members of the fair housing
community, local jurisdictions, enforcement agencies and housing providers. This group leverages the
region’s CDBG funds to produce the AI for the region.. The City of Chula Vista is an active member of the
San Diego Regional Alliance for Fair Housing and serves as the member of the Steering Committee. The
City of Chula Vista affirmatively furthers fair housing by contracting for the provision of fair housing
services and conducting fair housing testing to detect any fair housing violations. The services include
education and outreach to residents and housing providers, assistance with submitting fair housing
complaints to HUD, legal services, and tenant/landlord mediation.
Actions planned to address obstacles to meeting underserved needs
The primary obstacle in meeting the underserved needs is the continued lack of available funding for
community development and housing activities, including public services and other programs. Given the
federal budget and drastic state budget cuts, local jurisdictions like Chula Vista and the County of San
Diego, are being forced to cut social service programs. In Southern California, the continued high cost of
living, housing costs for both rental and ownership, and the reduction of funds all combine to create a
major obstacle in providing affordable housing that is truly affordable. The City is eager to work more
closely with social service providers in order to combine efforts to ensure that the available federal-funds
are being used in the most effective way possible. The Chula Vista Community Collaborate continues to
hold its City quarterly social service provider meetings in Chula Vista to facilitate networking for solutions
to the underserved needs.
Actions planned to foster and maintain affordable housing
The City has two programs to foster and maintain affordable housing; the Balanced Communities Policy
and the affordable housing inspection program. The Balanced Communities Policy fosters the
development of affordable housing in that it requires all developers of new for-sale housing units to either
provide 10% of those units at affordable prices, or pay a housing in-lieu fee to the City. The Developers
also have the option of building affordable rental housing. The City’s inspection program insures that the
City’s 2,000+ units of affordable rental housing are maintained in a clean and safe condition and that the
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incomes of those families living in the different sections of the City have been verified as meeting the
limits required by the funding source that helped build the units.
Actions planned to reduce lead-based paint hazards
The City will continue to inform residents applying for loans or grants through its First-Time Homebuyer
Program and Rehabilitation program about the hazards of lead-based paint. Code Enforcement and
building inspectors will continue to identify lead-based paint hazards as part of their ongoing activities, if
the scope of the complaint allows them into the unit, or if it is part of an on-going investigation. CDBG,
HOME, and ESG programs require compliance with all of HUD’s regulations concerning lead-based paint.
All housing programs operated by the City are in compliance with HUD’s most recent standards regarding
lead-based paint. Specifically:
• The City’s First-Time Homebuyer Program, lead abatement disclosure is the responsibility of the seller,
and the City will not participate in any homebuyer assistance if the seller refuses to abate known lead
hazards. Each homebuyer is required to obtain an independent third-party inspection report.
• The City’s Homeowner Rehabilitation Loan Program meets the federal requirements for providing lead-
based paint information with each rehabilitation loan and requiring paint testing of disturbed surfaces for
lead in all single-family homes constructed before 1978. If a home was found to have lead-based paint,
the cost of lead-based paint removal is an eligible activity under the homeowner rehabilitation program.
City building inspectors are alerted to any housing units that apply for a permit for construction or
remodeling, which may contain lead-based paint and other lead hazards.
• The City of Chula Vista will work closely, if needed, with the County of San Diego’s Childhood Lead Poising
Prevention Program (CLPPP), a division of the San Diego Health and Human Services Agency. The CLPPP
provides outreach and education programs and case management services for San Diego County
residents, including Chula Vista residents. City’s Acquisition Rehabilitation Program and Homeowner
Rehabilitation Loan Program guidelines describe the level of abatement that is needed if lead hazards are
present.
• Lead Based Paint Requirements Affordable Housing Developers Each Developer of Affordable rental
housing must ensure that all housing constructed, redeveloped, rehabilitated, or acquired with HOME and
or CDBG funds must comply with applicable provisions of Lead-Based Paint Poisoning Prevention Act (42
U.S.C. 4821–4846), the Residential Lead-Based Paint Hazard Reduction Act of 1992 (42 U.S.C. 4851–4856),
and implementing regulations at 24 CFR part 35, subparts A, B, J, K, M and R upon completion of the
development.
Actions planned to reduce the number of poverty-level families
As previously stated, the City’s antipoverty strategy of providing safe, affordable housing will assist in
reducing the number of poverty level families in Chula Vista based on the following. By providing safe,
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affordable housing for those on a limited income, those families will be able to live in an environment
were no more than 30% of their limited income is spent on housing. In addition, Low Income Housing Tax
Credit (LIHTC) funding requires affordable housing developments provide programs (e.g. after school,
computer labs, budgeting and language classes) to assist residents in excelling in both school and the work
environment. These affordable housing developments thus assist families in moving up the economic
ladder by providing the tools that add in their success. LIHTC continues to be the most important source
for leveraging the City’s HOME, and CDBG funds for affordable housing development projects. The City is
also researching using CDBG funds for economic development during this Consolidated Plan period and
will continue to seek funding opportunities including HUD’s Economic Development Partnerships.
Actions planned to develop institutional structure
The City of Chula Vista is a member of two key organizations which rely heavily on public and private
coordination in the region to address the needs of the low-income community members. The Chula Vista
Community Collaborative is collaboration among partners and stakeholders in Chula Vista which include;
Residents and Parents; Schools and School District Staff; Social Service/Non-profit Agencies; Local
Government; Faith-based Community; Health Professionals; and, Business Owners. Together, the
Collaborative works to develop coordinated strategies and systems that protect the health, safety, and
wellness of its residents as well as share information and resources that strengthen families and
communities. Regular meetings are held with the goal of obtaining and sharing information about
services, resources, employment and training opportunities, as well as any events accessible to the Chula
Vista community. The meetings are a useful venue to network and efficiently coordinate activities with
partnering agencies. The City of Chula Vista is also a member of the South Bay Homeless Advocacy
Coalition which was formed to address the growing concern for homelessness and the lack of resources
available. The goal is to educate the community on these issues and advocate for change to better serve
homeless and near homeless families and individuals in our community. The Coalition is comprised of
representatives from local government agencies, the school districts, social service agencies, faith-based
organizations and citizens. Although the City of Chula Vista administers the CDBG, ESG, and HOME
programs, the City does engage in contracts with outside agencies for the delivery of services to the public,
other than the required fair housing services and funding requests received from City Departments. Non-
profits apply for public service funds, capital improvement, and creation of affordable housing. The City
monitors the affordable housing programs for all properties in its portfolio including those owned by
private parties, under a deed restriction between the City and the respective party. The City has developed
a strong relationship with both affordable and for-profit housing developers in not only the creation of
affordable units but the ongoing maintenance of the developments as well.
Actions planned to enhance coordination between public and private housing and social
service agencies
Non-profit social service agencies continue to play an important role in serving the needs of low-and
moderate-income residents in Chula Vista. There is a 15% cap on the amount of public service funds to be
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used from its CDBG Allocation. The City surveyed social service providers who serve Chula Vista during
the needs assessment process and will continue to attend the Chula Vista Community Collaborative
meetings to foster networking among the providers.
Discussion:
In the implementation of the FY 2023-2024 Annual Action Plan, the City will invest CDBG, HOME, ESG
funds, and other resources to address obstacles to meeting underserved needs, foster and maintain
affordable housing, reduce lead-based paint hazards, reduce the number of poverty-level families,
develop institutional structure and enhance coordination between public and private housing and social
service agencies. The City will continue to coordinate the housing strategy with local and regional
transportation planning strategies to ensure to the extent practicable that residents of affordable housing
have access to public transportation.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
The City of Chula Vista, as an entitlement jurisdiction, receives Community Development Block Grant,
Home Investment Partnership Act, and Emergency Solutions Grant from the U.S Department of Housing
and Urban Development. Described below are the Program Specific Requirements for each of these
programs. In the implementation of programs and activities under the FY 2023-2024 Annual Action Plan,
the City will follow all HUD regulations concerning the use of program income, forms of investment,
overall low- and moderate-income benefit for the CDBG program and recapture requirements for the
HOME program. Eligible applicants for CDBG and ESG assistance include subrecipients who may carry out
programs to benefit program beneficiaries on behalf of the City. Applications from interested
subrecipients may be solicited by the City directly or via published Notices of Funds Availability at the
discretion of the City. Eligible beneficiaries for CDBG or HOME funded Housing Rehabilitation or First-Time
Homebuyer Programs include households earning less than 80 percent of AMI. Eligible participants are
those who have not previously owned a home for the City’s First-Time Homebuyer Program and those
who reside in a single-family owner-occupied housing unit for the City’s Housing Rehabilitation Program.
Awarded funds will be awarded on a first come first served basis to eliminate favoritism. A client waiting
list will be established in the event of limited funds for any specific program. The City’s HOME programs
will be advertised via flyers, notification on the City’s website, cold calls, and if necessary, publication in a
newspaper of general circulation. The City will also conduct program workshops as necessary to solicit
prospective applicants. Program guidelines and applications for all programs may be obtained in person
at the City’s Department of Housing and Homeless Services located at City Hall or on the City’s website.
Prospective subrecipients, beneficiaries and developers may obtain more information on the City website.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
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Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit - A consecutive
period of one, two or three years may be used to determine that a minimum
overall benefit of 70% of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action Plan. 0.00%
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is as
follows:
Other forms of investment being used by the City is the match provided for HOME-funded housing
activities. The City is required to provide a 25 percent match for HOME funds used for rental
assistance, housing rehabilitation, and acquisition and rehabilitation of housing. Some examples
include, land value (donated), on and off-site improvements, waiver of local and state taxes or fees,
low-interest loans below market, inclusionary housing obligations. Most commonly, the City's match
funds are generally generated through housing developer contributions, prior Low/Moderate Income
Set-Aside funds from the State, and individual first-time homebuyer private funds. Specific match
dollar amounts are reported to HUD in the CAPER though its submittal of the HUD forms 40107 -A
HOME Match Log. The City will be releasing a Notice Funding Availability to all Certified Community
Housing Developer Organizations to leverage with the available HOME funds.
The City of Chula Vista does not use HOME funds in any other manner than described in 24 CFR Part
92.205.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for
homebuyer activities as required in 92.254, is as follows:
Recapture Requirements:
If the housing does not continue to be the principal residence of the homebuyer for the duration of
the period of affordability, the City of Chula Vista (“City”) may recapture the entire amount of HOME
assistance from the homebuyer, subject to the limitation that when the recapture requirement is
triggered by a sale (voluntary or involuntary) of the property, and there are no net proceeds, or the
net proceeds are insufficient to repay the HOME funds due, the City can only recapture what is
available from net proceeds. The net proceeds are calculated as the sales price minus superior loan
repayments (other than HOME funds) and any closing costs. The property will no longer be subject to
the affordability requirements after the City has recaptured the HOME funds in accordance with the
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24 CFR 92.254(5)(ii).
For more specific details, refer to the Chula Vista homebuyer program recapture option which is
processed in accordance with the requirements of 24 CFR 92.254 of the HOME Regulations.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
See discussion above.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
The following are conditions under which the City’s HOME’s program will allow a refinance existing
debt secured by multi-family housing that is being rehabilitated with HOME funds:
a. Residential rehabilitation shall be the primary eligible activity for refinance consideration. The
required minimum ratio between rehabilitation and refinancing is 1.05.
b. Management practices shall be reviewed to demonstrate that disinvestments in the property have
not occurred, that the long-term needs of the project can be met, and that the feasibility of serving
the targeted population over an extended affordability period can be demonstrated.
c. New investment shall be made to maintain current affordable units or to create additional
affordable units.
d. The Program statutory minimum period of affordability shall be those imposed in accordance with
24 CFR 92.252 of the HOME Regulations. The City typically imposes an a HUD affordable period of 20
years. However, other funding sources may require an extended period of affordability and program
compliance period of 55 years.
e. The investment of HOME funds shall be within the geographic area of the City. However, HOME
funds could be used outside the geographic area of the City if it can be demonstrated that there is a
regional benefit to residents of the City on a case-by-case basis.
f. HOME funds cannot be used to refinance multi-family loans made or insured by any federal
program, including the CDBG Program.
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Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
Refer to written City’s ESG Written Standards.
2. If the Continuum of Care has established centralized or coordinated assessment system that
meets HUD requirements, describe that centralized or coordinated assessment system.
The San Diego City and County Continuum of Care (hereinafter referred to as the “CoC”) includes all
of the geography within the County of San Diego, including the City of Chula Vista. The City of Chula
Vista is required to consult with the CoC on funding priorities using ESG funds. The U.S. Department
of Housing and Urban Development (HUD) charges communities that receive funds under the
Homeless Continuum of Care Program (hereinafter referred to as “CoC Program”) of the Homeless
Emergency Assistance and Rapid Transition to Housing Act (HEARTH Act) with specific responsibilities.
Section 578.5ofthe HEARTH Interim Rule published in July 2012 (Interim Rule), defines a Continuum
of Care (CoC) as “the group organized to carry out the responsibilities required under this part and
that is composed of representatives of organizations, including nonprofit homeless providers, victim
service providers, faith-based organizations, governments, businesses, advocates, public housing
agencies, school districts, social service providers, mental health agencies, hospitals, universities,
affordable housing developers, law enforcement, organizations that serve homeless and formerly
homeless veterans, and homeless and formerly homeless persons to the extent these groups are
represented within the geographic and are available to participate.” Relevant organizations in the San
Diego CoC Region established the Regional Continuum of Care Council (RCCC) in 1998, which has
served as the CoC coordinating body acknowledged by HUD. Planning and operations of the San Diego
CoC have historically been facilitated through the RCCC, an unincorporated association as defined
under Section 18035 of the California Corporations Code. As a result, the general operations of the
CoC have been guided through the By Laws, structure, and action of the RCCC.
3. Identify the process for making sub-awards and describe how the ESG allocation available to
private nonprofit organizations (including community and faith-based organizations).
The City of Chula Vista releases a funding of Notice Availability inviting all non-profit organizations
who serve eligible ESG clients to submit a proposal. The process below is included in The City’s Federal
Grants Administrative Manual.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with
homeless or formerly homeless individuals in considering policies and funding decisions
regarding facilities and services funded under ESG.
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Not applicable. The City has met the homeless participation requirement.
5. Describe performance standards for evaluating ESG.
The ESG entitlement areas and the RCCC have established the following cross-jurisdictional strategies
for use of the ESG funds in ways that that set performance standards for each subrecipient:
• Further the accomplishment of actions identified in the Consolidated Plan of each jurisdiction.
• Foster greater access to permanent housing, especially helping people access housing that is
affordable at 30% area median income.
• Leverage existing resources to achieve the match and case management requirements and to
avoid duplication of services.
• Coordinate across jurisdictions for development of standardized eligibility and assessment
standards and by convening semiannual regional planning meetings.
• Support federal and local goals for priority populations, including but not limited to veterans,
persons with disabilities, families, and others.
• Allow for variations in ESG entitlement programs that respond to the needs and resources of
the individual jurisdictions.
• Comply with eligibility and verification requirements and locally established standards (HMIS,
housing status, habitability standards, homeless definitions, etc.).
• Allows each program to take responsibility for program administratio n including compliance
with public notice requirements and timely reporting.
• Encourages all subrecipients to participate in collaborative assessment, coordinated entry,
data management, and reporting systems established by the RCCC in accordance with
HEARTH regulations.
• Supports timely and accurate data collection and reporting through contractual obligations
with subrecipients, and through establishing common standards for vendor relationships with
the HMIS Lead.
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2023-2024 Interdepartmental Memorandum of Understanding Page 1 of 6
Community Development Block Grant Program
MEMORANDUM OF UNDERSTANDING
FOR USE OF CDBG FUNDS
BETWEEN
CITY OF CHULA VISTA
DEPARTMENT OF HOUSING AND HOMELESS SERVICES
AND
DEPARTMENT OF [ENTER DEPT HERE]
This Memorandum of Understanding (MOU) is entered into this 1st day of July, 2023 between the
Department of Housing and Homeless Services (The Housing Department) and the Department of
[ENTER DEPARTMENT HERE] to work together toward the mutual goal of developing and improving the
community facilities, infrastructure in the City of Chula Vista by completing the [ENTER PROJECT HERE].
The Housing Department is the Grantee administrator for the City of Chula Vista receipt of federal
Community Development Block Grant (CDBG) program funds. The City Council allocated CDBG program
funds for a City project as described in “Work to be Performed” (the Project). This Grant is made
pursuant to Title I of the Housing and Community Development Act of 1974 (41 U.S.C. 5301 -5320) as
amended, the primary objective of which is the development of viable urban communities by providing
federal assistance for community development activities in urban areas.
This MOU will establish the working parameters for the Project activities to be accomplished with these
funds. This CDBG funded activity has been incorporated into the City’s annual Action Plan which was
submitted and accepted by the U.S. Department of Housing and Urban Development (HUD). The Action
Plan requires [DEPARTMENT HERE] and all its subreceipients and contractors to meet certain obligations
and certifications to the federal government including environmental review, anti-discrimination, wage
requirements and timely expenditure of funds. This Project will be implemented compliant with CDBG
regulations and related federal laws.
IT IS AGREED AS FOLLOWS:
WORK TO BE PERFORMED: [DEPARTMENT] will implement the Project described as follows: [ENTER
PROJECT DESCRIPTION HERE]. The Project will use [$AMOUNT OF FUNDING] of CDBG funds from FY
2023-2024, further detailed in Attachment “A” - Budget.
PERFORMANCE MEASUREMENT A total of [NUMBER] residents, residing along the [STREET NAME],
00.00% of which are low/moderate income (further detailed below) and Attachment “B” – Service Area.
TIMELY COMPLETION AND EXPENDITURE: Timely completion of the Project is the highest priority of
this agreement. To ensure timely completion and expenditures, [DEPARTMENT] will demonstrate
reasonable progress in implementation of a Project by completing and expending allocated CDBG
Project funds by June 30, 2024, further detailed in Attachment “C” – Project Timeline.
QUARTERLY REPORTS: In order to more closely monitor Project completion and expenditures, the PW
Project Manager will provide the Housing Department Project Manager with quarterly reports,
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Community Development Block Grant Program
submitted no later than 15 days after the last day of the previous quarter, which includes a narrative of
the activities, and/or progress towards meeting the timeline goals. Report due dates are: October 15,
January 15, April 15, and July 15.
PROJECT REVIEW CONFERENCE: In the event that quarterly reports indicate funds will not be expended
by June 30, 2024, or within the agreed upon schedule, [DEPARTMENT] will notify of the completion
deficiencies and PW will have 45 calendar days to provide its plan for meeting time and expendit ure
agreements. Failure to correct the deficiency within 45 calendar days will require the Housing
Department to schedule a Project Review Conference.
Upon failure to develop a plan for meeting completion and expenditure requirements, the Housing
Department Director will schedule a Project Review Conference. Either or both Directors may assign a
designee to represent their respective department during a Project Review Conference. The Project
Review Conference will serve to identify reasons for delayed performance and weaknesses in the project
implementation plan. Based on the Project Review Conference discussions both the Housing
Department and PW will generate a remedial plan that may include but is not limited to re-design of the
Project, amendments to the Housing Department the Project, extending the term of the Project, or re-
allocation of the funds to an alternate Project.
CDBG PROGRAMMATIC REQUIREMENTS: Project will be implemented in accordance with Community
Development Block Grant requirements as well as all other additional Federal Requirements detailed
below and all bid documents shall contain the following clauses:
1. Equal Employment Opportunity—All contracts shall contain a provision requiring compliance with
E.O. 11246, “Equal Employment Opportunity,” as amended by E.O. 11375, “Amending Executive
Order 11246 Relating to Equal Employment Opportunity,” and as supplemented by regulations at
41 CFR part 60, “Office of Federal Contract Compliance Programs, Equal Employment
Opportunity, Department of Labor.”
2. Copeland “Anti-Kickback” Act (18 U.S.C. 874 and 40 U.S.C. 276c)—All contracts and subgrants in
excess of $2000 for construction or repair awarded by recipients and subrecipients shall include
a provision for compliance with the Copeland “Anti-Kickback” Act (18 U.S.C. 874), as
supplemented by Department of Labor regulations (29 CFR part 3, “Contractors and
Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants
from the United States”). The Act provides that each contractor or subrecipient shall be
prohibited from inducing, by any means, any person employed in the construction, completion,
or repair of public work, to give up any part of the compensation to which he is otherwise
entitled. The recipient shall report all suspected or reported violations to HUD.
3. Davis-Bacon Act, as amended (40 U.S.C. 276a to a-7)—When required by Federal program
legislation, all construction contracts awarded by the recipients and subrecipients of more than
$2,000 shall include a provision for compliance with the Davis-Bacon Act (40 U.S.C. 276a to a-7)
and as supplemented by Department of Labor regulations (29 CFR part 5, “Labor Standards
Provisions Applicable to Contracts Governing Federally Financed and Assisted Construction”).
Under this Act, contractors shall be required to pay wages to laborers and mechanics at a rate
not less than the minimum wages specified in a wage determination made by the Secretary of
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Community Development Block Grant Program
Labor. In addition, contractors shall be required to pay wages not less than once a week. The
recipient shall place a copy of the current prevailing wage determinati on issued by the
Department of Labor in each solicitation and the award of a contract shall be conditioned upon
the acceptance of the wage determination. The recipient shall report all suspected or reported
violations to HUD.
4. Contract Work Hours and Safety Standards Act (40 U.S.C. 327 through 333)—Where applicable,
all contracts awarded by recipients in excess of $2,000 for construction contracts and in excess of
$2,500 for other contracts that involve the employment of mechanics or laborers shall include a
provision for compliance with Sections 102 and 107 of the Contract Work Hours and Safety
Standards Act (40 U.S.C. 327–333), as supplemented by Department of Labor regulations (29 CFR
part 5). Under Section 102 of the Act, each contractor shall be required to compute the wages of
every mechanic and laborer on the basis of a standard workweek of 40 hours. Work in excess of
the standard workweek is permissible provided that the worker is compensated at a rate of not
less than 1 1/2 times the basic rate of pay for all hours worked in excess of 40 hours in the
workweek. Section 107 of the Act is applicable to construction work and provides that no laborer
or mechanic shall be required to work in surroundings or under working conditions which are
unsanitary, hazardous or dangerous. These requirements do not apply to the purchases of
supplies or materials or articles ordinarily available on the open market, or contract s for
transportation or transmission of intelligence.
5. Rights to Inventions Made Under a Contract or Agreement— Contracts or agreements for the
performance of experimental, developmental, or research work shall provide for the rights of the
Federal Government and the recipient in any resulting invention in accordance with 37 CFR part
401, “Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under
Government Grants, Contracts and Cooperative Agreements,” and any implementing regulations
issued by HUD.
6. Clean Air Act (42 U.S.C. 7401 et seq.) and the Federal Water Pollution Control Act (33 U.S.C. 1251
et seq.), as amended—Contracts and subgrants of amounts in excess of $100,000 shall contain a
provision that requires the recipient to agree to comply with all applicable standards, orders or
regulations issued pursuant to the Clean Air Act (42 U.S.C. 7401 et seq.) and the Federal Water
Pollution Control Act as amended (33 U.S.C. 1251 et seq.). Violations shall be reported to HUD
and the Regional Office of the Environmental Protection Agency (EPA).
7. Byrd Anti-Lobbying Amendment (31 U.S.C. 1352)— Contractors who apply or bid for an award of
$100,000 or more shall file the required certification. Each tier certifies to the tier above that it
will not and has not used Federal appropriated funds to pay any person or organization for
influencing or attempting to influence an officer or employee of any agency, a member of
Congress, officer or employee of Congress, or an employee of a member of Congre ss in
connection with obtaining any Federal contract, grant or any other award covered by 31 U.S.C .
1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in
connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up
to the recipient.
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8. Debarment and Suspension (E.O.s 12549 and 12689)—No contract shall be made to parties listed
on the General Services Administration's List of Parties Excluded from Federal Procurement or
Nonprocurement Programs in accordance with E.O.s 12549 and 12689, “Debarment and
Suspension,” as set forth at 24 CFR part 24. This list contains the names of parties debarred,
suspended, or otherwise excluded by agencies, and contractors declared ineligible under
statutory or regulatory authority other than E.O. 12549. Contractors with awards that exceed the
small purchase threshold shall provide the required certification regarding its exclusion status
and that of its principal employees.
9. Drug-Free Workplace Requirements—The Drug-Free Workplace Act of 1988 (42 U.S.C. 701)
requires grantees (including individuals) of federal agencies, as a prior condition of being
awarded a grant, to certify that they will provide drug-free workplaces. Each potential recipient
must certify that it will comply with drug-free workplace requirements in accordance with the
Act and with HUD's rules at 24 CFR part 24, subpart F.
10. Section 3 of the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u. All
section 3 covered contracts shall include the following clause (referred to as the “section 3
clause”):
a. The work to be performed under this contract is subject to the requirements of sect ion 3 of
the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u (section 3).
The purpose of section 3 is to ensure that employment and other economic opportunities
generated by HUD assistance or HUD-assisted projects covered by section 3, shall, to the
greatest extent feasible, be directed to low- and very low-income persons, particularly
persons who are recipients of HUD assistance for housin g.
b. The parties to this contract agree to comply with HUD's regulations in 24 CFR part 135, which
implement section 3. As evidenced by their execution of this contract, the parties to this
contract certify that they are under no contractual or other imped iment that would prevent
them from complying with the part 135 regulations.
c. The Sub-recipient agrees to send to each labor organization or representative of workers
with which the Sub-recipient has a collective bargaining agreement or other understanding,
if any, a notice advising the labor organization or workers' representative of the Sub -
recipient's commitments under this section 3 clause, and will post copies of the notice in
conspicuous places at the work site where both employees and applicants for training and
employment positions can see the notice. The notice shall describe the section 3 preference,
shall set forth minimum number and job titles subject to hire, availability of apprenticeship
and training positions, the qualifications for each; and the name and location of the
person(s) taking applications for each of the positions; and the ant icipated date the work
shall begin.
d. The Sub-recipient agrees to include this section 3 clause in every subcontract subject to
compliance with regulations in 24 CFR part 135, and agrees to take appropriate action, as
provided in an applicable provision of the subcontract or in this section 3 clause, upon a
finding that the sub-Sub-recipient is in violation of the regulations in 24 CFR part 135. The
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Community Development Block Grant Program
Sub-recipient will not subcontract with any sub-Sub-recipient where the Sub-recipient has
notice or knowledge that the sub Sub-recipient has been found in violation of the regulations
in 24 CFR part 135.
e. The Sub-recipient will certify that any vacant employment posi tions, including training
positions, that are filled (1) after the Sub -recipient is selected but before the contract is
executed, and (2) with persons other than those to whom the regulations of 24 CFR part 135
require employment opportunities to be directed, were not filled to circumvent the Sub-
recipient's obligations under 24 CFR part 135.
f. Noncompliance with HUD's regulations in 24 CFR part 135 may result in sanctions,
termination of this contract for default, and debarment or suspension from future HU D
assisted contracts.
g. With respect to work performed in connection with section 3 covered Indian housing
assistance, section 7(b) of the Indian Self -Determination and Education Assistance Act (25
U.S.C. 450e) also applies to the work to be performed under t his contract. Section 7(b)
requires that to the greatest extent feasible (i) preference and opportunities for training and
employment shall be given to Indians, and (ii) preference in the award of contracts and
subcontracts shall be given to Indian organizations and Indian-owned Economic Enterprises.
Parties to this contract that are subject to the provisions of section 3 and section 7(b) agree
to comply with section 3 to the maximum extent feasible, but not in derogation of
compliance with section 7(b).
11. The Architectural Barriers Act of 1968 (42 U.S.C. § 4151, et seq.);
12. The Rehabilitation Act of 1973 (Public Law 93-112) as amended, including section 504 which
related to nondiscrimination in federal programs and HUD regulations set forth in 24 CFR 8.
Section 504 of the Rehabilitation Act of 1973 prohibits discrimination against persons with
disabilities in the operation of programs receiving federal financial assistance. HUD regulations
implementing Section 504 contain accessibility requirements for new co nstruction and
rehabilitation of housing as well as requirements for ensuring that the programs themselves are
operated in a manner that is accessible to and usable by persons with disabilities. Both individual
units and the common areas of buildings must be accessible under Section 504. Section 504
states that "no qualified individuals with a disability in the United States shall be excluded from,
denied the benefits of, or be subject to discrimination under" any program or activity that
receives Federal financial assistance. Requirements common to these regulations include
program accessibility; effective communication with people who have hearing or vision
disabilities; and accessible new construction and alterations (See 24 CFR Part 8).
13. The Americans with Disabilities Act (42 U.S.C. § 12101);
14. The bonding requirements described in 24 CFR Part 85.36 required for construction or facility
improvement contracts or subcontracts that exceed the simplified acquisition threshold (defined
at 41 U.S.C. 403(11)); and
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Community Development Block Grant Program
15. Comply with and make good faith and reasonable efforts to carry out the purposes of Executive
Orders 12432 and 11625 related to participation in federal pr ograms by Minority Business
Enterprises (“MBE”) and Executive Order 12138 related to participation in federal programs by
Women’s Business Enterprises (“WBE”).
ACKNOWLEDGEMENT OF FUNDING: PW shall identify the City of Chula Vista and the Department of
Housing and Urban Development (HUD) Community Development Block Grant Program as the source of
funding, or, if applicable, one of the sources of funding in public announcements that are made
regarding the Project. Acknowledgement of the City’s funding roles, for example, should be included in
publicity materials related to the Project. In addition, the Housing Department agrees that it shall be
apprised of any special events linked to the Project so that a review can be made on what role, if any,
the City and HUD would assume.
TERM: This MOU will commence when executed by both parties and shall remain in effect unt il
terminated by either party with a 30 day written notice.
IN WITNESS WHEREOF, this Memorandum of Understanding is hereby executed on the day and the year
first above written.
Department of Public Works
Date: _______________________________
By: _________________________________
[DEPARTMENT HEAD],
Director of [DEPARTMENT]
Director
Department of Housing and Homeless
Services
Date: _______________________________
By: _________________________________
Stacey Kurz,
Director of Housing and Homeless Services
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2023-2024 CDBG Agreement
Page 1 of 16
CONTRACT
FOR
MANAGEMENT AND IMPLEMENTATION
OF A
COMMUNITY DEVELOPMENT BLOCK GRANT PROJECT
2023-2024
This contract, numbered «Contract_», is entered into by and between «Agency_Legal_Name» (“Sub-recipient”)
and the City of Chula Vista (“City”) on July 1, 2023 (“Effective Date”) for the purpose of having Sub-recipient
implement and perform work on the 2023-2024 «ProjectProgram_Name» as set forth herein and in the
incorporated documents and attachments.
RECITALS
WHEREAS, there has been enacted into law the Housing and Community Development Act of 1974 (the “Act”),
Title I, Part 24, Section 570, Public Law 93-383, 88 Stat. 633, 42 U.S.C 5301-5321 with the primary objective of
development of viable urban communities by providing federal assistance for community development activities
in urban areas through the Community Development Block Grant Program (Catalog of Federal Domestic
Assistance Number 14.218);
WHEREAS, the City, is authorized to apply for and accept Community Development Block Grant funds;
WHEREAS, City incorporated the Sub-recipient’s proposal for the project described in the Scope (hereinafter
referred to as the “Project”) into the City’s Community Development Block Grant/HOME Investment
Partnership/Emergency Shelter Grant Annual Funding Plan which was submitted to the U.S. Department of
Housing and Urban Development (HUD);
WHEREAS, HUD has approved the City Annual Funding Plan for Community Development Block Grant funds;
WHEREAS, it is the desire of the Sub-recipient and the City that the Project be implemented by the Sub-recipient;
WHEREAS, the Sub-recipient shall undertake the same obligations to the City with respect to the Project in the
City’s aforesaid Annual Funding Plan for participation in the Community Development Block Grant program; and
WHEREAS, Sub-recipient warrants and represents that they are experienced and staffed in a manner such that
they are and can deliver the services required of Sub-recipient to City within the time frames herein provided
all in accordance with the terms and conditions of this Agreement.
NOW, THEREFORE, BE IT RESOLVED that the City and Sub-recipient do hereby mutually agree as follows:
All of the Recitals above are hereby incorporated into this Agreement.
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Page 2 of 16
ARTICLE I. SUB-RECIPIENT OBLIGATIONS
A. General.
1. Work to be Performed. Sub-recipient shall implement the scope of work (“Scope of Work”) described
in Attachment B, hereof fully and in accordance with the terms of the Annual Funding Plan approved by
the City and submitted to HUD in the City’s application for funds to carry out the Project and the
Certifications which were submitted concurrently with the Annual Funding Plan. The Annual Funding
Plan and Certifications form is hereby incorporated by reference into this contract fully as if set forth
herein. Sub-recipient shall also undertake the same obligations to the City that the City has undertaken
to HUD pursuant to said Annual Funding Plan and Certifications. The obligations undertaken by Sub-
recipient include, but are not limited to, the obligation to, as applicable, co mply with each of the
following as may be amended from time to time:
a. The Housing and Community Development Act of 1974 (Public Law 93-383, as amended, 42 USC
§ 5301, et seq.);
b. HUD regulations relating to Community Development Block Grants (24 CFR 570.1, et seq.);
c. The regulations in 24 CFR Part 58 specifying other provisions of the law that further the
purposes of the National Environmental Policy Act of 1969 and the procedures by which
grantees must fulfill their environmental responsibilities;
d. Title VI of the Civil Rights Act of 1964 (42 USC § 2000d); Title VII of the Civil Rights Act of 1964
(Public Law 88-352); Title VIII of the Civil Rights Act of 1968 (Fair Housing Act, 42 USC § 3601, et
seq.); Section 109 of the Housing and Community Development Act of 1974; Executive Order
11246, as amended (equal employment opportunity); Executive Order 11063 (non-
discrimination), as amended by Executive Order 12259; and any HUD regulations heretofore
issued or to be issued to implement these authorities relating to civil rights;
e. Section 3 of the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u.
All section 3 covered contracts shall include the following clause (referred to as the “section 3
clause”):
i. The work to be performed under this contract is subject to the requirements of section
3 of the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u
(section 3). The purpose of section 3 is to ensure that employment and other economic
opportunities generated by HUD assistance or HUD-assisted projects covered by
section 3, shall, to the greatest extent feasible, be directed to low and very low-income
persons, particularly persons who are recipients of HUD assistance for housing. HUD
develops income limits based on Median Family Income estimates and Fair Market
Rent area definitions for each metropolitan area, parts of some metropolitan areas,
and each non-metropolitan county. Refer to Attachment “A” – 2022 Area Median
Income Limits.
ii. The parties to this contract agree to comply with HUD's regulations in 24 CFR part 135,
which implement section 3. As evidenced by their execution of this contract, the parties
to this contract certify that they are under no contractual or other impediment that
would prevent them from complying with the part 135 regulations.
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iii. The Sub-recipient agrees to send to each labor organization or representative of workers
with which the Sub-recipient has a collective bargaining agreement or other
understanding, if any, a notice advising the labor organization or workers' representative
of the Sub-recipient's commitments under this section 3 clause, and will post copies of
the notice in conspicuous places at the work site where both employees and applicants
for training and employment positions can see the notice. The notice shall describe the
section 3 preference, shall set forth minimum number and job titles subject to hire,
availability of apprenticeship and training positions, the qualifications for each; and the
name and location of the person(s) taking applications for each of the positions; and the
anticipated date the work shall begin.
iv. The Sub-recipient agrees to include this section 3 clause in every subcontract subject to
compliance with regulations in 24 CFR part 135, and agrees to take appropriate action,
as provided in an applicable provision of the subcontract or in this section 3 clause, upon
a finding that the sub-Sub-recipient is in violation of the regulations in 24 CFR part 135.
The Sub-recipient will not subcontract with any sub-Sub-recipient where the Sub-
recipient has notice or knowledge that the sub Sub-recipient has been found in violation
of the regulations in 24 CFR part 135.
v. The Sub-recipient will certify that any vacant employment positions, including training
positions, that are filled (1) after the Sub-recipient is selected but before the contract is
executed, and (2) with persons other than those to whom the regulations of 24 CFR part
135 require employment opportunities to be directed, were not filled to circumvent the
Sub-recipient's obligations under 24 CFR part 135.
vi. Noncompliance with HUD's regulations in 24 CFR part 135 may result in sanctions,
termination of this contract for default, and debarment or suspension from future HUD
assisted contracts.
vii. With respect to work performed in connection with section 3 covered Indian housing
assistance, section 7(b) of the Indian Self-Determination and Education Assistance Act
(25 U.S.C. 450e) also applies to the work to be performed under this contract. Section
7(b) requires that to the greatest extent feasible (i) preference and opportunities for
training and employment shall be given to Indians, and (ii) preference in the award of
contracts and subcontracts shall be given to Indian organizations and Indian-owned
Economic Enterprises. Parties to this contract that are subject to the provisions of section
3 and section 7(b) agree to comply with section 3 to the maximum extent feasible, but
not in derogation of compliance with section 7(b).
f. The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1979, 42 USC §
4601, et seq., and regulations adopted to implement that Act in 49 CFR Part 24;
g. Cost principles have been established for State, Local and Indian Tribal Governments through
2CFR, Part 225 (OMB Circular A-87). This part provides a uniform approach for determining
costs and to promote effective program delivery, efficiency, and better relationships between
governmental units and the Federal Government. The principles are for determining allowable
costs only. They are not intended to identify the circumstances or to dictate the extent of
Federal and governmental unit participation in the financing of a particular Federal award.
Provision for profit or other increment above cost is outside the scope of this part;
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h. Additional cost principles have been established for non-profits through 2 CFR part 200, subpart
E, entitled “Cost Principles for Non-Profit Organizations”; 2 CFR part 230 entitled “Cost
Principles for Non-Profit Organizations” (Circular A–122); and 2 CFR Part 225 entitled “Cost
Principles for State, Local, and Indian Tribal Governments” (OMB Circular A–87); This part
establishes principles for determining costs of grants, contracts and other agreements with
non-profit organizations. The principles are designed to provide that the Federal Government
bear its fair share of costs except where restricted or prohibited by law. The principles do not
attempt to prescribe the extent of cost sharing or matching on grants, contracts, or other
agreements. However, such cost sharing or matching shall not be accomplished through
arbitrary limitations on individual cost elements by Federal agencies;
i. Grant administration requirements as described in 24 CFR 570.504, which requires Sub-
recipient to return any program income earned by Sub-recipient in carrying out the activities of
this Contract to the City. Upon expiration of this Contract, Sub-recipient shall transfer to the
City any Community Development Block Grant funds on hand at the time of expiration and any
accounts receivable attributable to the use of Community Development Block Grant funds. Any
real property under Sub-recipient’s control acquired or improved in whole or in part with
Community Development Block Grant funds in excess of $25,000 will either be:
i. Used to meet one of the CDBG National Objectives, as defined in 24 CFR 570.208, and
outlined by HUD until five years after expiration of the contract; or
ii. Disposed of in a manner that results in the City being reimbursed in the amount of the
current fair market value of the property less any portion of the value attributable to
expenditures of non-Community Development Block Grant funds for acquisition of, or
improvement to, the property. Reimbursement is not required after the five-year period
pursuant to 24 CFR 570.505.
Program income on hand at the time of closeout and subsequently received shall continue
to be subject to all applicable Community Development Block grant Program eligibility
requirements, 24 CFR 570.489, and provisions of this Contract;
j. 24 CFR 570.505 concerning use of real property;
k. The following laws and regulations relating to preservation of historic places: National Historic
Preservation Act of 1966 (Public Law 89-665); the Historical and Archaeological Preservation
Act of 1974 (Public Law 93-291); and Executive Order 11593;
l. The Labor Standards Regulations set forth in 24 CFR 570.603;
m. Labor Code section 1771 and/or Davis Bacon concerning prevailing wages as applicable;
n. The Hatch Act relating to the conduct of political activities (5 U.S.C. § 1501, et seq.);
o. The Flood Disaster Protection Act of 1973 (42 U.S.C. § 4001, et seq., and the implementing
regulations in 44 CFR Parts 59-78);
p. The Rehabilitation Act of 1973 (Public Law 93-112) as amended, including Section 504 which
relates to nondiscrimination in federal programs and HUD 24 CFR Part 8;
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q. The Clean Air Act (42 U.S.C. § 7401, et seq.) and the Federal Water Pollution Control Act, as
amended (33 U.S.C. § 1251, et seq.) and the regulations adopted pursuant thereto (40 CFR Part
6);
r. The Drug-Free Workplace Act of 1988 (Public Law 100-690);
s. The Lead-Based Paint Poisoning Prevention Act, the Residential Lead-Based Paint Hazard
Reduction Act of 1992, and implementing regulations at 24 CFR Part 35;
t. No member, officer or employee of the Sub-recipient, or its designee or agents, no member of
the governing body of the locality in which the program is situated, and no other public official
of such locality or localities who exercises any functions or responsibilities with respect to the
program during his/her tenure or for one year thereafter, shall have any interest, direct, or
indirect, in any contract or subcontract, or the process thereof, for work to be performed in
connection with the program assisted under the Grant, and that it shall incorporate, or cause
to be incorporated, in all such contracts or subcontracts a provision prohibiting such interest
pursuant to the purposes of this certification;
u. The Sub-recipient certifies, that in accordance with Section 319 of Public Law 101-121, to the
best of his or her knowledge and belief that:
i. No federal appropriated funds have been paid or will be paid, by or on behalf of the
undersigned, to any person for influencing or attempting to influence an officer or
employee of any agency, a member of Congress, an officer or employee of Congress, in
connection with the awarding of any federal contract, the making of any federal grant,
the making of any federal loan, the entering into of any cooperative contract, and the
extension, continuation, renewals, amendment, or modifications of any federal contract,
grant loan, or cooperative contract.
ii. If any funds other than federal appropriated funds have been paid or will be paid to any
person for influencing or attempting to influence an officer or employee of any agency,
a member of Congress, or an employee of a member of Congress in connection with this
federal contract, grant, loan, or cooperative contract, the undersigned shall complete
and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance
with its instructions;
v. The Architectural Barriers Act of 1968 (42 U.S.C. § 4151, et seq.);
w. The Rehabilitation Act of 1973 (Public Law 93-112) as amended, including section 504 which
related to nondiscrimination in federal programs and HUD regulations set forth in 24 CFR 8.
Section 504 of the Rehabilitation Act of 1973 prohibits discrimination against persons with
disabilities in the operation of programs receiving federal financial assistance. HUD regulations
implementing Section 504 contain accessibility requirements for new construction and
rehabilitation of housing as well as requirements for ensuring that the programs themselves
are operated in a manner that is accessible to and usable by persons with disabilities. Both
individual units and the common areas of buildings must be accessible under Section 504.
Section 504 states that "no qualified individuals with a disability in the United States shall be
excluded from, denied the benefits of, or be subject to discrimination under" any program or
activity that receives Federal financial assistance. Requirements common to these regulations
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include program accessibility; effective communication with people who have hearing or vision
disabilities; and accessible new construction and alterations (See 24 CFR Part 8);
x. The Americans with Disabilities Act (42 U.S.C. § 12101);
y. The bonding requirements described in 24 CFR Part 85.36 required for construction or facility
improvement contracts or subcontracts that exceed the simplified acquisition threshold
(defined at 41 U.S.C. 403(11)).
z. Prior to award of any contracts or subcontracts, City and Contractor shall verify that contractor
or subcontractor is eligible according to the Federal EPLS and LEIE databases. Documentation
of such eligibility shall be maintained in the project files;
aa. Contractor shall comply with and make good faith and reasonable efforts to carry out the
purposes of Executive Order 12166 relating to “Improving Access to Services by Persons with
Limited English Proficiency (“LEP”);
bb. Grantee shall comply with Federal Funding Accountability and Transparency Act (FFAT)
requirements established by the Office of Management and Budget (OMB) concerning the Dun
and Bradstreet Data Universal Numbering System (DUNS), the Central Contractor Registration
(CCR) database, and the Federal Funding Accountability and Transparency Act, including
Appendix A to Part 25 of the Financial Assistance Use of Universal Identifier and Central
Contractor Registration, 75 Fed. Reg.55671 (Sept. 14, 2010)(to be codified at 2 CFR part 25) and
Appendix A to Part 170 of the Requirements for Federal Funding Accountability and
Transparency Act Implementation, 75 Fed. Reg. 55663 (Sept. 14, 2010)(to be codified at 2 CFR
part 170), including any subsequent amendments;
cc. Contractor shall comply with and make good faith and reasonable efforts to carry out the
purposes of Executive Orders 12432 and 11625 related to participation in federal programs by
Minority Business Enterprises (“MBE”) and Executive Order 12138 related to participation in
federal programs by Women’s Business Enterprises (“WBE”); and
dd. Sub-recipient shall hold City of Chula Vista, its elected or appointed officers, officials,
employees, agents, and volunteers (collectively the “Indemnified Parties”) harmless and
indemnify the Indemnified Parties against any harm that it may suffer with respect to HUD on
account of any failure on the part of the Sub-recipient to comply with the requirements of any
such obligation.
ee. Monthly, or more often, Subrecipient must, without condition, pay the salaries of architects,
draftsmen, technical engineers and technicians performing work under this Contract. Such
payments shall be made without deduction or rebate, excepting only such payroll deductions
as are mandatory by law or permitted by applicable regulations issued by the Secretary of Labor
pursuant to the "Anti-Kickback Act" of June 13, 1937 (18 U.S.C., Section 874). Subrecipient shall
comply with all applicable "Anti-Kickback" regulations and shall insert appropriate provisions in
all subcontracts covering work under this Contract to insure compliance by subcontractors with
such regulations. Subrecipient shall be responsible for the submission of affidavits required of
subcontractors under this Contract, except for such variations or exemptions as the Secretary
of Labor may specifically allow.
ff. Subrecipient must comply with the provisions of the Contract Work Hours and Safety Standards
Act (40 U.S.C.§§ 3201-3708) and must cooperate with Agency in implementing and enforcing
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the provisions of such Act. Among other requirements of the act, Subrecipient must pay not
less than one and one-half times the basic rate of pay for the work of Subrecipient's employee
in excess of eight hours in one day or forty hours in one week in the performance of this
Contract. Subrecipient must insert appropriate provisions in all subcontracts covering work
under this Contract to insure compliance with such Act. Subrecipient must meet and cooperate
with Agency's Labor Compliance officer to assure compliance with such Act.
gg. If, in the performance of this Contract, there is any underpayment of salaries by Subrecipient
or by any subcontractor, Agency must withhold from Subrecipient out of payments due to him
any amount sufficient to pay employees underpaid the difference between the salaries required
under this Contract to be paid and the salaries actually paid such employees for the total
number of hours worked. The amounts withheld shall be disbursed by Agency for and on
account of Subrecipient or subcontractor to the respective employees to whom they are due.
hh. Claims and disputes pertaining to salary rates or to classification of architects, draftsmen,
technical engineers and technicians performing work under this Contract must be promptly
reported in writing by Subrecipient to Agency for the latter's decision which shall be final with
respect thereto.
ii. No person employed on the work covered by this Contract shall be discharged or in any way
discriminated against because he has filed any complaint or instituted or caused to be instituted
any proceeding or has testified or is about to testify in any proceeding under or relating to the
labor standards applicable to his employer under this Contract
jj. The Subrecipient, shall, in the acquisition or improvement of real and personal property with
funds provided under this Contract, be subject to all applicable provisions of the Federal
Requirements.
1) Any real property under Subrecipient’s control which was acquired or improved
in whole or in part with CDBG funds in excess of $25,000 must be either used to meet
one of the national objectives in 24 CFR §570.208 for five years after the expiration or
termination of this Contract, or disposed of in a manner that results in the Agency being
reimbursed in the amount of the current fair market value of the property less any
portion of the value attributable to expenditures of non-CDBG funds for acquisition of,
or improvement to, the property.
2) General property and procurement guidelines are contained in 24 CFR Part 570 and
2 CFR Part 200.. In all cases in which personal property is sold, the proceeds shall be
transferred to Agency for the CDBG program or shall be Program Income, and, personal
property not needed by the Subrecipient shall be transferred to Agency for the CDBG
program or shall be retained by Subrecipient after compensating the Agency.
3) Real property shall be acquired in accordance with Title III, Uniform Relocation
Assistance and Real Property Acquisition Policies Act of 1970 (at 24 CFR Part 42).
kk. Travel costs may include expenses for transportation, lodging and subsistence and are only
allowable for employees who are in travel status on official business and approved as part of
this contract or with prior written approval and are specifically related to this contract. Costs
must be considered reasonable and do not exceed charges allowed by contractor’s Out of Town
Travel Policy. See 2 CFR §200.474 for additional information on travel costs and www.shra.org
for the Out of Town Travel Policy.
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The costs of entertainment, including amusement, diversion, and social activities and any
associated costs are unallowable, except where specific costs that might otherwise be
considered entertainment have a programmatic purpose and are authorized either in the
approved budget for the Federal award or with prior written approval. All entertainment costs
must comply with 2 CFR §200.438. In addition, the costs of alcoholic beverages are not allowed
under §200.423
B. Compliance with Laws. Sub-recipient shall comply with all applicable federal, state, and local laws,
regulations, and ordinances when doing the work required by this Contract. Sub-recipient shall require sub-
contractors to similarly comply with all applicable federal, state, and local laws, regulations, and ordinances
when doing the work required by this Contract.
C. Insurance. Sub-recipient agrees to comply with the insurance requirements as set forth below:
1. General. Sub-recipient must procure and maintain, during the period of performance of this contract,
and for twelve (12) months after completion, policies of insurance from insurance companies to protect
against claims for injuries to persons or damages to property that may arise from or in connection with
the performance of the work under the contract and the results of that work by the Contractor, its
agents, representatives, employees, volunteers, or subcontractors and provide documentation of same
prior to commencement of work.
2. Minimum Scope of Insurance. Coverage must be at least as broad as:
(a) CGL. Insurance Services Office Commercial General Liability coverage (occurrence Form
CG0001).
(b) Auto. Insurance Services Office Form Number CA 0001 covering Automobile Liability, Code 1
(any auto).
(c) WC. Workers’ Compensation insurance as required by the State of California and Employer’s
Liability Insurance.
(d) E&O. Professional Liability or Errors & Omissions Liability insurance appropriate to the
Consultant’s profession. Architects’ and Engineers’ coverage is to be endorsed to include
contractual liability.
3. Minimum Limits of Insurance. Sub-recipient must maintain limits no less than those included in the table
below:
i. General Liability: (Including
operations, products and
completed operations, as
applicable)
$1,000,000 per occurrence for bodily injury, personal injury, (including
death), and property damage. If Commercial General Liability insurance
with a general aggregate limit is used, either the general aggregate limit
must apply separately to this project/location or the general aggregate
limit must be twice the required occurrence limit.
ii. Automobile Liability: $1,000,000 per accident for bodily injury, including death, and property
damage.
iii. Workers’ Compensation
Employer’s Liability:
Statutory
$1,000,000 each accident
$1,000,000 disease-policy limit
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$1,000,000 disease-each employee
iv. Professional Liability or
Errors & Omissions Liability:
$1,000,000 each occurrence
4. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to
and approved by the City. At the option of the City, either the insurer will reduce or eliminate such
deductibles or self-insured retentions as they pertain to the Indemnified Parties; or the Sub-recipient
will provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related
investigations, claim administration, and defense expenses.
5. Other Insurance Provisions. The general liability, automobile liability, and where appropriate, the
worker’s compensation policies are to contain, or be endorsed to contain, the following provisions:
(a) Additional Insureds. The Indemnified Parties are to be named as additional insureds with respect
all policies of insurance, including those with respect to liability arising out of automobiles owned,
leased, hired or borrowed by or on behalf of the Contractor, where applicable, and, with respect to
liability arising out of work or operations performed by or on behalf of the Contractor, including
providing materials, parts or equipment furnished in connection with such work or operations. The
general liability additional insured coverage must be provided in the form of an endorsement to the
Contractor’s insurance using ISO CG 2010 (11/85) or its equivalent. Specifically, the endorsement
must not exclude Products/Completed Operations coverage.
(b) Primary Insurance. The Contractor’s General Liability insurance coverage must be primary
insurance as it pertains to the Indemnified Parties. Any insurance or self-insurance maintained by
the Indemnified Parties is wholly separate from the insurance of the Sub-recipient and in no way
relieves the Sub-recipient from its responsibility to provide insurance.
(c) Cancellation. The insurance policies required must be endorsed to state that coverage will not be
canceled by either party, except after thirty (30) days’ prior written notice to the City by certified
mail, return receipt requested. The words “will endeavor” 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 all certificates.
(d) Active Negligence. Coverage shall not extend to any indemnity coverage for the active negligence
of the additional insureds in any case where an agreement to indemnify the additional insured
would be invalid under Subdivision (b) of Section 2782 of the Civil Code.
(e) Waiver of Subrogation. Sub-recipient insurer will provide a Waiver of Subrogation in favor of the
City for each required policy providing coverage for the term required by this contract.
6. Claims Forms. If General Liability, Pollution and/or Asbestos Pollution Liability and/or Errors & Omissions
coverage are written on a claims-made form:
(a) Retro Date. The “Retro Date” must be shown, and must be before the date of the contract
or the beginning of the contract work.
(b) Maintenance and Evidence. Insurance must be maintained and evidence of insurance must
be provided for at least five (5) years after completion of the contract work.
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(c) Cancellation. If coverage is canceled or non-renewed, and not replaced with another
claims-made policy form with a “Retro Date” prior to the contract effective date, the Sub-
recipient must purchase “extended reporting” coverage for a minimum of five (5) years
after completion of contract work.
(d) Copies. A copy of the claims reporting requirements must be submitted to the City for
review.
7. Acceptability of Insurers. Insurance is to be placed with licensed insurers admitted to transact business
in the State of California with a current A.M. Best’s rating of no less than A V. If insurance is placed
with a surplus lines insurer, insurer must be listed on the State of California List of Eligible Surplus
Lines Insurers (“LESLI”) with a current A.M. Best’s rating of no less than A X. Exception may be made
for the State Compensation Fund when not specifically rated.
8. Verification of Coverage. Sub-recipient shall furnish the City with original certificates and amendatory
endorsements affecting coverage required by Article I, section C. The endorsements should be on
insurance industry forms, provided those endorsements or policies conform to the contract
requirements. All certificates and endorsements are to be received and approved by the City before
work commences. The City reserves the right to require, at any time, complete, certified copies of all
required insurance policies, including endorsements evidencing the coverage required by these
specifications.
9. Subcontractors. Sub-recipient must include all subcontractors as insureds under its policies or furnish
separate certificates and endorsements for each subcontractor. All coverage for subcontractors is
subject to all of the requirements included in these specifications.
10. Not a Limitation of Other Obligations. Insurance provisions under this Article shall not be construed to
limit the Consultant’s obligations under this contract, including Indemnity.
ARTICLE II. CITY OBLIGATIONS
A. Compensation.
1. Amounts. City shall reimburse Sub-recipient for the costs it incurs for work performed under this
contract not to exceed a maximum reimbursement of $«Funding_Recommended». Sub-recipient shall
not submit claims to the City nor shall City reimburse Sub-recipient for costs for which Sub-recipient is
reimbursed from a source other than the funds allocated for work under this contract.
2. Limitation. With regard to compensation stated in Article II, section A.1, above, Sub-recipient may be
reimbursed only to the extent and in the amounts that funds have been made available pursuant to
applications for Federal assistance. No City funds in excess of those provided by the Federal government
under such applications may be the source of reimbursement under this Contract.
3. Compensation Schedule. Sub-recipient shall not incur expenditures to be claimed for reimbursement
prior to the Effective Date, indicated above. City shall then pay Sub-recipient quarterly progress
payments upon certification and submittal by Sub-recipient of a statement of actual expenditures
incurred, provided, however, that not more than 90% of the total agreed compensation will be paid
during the performance of this contract. The balance due shall be paid upon certification by Sub-
recipient that all of the required services have been completed. Payment by City is not to be construed
as final in the event HUD disallows reimbursement for the project or any portion thereof. The 10%
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retention will not apply to acquisition or service contracts.
a. Claim Due Dates. Contractor shall submit quarterly claims to the City by the deadlines listed below
in order to meet HUD’s strict expenditure standards:
1st Quarter (July 1-September 30): Due October 15
2nd Quarter (October 1 - December 31): Due January 15
3rd Quarter (January1 - March 31): Due April 15
4th Quarter (April 1 – June 30): Due July 15
Failure to submit claims by these deadlines may result in recapturing of the grant funds. Any extension
requests must be approved by all parties. However, costs must be incurred prior to June 30, 2023 and
said extension shall be within the City’s Finance Department’s Fiscal Year End processing deadline.
4. Indirect Costs. If indirect costs are charged, the Sub-recipient will develop an indirect cost allocation
plan for determining the appropriate Sub-recipient’s share of administrative costs and shall submit such
plan to the City for approval.
5. Expenditure Standard. In order to insure effective administration and performance of approved CDBG
Projects and to meet HUD performance standards, Sub-recipient agrees that it shall expedite
implementation of the Project described herein expending all contracted funds within the term of the
contract. In the event that reasonable progress has not been made and all funds are not expended
within the term period, the City shall notify the Sub-recipient of the expenditure and implementation
deficiency. Sub-recipient will have a total of 60 days from the date of the City’s written notification to
correct the deficiency. If the deficiency is not corrected within that time, Sub-recipient agrees that the
City may reallocate the amount of the expenditure deficiency. Sub-recipient understands City may not
reimburse project expenses that are outside the contract term.
6. Budget Adjustments. In order to insure effective administration and performance of approved CDBG
Projects and to meet HUD performance standards, Sub-recipient agrees to submit budget adjustments
for City approval. City will consult its Citizen Participation Plan prior to approving said amendment.
Budget Adjustments received after June 1, 2023 will not be considered.
ARTICLE III. ETHICS
A. Financial Interests of Contractor
1. Disclosure Required. Sub-recipient is required make the disclosures detailed in Attachment “C” -
Statement . Sub-recipient may also be designated as a “Consultant” for the purposes of the Political
Reform Act (“PRA”) conflict of interest and disclosure provisions by the City, and shall report economic
interests as required by the City to the City Clerk on the required Statement of Economic Interests (“SEI”)
in such reporting categories as required by the City or the City Attorney, thereby becoming an “FPPC
filer.”
2. No Participation in Decision. Regardless of whether Sub-recipient is designated as an FPPC Filer, Sub-
recipient shall not make, or participate in making or in any way attempt to use Sub-recipient’s position
to influence a governmental decision in which Sub-recipient knows or has reason to know Sub-recipient
has a financial interest other than the compensation promised by this contract.
3. Search to Determine Economic Interests. Regardless of whether Sub-recipient is designated as an FPPC
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Filer, Sub-recipient warrants and represents that Sub-recipient has diligently conducted a search and
inventory of Sub-recipient's economic interests, as the term is used in the regulations promulgated by
the Fair Political Practices Commission, and has determined that Sub-recipient does not, to the best of
Sub-recipient’s knowledge, have an economic interest which would conflict with Sub-recipient’s duties
under this contract.
4. Promise Not to Acquire Conflicting Interests. Regardless of whether Sub-recipient is designated as an
FPPC Filer, Sub-recipient further warrants and represents that Sub-recipient will not acquire, obtain, or
assume an economic interest during the term of this contract which would constitute a conflict of
interest as prohibited by the Fair Political Practices Act.
5. Duty to Advise of Conflicting Interests. Regardless of whether Sub-recipient is designated as an FPPC
Filer, Sub-recipient further warrants and represents that Sub-recipient will immediately advise the City
Attorney of City if Sub-recipient learns of an economic interest of Sub-recipient’s that may result in a
conflict of interest for the purpose of the Fair Political Practices Act, and regulations promulgated there
under.
6. Specific Warranties Against Economic Interests. Sub-recipient warrants, represents and agrees:
(a) That neither Sub-recipient, nor immediate family members, nor Sub-recipient’s employees or agents
("Sub-recipient Associates") presently have any interest, directly or indirectly, whatsoever in any
property which may be the subject matter, or in any property within 2 radial miles from the exterior
boundaries of any property which may be the subject matter ("Prohibited Interest"), other than as listed
on the SEI, if one was required.
(b) That no promise of future employment, remuneration, consideration, gratuity or other reward or
gain has been made to Sub-recipient or Sub-recipient’s Associates in connection with Sub-recipient’s
performance of this contract. Sub-recipient promises to advise City of any such promise that may be
made during the term of this contract, or for twelve months thereafter.
(c) That Sub-recipient Associates shall not acquire any such Prohibited Interest within the term of this
contract, or for twelve months after the expiration of this contract, except with the written permission
of City.
(d) That Sub-recipient may not conduct or solicit any business for any party to this contract, or for any
third party that may be in conflict with Sub-recipient’s responsibilities under this contract, except with
the written permission of City.
ARTICLE IV. INDEMNIFICATION
A. Defense, Indemnity, and Hold Harmless.
1. General Requirement. The City, including its elected and appointed officers, agents, employees, and
volunteers (collectively the “Indemnified Parties”) shall not be liable for, and Sub-recipient shall defend
and indemnify the Indemnified Parties, against any and all injury to person, including death and
dismemberment, or property (real or personal), claims, deductibles, self-insured retentions, demands,
liability, judgments, awards, fines, mechanics’ liens or other liens, labor disputes, losses, damages,
expenses, charges or costs of any kind or character, including attorneys’ fees and court costs
(collectively, “Claims”), which arise out of or are in any way connected with the work covered by this
contract arising either directly or indirectly from any act, error, omission or negligence of Sub-recipient
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or its officers, employees, agents, volunteers, contractors, licensees or servants, including without
limitation, Claims caused by the concurrent act, error, omission or negligence, whether active or
passive, of the Indemnified Parties. However, Sub-recipient shall have no obligation to defend or
indemnify City from a Claim if it is determined by a court of competent jurisdiction that such Claim was
caused by the sole negligence or willful misconduct of the Indemnified Parties.
2. Additional Requirement. Sub-recipient and its successors, assigns, and guarantors, if any, jointly and
severally agree to indemnify, defend (with counsel selected by City), reimburse, and hold the
Indemnified Parties harmless from any claims, judgments, damages, penalties, fines, costs, liabilities
(including sums paid in settlement of claims), or loss, including attorneys’ fees, consultants’ fees, and
experts’ fees which arise during or after the contract term for any losses incurred in connection with
investigation of site conditions, or any cleanup, remedial, removal or restoration work required by any
hazardous materials laws because of the presence of hazardous materials, in the soil, ground water or
soil vapors on the premises (hereinafter, “Premises”), and the release or discharge of hazardous
materials by Sub-recipient during the course of any alteration or improvements of the Premises of Sub-
recipient, unless hazardous materials are present solely as a result of the gross negligence or willful
misconduct of the Indemnified Parties. The indemnification provided by this section shall also
specifically cover costs incurred in responding to:
(a) Hazardous materials present or suspected to be present in the soil, ground water to or under
the Property before the Commencement date;
(b) Hazardous materials that migrate, flow, percolate, diffuse, or in any way move on to or under
the Property following the Commencement Date; or
(c) Hazardous materials present on or under the Property as a result of any discharge, release,
dumping, spilling (accidental or otherwise), onto the Property during or after the Term of this
contract by any person, corporation, partnership or entity other than City.
The foregoing environmental indemnities shall survive the expiration or termination of the contract,
any or any transfer of all or any portion of the Premises, or of any interest in this contract, and shall be
governed by the laws of the State of California.
3. Costs of Defense and Award. Included in the obligations to defend indemnify and hold harmless, above,
is the Sub-recipient obligation to defend, at Sub-recipient’ s own cost, expense and risk, any and all
aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against
the Indemnified Parties. Sub-recipient shall pay and satisfy any judgment, award or decree that may
be rendered against the Indemnified Parties, for any and all legal expense and cost incurred by each of
them in connection therewith.
4. Insurance Proceeds. Sub-recipient obligation to indemnify shall not be restricted to insurance proceeds,
if any, received by the Indemnified Parties.
5. Declarations. Sub-recipient’s obligations under Article IV shall not be limited by any prior or subsequent
declaration by the Sub-recipient.
6. Enforcement Costs. Sub-recipient agrees to pay any and all costs City incurs enforcing the indemnity
and defense provisions set forth in Section Article IV.
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7. Survival. The foregoing indemnities shall survive the expiration or termination of the contract any or
any transfer of all or any portion of the Premises, or of any interest in this contract and shall be governed
by the laws of the State of California.
ARTICLE V. TERMINATION OF CONTRACT
A. Termination for Convenience. Either party may terminate this contract after thirty (30) days’ written notice
of intent to terminate has been given to the other party. However, no notice of termination given by Sub -
recipient shall be effective unless HUD has agreed to release City from its obligations pursuant to the Project.
If the contract is terminated under this paragraph, all finished and unfinished documents and other
materials described herein (including, but not limited to items discussed in Attachment “B”) shall, at the
option of the City, become City's sole and exclusive property. If the contract is terminated by City under this
paragraph, Sub-recipient shall be entitled to receive just and equitable compensation, in an amount based
on available funds under the CDBG Program or the Project, but not to exceed that payable under this
contract, for any satisfactory work completed to the effective date of such termination. Sub-recipient
hereby expressly waives any and all claims for damages or compensation arising under this contract except
as set forth herein.
B. Automatic Termination. This contract shall terminate at the discretion of the City if the United States
Government terminates the CDBG Program or the Project. City shall provide written notice to Sub-recipient
of the intent to terminate under such grounds. In that event, all finished and unfinished documents and
other materials described herein (including but not limited to items discussed in Attachment “B”) shall, at
the option of the City, become City's sole and exclusive property. If the contract is terminated by City as
provided in this paragraph, Sub-recipient shall be entitled to receive just and equitable compensation, in an
amount based on available funds under the CDBG Program or the Project, but not in an amount to exceed
that payable under this contract, for any satisfactory work completed to the effective date of such
termination. Sub-recipient hereby expressly waives any and all claims for damages or compensation arising
under this Agreement except as set forth herein.
C. Termination of Contract for Cause. Sub-recipient and City recognize that the City is the governmental entity
which executed the grant agreement received pursuant to the City’s application and that City is responsible
for the proper performance of the Project. If Sub-recipient fails to fulfill in a timely and proper manner its
obligations under this contract to undertake, conduct or perform the Project identified in this contract, or
if Sub-recipient violates any state laws or regulations or local ordinances or regulations applicable to
implementation of the Project, or if Sub-recipient violates any provisions of this contract, City shall have the
right to terminate this contract by giving at least five days written notice to Sub-recipient of the effective
date of termination. Even if City terminates the contract, Sub-recipient shall remain liable to City for all
damages sustained by City due to Contractor’s failure to fulfill any provisions of this contract, and City may
withhold any reimbursement payments from Sub-recipient for the purpose of set-off until the exact amount
of damages due to City from Sub-recipient is determined. Sub-recipient hereby expressly waives any and
all claims for damages for compensation arising under this contract except as set forth in this section in the
event of such termination.
ARTICLE VI. RECORDS RETENTION AND ACCESS
A. Records and Reports. The Sub-recipient shall maintain records and make such reports as required by the
City of Chula Vista, to enable the City to analyze Sub-recipient’s project. All records of the Sub-recipient
related to this contract or work performed under the contract shall be open and available for inspection by
HUD and/or City monitors and auditors during normal business hours.
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B. Retention. The Sub-recipient shall retain all financial records, supporting documents, statistical records,
and all other records pertinent to the contract for a period of five (5) years. The retention period begins on
the date of the submission of the Grantee’s annual performance and evaluation report to HUD in which the
activities assisted under the contract are reported on for the final time. Notwithstanding the above, if there
is litigation, claims, audits, negotiations or other actions that involve any of the records cited and that have
started before the expiration of the five-year period, then such records must be retained until completion
of the actions and resolution of all issues, or the expiration of the five-year period, whichever occurs later.
C. Data. The Sub-recipient shall maintain data demonstrating eligibility (low-moderate locations) for services
provided. Such data shall include, but not be limited to exact location of the work performed, and a
description of service provided. Such information shall be made available to City monitors or their designees
for review upon request.
D. Disclosure. The Sub-recipient understands that client information collected under this contract is private
and the use or disclosure of such information, when not directly connected with the administration of the
City’s or Sub-recipient’s responsibilities with respect to services provided under this contract, is prohibited
by federal privacy laws unless written consent is obtained from such person receiving service and, in the
case of a minor, that of a responsible parent/guardian.
E. Quarterly Reports/Consolidated Annual Performance Evaluation Report (CAPER). Contractor shall provide
the City with a quarterly report, submitted no later than fifteen (15) days after the last day of the previous
quarter, which includes a narrative of the services provided, progress towards meeting the timeline goals
stated in the contract, and an itemized accounting of the expenditures of CDBG funds during the previous
quarter, and number of unduplicated clients served. In addition, Contractor will submit an annual CAPER
report. Failure to submit quarterly reports and CAPER report in a timely manner will result in withholding
of CDBG funds until the report has been submitted. Evidence of match must be submitted with each
quarterly and annual report (CAPER).
a. Due Dates.
1st Quarter (July 1-September 30): Due October 15
2nd Quarter (October 1 - December 31): Due January 15
3rd Quarter (January1 - March 31): Due April 15
4th and Final (April 1 – June 30): Due July 15
ARTICLE VII. PROJECT COMPLETION, AUDIT, AND CLOSEOUT
A. Project Completion. Within ninety (90) calendar days following Project completion or termination by City,
Sub-recipient agrees to submit a final certification of Project expenses and audit reports, as applicable.
B. Audit of Consultants. Sub-recipient agrees to perform financial and compliance audits the City may require.
The Sub-recipient also agrees to obtain any other audits required by City. Sub-recipient agrees that Project
closeout will not alter Sub-recipient’s audit responsibilities.
C. Project Closeout. Project closeout occurs when City notifies the Sub-recipient that City has closed the
Project, and either forwards the final payment or acknowledges that the Sub-recipient has remitted the
proper refund. The Sub-recipient agrees that Project closeout by City does not invalidate any continuing
requirements imposed by the contract or any unmet requirements set forth in a written notification from
City.
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ARTICLE VIII. MISCELLANEOUS PROVISIONS
A. Contract Administration. The City Manager or designee, shall administer this contract on behalf of the City.
The Executive Director shall administer this contract on behalf of the Sub-recipient. Within a reasonable
time after the City makes a request, Sub-recipient shall give the City progress reports or other
documentation as required by the City’s Contract Administrator to audit Contractor’s performance of this
contract.
B. Term. The term of this contract shall start on the 1st day of July, 2023 and shall continue in effect until
terminated as provided herein or until Sub-recipient has carried out all its obligations under the contract.
Services of the Sub-recipient shall start on the issuance date of the Notice to Proceed from the City of Chula
Vista and end on the 30th day of June 20243. The term of this Agreement shall not be extended. Any
remaining project funds not invoiced or expended during the deadlines included in this agreement will be
recaptured.
C. Actions on Behalf of the City. Except as City may specify in writing, Sub-recipient shall have no authority,
express or implied, to act on behalf of City in any capacity whatsoever, as an agent or otherwise. Sub-
recipient shall have no authority, express or implied, to bind City or its members, agents, or employees, to
any obligation whatsoever, unless expressly provided in this Agreement.
D. No Obligations to Third Parties. In connection with the Project, Sub-recipient agrees and shall require that
it’s agents, employees, subcontractors agree that the City shall not be responsible for any obligations or
liabilities to any third party, including its agents, employees, subcontractors, or other person or entity that
is not a party to this contract. Notwithstanding that the City may have concurred in or approved any
solicitation, subcontract, or third party contract at any tier, neither City shall have any obligations or
liabilities to such other party.
E. Administrative Claims Requirements and Procedures. No suit or arbitration shall be brought arising out of
this contract, against the City unless a claim has first been presented in writing and filed with the City and
acted upon by the City in accordance with the procedures set forth in Chapter 1.34 of the Chula Vista
Municipal Code, as same may from time to time be amended, the provisions of which are incorporated by
this reference as if fully set forth herein, and such policies and procedures used by the City in the
implementation of same. Upon request by City, Sub-recipient shall meet and confer in good faith with City
for the purpose of resolving any dispute over the terms of this Agreement.
F. Attorney’s Fees. Should a dispute arising out of this contract result in litigation, it is agreed that the
prevailing party shall be entitled to a judgment against the other for an amount equal to reasonable
attorney's fees and court costs incurred. The "prevailing party" shall be deemed to be the party who is
awarded substantially the relief sought.
G. Capacity of Parties. Each signatory and party hereto hereby warrants and represents to the other party
that it has legal authority and capacity and direction from its principal to enter into this contract, and that
all resolutions or other actions have been taken so as to enable it to enter into this contract.
H. Governing Law/Venue. This contract shall be governed by and construed in accordance with the laws of
the State of California. Any action arising under or relating to this contract shall be brought only in the
federal or state courts located in San Diego County, State of California, and if applicable, the City of Chula
Vista, or as close thereto as possible. Venue, to the extent permitted by law, for this contract, and
performance hereunder, shall be the City of Chula Vista.
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I. Audit Costs. Sub-recipient shall reimburse City for all costs incurred to investigate and audit Contractor’s
performance of its duties under the Contract if Sub-recipient is subsequently found to have violated the
terms of the contract. Reimbursement shall include all direct and indirect expenditures incurred to conduct
the investigation or audit. City may deduct all such costs from any amount due Sub -recipient under this
contract.
J. Precedence. This contract constitutes the entire agreement of the parties and supersedes any previous oral
or written understandings or contracts related to the matters covered herein. This contract may not be
modified except by written amendment executed by each party.
K. Acknowledgement of Funding. Sub-recipient shall identify the City of Chula Vista as the source of funding,
or, if applicable, one of the sources of funding in public announcements that are made regarding the Project.
Acknowledgement of the City’s funding roles, for example, should be included in publicity materials related
to the Project. In addition, Sub-recipient agrees that the City shall be apprised of any special events linked
to the Project so that a review can be made on what role, if any, the City would assume.
L. No Waiver. No failure, inaction, neglect or delay by City in exercising any of its rights under this Contract
shall operate as a waiver, forfeiture or abandonment of such rights or any other rights under this Contract.
M. Notice. Any notice or notices required or permitted to be given pursuant to this contract shall be personally
served by the party giving notice or shall be served by certified mail. Notices shall be sufficient if personally
served on or if sent by certified mail, postage prepaid, addressed to:
Contractor:
City:
«Agency_Legal_Name»
«Agency_Address__Street_Address»
«Agency_Address__City», CA
«Agency_Address__Zip_Code»
City of Chula Vista
Housing Division
276 Fourth Avenue
Chula Vista, CA 91910
IN WITNESS WHEREOF, the Consultant and City have executed this contract as of the date first written above.
CITY OF CHULA VISTA
Maria V. Kachadoorian,
City of Chula Vista City Manager
APPROVED AS TO FORM
Jill D.S. Maland
Lounsbery Ferguson Altona & Peak
Acting City Attorney
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«Agency_Legal_Name»
DUNS ID: «DUNS»
«Signator», «Signator_Title»
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ATTACHMENT “A”
2022 AREA MEDIAN INCOME LIMITS
(San Diego-Carlsbad, CA MSA)
$ 106,900
FAMILY SIZE
80% of AMI
Low Income
60% of AMI
Very Low Income
50% of AMI
Very Low Income
30% of AMI
Extremely Low Income
1 72,900 54,660 45,550 27,350
2 83,300 62,460 52,050 31,250
3 93,700 70,260 58,550 35,150
4 104,100 78,060 65,050 39,050
5 112,450 84,360 70,300 42,200
6 120,800 90,600 75,500 45,300
7 129,100 96,840 80,700 48,450
8 137,450 103,080 85,900 51,550
Source: County of San Diego (https://www.sandiegocounty.gov/content/sdc/sdhcd/rental-assistance/income-limits-ami.html)
As a reference, a screenshot of the required HUD Integrated Disbursement Information System
reporting screen is included below. The income data is broken down into distinct income categories
including a non-low/moderate category.
: 0-30% AMI
: 30.1%-50% AMI
: 50.1-80% AMI
: 80.1%+ AMI
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2023-2024 ESG Contract
Page 1 of 15
CONTRACT
FOR
MANAGEMENT AND IMPLEMENTATION
OF AN
EMERGENCY SOLUTIONS GRANT PROJECT
[PROJECT NAME] 2023-2024
This Contract numbered 0000 is entered into by and between [ORGANIZATION] (“Contractor”) and the City of
Chula Vista (“City”) on July 1, 2023.
RECITALS
WHEREAS, there has been enacted the Emergency Shelter Grants (“ESG”) Program contained in subtitle B of
Title IV of the Stewart B. McKinney Homeless Assistance Act (the “Act”, 42 U.S.C. 11361, et seq.). The ESG
Program authorizes the Secretary, U.S. Department of Housing and Urban Development (“HUD”), to make
grants to States, units of general local government, territories, and Indian Tribes for the rehabilitation or
conversion of buildings for use as emergency shelter for the homeless; for payment of certain operating
expenses and essential services in connection with emergency shelters for the homeless; and for homeless
prevention activities;
WHEREAS, on May 20, 2009, the President signed into law ”An Act to Prevent Mortgage Foreclosures and
Enhance Mortgages Credit Availability” which became Public Law . 111-22. This new law implements a variety
of new measures directed toward keeping individuals and families from losing their homes. Division B of this
new law is the Homeless Emergency Assistance and Rapid Transition to the Housing Act 2009 (HEARTH Act),
which consolidates and amends the three separate homeless assistance programs carried out under title IV of
the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11371 et seq);
WHERAS, the HEARTH Act amendments to the McKinney-Vento Act contains provisions requiring coordination,
collaboration, and consultation between Continuums of Care and ESG State and local government recipients;
WHEREAS, the HEARTH Act, renames the former Emergency Shelter Grant program to the Emergency Solutions
Grant program to broaden existing emergency shelter and homelessness prevention activities to add rapid
refocusing activities;
WHEREAS, the Catalog of Federal Assistance for the Emergency Solutions Grant program is 14.231;
WHEREAS, the HEARTH Act also codifies in law and enhances the Continuum of Care planning process, the
coordinated response to addressing the needs of homelessness established administratively by HUD in 1995;
WHEREAS, City of Chula Vista is authorized to apply for and accept ESG funds and assist in the undertaking of
ESG activities;
WHEREAS, City incorporated the Contractor’s proposal for the project described in Attachment “A” hereof (the
“Project”) into the City’s Community Development Block Grant/HOME Investment Partnership/Emergency
Solutions Grant Annual Funding Plan (“AFP”) which was submitted to HUD;
WHEREAS, Chula Vista City Council approved the Project on XXXX XX, 2023 and HUD has approved the City’s
AFP for the ESG funds; and
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WHEREAS, Contractor warrants and represents that they are experienced and staffed in a manner such that
they are and can deliver the services required of Contractor to City within the time frames herein provided all
in accordance with the terms and conditions of this Agreement.
NOW, THEREFORE, BE IT RESOLVED that the City and Contractor do hereby mutually agree as follows:
All of the Recitals above are hereby incorporated into this Agreement.
ARTICLE I. CONTRACTOR OBLIGATIONS
A. General.
1. Work to be Performed. Contractor shall implement the Project described in Attachment “A” hereof (the
“Scope of Work”) fully in accordance with the term of the AFP approved by the City and submitted to HUD
in its application for funds to carry out the Project and the certifications which were submitted concurrently
with the AFP (“Certifications”). The AFP and Certifications form is hereby incorporated by reference into this
contract fully as if set forth herein. Contractor shall also undertake the same obligations to the City that the
City has undertaken to HUD pursuant to said AFP and Certifications. Contractor’s obligations include, but are
not limited to, compliance with the current and most up-to-date version of each of the following:
(a) The ESG Program contained in subtitle B of Title IV of the Stewart B. McKinney Homeless Assistance Act
(42 U.S.C. 11361, et seq.) as amended;
(b) The Homeless Emergency Assistance and Rapid Transition to Housing Act of 2009 (HEARTH Act);
(c) HUD regulations relating to ESG Program (24 CFR Part 576), as amended;
(d) HUD regulations relating to environmental review procedures for the ESG Program (24 CFR 576.57,
subd. (e));
(e) Title VI of the Civil Rights Act of 1964 (42 USC § 2000d); Title VII of the Civil Rights Act of 1968 (Public
Law 88-352); Title VIII of the Civil Rights Act of 1968 (Fair Housing Act, 42 USC § 3601, et seq.); § 109 of
the Housing and Community Development Act of 1974; Executive Orders 11246 (equal employment
opportunity) and 11063 (non-discrimination), as amended by Executive Order 12259; and any HUD
regulations heretofore issued or to be issued to implement these authorities relating to civil rights;
(f) Section 3 of the Housing and Community Development Act of 1974, which includes:
(1) The work to be performed under this contract is subject to the requirements of section 3 of the
Housing and Urban Development Act of 1968, as amended (12 U.S.C. 1701u). The purpose of
section 3 is to ensure that employment and other economic opportunities generated by HUD
assistance or HUD-assisted projects covered by section 3, shall, to the greatest extent feasible,
be directed to low- and very low-income persons, particularly persons who are recipients of
HUD assistance for housing.
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(2) The parties to this contract agree to comply with HUD’s regulations in 24 CFR Part 135, which
implement section 3. As evidenced by their execution of this contract, the parties to this
contract certify that they are under no contractual or other impediment that would prevent
them from complying with the Part 135 regulations.
(3) The contractor agrees to send to each labor organization or representative of workers with
which the contractor has a collective bargaining contract or other understanding, if any, a notice
advising the labor organization or workers’ representative of the contractor’s commitments
under this section 3 clause, and will post copies of the notice in conspicuous places at the work
site where both employees and applicants for training and employment positions can see the
notice. The notice shall describe the section 3 preference, shall set forth minimum number and
job titles subject to hire, availability of apprenticeship and training positions, the qualifications
for each; and the name and location of the person(s) taking applications for each of the
positions; and the anticipated date the work shall begin.
(4) Contractor shall include the section 3 clause in every subcontract subject to compliance with
regulations in 24 CFR Part 135, and shall take appropriate action, as provided in an applicable
provision of the subcontract or in this section 3 clause, upon a finding that the subcontractor is
in violation of the regulations in 24 CFR Part 135. Contractor will not subcontract with any
subcontractor where the contractor has notice or knowledge that the subcontractor has been
found in violation of the regulations in 24 CFR Part 135.
(5) Contractor will certify that any vacant employment positions, including training positions, that
are filled (1) after the contractor is selected but before the contract is executed, and (2) with
persons other than those to whom the regulations of 24 CFR Part 135 require employment
opportunities to be directed, were not filled to circumvent Contractor’s obligations under 24
CFR part 135.
(6) Noncompliance with HUD’s regulations in 24 CFR Part 135 may result in sanctions, termination
of this contract for default, and debarment or suspension from future HUD assisted contracts.
(7) With respect to work performed in connection with section 3 covered Indian housing assistance,
section 7(b) of the Indian Self-Determination and Education Assistance Act (25 U.S.C. 450e) also
applies to the work to be performed under this contract. Section 7(b) requires that to the
greatest extent feasible (i) preference and opportunities for training and employment shall be
given to Indians, and (ii) preference in the award of contracts and subcontracts shall be given
to Indian organizations and Indian-owned Economic Enterprises. Parties to this contract that
are subject to the provisions of section 3 and section 7(b) agree to comply with section 3 to the
maximum extent feasible, but not in derogation of compliance with section 7(b);
(g) The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, 42 USC § 4601,
and implementing regulations at 49 CFR Part 24;
(h) Office of Management and Budget Circular A-122 entitled “Cost Principles for Non-Profit
Organizations”; Office of Management and Budget Circular A-133 entitled “Audits of States, Local
Governments, and Non-Profit Organizations” and with Office of Management and Budget Circular A-
110 entitled “Uniform Administrative Requirements for Grants and Agreements with Institutions of
Higher Education, Hospitals, and Other Non-Profit Organizations”;
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(i) 24 CFR 576.51, which requires each grantee to match the funding provided by HUD as set forth in 42
U.S.C. 11375;
(j) 24 CFR 576.53 concerning use of community facilities as an emergency shelter;
(k) The following laws and regulations relating to preservation of historic places: National Historic
Preservation Act of 1966 (Public Law 89-665); the Archeological and Historical Preservation Act of 1974
(Public Law 93-291); and Executive Order 11593;
(l) The Labor Standards Regulations set forth in 24 CFR 570.603;
(m) The Architectural Barriers Act of 1968 (42 U.S.C. § 4151, et seq.);
(n) The Hatch Act relating to the conduct of political activities (Chapter 15 of Title 5, U.S.C.);
(o) The Flood Disaster Protection Act of 1974 (42 USC § 4106 and the implementing regulations in 44 CFR
parts 59 through 79;
(p) The Rehabilitation Act of 1973 (Public Law 93-112) as amended, including Section 504 which relates to
nondiscrimination in federal programs and HUD regulations set forth in 24 CFR Part 8;
(q) The Clean Air Act (42 U.S.C. § 7401, et seq.) and the Federal Water Pollution Control Act, as amended
(33 U.S.C. § 1251, et seq.) and the regulations adopted pursuant thereto (40 CFR, Part 6);
(r) The Drug-Free Workplace Act of 1988 (Public Law 100-690);
(s) No member, officer or employee of the Contractor, or its designee or agents, no member of the
governing body of the locality in which the program is situated, and no other public official of such
locality or localities who exercises any functions or responsibilities with respect to the program during
his/her tenure or for one year thereafter, shall have any interest, direct, or indirect, in any contract or
subcontract, or the process thereof, for work to be performed in connection with the program assisted
under the Grant, and that it shall incorporate, or cause to be incorporated, in all such contracts or
subcontracts a provision prohibiting such interest pursuant to the purposes of this certification;
(t) Contractor certifies, that in accordance with Section 319 of Public Law 101-121, to the best of his or her
knowledge and belief that:
(1) No federal appropriated funds have been paid or will be paid, by or on behalf of the
undersigned, to any person for influencing or attempting to influence an officer or employee of
any agency, a member of Congress, an officer or employee of Congress, in connection with the
awarding of any federal contract, the making of any federal grant, the making of any federal
loan, the entering into of any cooperative contract, and the extension, continuation, renewal,
amendment, or modification of any federal contract, grant, loan, or cooperative contract.
(2) If any funds other than federal appropriated funds have been paid or will be paid to any person
for influencing or attempting to influence an officer or employee of any agency, a member of
Congress, or an employee of a member of Congress in connection with this federal contract,
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grant, loan, or cooperative contract, the undersigned shall complete and submit Standard Form-
LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions;
(u) The American’s with Disabilities Act (42 U.S.C. sec. 4151. et. seq.);
(v) Contractor shall comply with and make good faith and reasonable efforts to carry out the purposes of
Executive Order 12166 relating to “Improving Access to Services by Persons with Limited English
Proficiency (“LEP”);
(w) Contractor shall comply with and make good faith and reasonable efforts to carry out the purposes of
Executive Orders 12432 and 11625 related to participation in federal programs by Minority Business
Enterprises (“MBE”) and Executive Order 12138 related to participation in federal programs by
Women’s Business Enterprises (“WBE”);
(x) Contractor shall hold City of Chula Vista, its elected or appointed officers, officials, employees, agents,
and volunteers (collectively the “Indemnified Parties”) harmless and indemnify the Indemnified Parties
against any harm that it may suffer with respect to HUD on account of any failure on the part of the
Contractor to comply with the requirements of any such obligation;
(y) Contractor shall comply with Federal Funding Accountability and Transparency Act (FFAT) requirements
established by the Office of Management and Budget (OMB) concerning the Dun and Bradstreet Data
Universal Numbering System (DUNS), the Central Contractor Registration (CCR) database, and the
Federal Funding Accountability and Transparency Act, including Appendix A to Part 25 of the Financial
Assistance Use of Universal Identifier and Central Contractor Registration, 75 Fed. Reg.55671 (Sept. 14,
2010)(to be codified at 2 CFR part 25) and Appendix A to Part 170 of the Requirements for Federal
Funding Accountability and Transparency Act Implementation, 75 Fed. Reg. 55663 (Sept. 14, 2010)(to
be codified at 2 CFR part 170), including any subsequent amendments; and
(z) “Cost principles” as follows, but not limited to: 2 CFR part 200, subpart E, entitled “Cost Principles for
Non-Profit Organizations”; 2 CFR part 230 entitled “Cost Principles for Non-Profit Organizations”
(Circular A–122); and 2 CFR Part 225 entitled “Cost Principles for State, Local, and Indian Tribal
Governments” (OMB Circular A–87);
(aa) Monthly, or more often, Subrecipient must, without condition, pay the salaries of architects, draftsmen,
technical engineers and technicians performing work under this Contract. Such payments shall be made
without deduction or rebate, excepting only such payroll deductions as are mandatory by law or
permitted by applicable regulations issued by the Secretary of Labor pursuant to the "Anti-Kickback Act"
of June 13, 1937 (18 U.S.C., Section 874). Subrecipient shall comply with all applicable "Anti-Kickback"
regulations and shall insert appropriate provisions in all subcontracts covering work under this Contract
to insure compliance by subcontractors with such regulations. Subrecipient shall be responsible for the
submission of affidavits required of subcontractors under this Contract, except for such variations or
exemptions as the Secretary of Labor may specifically allow.
(bb) Subrecipient must comply with the provisions of the Contract Work Hours and Safety Standards Act
(40 U.S.C.§§ 3201-3708) and must cooperate with Agency in implementing and enforcing the provisions
of such Act. Among other requirements of the act, Subrecipient must pay not less than one and one-
half times the basic rate of pay for the work of Subrecipient's employee in excess of eight hours in one
day or forty hours in one week in the performance of this Contract. Subrecipient must insert appropriate
provisions in all subcontracts covering work under this Contract to insure compliance with such Act.
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Subrecipient must meet and cooperate with Agency's Labor Compliance officer to assure compliance
with such Act.
(cc) If, in the performance of this Contract, there is any underpayment of salaries by Subrecipient or by any
subcontractor, Agency must withhold from Subrecipient out of payments due to him any amount
sufficient to pay employees underpaid the difference between the salaries required under this Contract
to be paid and the salaries actually paid such employees for the total number of hours worked. The
amounts withheld shall be disbursed by Agency for and on account of Subrecipient or subcontractor to
the respective employees to whom they are due.
(dd) Claims and disputes pertaining to salary rates or to classification of architects, draftsmen, technical
engineers and technicians performing work under this Contract must be promptly reported in writing
by Subrecipient to Agency for the latter's decision which shall be final with respect thereto.
(ee) No person employed on the work covered by this Contract shall be discharged or in any way
discriminated against because he has filed any complaint or instituted or caused to be instituted any
proceeding or has testified or is about to testify in any proceeding under or relating to the labor
standards applicable to his employer under this Contract
(ff) The Subrecipient, shall, in the acquisition or improvement of real and personal property with funds
provided under this Contract, be subject to all applicable provisions of the Federal Requirements.
1) Any real property under Subrecipient’s control which was acquired or improved in
whole or in part with CDBG funds in excess of $25,000 must be either used to meet one of the
national objectives in 24 CFR §570.208 for five years after the expiration or termination of this
Contract, or disposed of in a manner that results in the Agency being reimbursed in the
amount of the current fair market value of the property less any portion of the value
attributable to expenditures of non-CDBG funds for acquisition of, or improvement to, the
property.
2) General property and procurement guidelines are contained in 24 CFR Part 570 and 2 CFR
Part 200.. In all cases in which personal property is sold, the proceeds shall be transferred to
Agency for the CDBG program or shall be Program Income, and, personal property not needed
by the Subrecipient shall be transferred to Agency for the CDBG program or shall be retained
by Subrecipient after compensating the Agency.
3) Real property shall be acquired in accordance with Title III, Uniform Relocation Assistance
and Real Property
Acquisition Policies Act of 1970 (at 24 CFR Part 42).
(gg) Travel costs may include expenses for transportation, lodging and subsistence and are only allowable
for employees who are in travel status on official business and approved as part of this contract or with
prior written approval and are specifically related to this contract. Costs must be considered reasonable
and do not exceed charges allowed by contractor’s Out of Town Travel Policy. See 2 CFR §200.474 for
additional information on travel costs and www.shra.org for the Out of Town Travel Policy.
The costs of entertainment, including amusement, diversion, and social activities and any associated
costs are unallowable, except where specific costs that might otherwise be considered entertainment
have a programmatic purpose and are authorized either in the approved budget for the Federal award
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or with prior written approval. All entertainment costs must comply with 2 CFR §200.438. In addition,
the costs of alcoholic beverages are not allowed under §200.423
B. Compliance with Laws. Contractor shall comply with all applicable federal, state, and local laws, regulations,
and ordinances when doing the work required by this Contract. Contractor shall require sub-contractors to
similarly comply with all applicable federal, state, and local laws, regulations, and ordinances when doing the
work required by this Contract.
C. Insurance. Contractor agrees to comply with the insurance requirements as set forth below:
1. General. Contractor must procure and maintain, during the period of performance of this contract, and
for twelve (12) months after completion, policies of insurance from insurance companies to protect against
claims for injuries to persons or damages to property that may arise from or in connection with the
performance of the work under the contract and the results of that work by the Contractor, its agents,
representatives, employees, volunteers, or subcontractors and provide documentation of same prior to
commencement of work.
2. Minimum Scope of Insurance. Coverage must be at least as broad as:
(a) CGL. Insurance Services Office Commercial General Liability coverage (occurrence Form CG0001).
(b) Auto. Insurance Services Office Form Number CA 0001 covering Automobile Liability, Code 1 (any
auto).
(c) WC. Workers’ Compensation insurance as required by the State of California and Employer’s Liability
Insurance.
(d) E&O. Professional Liability or Errors & Omissions Liability insurance appropriate to the Consultant’s
profession. Architects’ and Engineers’ coverage is to be endorsed to include contractual liability.
3. Minimum Limits of Insurance. Contractor must maintain limits no less than those included in the table
below:
i. General Liability:
(Including operations,
products and completed
operations, as
applicable)
$1,000,000 per occurrence for bodily injury, personal injury,
(including death), and property damage. If Commercial General
Liability insurance with a general aggregate limit is used, either the
general aggregate limit must apply separately to this project/location
or the general aggregate limit must be twice the required occurrence
limit.
ii. Automobile Liability: $1,000,000 per accident for bodily injury, including death, and
property damage.
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iii. Workers’ Compensation
Employer’s Liability:
Statutory
$1,000,000 each accident
$1,000,000 disease-policy limit
$1,000,000 disease-each employee
iv. Professional Liability or
Errors & Omissions
Liability:
$1,000,000 each occurrence
4. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to
and approved by the City. At the option of the City, either the insurer will reduce or eliminate such
deductibles or self-insured retentions as they pertain to the Indemnified Parties; or the Contractor will
provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related
investigations, claim administration, and defense expenses.
5. Other Insurance Provisions. The general liability, automobile liability, and where appropriate, the worker’s
compensation policies are to contain, or be endorsed to contain, the following provisions:
(a) Additional Insureds. The Indemnified Parties are to be named as additional insureds with respect all
policies of insurance, including those with respect to liability arising out of automobiles owned, leased, hired
or borrowed by or on behalf of the Contractor, where applicable, and, with respect to liability arising out of
work or operations performed by or on behalf of the Contractor, including providing materials, parts or
equipment furnished in connection with such work or operations. The general liability additional insured
coverage must be provided in the form of an endorsement to the Contractor’s insurance using ISO CG 2010
(11/85) or its equivalent. Specifically, the endorsement must not exclude Products/Completed Operations
coverage.
(b) Primary Insurance. The Contractor’s General Liability insurance coverage must be primary insurance as
it pertains to the Indemnified Parties. Any insurance or self-insurance maintained by the Indemnified Parties
is wholly separate from the insurance of the contractor and in no way relieves the contractor from its
responsibility to provide insurance.
(c) Cancellation. The insurance policies required must be endorsed to state that coverage will not be
canceled by either party, except after thirty (30) days’ prior written notice to the City by certified mail, return
receipt requested. The words “will endeavor” 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 all certificates.
(d) Active Negligence. Coverage shall not extend to any indemnity coverage for the active negligence of the
additional insureds in any case where an agreement to indemnify the additional insured would be invalid
under Subdivision (b) of Section 2782 of the Civil Code.
(e) Waiver of Subrogation. Contractor insurer will provide a Waiver of Subrogation in favor of the City for
each required policy providing coverage for the term required by this contract.
6. Claims Forms. If General Liability, Pollution and/or Asbestos Pollution Liability and/or Errors & Omissions
coverage are written on a claims-made form:
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(a) Retro Date. The “Retro Date” must be shown, and must be before the date of the contract or the
beginning of the contract work.
(b) Maintenance and Evidence. Insurance must be maintained and evidence of insurance must be provided
for at least five (5) years after completion of the contract work.
(c) Cancellation. If coverage is canceled or non-renewed, and not replaced with another claims-made
policy form with a “Retro Date” prior to the contract effective date, the Contractor must purchase
“extended reporting” coverage for a minimum of five (5) years after completion of contract work.
(d) Copies. A copy of the claims reporting requirements must be submitted to the City for review.
7. Acceptability of Insurers. Insurance is to be placed with licensed insurers admitted to transact business in
the State of California with a current A.M. Best’s rating of no less than A V. If insurance is placed with a
surplus lines insurer, insurer must be listed on the State of California List of Eligible Surplus Lines Insurers
(“LESLI”) with a current A.M. Best’s rating of no less than A X. Exception may be made for the State
Compensation Fund when not specifically rated.
8. Verification of Coverage. Contractor shall furnish the City with original certificates and amendatory
endorsements affecting coverage required by Article I, section C. The endorsements should be on
insurance industry forms, provided those endorsements or policies conform to the contract requirements.
All certificates and endorsements are to be received and approved by the City before work commences.
The City reserves the right to require, at any time, complete, certified copies of all required insurance
policies, including endorsements evidencing the coverage required by these specifications.
9. Subcontractors. Contractor must include all subcontractors as insureds under its policies or furnish
separate certificates and endorsements for each subcontractor. All coverage for subcontractors is subject
to all of the requirements included in these specifications.
10. Not a Limitation of Other Obligations. Insurance provisions under this Article shall not be construed to
limit the Consultant’s obligations under this contract, including Indemnity.
ARTICLE II. CITY OBLIGATIONS
A. Compensation.
1. Amounts. City shall reimburse Contractor for the costs it incurs for work performed under this contract
not to exceed a maximum reimbursement of [$Funding Amount]. Contractor shall not submit claims to
the City nor shall City reimburse Contractor for costs for which Contractor is reimbursed from a source
other than the funds allocated for work under this contract.
2. Limitation. With regard to compensation stated in Article II, section A.1, above, Contractor may be
reimbursed only to the extent and in the amounts that funds have been made available pursuant to
applications for Federal assistance. No City funds in excess of those provided by the Federal government
under such applications may be the source of reimbursement under this Contract.
3. Compensation Schedule. City shall pay Contractor quarterly progress payments upon certification and
submittal by Contractor of a statement of actual expenditures incurred, provided, however, that not more
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than 90% of the total agreed compensation will be paid during the performance of this contract. The
balance due shall be paid upon certification by Contractor that all of the required services have been
completed. Payment by City is not to be construed as final in the event HUD disallows reimbursement for
the project or any portion thereof. The 10% retention will not apply to acquisition or service contracts.
a. Claim Due Dates. Contractor shall submit quarterly claims to the City by the deadlines listed below
in order to meet HUD’s strict expenditure standards:
Q1. July 1 - September 30: Due October 15
Q2. October 1 – December 31: Due January 15
Q3. January 1 - March 31:Due April 15
Q4. April 30- June 30: Due July 15
Failure to submit claims by these deadlines may result in recapturing of the grant funds. Any extension
requests must be approved by all parties.
4. Expenditure Standard. In order to insure effective administration and performance of approved ESG
Projects and to meet HUD performance standards, Contractor agrees that it shall expedite
implementation of the Project described herein expending all contracted funds within the term of the
contract. In the event that reasonable progress has not been made and all funds are not expended within
the term period, the City shall notify the Contractor of the expenditure and implementation deficiency.
Contractor will have a total of 60 days from the date of the City’s written notification to correct the
deficiency. If the deficiency is not corrected within that time, Contractor agrees that the City may
reallocate the amount of the expenditure deficiency.
ARTICLE III. ETHICS
A. Financial Interests of Contractor
1. Disclosure Required. Contractor is required make the disclosures detailed in Attachment “C”.
Contractor may also be designated as a “Consultant” for the purposes of the Political Reform Act (“PRA”)
conflict of interest and disclosure provisions by the City, and shall report economic interests as required
by the City to the City Clerk on the required Statement of Economic Interests (“SEI”) in such reporting
categories as required by the City or the City Attorney, thereby becoming a ”FPPC filer.”
2. No Participation in Decision. Regardless of whether Contractor is designated as an FPPC Filer,
Contractor shall not make, or participate in making or in any way attempt to use Consultant's position
to influence a governmental decision in which Contractor knows or has reason to know Contractor has
a financial interest other than the compensation promised by this contract.
3. Search to Determine Economic Interests. Regardless of whether Contractor is designated as an FPPC
Filer, Contractor warrants and represents that Contractor has diligently conducted a search and
inventory of Contractor’s economic interests, as the term is used in the regulations promulgated by the
Fair Political Practices Commission, and has determined that Contractor does not, to the best of
Contractor’s knowledge, have an economic interest which would conflict with Contractor’s duties under
this contract.
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4. Promise Not to Acquire Conflicting Interests. Regardless of whether Contractor is designated as an FPPC
Filer, Contractor further warrants and represents that Contractor will not acquire, obtain, or assume an
economic interest during the term of this contract which would constitute a conflict of interest as
prohibited by the Fair Political Practices Act.
5. Duty to Advise of Conflicting Interests. Regardless of whether Contractor is designated as an FPPC Filer,
Contractor further warrants and represents that Contractor will immediately advise the City Attorney
of City if Contractor learns of an economic interest of Contractor’s that may result in a conflict of interest
for the purpose of the Fair Political Practices Act, and regulations promulgated thereunder.
6. Specific Warranties Against Economic Interests. Contractor warrants, represents and agrees:
(a) That neither Contractor, nor Contractor’s immediate family members, nor Contractor’s
employees or agents ("Contractor Associates") presently have any interest, directly or indirectly,
whatsoever in any property which may be the subject matter of Attachment A, or in any property
within 2 radial miles from the exterior boundaries of any property which may be the subject matter
of the Attachment A, ("Prohibited Interest"), other than as listed on the SEI, if one was required.
(b) That no promise of future employment, remuneration, consideration, gratuity or other reward
or gain has been made to Contractor or Contractor Associates in connection with Contractor’s
performance of this contract. Contractor promises to advise City of any such promise that may be
made during the term of this contract and for twelve months thereafter.
(c) That Contractor Associates shall not acquire any such Prohibited Interest within the term of this
contract, or for twelve months after the expiration of this contract, except with the written
permission of City.
(d) That Contractor may not conduct or solicit any business for any party to this contract, or for any
third party that may be in conflict with Contractor’s responsibilities under this contract, except with
the written permission of City.
ARTICLE IV. INDEMNIFICATION
A. Defense, Indemnity, and Hold Harmless.
1. General Requirement. The City, its elected and appointed officers, agents, attorneys, employees and
volunteers (collectively, “Indemnified Parties”) shall not be liable for, and Contractor shall defend and
indemnify the Indemnified Parties, against any and all injury to person, including death and
dismemberment, or property (real or personal), claims, deductibles, self-insured retentions, demands,
liability, judgments, awards, fines, mechanics’ liens or other liens, labor disputes, losses, damages,
expenses, charges or costs of any kind or character, including attorneys’ fees and court costs
(collectively, “Claims”), which arise out of or are in any way connected with the work covered by this
Contract arising either directly or indirectly from any act, error, omission or negligence of Contractor or
its officers, employees, agents, contractors, volunteers, licensees or servants, including without
limitation, Claims caused by the concurrent act, error, omission or negligence, whether active or
passive, of the Indemnified Parties. However, Contractor shall have no obligation to defend or
indemnify City from a Claim if it is determined by a court of competent jurisdiction that such Claim was
caused by the sole negligence or willful misconduct of the Indemnified Parties.
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2. Additional Requirement. Contractor and its successors, assigns, and guarantors, if any, jointly and
severally agree to indemnify, defend (with counsel selected by City), reimburse, and hold the
Indemnified Parties harmless from any claims, judgments, damages, penalties, fines, costs, liabilities
(including sums paid in settlement of claims), or loss, including attorneys’ fees, consultants’ fees, and
experts’ fees which arise during or after the contract term for any losses incurred in connection with
investigation of site conditions, or any cleanup, remedial, removal or restoration work required by any
hazardous materials laws because of the presence of hazardous materials, in the soil, ground water or
soil vapors on the premises (hereinafter, “Premises”), and the release or discharge of hazardous
materials by Contractor during the course of any alteration or improvements of the Premises of
Contractor, unless hazardous materials are present solely as a result of the gross negligence or willful
misconduct of the Indemnified Parties. The indemnification provided by this section shall also
specifically cover costs incurred in responding to:
(a) Hazardous materials present or suspected to be present in the soil, ground water to or under
the Property before the Commencement date;
(b) Hazardous materials that migrate, flow, percolate, diffuse, or in any way move on to or under
the Property following the Commencement Date; or
(c) Hazardous materials present on or under the Property as a result of any discharge, release,
dumping, spilling (accidental or otherwise), onto the Property during or after the Term of this
contract by any person, corporation, partnership or entity other than City.
The foregoing environmental indemnities shall survive the expiration or termination of the contract,
any or any transfer of all or any portion of the Premises, or of any interest in this contract, and shall be
governed by the laws of the State of California.
3. Costs of Defense and Award. Included in the obligations to defend indemnify and hold harmless, above,
is the Contractor obligation to defend, at Contractor’ s own cost, expense and risk, any and all aforesaid
suits, actions or other legal proceedings of every kind that may be brought or instituted against the
Indemnified Parties. Contractor shall pay and satisfy any judgment, award or decree that may be
rendered against the Indemnified Parties for any and all legal expense and cost incurred by each of them
in connection therewith.
4. Insurance Proceeds. Contractor’s obligation to indemnify shall not be restricted to insurance proceeds,
if any, received by the Indemnified Parties.
5. Declarations. Contractor’s obligations under Article IV shall not be limited by any prior or subsequent
declaration by the Contractor.
6. Enforcement Costs. Contractor agrees to pay any and all costs City incurs enforcing the indemnity and
defense provisions set forth in Article IV.
7. Survival. The foregoing indemnities shall survive the expiration or termination of the contract any or
any transfer of all or any portion of the Premises, or of any interest in this contract and shall be governed
by the laws of the State of California.
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ARTICLE V. TERMINATION OF CONTRACT
A. Termination for Convenience. Either party may terminate this contract after thirty days written notice of
intent to terminate has been given to the other party. However, no notice of termination given by Contractor
shall be effective unless HUD has agreed to release City from its obligations pursuant to the Project. If the
contract is terminated under this paragraph, all finished and unfinished documents and other materials
described herein (including, but not limited to items discussed in Attachment “A”) shall, at the option of the
City, become City's sole and exclusive property. If the contract is terminated by City under this paragraph,
Contractor shall be entitled to receive just and equitable compensation, in an amount based on available funds
under the ESG Program or the Project, but not to exceed that payable under this contract, for any satisfactory
work completed to the effective date of such termination. Contractor hereby expressly waives any and all
claims for damages or compensation arising under this contract except as set forth herein.
B. Automatic Termination. This contract shall terminate at the discretion of the City if the United States
Government terminates the ESG Program or the Project. City shall provide written notice to Contractor of the
intent to terminate under such grounds. In that event, all finished and unfinished documents and other
materials described herein (including but not limited to items discussed in Attachment “A”) shall, at the option
of the City, become City's sole and exclusive property. If the contract is terminated by City as provided in this
paragraph, Contractor shall be entitled to receive just and equitable compensation, in an amount based on
available funds under the ESG Program or the Project, but not in an amount to exceed that payable under this
contract, for any satisfactory work completed to the effective date of such termination. Contractor hereby
expressly waives any and all claims for damages or compensation arising under this Agreement except as set
forth herein.
.
C. Termination of Contract for Cause. Contractor and City recognize that the City is the governmental entity
which executed the grant agreement received pursuant to the City’s application and that City is responsible for
the proper performance of the Project. If Contractor fails to fulfill in a timely and proper manner its obligations
under this contract to undertake, conduct or perform the Project identified in this contract, or if Contractor
violates any state laws or regulations or local ordinances or regulations applicable to implementation of the
Project, or if Contractor violates any provisions of this contract, City shall have the right to terminate this
contract by giving at least five days written notice to Contractor of the effective date of termination. Even if
City terminates the contract, Contractor shall remain liable to City for all damages sustained by City due to
Contractor’s failure to fulfill any provisions of this contract, and City may withhold any reimbursement
payments from Contractor for the purpose of set-off until the exact amount of damages due to City from
Contractor is determined. Contractor hereby expressly waives any and all claims for damages for
compensation arising under this contract except as set forth in this section in the event of such termination.
ARTICLE VI. RECORDS RETENTION AND ACCESS
A. Records and Reports. The Contractor shall maintain records and make such reports as required by the City
Manager to enable the City to analyze and audit Contractor’s project. All records of the Contractor related to
this Contract or work performed under this Contract shall be open and available for inspection by HUD and/or
City auditors during normal business hours. Records shall be maintained for a period of at least five (5) years
after the end of the grant term. This provision also applies to subcontractors and Contractor will require
subcontractors to comply with this provision.
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B. Disclosure. The Contractor understands that client information collected under this contract is private and
the use or disclosure of such information, when not directly connected with the administration of the City’s or
Contractor’s responsibilities with respect to services provided under this contract, is prohibited by federal
privacy laws unless written consent is obtained from such person receiving service and, in the case of a minor,
that of a responsible parent/guardian.
C. Quarterly Reports/Consolidated Annual Performance Evaluation Report (CAPER). Contractor shall provide
the City with a quarterly report, submitted no later than fifteen (15) days after the last day of the previous
quarter, which includes a narrative of the services provided, progress towards meeting the timeline goals
stated in the contract, and an itemized accounting of the expenditures of ESG funds during the previous
quarter, and number of unduplicated clients served. In addition, Contractor will submit an annual CAPER
report. Failure to submit quarterly reports and CAPER report in a timely manner will result in withholding of
ESG funds until the report has been submitted. Evidence of match must be submitted with each quarterly and
annual report (CAPER).
D. Due Dates.
Q1. July 1 - September 30: Due October 15
Q2. October 1 – December 31: Due January 15
Q3. January 1 - March 31:Due April 15
Q4. April 3 - June 30: Due July 15
ARTICLE VII. PROJECT COMPLETION, AUDIT, AND CLOSEOUT
A. Project Completion. Within ninety (90) calendar days following Project completion or termination by
City, Contractor agrees to submit a final certification of Project expenses and audit reports, as applicable.
B. Audit of Consultants. Contractor agrees to perform financial and compliance audits the City may require.
The Contractor also agrees to obtain any other audits required by City. Contractor agrees that Project
closeout will not alter Contractor’s audit responsibilities.
C. Project Closeout. Project closeout occurs when City notifies the Contractor that City has closed the
Project, and either forwards the final payment or acknowledges that the Contractor has remitted the proper
refund. The Contractor agrees that Project closeout by City does not invalidate any continuing requirements
imposed by the Agreement or any unmet requirements set forth in a written notification from City
ARTICLE VIII. MISCELLANEOUS PROVISIONS
A. Contract Administration. The City Manager or designee shall administer this contract on behalf of the City.
The Executive Director of South Bay Community Services shall administer this contract on behalf of the
Contractor. Within a reasonable time after the City makes a request, Contractor shall give the City progress
reports or other documentation as required by the City’s Contract Administrator to audit Contractor’s
performance of this contract.
B. Term. This contract shall commence when executed by the parties and shall continue in effect until
terminated as provided herein or until Contractor has carried out all its obligations under the contract. Services
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of the Contractor shall start on the 1st day of July, 2022 and end on the 30th day of June 2023. With City
approval, the term of this contract and the provisions herein shall be extended to cover any additional time
period during which the Contractor remains in control of ESG funds.
C. Actions on Behalf of the City. Except as City may specify in writing, Contractor shall have no authority,
express or implied, to act on behalf of City in any capacity whatsoever, as an agent or otherwise. Contractor
shall have no authority, express or implied, to bind City or its members, agents, or employees, to any obligation
whatsoever, unless expressly provided in this Agreement.
D. No Obligations to Third Parties. In connection with the Project, Contractor agrees and shall require that
it’s agents, employees, subcontractors agree that the City shall not be responsible for any obligations or
liabilities to any third party, including its agents, employees, subcontractors, or other person or entity that is
not a party to this Agreement. Notwithstanding that the City may have concurred in or approved any
solicitation, subcontract, or third party contract at any tier, neither City shall have any obligations or liabilities
to such other party.
E. Administrative Claims Requirements and Procedures. No suit or arbitration shall be brought arising out of
this contract, against the City unless a claim has first been presented in writing and filed with the City and acted
upon by the City in accordance with the procedures set forth in Chapter 1.34 of the Chula Vista Municipal Code,
as same may from time to time be amended, the provisions of which are incorporated by this reference as if
fully set forth herein, and such policies and procedures used by the City in the implementation of same. Upon
request by City, Contractor shall meet and confer in good faith with City for the purpose of resolving any dispute
over the terms of this Agreement.
F. Attorney’s Fees. Should a dispute arising out of this contract result in litigation, it is agreed that the
prevailing party shall be entitled to a judgment against the other for an amount equal to reasonable attorney's
fees and court costs incurred. The "prevailing party" shall be deemed to be the party who is awarded
substantially the relief sought.
G. Capacity of Parties. Each signatory and party hereto hereby warrants and represents to the other party that
it has legal authority and capacity and direction from its principal to enter into this contract, and that all
resolutions or other actions have been taken so as to enable it to enter into this contract.
H. Governing Law/Venue. This contract shall be governed by and construed in accordance with the laws of
the State of California. Any action arising under or relating to this contract shall be brought only in the federal
or state courts located in San Diego County, State of California, and if applicable, the City of Chula Vista, or as
close thereto as possible. Venue, to the extent permitted by law, for this contract, and performance hereunder,
shall be the City of Chula Vista.
I. Audit Costs. Contractor shall reimburse City for all costs incurred to investigate and audit Contractor’s
performance of its duties under the Contract if Contractor is subsequently found to have violated the terms of
the contract. Reimbursement shall include all direct and indirect expenditures incurred to conduct the
investigation or audit. City may deduct all such costs from any amount due Contractor under this contract.
J. Precedence. This contract constitutes the entire agreement of the parties and supersedes any previous oral
or written understandings or contracts related to the matters covered herein. This contract may not be
modified except by written amendment executed by each party.
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2023-2024 ESG Contract
Page 16 of 15
K. Notice. Any notice or notices required or permitted to be given pursuant to this contract shall be personally
served by the party giving notice or shall be served by certified mail. Notices shall be sufficient if personally
served on or if sent by certified mail, postage prepaid, addressed to:
Contractor:
City:
«Agency»
«Signator_Title»
«Agency_Address»
«City_State» «Zip»
City of Chula Vista
Housing Manager
276 Fourth Avenue
Chula Vista, CA 91910
IN WITNESS WHEREOF, the Consultant and City have executed this contract as of the date first written above.
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2023-2024 ESG Contract
Page 17 of 15
IN WITNESS WHEREOF, the Consultant and City have executed this contract as of the date first written above.
CITY OF CHULA VISTA
Maria V. Kachadoorian,
City of Chula Vista City Manager
APPROVED AS TO FORM
Jill D.S. Maland
Lounsbery Ferguson Altona & Peak
Acting City Attorney
«Agency»
Employer Federal ID: «Tax_ID»
DUNS ID: «DUNS»
«Signator_Title»
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v . 0 03 P a g e | 1
May 9, 2023
ITEM TITLE
Measure A Citizens’ Oversight Committee Presentation: Annual Report Covering Reporting Period of July 1,
2021 through June 30, 2022
Report Number: 23-0122
Location: No specific geographic location
Department: Finance, Fire & Police
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
Council hear and accept the report.
SUMMARY
Presentation of the Measure A Annual Report covering the audited revenues and expenditures for the period
July 1, 2021 through June 30, 2022.
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 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.
Thus, no environmental review is required.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Council hear and accept the annual Measure A report presented by Citizens’ Oversight Committee Chair
Stucky.
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DISCUSSION
The Measure A Citizens’ Oversight Committee (“Committee”), pursuant to Chula Vista Municipal Code
(“CVMC”) chapter 2.63, is tasked with preparing an annual report on City compliance with Measure A
requirements, including a review and audit of Measure A spending. The Committee must also present such
report to the City Council at a public meeting as specified in CVMC 2.63.030.
In accordance with CVMC Chapter 2.63, the Measure A Citizens’ Oversight Committee has reviewed and
accepted the FY22 Measure A Audit findings. The findings comply with the terms of the Measure A ordinance
and confirm that funds were spent in accordance with the Measure A Spending Plan. The Committee also
approved the FY22 Measure A Annual Report during its regular scheduled meeting on April 13, 2023.
The Committee now presents its FY22 Measure A Annual Report (see Attachment 1) to City Council.
DECISION-MAKER CONFLICT
Staff has reviewed the decision contemplated by this action and has determined that it is not site-specific and
consequently, the 500-foot rule found in California Code of Regulations Title 2, section 18702.2(a)(11), is not
applicable to this decision for purposes of determining 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 current-year fiscal impact.
ONGOING FISCAL IMPACT
There is no ongoing fiscal impact.
ATTACHMENTS
Attachment 1: FY22 Measure A Annual Report
Staff Contact: Edward Prendell, Finance Department
Jonathan Alegre, Police Department
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Measure A COC
FY 2021-22
Annual Report
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Page 1
Annual Report of the Measure A Citizens Oversight Committee
Fiscal Year 2021‐22
Measure A Background
On June 5, 2018, Chula Vista voters passed Measure A, the half-cent sales tax measure to fund
public safety staffing and services. The new tax allows the Chula Vista Fire and Police
Departments to provide faster responses to 9-1-1 emergency calls, increase neighborhood police
patrols, reduce gang and drug-related crimes, address homelessness, and improve firefighter,
paramedic and emergency medical response times. The tax took effect on October 1, 2018, and
brought Chula Vista’s tax rate to 8.75 percent.
Citizens Oversight Committee
As stipulated by the City of Chula Vista Municipal Code Chapter 2.63, the Measure A Citizens'
Oversight Committee ("COC") was created for the purpose of providing citizens’ oversight in
connection with expenditures of tax revenues generated by Measure A. The function of the COC
is to review and report on City compliance with the provisions of Measure A, particularly with
respect to the City’s accounting and expenditure of Measure A revenues. The Measure A COC
held its first meeting on September 26, 2018, and now meets quarterly on the second Thursday
of January, April, July and October.
The Measure A COC is composed of twelve members appointed to four-year terms. All terms
expire June 30th on the year listed below. The COC members as of 6/30/2022 are:
Member Appointment Criteria Term Expiring
David Stucky (Chair) District 1 Rep. 2026
Vacant as of 6/30/2022 District 2 Rep.
Paul Becotte District 3 Rep. 2025
John Volland (Vice Chair) District 4 Rep. 2026
Robert Cromer Chula Vista Chamber of Commerce Rep. 2023
Dustin Bruzee Chula Vista Police Officers Association Rep. 2024
Darrell Roberts Chula Vista International Association of Fire Fighters Rep. 2025
Nicole Hobson Association of Chula Vista Employees Rep. 2024
Andrew Strong Growth Management Oversight Commission Rep. 2023
Manolo Guillen Chula Vista Fire Chief Rep. 2026
William Sallee Chula Vista Police Chief Rep. 2023
Frank Rivera Chula Vista Mid/Managers/Professional Association Rep. 2024
The specific duties of the COC are as follows:
1. Review and comment on each year's: (1) Finance Department Report (as defined in
CVMC section 3.34.160.A); (2) Measure A Spending Plan (as defined in CVMC section
3.34.160.B); and (3) Annual Independent Auditor’s Report (as defined in CVMC section
3.34.160.C).
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Page 2
2. Make determinations as necessary and appropriate regarding City compliance with
Measure A requirements.
3. Work with City staff to identify and apply "best practices" for tracking and reporting on
Measure A revenues and expenditures relative to other Public Safety Department
revenues and expenditures.
4. Prepare an annual report regarding the Finance Department Report for presentation
to the City Council at a public meeting.
Highlights of Measure A Activities during Fiscal Year 2021/2022:
Measure A COC held 3 meetings between July 1, 2021 and June 30, 2022.
Pedro Anaya and Melina Meza from Southwest Strategies, an outreach consultant presented
efforts on redistricting Chula Vista.
Deputy City Attorney Carnahan provided a neighborhood protection unit progress update.
Focus has been on criminal enforcement on violations of the Chula Vista Municipal Code,
Gun Violence Restraining Orders and Community Engagement.
Commission approved the proposed amendments to the Measure A Public Safety
Expenditure Plan to add one Police Captain, one Equipment Mechanic, one Forensics
Specialist, three Property & Evidence Specialists, one Property & Evidence Supervisor, and
three Senior Police Records Specialists in Fiscal Year 2021/2022.
Captain Collum announced for the first time in 20 years, the Police Department has met their
priority 2 call metrics for response times.
Commission approved a Measure A Reserve Fund Policy of 60 days proposed by Finance
Director Sarah Schoen.
Captain Collum proposed amendments to the Measure A Public Safety Expenditure Plan to
fund five police vehicles used by Measure A-funded positions. Commission approved the
proposed amendments.
Deputy Fire Chief Peter Mercado proposed amendments to the Measure A Public Safety
Expenditure Plan to fund upgraded technology equipment and services for the Fire
Department’s ongoing needs. Programs include Telestaff, Lexipol, Cordico/Focus and
Live911. Commission approved the proposed amendments.
Commission approved the proposed Measure A Ten-Year Spending Plan and Spending Plan
for Fiscal Year 2022/2023 and determined its compliance with Measure A requirements.
Board/Commission comments or recommendations to Council:
Recommend to City Council the incorporation of the proposed FY 2022/2023 Measure A
Spending Plan into the City’s FY 2022/2023 budget.
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Page 3
POLICE DEPARTMENT STAFFING PLAN AS OF 7/1/2021
Position FY 2018‐
19 FY 2019‐20 FY 2020‐
21
FY 2021‐
22 TOTAL FTE
Police Lieutenant 1.0 1.0
Police Sergeant 3.0 3.0 1.0 7.0
Police Agent 1.0 2.0 3.0 2.0 8.0
Peace Officer 4.0 6.0 14.0 24.0
TOTAL SWORN FTE 5.0 11.0 21.0 3.0 40.0
Civilian Background Investigator 1.0 1.0
Community Services Officer 2.0 2.0
Digital Forensics Technician 2.0 2.0
Information Technology
Technician
1.0 1.0
Police Comm Systems Manager 1.0 1.0
Police Dispatcher 2.0 5.0 7.0
Public Information Specialist 1.0 1.0
Sr. Police Technology Specialist 1.0 1.0
TOTAL CIVILIAN FTE 4.0 10.0 2.0 0.0 16.0
TOTAL POLICE POSITIONS 9.0 21.0 23.0 3.0 56.0
POLICE DEPARTMENT STAFFING PLAN AS OF 6/30/2022
Staff changes highlighted in yellow
Position FY 2018‐
19 FY 2019‐20 FY 2020‐
21
FY 2021‐
22 TOTAL FTE
Police Captain 1.0 1.0
Police Lieutenant 1.0 1.0
Police Sergeant 3.0 3.0 1.0 7.0
Police Agent 1.0 2.0 3.0 2.0 8.0
Peace Officer 4.0 6.0 14.0 24.0
TOTAL SWORN FTE 5.0 11.0 21.0 4.0 41.0
Civilian Background Investigator 1.0 1.0
Community Services Officer 2.0 2.0
Digital Forensics Technician 2.0 2.0
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Page 4
Forensics Specialist 1.0 1.0
Information Technology
Technician
1.0 1.0
Police Comm Systems Manager 1.0 1.0
Police Dispatcher 2.0 5.0 7.0
Property & Evidence Specialist 3.0 3.0
Property & Evidence Supervisor 1.0 1.0
Public Information Specialist 1.0 1.0
Sr. Police Records Specialist 3.0 3.0
Sr. Police Technology Specialist 1.0 1.0
TOTAL CIVILIAN FTE 4.0 10.0 2.0 8.0 24.0
TOTAL POLICE POSITIONS 9.0 21.0 23.0 12.0 65.0
FIRE DEPARTMENT STAFFING PLAN AS OF 7/1/2021
Position FY 2018‐
19
FY 2019‐
20
FY 2020‐
21
FY 2021‐
22
FY 2022‐
23
TOTAL
FTE
Deputy Fire Chief 2.0 (1.0) 1.0
Fire Captain 2.0 2.0 (4.0) 0.0
Fire Captain - 80 hour 1.0 1.0 2.0
Firefighter Paramedic 2.0 2.0 (4.0) 0.0
Firefighter/EMT 12.0 3.0 9.0 3.0 3.0 30.0
TOTAL FIRE POSITIONS 19.0 7.0 1.0 3.0 3.0 33.0
FIRE DEPARTMENT STAFFING PLAN AS OF 6/30/2022
Staff changes highlighted in yellow
Position FY 2018‐
19
FY 2019‐
20
FY 2020‐
21
FY 2021‐
22
FY 2022‐
23
TOTAL
FTE
Deputy Fire Chief 2.0 (1.0) 1.0
Fire Captain 2.0 2.0 (4.0) 0.0
Fire Captain - 80 hour 1.0 1.0 4.0 6.0
Firefighter Paramedic 2.0 2.0 (4.0) 0.0
Firefighter Paramedic - 80 Hour 2.0 2.0
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Page 5
Firefighter/EMT 12.0 3.0 9.0 3.0 3.0 30.0
Senior Application Support Specialist 1.0 1.0
Inventory Control Specialist 1.0 1.0
TOTAL FIRE POSITIONS 19.0 7.0 1.0 3.0 11.0 41.0
Audited Statement of Revenues, Expenditures and Changes in Fund Balance
June 30, 2022
Police Department Fund Balance
Revenues
1/2 cent Sales Tax Revenues $ 13,683,655
Grant Funding (COPS Grant and ARPA Grant) 280,583
Police Revenue Total 13,964,238
Expenditures
Personnel Expenditures 7,641,688
Supplies & Services 769,521
Police Vehicles, Outfitting, Maint., Fuel, etc. 241,273
City Support (IT, Finance, HR, City Attorney, etc.) 513,137
Transfers Out (POB, Section 115 Trust) 1,013,820
Police Expenditure Total 10,179,439
FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures $ 3,784,799
Police Department Fund Balance of 7/1/2021 $ 17,838,009
FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures 3,784,799
Police Fund Balance as of 6/30/2022 $ 21,622,808
Fire Department Fund Balance
Revenues
1/2 cent Sales Tax Revenues $ 13,683,655
Grant Funding (FEMA SAFER Grant and ARPA Grant) 219,850
Other Revenues 73,850
Fire Revenue Total 13,977,355
Expenditures
Personnel Expenditures 4,911,323
Supplies & Services 260,407
Utilities 52,811
Fire Vehicles, Outfitting, Maint., Fuel, etc. 119,360
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Page 6
City Support (IT, Finance, HR, City Attorney, etc.) 513,137
Transfers Out (POB, Section 115 Trust) 775,100
Fire Expenditure Total 6,632,138
FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures $ 7,345,217
Fire Department Fund Balance of 7/1/2021 $ 13,994,941
FY2022 Excess (Deficiency) of Revenues over (Under) Expenditures 7,345,217
Fire Fund Balance as of 6/30/2022 $ 21,340,158
Combined Police Department and Fire Department Fund Balances
Combined Measure A Fund Balance as of 7/1/2021 $ 31,832,950
Total Combined Revenues 27,941,593
Total Combined Expenditures 16,811,577
Combined Measure A Fund Balance as of 6/30/2022 $ 42,962,966
Conclusion
The Citizens Oversight Committee notes that this Annual Report refers only to the period from
July 1, 2021 to June 30, 2022.
The Citizens Oversight Committee has reviewed the Independent Auditor’s Report on Compliance
with Applicable Requirement prepared by the audit firm of Lance, Soll and Lunghard (LSL), the
Measure A Spending Plan, and various expenditure and revenue reports prepared by the City
staff. In its report dated December 30, 2022, the auditor “did not identify any deficiencies in
internal control over compliance…”. Further, it was the auditor’s opinion that “the City complied,
in all material respects, with the types of compliance that could have a direct and material effect
on the requirements…” of the 2018 Measure A Sales Tax Fund for the fiscal year ending June 30,
2022.
We would like to acknowledge City staff for their dedication and support to the COC. They have
been responsive as we work to ensure transparency in the reporting of Measure A Funds.
Attachment A – Fiscal Year 2021/22 Auditor’s Measure A Report on Compliance
Attachment B – Fiscal Year 2021/22 Measure A Financial Report (For Informational Purposes Only)
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Attachment A
Page 201 of 690
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CITY OF CHULA VISTA, CALIFORNIA
2018 MEASURE A SALES TAX FUND
REPORT ON COMPLIANCE WITH THE
PUBLIC SAFETY EXPENDITURE PLAN
FOR THE YEAR ENDED JUNE 30, 2022
Page 202 of 690
May 09, 2023 Post Agenda
CITY OF CHULA VISTA, CALIFORNIA
2018 MEASURE A SALES TAX FUND
REPORT ON COMPLIANCE WITH THE
PUBLIC SAFETY EXPENDITURE PLAN
FOR THE YEAR ENDED JUNE 30, 2022
TABLE OF CONTENTS
Page
Number
Independent Auditors’ Report on Compliance with Applicable Requirements
and on Internal Control Over Compliance ....................................................................................................... 1
Schedules of 2018 Measure A Sales Tax Fund:
Balance Sheet Schedule ................................................................................................................................... 4
Schedule of Revenues, Expenditures and Changes in Fund Balance .............................................................. 5
Page 203 of 690
May 09, 2023 Post Agenda
203 N. Brea Blvd., Suite203 Brea,CA92821Lance, Soll & Lunghard, LLP Phone: 714.672.0022
INDEPENDENT AUDITORS’ REPORT ON COMPLIANCE WITH APPLICABLE
REQUIREMENTS AND ON INTERNAL CONTROL OVER COMPLIANCE
To the Honorable Mayor and Members of the City Council
City of Chula Vista, California
Report on Compliance
Opinion on the 2018 Measure A Sales Tax Fund
We have audited the compliance of the 2018 Measure A Sales Tax Fund of the City of Chula Vista,
California (the “City”) with the requirements described in Ordinance No. 3415 (the Ordinance) and the
Public Safety Expenditure Plan (the Spending Plan) for the year ending June 30, 2022.
In our opinion, the City complied, in all material respects, with the types of compliance that could have a
direct and material effect on the requirements referred to above applicable to the City for the year ended
June 30, 2022.
Basis for Opinion
We conducted our audit of compliance in accordance with auditing standards generally accepted in the
United States of America (GAAS); the standards applicable to financial audits contained in
Government Auditing Standards, issued by the Comptroller General of the United States; and the
requirements described in the Ordinance and the Spending Plan. Our responsibilities under those
standards are further described in the Auditor’s Responsibilities for the Audit of Compliance section of our
report.
We are required to be independent of the City, and to meet our other ethical responsibilities, in accordance
with relevant ethical requirements relating to our audit. We believe the audit evidence we have obtained is
sufficient and appropriate to provide a basis for our opinion. Our audit does not provide a legal determination
of the City’s compliance with the compliance requirements referred to above.
Responsibilities of Management for Compliance
Management is responsible for compliance with the requirements referred to above and for the design,
implementation, and maintenance of effective internal control over compliance with the requirements of
laws, statutes, regulations, rules, and provisions of contracts or grant agreements applicable to the City’s
government programs.
Auditor’s Responsibilities for the Audit of Compliance
Our objectives are to obtain reasonable assurance about whether material noncompliance with the
compliance requirements referred to above, whether due to fraud or error, and express an opinion on the
City’s compliance based on our audit. Reasonable assurance is a high level of assurance but is not
absolute assurance and therefore is not a guarantee that an audit conducted in accordance with GAAS and
Government Auditing Standards will always detect material noncompliance when it exists. The risk of
Page 204 of 690
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To the Honorable Mayor and Members of the City Council
City of Chula Vista, California
not detecting material noncompliance resulting from fraud is higher than for that resulting from error, as
fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal
control. Noncompliance with the compliance requirements referred to above is considered material if there
is a substantial likelihood that, individually or in the aggregate, it would influence the judgment made by a
reasonable user of the report on compliance about the City’s compliance with the requirements described
in the Ordinance and the Spending Plan.
In performing an audit in accordance with GAAS, Government Auditing Standards, and the compliance
requirements referred to above, we:
Exercise professional judgment and maintain professional skepticism throughout the audit.
Identify and assess the risks of material noncompliance, whether due to fraud or error, and design
and perform audit procedures responsive to those risks. Such procedures include examining, on a
test basis, evidence regarding the City's compliance with the compliance requirements referred to
above and performing such other procedures as we considered necessary in the circumstances.
Obtain an understanding of the City’s internal control over compliance relevant to the audit in order
to design audit procedures that are appropriate in the circumstances and to test and report on
internal control over compliance in accordance with the Ordinance and the Spending Plan, but not
for the purpose of expressing an opinion on the effectiveness of the City’s internal control over
compliance. Accordingly, no such opinion is expressed.
We are required to communicate with those charged with governance regarding, among other matters, the
planned scope and timing of the audit, and any significant deficiencies and material weaknesses in internal
control over compliance that we identified during the audit.
Report on Internal Control over Compliance
A deficiency in internal control over compliance exists when the design or operation of a control over
compliance does not allow management or employees, in the normal course of performing their assigned
functions, to prevent, or detect and correct, noncompliance on a timely basis. A material weakness in
internal control over compliance is a deficiency, or combination of deficiencies in internal control over
compliance, such that there is a reasonable possibility that material noncompliance with a compliance
requirement will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in
internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over
compliance that is less severe than a material weakness in internal control over compliance, yet important
enough to merit attention by those charged with governance.
Our consideration of internal control over compliance was for the limited purpose described in the first
paragraph of this section and was not designed to identify all deficiencies in internal control over compliance
that might be material weaknesses or significant deficiencies in internal control over compliance. Given
these limitations, during our audit we did not identify any deficiencies in internal control over compliance
that we consider to be material weaknesses, as defined above. However, material weaknesses or
significant deficiencies in internal control over compliance may exist that have not been identified.
Our audit was not designed for the purpose of expressing an opinion on the effectiveness of internal control
over compliance. Accordingly, no such opinion is expressed.
2Page 205 of 690
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To the Honorable Mayor and Members of the City Council
City of Chula Vista, California
Purpose of this Report
The purpose of this report on internal control over compliance is solely to describe the scope of our testing
of internal control over compliance and the results of that testing based on the requirements described in
the Ordinance and the Spending Plan. Accordingly, this report is not suitable for any other purpose.
Brea, California
December 30, 2022
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CITY OF CHULA VISTA
Pooled cash and investments 35,885,279$
Due from other governments 63,239
Due from other funds 4,867,741
Advance to Transport Enterprise Fund 2,783,149
Total Assets 43,599,408$
LIABILITIES, DEFERRED INFLOWS
OF RESOURCES, AND FUND BALANCE
Liabilities:
Accounts Payable 107,451$
Accrued Liabilities 528,252
Total Liabilities 635,703
Deferred Inflows of Resources:
Unavailable revenues 739
Total Deferred Inflows of Resources 739
Assigned for Measure A Sales Tax 42,962,966
Total Fund Balance 42,962,966
Total Liabilities, Deferred Inflows
of Resources, and Fund Balance 43,599,408$
Fund Balance:
ASSETS:
JUNE 30, 2022
BALANCE SHEET SCHEDULE
2018 MEASURE A SALES TAX FUND
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CITY OF CHULA VISTA
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FOR THE YEAR ENDED JUNE 30, 2022
REVENUES:
Local sales and use tax 27,367,311$
Intergovernmental 500,432
Investment earnings 73,831
Miscellaneous income 19
Total Revenues 27,941,593
EXPENDITURES:
Public safety 16,540,826
Capital outlay 270,751
Total Expenditures 16,811,577
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 11,130,016
FUND BALANCE - BEGINNING 31,832,950
FUND BALANCE - ENDING 42,962,966$
2018 MEASURE A SALES TAX FUND
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May 09, 2023 Post Agenda
Dept. Name** Fund Name*** Type* Bgt Cat* Object Name**2022 Original Budget 2022 Budget Transfer2022 Revised Budget 2022 Actual 2022 Available 2022 %Budget Used14-Police 222 2018 Measure A Sales Tax Revenue Charges for Services4971 Tow Referral Fee 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Charges for Services5062 Police Reimbursements 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Charges for Services5063 Abandoned Veh Abatement Reimb 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Charges for Services5065 City Staff Time & Cost Recover 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Charges for Services Total0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Other Revenue5463 Recoveries on Damaged Property 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Other Revenue5491 P.Y. Revenue 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Other Revenue Total0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Use Money/Property4421 Sale of Other Personal Prop 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Use Money/Property Total0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Federal Revenue4601 PD Fed Grant-Cops Univ Hiring (250,000) 0 (250,000) (239,583) (10,417) 95.83%14-Police 222 2018 Measure A Sales Tax Revenue Federal Revenue4625 CARES CRF Federal 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Federal Revenue4626 FEMA Reimbursement 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Revenue Federal Revenue Total(250,000) 0 (250,000) (239,583) (10,417) 95.83%14-Police 222 2018 Measure A Sales Tax Revenue Transfers In5999 Transfers In (11,388,509) (2,395,737) (13,784,246) (13,724,655) (59,590) 99.57%14-Police 222 2018 Measure A Sales Tax Revenue Transfers In Total(11,388,509) (2,395,737) (13,784,246) (13,724,655) (59,590) 99.57%14-Police 222 2018 Measure A Sales Tax Revenue Total(11,638,509) (2,395,737) (14,034,246) (13,964,239) (70,007) 99.50%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6001 Salaries 5,263,921 349,158 5,613,079 4,898,084 714,995 87.26%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6002 Wages - Hourly 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6006 Temporary Staffing Services 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6101 Overtime - Regular 659,556 0 659,556 135,442 524,114 20.54%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6102 Overtime - Min Staffing 0 0 0 131,947 (131,947) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6103 Overtime - Court 0 0 0 15,973 (15,973) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6104 Overtime - Training 0 0 0 33,123 (33,123) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6105 Overtime - Callback 0 0 0 2,680 (2,680) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6106 Overtime - Reimbursed 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6107 Overtime - Extended shift 0 0 0 38,245 (38,245) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6111 Overtime - Hard Holiday 219,034 0 219,034 135,629 83,405 61.92%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6113 Overtime - Constant Min Staff 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6121 Differential - Bilingual 13,200 0 13,200 18,157 (4,957) 137.55%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6122 Differential - Shift 47,840 0 47,840 54,223 (6,383) 113.34%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6124 Differential - Cert Pay 0 0 0 273 (273) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6131 Differential - Education 44,400 2,100 46,500 65,442 (18,942) 140.74%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6132 Differential - Dog Handler 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6133 Differential - Motorcycle 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6134 Differential - FTO 0 0 0 6,585 (6,585) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6141 Standby0 0 0 15,280 (15,280) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6151 Sick in Lieu0 0 0 2,389 (2,389) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6152 Vacation in Lieu 0 0 0 10,773 (10,773) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6154 Comp Time in Lieu 0 0 0 4,401 (4,401) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6161 Laundry Allowance 10,475 150 10,625 11,925 (1,300) 112.23%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6171 Cell Phone/PDA Stipend 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6175 COVID19 Stipend 0 166,433 166,433 41,000 125,433 24.63%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6181 Salary Savings Ongoing (182,879) 0 (182,879) 0 (182,879) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6182 Furlough Reduction 0 0 0 (132) 132 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6183 Salary Savings One-Time 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6201 Flex/Insurance 842,597 71,502 914,099 672,586 241,513 73.58%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6211 PERS 1,034,337 49,205 1,083,542 976,285 107,257 90.10%YEAR-TO-DATE BUDGET REPORTBUDGET SUMMARY BY DEPARTMENT, FUND, AND OBJECTFY 2022, PERIOD 1 - 12AS OF JANUARY 6, 20231 of 4FY22 Dept Object SummaryAttachment BPage 209 of 690 May 09, 2023 Post Agenda
Dept. Name** Fund Name*** Type* Bgt Cat* Object Name**2022 Original Budget 2022 Budget Transfer2022 Revised Budget 2022 Actual 2022 Available 2022 %Budget UsedYEAR-TO-DATE BUDGET REPORTBUDGET SUMMARY BY DEPARTMENT, FUND, AND OBJECTFY 2022, PERIOD 1 - 12AS OF JANUARY 6, 202314-Police 222 2018 Measure A Sales Tax Expense Personnel Services6212 PARS0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6214 PERS Unfunded Liability 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6221 Medicare 78,549 5,098 83,647 82,039 1,608 98.08%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6231 Prof Enrichment-ACE 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6242 Retiree Medical Trust 28,800 0 28,800 22,135 6,665 76.86%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services6251 Workers Comp 251,841 15,365 267,206 267,206 0 100.00%14-Police 222 2018 Measure A Sales Tax Expense Personnel Services Total8,311,671 659,011 8,970,682 7,641,688 1,328,994 85.19%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6301 Contracted Services 580,746 0 580,746 610,371 (29,625)105.10%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6401 Cellular Phone Service 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6402 Software Maintenance Fees 23,683 0 23,683 6,827 16,856 28.83%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6403 Other Agencies Permits & Fees 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6412 Advertising0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6421 Printing & Binding 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6432 Membership/Dues 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6433 Travel/Conf/Training/Meetings 0 0 0 14,069 (14,069) 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6441 Transportation Reimb In Co. 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6451 Insurance 2,262 0 2,262 3,113 (851) 137.61%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6465 Wireless & Data Access Chrgs 2,165 0 2,165 2,565 (400)118.47%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6501 Repair & Maint of Equipment 1,389 0 1,389 1,577 (188)113.57%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6502 Maintenance - Comm Equip 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6506 Maintenance - Automotive 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6521 Fleet Maint Charges 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6601 Office Supplies 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6632 Medical & Lab Supplies 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6633 Program Supplies 1,602 0 1,602 3,634 (2,032) 226.84%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6634 Traffic Control Supplies 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6651 Books, Publ, Maps, Periodicals 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6672 Food/Refreshments 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6681 Wearing Apparel 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6684 Equip & Furnishings < $10000 0 54,233 54,233 44,00410,230 81.14%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6685 Computer Hardware and Software 128,109 7,811 135,920 83,361 52,558 61.33%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services6701 Repair & Maintenance of Bldgs 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Supplies & Services Total739,956 62,044 802,000 769,521 32,479 95.95%14-Police 222 2018 Measure A Sales Tax Expense Utilities6992 Gas and Electric 0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Utilities6994 Water0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Utilities Total0 0 0 0 0 0.00%14-Police 222 2018 Measure A Sales Tax Expense Other Expenses7003 City Staff Services 427,069 25,047 452,116 513,137 (61,021) 113.50%14-Police 222 2018 Measure A Sales Tax Expense Other Expenses Total427,069 25,047 452,116 513,137 (61,021) 113.50%14-Police 222 2018 Measure A Sales Tax Expense Other Capital7301 Equipment > $10000 0 68,542 68,542 0 68,542 0.00%14-Police 222 2018 Measure A Sales Tax Expense Other Capital7305 Automotive Equipment > $10K 165,000 349,491 514,491 176,380 338,111 34.28%14-Police 222 2018 Measure A Sales Tax Expense Other Capital Total165,000 418,033 583,033 176,380 406,653 30.25%14-Police 222 2018 Measure A Sales Tax Expense Internal Service7878 Fleet Maintenance Charges 31,094 5,927 37,021 64,893 (27,872) 175.29%14-Police 222 2018 Measure A Sales Tax Expense Internal Service Total31,094 5,927 37,021 64,893 (27,872) 175.29%14-Police 222 2018 Measure A Sales Tax Expense Transfers Out8999 Transfers Out 1,158,165 (144,208) 1,013,957 1,013,820137 99.99%14-Police 222 2018 Measure A Sales Tax Expense Transfers Out Total1,158,165 (144,208) 1,013,957 1,013,820 137 99.99%14-Police 222 2018 Measure A Sales Tax Expense Total10,832,955 1,025,853 11,858,808 10,179,439 1,679,369 85.84%2 of 4FY22 Dept Object SummaryPage 210 of 690 May 09, 2023 Post Agenda
Dept. Name** Fund Name*** Type* Bgt Cat* Object Name**2022 Original Budget 2022 Budget Transfer2022 Revised Budget 2022 Actual 2022 Available 2022 %Budget UsedYEAR-TO-DATE BUDGET REPORTBUDGET SUMMARY BY DEPARTMENT, FUND, AND OBJECTFY 2022, PERIOD 1 - 12AS OF JANUARY 6, 202314-Police 222 2018 Measure A Sales Tax Total(805,554) (1,369,884) (2,175,437) (3,784,800) 1,609,362 173.98%14-Police Total(805,554) (1,369,884) (2,175,437) (3,784,800) 1,609,362 173.98%15-Fire 222 2018 Measure A Sales Tax Revenue Other Agency Revenue4711 Contributions - Other Agencies 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Other Agency Revenue Total0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Charges for Services4752 Dev Fees - Deposit Based 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Charges for Services Total0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Other Revenue5511 Rebates/Refunds 0 0 0 (19) 19 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Other Revenue Total0 0 0 (19) 19 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Use Money/Property4402 Investment Earnings Others 0 0 0 (73,831) 73,831 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Use Money/Property Total0 0 0 (73,831) 73,831 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Federal Revenue4625 CARES CRF Federal 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Federal Revenue4626 FEMA Reimbursement 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Federal Revenue Total0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Revenue Transfers In5999 Transfers In (11,555,150) (2,461,580) (14,016,730) (13,903,505) (113,224) 99.19%15-Fire 222 2018 Measure A Sales Tax Revenue Transfers In Total(11,555,150) (2,461,580) (14,016,730) (13,903,505) (113,224)99.19%15-Fire 222 2018 Measure A Sales Tax Revenue Total(11,555,150) (2,461,580) (14,016,730) (13,977,355) (39,375) 99.72%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6001 Salaries 2,403,704 0 2,403,704 2,294,345 109,359 95.45%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6101 Overtime - Regular 2,112,330 0 2,112,330 22,550 2,089,780 1.07%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6104 Overtime - Training 7,425 0 7,425 6,158 1,267 82.93%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6105 Overtime - Callback 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6106 Overtime - Reimbursed 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6111 Overtime - Hard Holiday 87,675 0 87,675 79,038 8,637 90.15%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6112 Overtime - FLSA Premium 52,372 0 52,372 51,736 636 98.79%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6113 Overtime - Constant Min Staff 0 0 0 1,131,641 (1,131,641) 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6121 Differential - Bilingual 4,690 0 4,690 4,252 438 90.66%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6125 Differential - Search & Rescue 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6131 Differential - Education 56,857 0 56,857 66,607 (9,750) 117.15%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6135 Differential - Fire Prevention 32,992 0 32,992 42,854 (9,862) 129.89%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6136 Differential - Paramedic 0 0 0 7,034 (7,034) 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6137 Differential - EMT 32,982 0 32,982 25,074 7,908 76.02%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6138 Differential - Squad Premium 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6151 Sick in Lieu0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6152 Vacation in Lieu 0 0 0 2,063 (2,063) 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6154 Comp Time in Lieu 0 0 0 79,381 (79,381) 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6161 Laundry Allowance 6,236 0 6,236 5,602 634 89.84%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6171 Cell Phone/PDA Stipend 0 0 0 693 (693) 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6175 COVID19 Stipend 0 100,590 100,590 10,000 90,590 9.94%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6182 Furlough Reduction 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6201 Flex/Insurance 477,889 0 477,889 382,553 95,336 80.05%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6211 PERS551,130 0 551,130 535,266 15,864 97.12%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6214 PERS Unfunded Liability 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6221 Medicare 37,598 0 37,598 54,130 (16,532) 143.97%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6231 Prof Enrichment-ACE 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services6251 Workers Comp 110,347 0 110,347 110,347 0 100.00%15-Fire 222 2018 Measure A Sales Tax Expense Personnel Services Total5,974,227 100,590 6,074,817 4,911,323 1,163,494 80.85%3 of 4FY22 Dept Object SummaryPage 211 of 690 May 09, 2023 Post Agenda
Dept. Name** Fund Name*** Type* Bgt Cat* Object Name**2022 Original Budget 2022 Budget Transfer2022 Revised Budget 2022 Actual 2022 Available 2022 %Budget UsedYEAR-TO-DATE BUDGET REPORTBUDGET SUMMARY BY DEPARTMENT, FUND, AND OBJECTFY 2022, PERIOD 1 - 12AS OF JANUARY 6, 202315-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6301 Contracted Services 25,693 0 25,693 29,838 (4,145) 116.13%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6401 Cellular Phone Service 0 0 0 1,548 (1,548) 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6402 Software Maintenance Fees 12,684 6,480 19,164 38,058 (18,894) 198.59%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6403 Other Agencies Permits & Fees 0 0 0 588 (588) 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6411 Recognition/Appreciation Serv 36 0 36 557 (521) 1546.81%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6421 Printing & Binding 391 0 391 299 92 76.37%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6422 Postage and Mailings 40 0 40 8 32 19.78%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6433 Travel/Conf/Training/Meetings 48,600 0 48,600 779 47,821 1.60%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6451 Insurance 1,212 0 1,212 1,697 (485) 140.04%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6465 Wireless & Data Access Chrgs 1,160 0 1,160 8,625 (7,465) 743.51%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6501 Repair & Maint of Equipment 998 3,296 4,294 9,118 (4,824) 212.35%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6502 Maintenance - Comm Equip 6,367 0 6,367 0 6,367 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6506 Maintenance - Automotive 0 0 0 100 (100) 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6521 Fleet Maint Charges 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6601 Office Supplies 100 0 100 7,624 (7,524) 7624.30%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6611 Janitorial Supplies 2,916 0 2,916 7,770 (4,854) 266.47%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6621 Fuel, Oil & Lubricants 38,203 0 38,203 134 38,069 0.35%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6632 Medical & Lab Supplies 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6633 Program Supplies 13,818 2,000 15,818 26,165 (10,347) 165.41%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6651 Books, Publ, Maps, Periodicals 635 0 635 0 635 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6672 Food/Refreshments 32 0 32 1,338 (1,306) 4182.50%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6681 Wearing Apparel 24,750 6,313 31,063 54,845 (23,781) 176.56%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6684 Equip & Furnishings < $10000 166,972 2,691 169,66337,377 132,286 22.03%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services6685 Computer Hardware and Software 44,824 2,639 47,463 33,939 13,525 71.50%15-Fire 222 2018 Measure A Sales Tax Expense Supplies & Services Total389,431 23,420 412,851 260,407 152,444 63.08%15-Fire 222 2018 Measure A Sales Tax Expense Utilities6991 Phone Service 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Utilities6992 Gas and Electric 3,240 0 3,240 41,425 (38,185) 1278.56%15-Fire 222 2018 Measure A Sales Tax Expense Utilities6994 Water0 0 0 11,386 (11,386) 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Utilities Total3,240 0 3,240 52,811 (49,571) 1629.97%15-Fire 222 2018 Measure A Sales Tax Expense Other Expenses7003 City Staff Services 427,069 25,047 452,116 513,137 (61,021) 113.50%15-Fire 222 2018 Measure A Sales Tax Expense Other Expenses Total427,069 25,047 452,116 513,137 (61,021) 113.50%15-Fire 222 2018 Measure A Sales Tax Expense Other Capital7301 Equipment > $10000 0 10,855 10,855 13,431 (2,576) 123.73%15-Fire 222 2018 Measure A Sales Tax Expense Other Capital7305 Automotive Equipment > $10K 0 204,095 204,095 80,940 123,155 39.66%15-Fire 222 2018 Measure A Sales Tax Expense Other Capital Total0 214,950 214,950 94,371 120,579 43.90%15-Fire 222 2018 Measure A Sales Tax Expense Internal Service7878 Fleet Maintenance Charges 38,191 7,279 45,470 24,989 20,481 54.96%15-Fire 222 2018 Measure A Sales Tax Expense Internal Service Total38,191 7,279 45,470 24,989 20,481 54.96%15-Fire 222 2018 Measure A Sales Tax Expense CIP Project Expense7999 CIP Expenditure 0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense CIP Project Expense Total0 0 0 0 0 0.00%15-Fire 222 2018 Measure A Sales Tax Expense Transfers Out8999 Transfers Out 852,427 (77,253) 775,174 775,100 74 99.99%15-Fire 222 2018 Measure A Sales Tax Expense Transfers Out Total852,427 (77,253) 775,174 775,100 74 99.99%15-Fire 222 2018 Measure A Sales Tax Expense Total7,684,585 294,033 7,978,618 6,632,138 1,346,479 83.12%15-Fire 222 2018 Measure A Sales Tax Total(3,870,565) (2,167,547) (6,038,112) (7,345,216) 1,307,105 121.65%15-Fire Total(3,870,565) (2,167,547) (6,038,112) (7,345,216) 1,307,105 121.65%Grand Total(4,676,118) (3,537,431) (8,213,549) (11,130,016) 2,916,467 135.51%4 of 4FY22 Dept Object SummaryPage 212 of 690 May 09, 2023 Post Agenda
v . 0 03 P a g e | 1
May 9, 2023
ITEM TITLE
Regional Transportation Improvement Program: Amend the TransNet Local Street Improvement Program
of Projects for Fiscal Years 2022/23 through 2026/27
Report Number: 23-0082
Location: No specific geographic location
Department: Engineering
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
Conduct the public hearing and adopt a resolution approving the proposed amendments to the TransNet
Local Street Improvement Program of projects for Fiscal Years 2022/23 through 2026/27.
SUMMARY
The San Diego Association of Governments (SANDAG) is accepting submittal requests for an amendment to
the Regional Transportation Improvement Program (RTIP). SANDAG provided its member agencies with
new financial projections for Fiscal Years 2024/2025 through 2027/28. Staff recommends several
administrative adjustments to transfer TransNet funds allocated to Capital Improvement Program (CIP)
projects.
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 the activity is not a “Project” as defined under
Section 15378 of the State CEQA Guidelines because the activity consists of governmen tal Regional
Transportation Improvement Program/ TransNet funds activity, which does not involve any commitment to
any specific project that may result in a potentially significant physical impact on 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. Although environmental review is not required at this time, once
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the scope of potential individual projects has been defined, environmental review will be required for each
project and the appropriate environmental determination will be made.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Not applicable.
DISCUSSION
The 2023 Regional Transportation Improvement Program (RTIP) includes a program of projects and
expenditures for Fiscal Years 2023 through 2027. The City participates in the Local Street Improvement
Program portion of the overall RTIP. On January 17, 2023, SANDAG provided the member agencies with an
updated TransNet Revenue Forecast - Local Street Improvement Program – Estimates for FY 2024 to FY 2028
(Attachment 1). These are conservative estimates for planning purposes.
The Fiscal Year 2022/23 projected revenue is currently estimated to be $8,786,000 and remains unchanged
from the previous projection provided on April 22, 2022. Future fiscal year forecasts now an approximate
increase of 1% in revenue for each year.
A summary of the Estimated TransNet Allocation and the City projects currently programmed for TransNet
funding are shown on Attachment 2. Amounts shown for future fiscal years are estimated and will be revised
in the future as projected revenues are updated and specific project locations are identified.
In addition to programming adjustments due to revisions in projected revenues, a list of Administrative
Transfers also require approval with this current amendment.
Administrative Modifications
An administrative modification is a minor change to the SANDAG Program of Projects that typically involves
revisions of project description (without changing project scope) and/or revisions in funding amounts
programmed in the project (limited to the lesser of 40% of the total project cost or $10 million). Transfers
above these limits must be performed as a Formal Amendment with City Council Resolution. The proposed
Council Resolution is associated with a Formal Amendment process.
This action is intended to either reallocate leftover funds allocated to CIP projects that have been completed
or to transfer money from one CIP project to another within the same SANDAG project number (MPO ID).
These transfers will have a minimal effect on the balance between Congestion Relief and Maintenance
projects and are strictly administrative to address SANDAG’s project accounting. In the case where the City
is transferring money between differing MPO ID’s, the City must ensure that the overall balance between
Congestion Relief and Maintenance projects for the City’s entire program still complies with SANDAG
requirements. In both cases, all involved funds have already been budgeted in the current Capital
Improvement Program so no appropriation is required. Attachment 3 provides details of these transfers.
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
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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 will be no current fiscal year impact since this Council action pertains to updated revenue estimates
for Fiscal Years 2023/24 through 2027/28.
ONGOING FISCAL IMPACT
There will not be any ongoing fiscal impact since these amounts are estimates, which will not affect the
budget.
ATTACHMENTS
1. TransNet Revenue Forecast FY24-28 – 01/17/2023
2. Estimated TransNet Allocation – FY 2023/24 through FY 2027/28
3. 2023 RTIP Administrative Transfers
Staff Contact: William S. Valle, Director of Engineering and Capital Projects
Patrick C. Moneda, Senior Civil Engineer
Page 215 of 690
May 09, 2023 Post Agenda
Item 8.1
Revised 5/8/2023
Form Rev 3/6/2023
RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING AN AMENDMENT TO THE
TRANSNET LOCAL STREET IMPROVEMENT PROGRAM OF
PROJECTS FOR FISCAL YEARS 2022/23 THROUGH 2026/27
WHEREAS, on November 4, 2004, the voters of San Diego County approved the San
Diego Transportation Improvement Program Ordinance and Expenditure Plan (TransNet
Extension Ordinance); and
WHEREAS, the TransNet Extension Ordinance provides that SANDAG, acting as the
Regional Transportation Commission, shall approve on a biennial basis a multi-year program of
projects submitted by local jurisdictions identifying those transportation projects eligible to use
transportation sales tax (TransNet) funds; and
WHEREAS, the City of Chula Vista was provided with an estimate of annual TransNet
local street improvement revenues for fiscal years 2024 through 2028 on 1/17/2023; and
WHEREAS, the City of Chula Vista approved its 2023 TransNet Local Street Improvement
Program of Projects (POP) on June 7, 2022 and the City Chula Vista desires to make adjustments
to its Program of Projects , as shown on the attached table (Exhibit 1A); and
WHEREAS, the City of Chula Vista has held a noticed public hearing with an agenda item
that clearly identified the proposed amendment prior to approval of the projects by its authorized
legislative body in accordance with Section 5(A) of the TransNet Extension Ordinance and Rule
7 of SANDAG Board Policy No. 31.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the Cit y of Chula Vista
as follows:
1. The City of Chula Vista approves an amendment to the TransNet Local Street
Improvement Program of Projects for Fiscal Year 2022/23 through 2026/27.
2. The City of Chula Vista requests that SANDAG make changes to its 2023 POP (the
“Amendment”) as programmed in the 2023 RTIP and reflected in attached Exhibit 1 .
3. Pursuant to Section 2(C)(1) of the TransNet Extension Ordinance, the City of Chula
Vista certifies that no more than 30 percent of its annual revenues shall be spent on
local street and road maintenance-related projects as a result of the Amendment.
4. Pursuant to Section 4(E)(3) of the TransNet Extension Ordinance, the City of Chula
Vista certifies that all new or changed projects, or major reconstruction projects
included in the Amendment and funded by TransNet revenues shall accommodate
travel by pedestrians and bicyclists, and that any exception to this requirement
permitted under the Ordinance and proposed was clearly noticed as part of the City of
Chula Vista’s public hearing process for the Amendment.
Page 216 of 690
May 09, 2023 Post Agenda
Resolution No.
Page 2
5. The City of Chula Vista does hereby certify that all applicable provisions of the
TransNet Extension Ordinance and SANDAG Board Policy No. 31 have been met.
6. The City of Chula Vista continues to agree to indemnify, hold harmless, and defend
SANDAG, the San Diego County Regional Transportation Commission, and all
officers and employees thereof against all causes of action or claims related to City of
Chula Vista’s TransNet funded projects.
7. The Mayor, or designee, is authorized to submit to SANDAG the 2023 TransNet
Program of Projects, as shown in Exhibit 1A, as requested or required by SANDAG.
Presented by Approved as to form
By:
William S. Valle Jill D.S. Maland
Director of Engineering & Capital Projects Lounsbery Ferguson Altona & Peak
Acting City Attorney
Exhibit 1
Page 217 of 690
May 09, 2023 Post Agenda
EXHIBIT 1
FY24 TransNet Allocation
CIPNo Project Description Programmed Amount MPOID CR/Maint
RAMS Regional Arterial Management Systems
15,500.00$ CHV39 CR
CTY0202 CIP Advanced Planning 60,000.00$ CHV22 Maint
CTY0219 Pavement Management System
240,000.00$ CHV06 Maint
STL0442 Street Improvements for Alpine Ave between Emerson St. & Naples St.206,066.00$ CHV58 CR
STL0451 Bayshore Bikeway Segment 6A 695,250.00$ CHV70 CR
STL0464 F Street Promenade Phase 1 25,000.00$ CHV88 CR
STM0414 Pavement Major Rehabilitation FY2023/24
7,331,184.00$ CHV48 CR
TRF0321 Citywide Traffic Data Program 20,000.00$ CHV45 Maint
TRF0327 Neighborhood Road Safety Program
200,000.00$ CHV34 Maint
TRF0332 Signing and Striping Program 20,000.00$ CHV35 Maint
TRF0345 School Zone Traffic Calming Program
200,000.00$ CHV33 Maint
TRF0354 Traffic Congestion Relief Program 100,000.00$ CHV45 Maint
TRF0415 Telegraph Canyon Road Raised Median Improvements
55,000.00$ CHV79 CR
TRF0427 North Second Avenue Shoulder Improvements
240,000.00$ CHV90 Maint
Total 9,408,000.00$
Congestion Relief Total 8,328,000.00$ 88.52%
Maintenance Total 1,080,000.00$ 11.48%
Total TransNet 9,408,000.00$
FY23 Administrative Amendment
RCTIP Programming (WTDIF Org: 590922)
CIPNo Project Description Programmed Amount MPOID CR/Maint
STL0451 Bayshore Bikeway Segment 6A 104,750.00$ CHV70 CR
Programming RTCIP Funding to formalize commitment of RTCIP funds in compliance with SANDAG Board Policy #31
FY23 Administrative Transfers
CIPNo Project Description Amount FROM TO
STL0448 Sidewalk Replacement Program FY20/21 114,341.00$ CHV48-CR CHV75-M
STL0461 ADA Pedestrian Curb Ramps FY22/23 247,000.00$ CHV48-CR CHV75-M
Total Administrative Transfer from CHV48 to CHV75 361,341.00$
Page 218 of 690
May 09, 2023 Post Agenda
Attachment 1
Page 219 of 690
May 09, 2023 Post Agenda
MPO ID
Traffic Signal System Optimization (RAMS) CHV39 $15,500 $300,000 $300,000 $300,000 $300,000
Major Pavement Rehabilitation (Overlays/
Reconstruct) (STM0414) CHV48 $7,331,184 $6,755,000 $6,960,000 $7,146,000 $7,323,000
New Sidewalk Improvements (STL0442) CHV58 $206,066 $100,000 $100,000 $100,000 $100,000
Traffic Signal Upgrades CHV60 - $200,000 $200,000 $200,000 $200,000
Bikeway Design and Construction(STL0451) CHV70 $695,250 - - - -
Raised Median Improvements (TRF0415) CHV79 $55,000 - - - -
F Street Promenade (STL0464) CHV88 $25,000 - - - -
$8,328,000 88.5%$7,355,000 75.7%$7,560,000 75.4%$7,746,000 75.2%$7,923,000 74.9%
$6,585,600 70.0% $6,800,500 70.0% $7,014,000 70.0% $7,214,200 70.0% $7,408,100 70.0%
Pavement Management System/Minor
Pavement Rehabilitation Program
(CTY0219) CHV06 $240,000 $700,000 $800,000 $900,000 $1,000,000
Advance Planning Studies (CTY0202) CHV22 $60,000 $200,000 $200,000 $200,000 $200,000
School Zone Traffic Calming (TRF0345) CHV33 $200,000 $100,000 $100,000 $100,000 $100,000
Neighborhood Traffic/Ped Safety Program
(TRF0327) CHV34 $200,000 $250,000 $250,000 $250,000 $250,000
Traffic Signing, Studies and Signal Upgrade
(TRF0332) CHV35 $20,000 $200,000 $200,000 $200,000 $200,000
Traffic Monitoring Program (TRF0321,
TRF354) CHV45 $120,000 $160,000 $160,000 $160,000 $160,000
Emergency Storm Drain and Bridge Culvert
Repair CHV50 - $500,000 $500,000 $500,000 $500,000
ADA Curb Ramps (STL0461) CHV75 - $250,000 $250,000 $250,000 $250,000
North Second Avenue Shoulder
Improvements (TRF0427) CHV90 $240,000 - - - -
$1,080,000 11.5%$2,360,000 24.3%$2,460,000 24.6%$2,560,000 24.8%$2,660,000 25.1%
*TransNet Revenue Forecast - Local Street Improvement Program (Estimates for FY2022 and FY2023 to FY2027) dated 4/22/2022
$9,408,000
(Congestion Relief) SUBTOTAL
$9,715,000
(Maintenance) SUBTOTAL
CIP PROGRAM TOTAL
*Estimated Annual TransNet Revenue
FY 2027-28FY 2025-26
$9,715,000 $10,020,000
$10,020,000
$9,408,000 $10,583,000
$10,583,000
FY 2026-27
$10,306,000
$10,306,000
Attachment 2
FY 2023-24 FY 2024-25PROJECT
MAINTENANCEMinimum Required Congestion ReliefCONGESTION RELIEFESTIMATED TRANSNET ALLOCATION - FY 2023-24 THROUGH FY 2027-28
Page 220 of 690
May 09, 2023 Post Agenda
ATTACHMENT 3 / EXHIBIT A
FY24 TransNet Allocation
CIPNo Project Description Programmed Amount MPOID CR/Maint
RAMS Regional Arterial Management Systems
15,500.00$ CHV39 CR
CTY0202 CIP Advanced Planning 60,000.00$ CHV22 Maint
CTY0219 Pavement Management System
240,000.00$ CHV06 Maint
STL0442 Street Improvements for Alpine Ave between Emerson St. & Naples St.206,066.00$ CHV58 CR
STL0451 Bayshore Bikeway Segment 6A 695,250.00$ CHV70 CR
STL0464 F Street Promenade Phase 1 25,000.00$ CHV88 CR
STM0414 Pavement Major Rehabilitation FY2023/24
7,331,184.00$ CHV48 CR
TRF0321 Citywide Traffic Data Program 20,000.00$ CHV45 Maint
TRF0327 Neighborhood Road Safety Program
200,000.00$ CHV34 Maint
TRF0332 Signing and Striping Program 20,000.00$ CHV35 Maint
TRF0345 School Zone Traffic Calming Program
200,000.00$ CHV33 Maint
TRF0354 Traffic Congestion Relief Program 100,000.00$ CHV45 Maint
TRF0415 Telegraph Canyon Road Raised Median Improvements
55,000.00$ CHV79 CR
TRF0427 North Second Avenue Shoulder Improvements
240,000.00$ CHV90 Maint
Total 9,408,000.00$
Congestion Relief Total 8,328,000.00$ 88.52%
Maintenance Total 1,080,000.00$ 11.48%
Total TransNet 9,408,000.00$
FY23 Administrative Amendment
RCTIP Programming (WTDIF Org: 590922)
CIPNo Project Description Programmed Amount MPOID CR/Maint
STL0451 Bayshore Bikeway Segment 6A 104,750.00$ CHV70 CR
Programming RTCIP Funding to formalize commitment of RTCIP funds in compliance with SANDAG Board Policy #31
FY23 Administrative Transfers
CIPNo Project Description Amount FROM TO
STL0448 Sidewalk Replacement Program FY20/21 114,341.00$ CHV48-CR CHV75-M
STL0461 ADA Pedestrian Curb Ramps FY22/23 247,000.00$ CHV48-CR CHV75-M
Total Administrative Transfer from CHV48 to CHV75 361,341.00$
Page 221 of 690
May 09, 2023 Post Agenda
v . 0 03 P a g e | 1
May 9, 2023
ITEM TITLE
Mobilehome Rent Control: Reduce the Administrative Fee for Mobilehome Rent Control Services to $10 for
Fiscal Year 2023/24
Report Number: 23-0118
Location: No specific geographic location
Department: Housing and Homeless Services
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California
Environmental Quality Act (“CEQA”) State Guidelines; therefore, pursuant to State Guidelines Section
15060(c)(3) no environmental review is required.
Recommended Action
Adopt a resolution amending Chapter 18 (Mobilehomes) of the City's Master Fee Schedule and reducing the
administrative fee to $10 for fiscal year 2023/24.
SUMMARY
Effective August 18, 2011, the City of Chula Vista, under Chula Vista Municipal Code (“CVMC”) Section
9.50.030, established an Administrative Fee to be assessed upon all eligible mobilehome residents receiving
benefits and services under CVMC Chapter 9.50 (“Chapter 9.50” or the “Ordinance”) – Mobilehome Park
Space Rent Review. Chapter 9.50 requires that the Administrative Fee be established annually by the action
of the City Council. Due to existing fund balance and the lack of rent review cases over the past ten (10) years,
staff recommends reducing the fee to $10 for fiscal year 2023-24 (“FY 24”).
ENVIRONMENTAL REVIEW
The Director of Development Services has reviewed the proposed activity for compliance with CEQA and has
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. Thus, no environmental review is required.
Page 222 of 690
May 09, 2023 Post Agenda
P a g e | 2
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
The Housing and Homeless Advisory Commission voted 6-0 at their April 27, 2023, meeting to recommend
approval of the Administrative Fee at the current rate of $12 for FY 24. However, after further review, staff
recommends reducing the fee to $10, as further described below.
DISCUSSION
Chapter 9.50 offers unique benefits and services solely to eligible mobilehome residents. As part of the
annual Administrative Fee update process, staff is reporting out on prior year revenues and expenditures to
establish the amount necessary to recover the costs of administering Chapter 9.50. This report provides an
update on revenues and expenditures for July 1, 2022 - June 30, 2023, and the fee recommendation for FY
24.
Fiscal Year 2022-23 (“FY 23”) Projected Revenues and Expenditures
Revenues for FY 23 were anticipated to total $26,400 based on 2,200 residents paying a fee of $12. Actual
payments were received from 2,332 eligible spaces, with some residents overpaying. After all attempts were
made to return overpayments, efforts resulted in total collected revenues of $27,986. A summary of revenues
and projected expenditures is provided in Table 1, followed by a description of related activities.
Table 1: FY 23 BUDGET SUMMARY
Budgeted Projected
Revenues:
Fund Balance as of 7/1/22 $ 248,900
Fee Revenues $ 26,400 $ 27,986
Investment Earnings $ 0
TOTAL FUNDS $276,886
Expenditures:
Staff Charges $ 32,000 $ 32,000
Experts $ 25,000 $ 0
Administrative/Billing Costs $ 4,000 $ 4,000
TOTAL EXPENDITURES $ 36,000
Projected Surplus/Deficit $240,886
Staff Charges
Administration of Chapter 9.50 is projected to result in staff charges of $32,000 for FY 23. Staff provided the
following services:
Ombudsman Activities (Office Visits & Mobilehome Information Line) – Staff responded bilingually
to all inquiries related to Chapter 9.50.
Resident Invoicing Preparation – A June 1st billing and/or ineligible notice was sent to all
mobilehome/trailer residents. In August, reminder notices were sent to all residents with a balance
due and to those residents determined ineligible.
Fee Collection – Collection and processing of fee payments received, including additional
administrative expenses for online payment portal maintenance issues.
Database Maintenance – Maintained the database with current resident information.
Page 223 of 690
May 09, 2023 Post Agenda
P a g e | 3
Mobilehome Rent Review Commission (“MHRRC”) Educational Meetings - Provided general
ombudsman related activities to residents.
Annual Permissive Rent Calculations - Twice a year, the Consumer Price Index (CPI) is released.
Notification was sent to all park owners and managers of the annual permissive rate as calculated
under CVMC Section 9.50.050.
Rent Review Inquiries/Hearing Administration – Staff coordinated inquiries regarding rental
increases between residents and park management as needed.
Experts
No rent review hearings or hiring of experts was necessary during FY 23. Funds collected will be available to
appropriate in FY 24 for hiring of experts if a rent review case is required. The lack of hearings also resulted
in staff time reimbursement savings to the program.
Administrative Costs (Postage, Office Supplies and Printing)
In FY 23, the billing of the administrative fee was contracted out for the sixth year. Additional annual
administrative costs, including CPI notices and publication of this hearing notice were incurred.
FY 24 Budget and Administrative Fee
Staff recommends the Administrative Fee be reduced to $10 for FY 24, due to the current fund balance and
lack of rent review hearing activity. Important factors taken into consideration include:
Since the ordinance amendments in 2012, no rent review cases have been heard for existing residents.
However, two rent review cases began the process (Rancho Bonita in fiscal year 2014-15 and El
Mirador in fiscal year 2017-18). In both cases, the rent increases were agreed upon between resident
and owner prior to hearing. Prior to the 2012 amendments, existing resident rent review cases
occurred approximately every other year. Therefore, staff has forecasted expenditures with one case
every three years. This is a change from prior forecasting of every other year.
Staff costs to administer the fee and rent review services have remained stable.
Since the fee has been reduced to $30 or less, more residents have been consistently paying.
Therefore, it is projected that 2,300 residents will pay this coming year.
Table 2 provides a summary of the FY 24 budget which anticipates one rent review case and a contingency
of $25,000 for expert time related to one additional case, if needed, with an estimated ending fund balance
of $153,886.
Table 2: FY 24 BUDGET SUMMARY
Budget
Revenues: Projected Fund Balance as of 7/1/23 $ 240,886
Anticipated Fee Revenues (2,300 @ $10) $ 23,000
Expenditures: Staff Charges $ 55,000
Experts $ 25,000
Administrative/Billing Costs $ 5,000
TOTAL ANTICIPATED EXPENDITURES $ 85,000
Contingency for Expert $25,000
Anticipated Fund Balance as of 6/30/24 $ 153,886
Page 224 of 690
May 09, 2023 Post Agenda
P a g e | 4
With the fee of $10, annual revenues alone will not cover costs if heavy administrative costs are expended in
any given year. Therefore, fund balance would then be used to maintain administrative services. If cases
were to occur every third year, program funds would rapidly be depleted. For this reason, staff does not
recommend any lowering of the fee rate going forward. Account projections based on differing fee amounts
and assuming cases every third year are detailed in Table 3 below.
Table 3: FUND BALANCE PROJECTIONS
Given current workload and few actual cases, staff has projected being able to maintain the fee for several
years at $10 and will make further considerations to changes in the fee if any cases are heard in the next few
years.
DECISION-MAKER CONFLICT
Staff has determined that the action contemplated by this item is ministerial, secretarial, manual, or clerical
in nature and, as such, does not require the City Council members to make or participate in making a
governmental decision, pursuant to California Code of Regulations Title 2, section 18704(d)(1).
Consequently, this item does not present a 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 current year fiscal impact to the General Fund as a result of this action.
ONGOING FISCAL IMPACT
There are no ongoing fiscal impacts to the General Fund as a result of this action. Staff time and costs
associated with the administration of Chapter 9.50 are anticipated in the collected fee and will be adopted as
part of the fiscal year 2023-24 budget. Staff annually analyzes the fee level to establish the amount necessary
to recover costs of administering Chapter 9.50. Future fee rates will be recommended based on amounts that
maintain program funds in successive years.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
FY23 FY24 FY25 FY26 FY27 FY28
$10
$12
$15
$20
Page 225 of 690
May 09, 2023 Post Agenda
P a g e | 5
ATTACHMENTS
1. Proposed amendments to Chapter 18 of the Master Fee Schedule
Staff Contact: Dania Gonzalez, Principal Management Analyst
Mark Barnard, Management Analyst II
Page 226 of 690
May 09, 2023 Post Agenda
RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AMENDING CHAPTER 18 OF THE CITY’S
MASTER FEE SCHEDULE AND SETTING THE
ADMINISTRATIVE FEE FOR RENT CONTROL SERVICES AT
$10 FOR FISCAL YEAR 2023-24.
WHEREAS, California State Mobilehome Residency Law allows local jurisdictions to
establish rent control; and
WHEREAS, in 1982, the City adopted Chula Vista Municipal Code (CVMC”) Chapter
9.50, “Mobilehome Park Space Rent Review," as allowed by Mobilehome Residency Law, and
amended it to its current state on July 19, 2011; and
WHEREAS, these amendments took effect August 18, 2011 and established
an administrative fee to provide a limited segment of the public, specifically mobilehome
residents, per CVMC Section 9.50.030, the ability to obtain unique services and benefits available
to them only under Chapter 9.50, including, but not limited to, a rent calculation (via the annual
permissive rent increase and exceeding the annual permissive) which results in reduced rents
and related ombudsman services; and
WHEREAS, on February 14, 2012 the City adopted “Mobilehome Park Space - Rent
Review Administrative Fee Regulations” establishing a process for determining and collecting
such fee; and
WHEREAS, the proposed fee does not exceed the estimated reasonable cost of providing
the associated services and the fund balance of the fee and estimated revenues for fiscal year 2023-
24 are sufficient to warrant reducing the fee to $10 for the 2023-2024 fiscal year; and
WHEREAS, Article XIII C of the California Constitution requires a vote of the electorate
to increase any levy, charge, or exaction imposed by a local government, unless specifically
exempted; and
WHEREAS, pursuant to the provisions of Article XII C, the proposed fees are exempt from
the vote requirement; and
WHEREAS, the proposed amendment to the Master Fee Schedule Chapter 18
(Mobilehomes) shall become effective upon adoption of this Resolution by the City Council.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista
does hereby amend Chapter 18 (Mobilehomes) of the City's Master Fee Schedule as reflected on
Exhibit 1 to this Resolution and adopts the fee at $10 for Fiscal Year 2023-24.
Page 227 of 690
May 09, 2023 Post Agenda
Presented by Approved as to form by
Stacey Kurz Jill D.S. Maland
Director of Housing & Homeless Services Lounsbery Ferguson Altona & Peak
Acting City Attorney
Page 228 of 690
May 09, 2023 Post Agenda
Exhibit 1
Page 229 of 690
May 09, 2023 Post Agenda
MASTER FEE SCHEDULE FEE BULLETIN
Chapter 18 – Mobilehomes 18-100 General Fees
City of Chula Vista Development Services
276 Fourth Avenue, Chula Vista, CA 91910 May 20222023
City of Chula Vista www.chulavistaca.gov 619.585.5600
MOBILEHOME PARK SPACE RENT
REVIEW ADMINISTRATIVE FEE
An administrative fee is required of all households
residing in eligible mobilehome spaces to receive
the benefits and services provided in Chapter 9.50
of the Chula Vista Municipal Code, Mobilehome
Park Space Rent Review.
The administrative fee is assessed annually, with
payments due by July 1st. There is a sixty (60) day
grace period that commences on the due date,
within which payments will be accepted.
Annual fee, per mobilehome space .............. $1210
MOBILEHOME PARK CLOSURE OR
DISCONTINUANCE APPLICATION FEE
Pursuant to Chapter 9.40 of the Chula Vista
Municipal Code, Housing Assistance, prior to any
Mobilehome Park closure or cessation of use an
application must be filed with the City.
Application fee.............................. Full cost recovery
Initial deposit ............................................... $5,000
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.
Page 230 of 690
May 09, 2023 Post Agenda
Empower individuals & families ●Build community resilience ●Promote housing opportunities ●Enhance quality of life
HOUSING &
HOMELESS SERVICES
Item 9.1
Mobilehome FY 23/24 Administrative Fee
Presented by:
Mark Barnard, Management Analyst II
Page 231 of 690
May 09, 2023 Post Agenda
HOUSING &
HOMELESS
SERVICES Laws and Regulations
•CVMC 9.40
Housing Assistance
(Closure Ordinance)
•CVMC 9.50
Mobilehome Park Space Rent Review
•CVMC 9.60
Sale of Mobilehome Parks
(Resident First Right of Refusal to purchase)
•California Mobilehome Residency Law
(MRL) Chapter 2.5 of the Civil Code
Page 232 of 690
May 09, 2023 Post Agenda
HOUSING &
HOMELESS
SERVICES Current Rent Control
Chula Vista Mobilehome Rent Control under CVMC 9.50
•Mobilehome park residents must pay administrative fee to opt in annually
•Rent can be increased one time in a 12-month period
•Allowable increases are limited to CPI up to 3% plus 75% of CPI above 3%
•Residents can petition rent increases above the allowable rate to the
Mobilehome Rent Review Commission
Page 233 of 690
May 09, 2023 Post Agenda
HOUSING &
HOMELESS
SERVICES
Housing & Homelessness Advisory
Commission
•Presentation made to HHAC on 4/27
•HHAC recommended maintaining the fee at $12
•Further review and discussion lead Staff to propose
reduction of the fee to $10
Page 234 of 690
May 09, 2023 Post Agenda
HOUSING &
HOMELESS
SERVICES Current Year Budget Summary
FY 2023 Budget Summary
Budgeted
Projected
as of 6/30/23
Revenues:
Fund Balance as of 7/1/22 $248,900
Collected Revenues $26,400 $27,986
Expenditures:
Staff Charges $32,000 $32,000
Experts $25,000 $0
Administrative/Billing Costs $4,000 $4,000
Projected Surplus/Deficit $240,886
Page 235 of 690
May 09, 2023 Post Agenda
HOUSING &
HOMELESS
SERVICES Projections and Fee Recommendation
FY 2024 Budget Summary
Budget
Revenues:
Projected Fund Balance as of 7/1/23 $240,886
Anticipated Revenues (2,300 @ $10)$23,000
Expenditures:
Staff Charges $55,000
Experts $25,000
Administrative/Billing Costs $5,000
Projected Expenditures $85,000
Contingency for Expert $25,000
Anticipated Surplus/Deficit $153,886Page 236 of 690
May 09, 2023 Post Agenda
HOUSING &
HOMELESS
SERVICES Fund Balance Projections
0
50000
100000
150000
200000
250000
300000
FY23 FY24 FY25 FY26 FY27 FY28
$10
$12
$15
$20
Page 237 of 690
May 09, 2023 Post Agenda
HOUSING &
HOMELESS SERVICES
Recommended Action
Adopt a resolution:
1.Amending Chapter 18
(Mobilehomes) of the City's
Master Fee Schedule; and
2.Reducing the administrative fee
to $10 for fiscal year 2023-24.
Page 238 of 690
May 09, 2023 Post Agenda
v . 0 03 P a g e | 1
May 9, 2023
ITEM TITLE
Annual Budget: Hear the Presentation of the City Manager’s Proposed Budget for Fiscal Year 2023-24,
Consider Acceptance of the Proposed Budget, and Set a Public Hearing for Final Consideration and
Adoption
Report Number: 23-0121
Location: No specific geographic location
Department: Finance
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
City Council/Successor Agency to the Redevelopment Agency/Housing Authority hear the presentation,
make necessary revisions to the proposed budgets, as appropriate, and adopt the resolution accepting the
City Manager’s proposed budgets for each agency as their proposed budgets, respectively, and set a public
hearing for final consideration and adoption of the budgets on May 23, 2023.
SUMMARY
In accordance with the City Charter, the City Manager has submitted the proposed budget for the upcoming
fiscal year to the City Council at least 35 days prior to the beginning of fiscal year 2023-24. Staff recommends
that the Council/Successor Agency/Housing Authority hear the presentation, provide comments, and
propose changes (if any). If Council is prepared to approve the budget, with or without modifications, as the
City Council Proposed Budget, the City Council/Successor Agency/Housing Authority may adopt the
resolution and set the time and place for a public hearing for final consideration and adoption of the budget.
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 the activity is not a “Project” as defined under
Section 15378 of the State CEQA Guidelines because the proposed activity consists of governmental
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P a g e | 2
fiscal/administrative activity which does 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. Thus, no
environmental review is required.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Not Applicable.
DISCUSSION
In accordance with the City Charter, the City Manager has submitted the proposed budget for the upcoming
fiscal year to the City Council at least 35 days prior to the beginning of fiscal year 2023-24. The City Manager
has prepared and provided the proposed operating and capital improvement budgets to the City Council and
has also prepared the proposed budgets for the Successor Agency to the Redevelopment Agency and the
Housing Authority, and presented them to their respective governing bodies, for fiscal year 2023-24. The
City Manager’s Proposed Budget for Fiscal Year 2023-24 has been made available on the City’s website and
a hard copy of the document is available for public review at the City Clerk’s Office. Staff is now seeking City
Council input on the City Manager’s Proposed Budget for fiscal year 2023-24.
Once Council has approved the City Manager’s Proposed Budget for fiscal year 2023-24 as their own, with or
without changes, staff will make the City Council’s Proposed Budget for fiscal year 2023 -24 available for
public review by publishing the budget on the City’s website and making a copy available at the City Clerk’s
Office at least ten days prior to the public hearing. If Council chooses to adopt the resolution, the public
hearing for the final consideration and adoption of the budget will be held on May 23, 2023.
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 fiscal impact as a result of this action in the current fiscal year.
ONGOING FISCAL IMPACT
There is no fiscal impact as a result of the City Council accepting the City Manager’s Fiscal Year 2023 -24
Proposed Budget as their own. With approval of the resolution, Council will set the time and date for the
final consideration and adoption of the Fiscal Year 2023-24 Proposed Budget.
ATTACHMENTS
Fiscal Year 2023-24 Proposed Budget
Staff Contact: Sarah Schoen, Finance Department
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RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL/SUCCESSOR
AGENCY TO THE REDEVELOPMENT AGENCY/ HOUSING
AUTHOR ITY OF THE CITY OF CHULA VISTA ACCEPTING
THE C ITY MANAGER’S PROPOSED OPERATING AND
CAPITAL IMPROVEMENT BUDGETS FOR FISCAL YEAR
2023-24 FOR EACH AGENCY AS THEIR PROPOSED
BUDGETS, RESPECTIVELY, AND SETTING THE TIME AND
P LACE FOR A PUBLIC HEARING FOR FINAL
CONSIDERAT ION AND ADOPTION OF SAME
WHEREAS, the City Charter requires that the City Manager submit the proposed budget
for the upcoming fiscal year to the Cit y Council at least 35 da ys prior to the beginning of such
fiscal year; and
WHEREAS, the City Manager has prepared and provided the proposed operating and
capital improvement budgets to the Cit y Council, and has also prepared the p roposed budgets for
the Successor Agenc y to the Redevelopment Agency and the Housing Authority, and presented
them to their respective governing bodies, for Fiscal Year 2023-24; and
WHEREAS, the City Council, Successor Agency to the Redevelopment Agenc y, and
Housing Authorit y have received the City Manager’s budget report and the respective proposed
budgets for each agenc y for review and approval as their proposed budgets; and
WHEREAS, a public hearing shall be held prior to adoption of the proposed budgets and
the proposed budgets, and notice of the proposed hearing, shall be published at least ten days prior
to the public hearing.
NOW, THEREFORE, BE IT RESOLVED b y the City Council/Successor Agency to the
Redevelopment Agency/Housing Authority of th e City of Chula Vista that the City Manager’s
budget report for Fiscal Year 2023-24 is approved, and the City Manager’s proposed operating and
capital improvement budgets for Fiscal Year 2023-24 for each agenc y are approved as their
respective proposed budgets.
BE IT FURTHER RESOLVED that a public hearing shall be held on the proposed budgets
on May 23, 2023, and that the City Clerk is directed to publish the proposed budgets, in the form
presented, for public inspection, and provide notice of the public hearing, at least ten days prior to
the hearing date.
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Presented by Approved as to form
By:
Sarah Schoen Jill D.S. Maland
Director of Finance/Treasurer Lounsbery Ferguson Altona & Peak
Acting City Attorney
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2023-24
CITY OF CHULA VISTA
CALIFORNIA
ProPosed BUdGeT
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Proposed Budget
Fiscal Year 2024
John McCann
Mayor
Carolina Chavez
Councilmember
District 1
Jose Preciado
Councilmember
District 2
Alonso Gonzalez
Councilmember
District 3
Andrea Cardenas
Councilmember
District 4
Maria Kachadoorian
City Manager
Kerry Bigelow
City Clerk
Vacant
City Attorney
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LETTER FROM THE
CITY MANAGER
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City of Chula Vista
Proposed Budget FY 2024 v
Office of the City Manager
May 5, 2023
Honorable Mayor and Members of the City Council
I am pleased to submit for your consideration the City Manager proposed operating budget and capital improvement
budget for fiscal year 2023-24. City staff developed a budget that is responsive to community needs and continues
to fund and enhance services most important to our residents. The COVID-19 Emergency Declaration has come to
an end, although many of the effects of the pandemic are still being felt. While it has been a difficult time with much
uncertainty, I am proud of our City employees who worked tirelessly to keep our community safe, continued delivery
of critical services, and ensured City projects moved forward. The proposed budget for the coming year anticipates
continued economic growth, infrastructure investments, and commercial and residential development throughout
the City. We will closely monitor the state of the economy as risk of recession continues to loom.
Substantial progress has been made on major City projects, including groundbreaking on the Gaylord Pacific Hotel
and Convention Center on the Chula Vista Bayfront, and securing funding and partnerships for the Cinematic
Arts Library in Millenia. This year, we look forward to furthering the University District, revamping Third Avenue as
Downtown Chula Vista, supporting innovative housing and mixed-use projects, and investing in the operations and
security of our technology.
The City continues to plan for increased infrastructure projects and increased public safety expenditures, largely
due to the passage of sales tax Measure P in 2016 and Measure A in 2018. This proposed budget includes $6.6
million from Measure P to fund parks, recreation centers, drainage, sidewalk repair and other facility improvement
projects. Measure A continues to support ongoing public safety expenditures, resulting in a total of 111 additional
public safety positions to date.
In November 2022 the City acknowledged the escalating needs of our unsheltered community and the growing
importance of providing more affordable housing units and programs through the creation of the Department of
Housing and Homeless Services. As the City continues recovery from impacts of the pandemic and expiration of
associated federal and state funding and programs, the Department is focusing efforts in 2023 to open the first
Emergency Bridge Shelter, assist with the production and opening of approximately 500 new affordable housing
units, implement goals in the 2021-2029 Housing Element, and continuing to provide critical federal and state funds
to social service providers in the community.
Budget Goals
The City continually strives to find new ways to maximize limited resources to deliver high quality services to our
community. In preparing the General Fund budget for fiscal year 2023-24, staff focused on the following budget
development goals:
■Fund the highest level of municipal services possible based on available resources.
■Enhance core community services and strategically add operational and administrative support positions.
■Make significant progress on key programs and projects in support of the City’s Strategic Plan and the Justice,
Equity, Diversity, and Inclusion effort.
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City of Chula Vista
Proposed Budget FY 2024 vi
■Incorporate conservative revenue projections in the development of the proposed budget.
■Safeguard Measure P investments in infrastructure through proper maintenance allocations.
■Avoid the use of reserves to balance the budget or fund ongoing commitments.
Budget Overview
The combined budget for all City funds totals $543.9 million. This amount includes a General Fund operating budget
of $258.2 million, Capital Improvement Program (CIP) budget of $66.6 million, and other funds. The General Fund
presented in this document is balanced without the use of operating reserves.
The following highlights some of the priorities for fiscal year 2023-24 City services and programs:
■Improved Community Services
●Expansion of Passport Services
●New Housing and Homeless Services Department
●Loma Verde Community Center, staffing and programming
■Expanded Public Safety
●Increased Fire Department overtime
●Additional staffing for Otay Ranch Village 8 West Fire Station
■Maintenance of City Assets and Infrastructure
●Repairs and improvements to various public facilities
●Repairs and improvements to sidewalks and other infrastructure
Budgeted Positions
The total number of positions for all City funds totals 1,263.75. This amount includes 895.75 positions in the General
Fund and 368.0 positions in other funds. This is an increase of 37.0 positions from the fiscal year 2022-23 adopted
budget of which 24.0 were added mid-year.
Additional position requests in the City Manager proposed budget would support the following:
■Implementing the City’s privacy policy and addressing community oversight and transparency concerns related
to technology and information systems
■Adding programming to the growing City parks and recreation system
■Providing additional Police and Fire services to protect and enhance the quality of life in our expanding communities
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City of Chula Vista
Proposed Budget FY 2024 vii
ACKNOWLEDGEMENT
City staff is the key component in delivering high quality municipal services to our residents. I am proud of all our City
employees who are essential to the wellbeing of our community and carry out the objectives of the proposed budget.
I would like to thank you and the Executive Team for their leadership and support. Finally, I would like to recognize
the Finance Department for their exceptional work in once again preparing a balanced budget using sound financial
management practices. The Finance Department will provide the City Council with regular financial updates in order
to continue to maintain a balanced budget throughout fiscal year 2023-24.
Respectfully,
Maria V. Kachadoorian
City Manager
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City of Chula Vista
Proposed Budget FY 2024 ix
Administration
Maria Kachadoorian City Manager
Tiffany Allen Assistant City Manager
Eric Crockett Deputy City Manager
Vacant Deputy City Manager
Directors
John Skeel Director of Animal Services
Tracy Lamb Director of Community Services
Laura Black
William Valle
Director of Development Services
Director of Engineering and Capital Projects
Sarah Schoen Director of Finance
Harry Muns Fire Chief
Stacey Kurz Director of Housing and Homeless Services
Courtney Chase Director of Human Resources/Risk Management
Jose Cisneros Director of Information Technology Services
Roxana Kennedy Chief of Police
Matthew Little Director of Public Works
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City of Chula Vista
Proposed Budget FY 2024 xi
Citizens of Chula Vista
Mayor *
City Council *
City Attorney *
Citizen Advisory
Boards
Citizen Advisory
Commissions
City Manager City Clerk
Police Fire
Assistant City Manager Deputy City Manager
Development
Services
Engineering &
Capital Projects
Housing &
Homeless
Services
Finance
Human
Resources Library
Organizational Chart
* Elected role
Economic
Development
Public Works
Animal Care
Facility
Community
Services
Info & Tech
Development
Parks &
Recreation
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City of Chula Vista
Proposed Budget FY 2024 xiii
TABLE OF CONTENTS
BUDGET MESSAGE
Letter from the City Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .v
Budget Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
economic overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
All Funds summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Summary of Staffing Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
GENERAL FUND
General Fund expenditure summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
General Fund revenue summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
General Fund Net Cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52
General Fund Long-Term Financial Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54
department summary reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
01 City Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
02 Boards and Commissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
03 City Clerk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
04 City Attorney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
05 Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
06 Information Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
07 Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
08 Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
09 Non-Departmental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
10 Animal Care Facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
11 Economic Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
12 Development Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
13 Engineering and Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
14 Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
15 Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
16 Public Works. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
17 Parks and Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
18 Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
DEVELOPMENT SERVICES FUND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
SUCCESSOR AGENCY AND HOUSING FUNDS
successor Agency Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
Housing Authority Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
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Proposed Budget FY 2024 xiv
TABLE OF CONTENTS
19 Housing & Homeless Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
SEWER FUNDS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
FLEET FUND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
CAPITAL PROJECTS FUNDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
DEBT SERVICE FUNDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197
OTHER FUNDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206
CAPITAL IMPROVEMENT PROGRAM (CIP)
Capital Improvement Program summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231
CIP revenue summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236
CIP expenditure summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243
CIP Budget summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254
Five-Year CIP Project summary schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 258
MEASURE A FUND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260
MEASURE P FUND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 264
SUMMARY TABLES
Fund Appropriations by department and expenditure Category . . . . . . . . . . . . . . . . . . . . . . . . . . . 270
schedule of revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275
Authorized Positions by department. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 297
APPENDIX
Fiscal Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311
Investment Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317
General Fund reserve Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 326
Measure A Fund reserve Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 330
Pension reserve Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 332
debt Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 335
service Impacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342
Accounting systems and Budgetary Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345
List of Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354
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City of Chula Vista
Proposed Budget FY 2024 xix
Document Guide
The budget document is organized in a manner to facilitate a general understanding of the City’s fiscal status, to
present management’s assessment of major issues and, finally, to present the plan for allocating resources to
address those issues during the coming fiscal year. The budget document is organized as follows: Budget Message,
General Fund Summary, Other Funds, Capital Improvement Program, Measure A Sales Tax Summary, Measure P
Sales Tax Summary, Summary Tables, and Appendix.
General Fund
The General Fund budget funds the day-to-day operations of most City services. This section of the document
provides an overview of General Fund revenues and expenditures, staffing changes, and budgetary trends. This
section is followed by Department Summary reports that include departmental mission statements, operating
budgets, staffing and significant budget adjustments and service impacts for each General Fund department.
Significant budget adjustments are defined as: 1) additions and deletions of positions during the Fiscal Year 2023
budget development process; and 2) increases or decreases in revenues and expenditures categories in the amount
of $250,000 or greater.
Other Funds
In order to facilitate understanding of the different City funding sources, this portion of the document has been
organized into the following major categories: Capital Project Funds, Debt Service Funds, Fleet Fund, Development
Services Fund, Sewer Funds, and Other Funds. Detailed descriptions and funding are provided for each fund. Due
to various legal restrictions, these funds are limited in their uses and generally cannot be applied to fund day-to-day
City operations such as Police and Fire public safety services.
Capital Improvement Program
This section provides an overview of the City’s Capital Improvement Program for the coming fiscal year. The
Capital Improvement Program accounts for the acquisition, rehabilitation, or construction of major capital facilities,
infrastructure, or equipment. More detailed information about each capital project, project status, expenditures to
date, current year appropriations, and future funding, can be found in the Capital Improvement Program budget
document.
Measure A Sales Tax Fund
The voter approved one-half cent Public Safety Sales Tax related income and expenses are budgeted in a separate
fund. The Measure A Fund Summary provides the allocation summary for the coming fiscal year.
Measure P Sales Tax Fund
The City established a separate fund to track and account for income and expenses related to the voter approved one-
half cent Sales Tax. The Measure P Fund Summary provides a summary of the allocation for the coming fiscal year.
Summary Tables
The Summary Tables provide a quick way to view budget allocations by department (or fund) and expenditure
category, revenues by fund and type, and Council authorized positions by department.
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Proposed Budget FY 2024 xx
Appendix
The Appendix contains supplementary information on a variety of topics, including an overview of the budget
development process along with relevant timelines and milestones, fiscal and investment policies, debt administration,
and a glossary of finance and budget terms.
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Proposed Budget FY 2024 xxi
Budgeted Funds
Proprietary FundsGovernmental Funds
Enterprise
Funds
Internal
Service Funds
Debt Service
Funds
Capital Project
Funds
Special
Revenue FundsGeneral Fund
Sewer Funds
Development
Services Fund
Transport Fund
Structure of Budgeted Funds
Budgeted Funds
A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated
for specific activities or objectives. The City, like other state and local governments, uses fund accounting
to ensure and demonstrate compliance with finance-related legal requirements. All the funds of the City can be
divided into three categories: governmental funds, proprietary funds, and fiduciary funds.
Not all City funds are appropriated, or “budgeted.” Fiduciary funds are typically not subject to budget requirements.
Fiduciary funds contain resources held by the City but belonging to individuals or entities other than the City.
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City of Chula Vista
Proposed Budget FY 2024 xxii
Major Funds
Fund Category & Included Funds
General Fund (GF)Special Revenue (SR)
GF-1 100 - General Fund SR-1 256 - Asset Seizure
GF-1 105 - Bayfront Lease Revenue SR-1 267 - Permanent Endowments
GF-1 110 - Payroll Clearing SR-1 268 - American Rescue Plan Act 2021
GF-1 220 - 2016 Measure P Sales Tax SR-1 269 - Other Grants
GF-1 222 - 2018 Measure A Sales Tax SR-1 271 - Local Grants
GF-1 234 - Advanced Life Support Program SR-1 272 - Federal Grants
GF-1 235 - Legislative Counsel Fund SR-1 273 - State Grants
GF-1 340 - Section 115 Trust SR-1 282 - Environmental Services
GF-1 341 - Public Liability Trust SR-2 319 - Housing Successor Agency
GF-1 405 - City Jail
GF-1 804 - Flexible Spending Account
Capital Project (CP)Debt Service (DS)
CP-1 542 - Drainage DIFs DS-1 475 - 2014 COP Refunding
CP-1 560 - Public Facilities (PF) DIFs DS-1 476 - 2015 COP Refunding
CP-1 580 - Pedestrian Bridge DIF DS-1 477 - 2016 COP Refunding Civic Ctr/Nature
CP-1 590 - Transportation DIFs DS-2 478 - 2016 LRRB PF DIF COP
DS-2 479 - 2017 CREBs LRBs
DS-2 480 - 2017 Measure P LRBs
Major Funds
The City’s fund financial statements provide detailed information about each of the City’s most significant
funds, called Major Funds. The concept of Major Funds was established by Governmental Accounting Standards
Board (GASB) Statement 34 and replaces the concept of combining like funds and presenting them in total. Instead,
each Major Fund is presented individually, with all Non-major Funds summarized and presented in a single column
of the City’s fund financial statements.
Major funds are funds with revenues, expenditures/expenses, assets, or liabilities which are at least 10 percent of
corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all
governmental and enterprise funds.
The following table represents the major funds reported in the City’s Annual Comprehensive Financial Report (ACFR)
for Fiscal Year 2022.
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Fund – Department Relationship
City Funds by Fund Type and Assosiated Departments Departments
Fund Type Fund Description Administration
Animal Care
Facility
Boards &
Commissions City Attorney City Clerk City Council
General fund 100-General Fund
General fund 220-2016 Measure P Sales Tax
General fund 222-2018 Measure A Sales Tax
General fund 234-Advanced Life Support Program
General fund 341-Public Liability Trust
Special revenue 221-Transportation Grants-Gas Tax
Special revenue 227-Transportation Sales Tax
Special revenue 241-Parking Meter
Special revenue 245-Traffic Safety
Special revenue 266-Special Revenue Endowments
Special revenue 269-Other Grants
Special revenue 270-Mobile Park Fee
Special revenue 271-Local Grants
Special revenue 272-Federal Grants
Special revenue 273-State Grants
Special revenue 282-Environmental Services
Special revenue 301-Storm Drain
Special revenue 311-CDBG Housing Program
Special revenue 313-Chula Vista Housing Authority
Special revenue 316-Public Educational & Govt Fee
Special revenue 319-Housing Successor Agency
Special revenue 342-CFD 11-M Rolling Hills McM
Special revenue 343-CFD 12-M Otay Ranch Village 7
Special revenue 344-CFD 13-M Otay Ranch Village 2
Special revenue 345-CFD 12M Village 7 Otay Ranch
Special revenue 346-CFD 14M-A-EUC Millenia
Special revenue 347-CFD 14M-B-EUC Millenia
Special revenue 348-CFD 18M Village 3 Otay Ranch
Special revenue 349-CFD 19M Freeway Commercial 2
Special revenue 350-Bayfront Special Tax District
Special revenue 352-Bay Blvd Landscape District
Special revenue 353-Eastlake Maintenance Dist I
Special revenue 354-Open Space District #01
Special revenue 355-Open Space District #02
Special revenue 356-Open Space District #03
Special revenue 357-Open Space District #04
Special revenue 358-Open Space District #05
Special revenue 359-Open Space District #06
Special revenue 361-Open Space District #07
Special revenue 362-Open Space District #08
Special revenue 363-Open Space District #09
Special revenue 364-Open Space District #10
Special revenue 365-Open Space District #11
Special revenue 367-Open Space District #14
Special revenue 368-Open Space District #15
Special revenue 369-Open Space District #17
Special revenue 371-Open Space District #18
Special revenue 372-Open Space District #20
Special revenue 373-Open Space District #23
Special revenue 374-Open Space District #24
Special revenue 375-Open Space District #26
Special revenue 376-Open Space District #31
Special revenue 378-CFD 07M Eastlake Woods & Vista
Special revenue 379-CFD 08M Vlg 6 McMillin & OR
Special revenue 380-CFD 09M ORV II Brookfield-Shea
Special revenue 381-CFD 14M-2-EUC Millenia
Special revenue 382-CFD 99-2 Otay Ranch Vlg 1 West
Special revenue 386-Otay Ranch Preserve
Special revenue 387-CFD 98-3 Sunbow 2
Special revenue 388-CFD 97-1 Otay Ranch
Capital projects 542-Drainage DIF
Capital projects 560-Public Facilities DIF
Capital projects 580-Pedestrian Bridge DIFs
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Fund – Department Relationship
City Funds by Fund Type and Assosiated Departments Departments
Fund Type Fund Description Administration
Animal Care
Facility
Boards &
Commissions City Attorney City Clerk City Council
Capital projects 590-Transportation DIFs
Capital projects 713-Capital Improvement Projects
Capital projects 715-Parkland Acquisition & DevFees
Capital projects 716-Western-Park Acquisition & Dev
Capital projects 717-Residential Construction Tax
Capital projects 736-Other Transportation Program
Debt service 442-CDBG Section 108 Loan
Debt service 451-Long Term Debt - City of CV
Debt service 452-Equipment Lease Fund
Debt service 453-Energy Conservation Loans
Debt service 475-2014 COP Refunding
Debt service 476-2015 Refunding COP
Debt service 477-2016 Ref COP Civic Ctr/Nature
Debt service 478-2016 LRRB PFDIF/COP
Debt service 479-2017 CREBs LRBs
Debt service 666-2016 TARBs
Enterprise 405-City Jail
Enterprise 406-Chula Vista Muni Golf Course
Enterprise 407-Living Coast Discovery Center
Enterprise 408-Development Services Fund
Enterprise 409-CV Elite Athlete Training Ctr
Enterprise 410-Transport Enterprise
Enterprise 411-Sewer Income
Enterprise 413-Trunk Sewer Capital Reserve
Enterprise 414-Sewer Service Revenue
Enterprise 428-Sewer Facility Replacement
Enterprise 430-Sewer DIFs
Internal service 391-Central Garage Fund
Internal service 398-Workers Compensation Fund
Private-purpose trust 318-RDA Successor Agency Fund
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Fund – Department Relationship (Continued)
City Funds by Fund Type and Assosiated Departments Departments
Fund Type Fund Description
Development
Services
Economic
Development
Engineering/
Capital
Projects Finance Fire
Housing &
Homeless
Services
Human
Resources
General fund 100-General Fund
General fund 220-2016 Measure P Sales Tax
General fund 222-2018 Measure A Sales Tax
General fund 234-Advanced Life Support Program
General fund 341-Public Liability Trust
Special revenue 221-Transportation Grants-Gas Tax
Special revenue 227-Transportation Sales Tax
Special revenue 241-Parking Meter
Special revenue 245-Traffic Safety
Special revenue 266-Special Revenue Endowments
Special revenue 269-Other Grants
Special revenue 270-Mobile Park Fee
Special revenue 271-Local Grants
Special revenue 272-Federal Grants
Special revenue 273-State Grants
Special revenue 282-Environmental Services
Special revenue 301-Storm Drain
Special revenue 311-CDBG Housing Program
Special revenue 313-Chula Vista Housing Authority
Special revenue 316-Public Educational & Govt Fee
Special revenue 319-Housing Successor Agency
Special revenue 342-CFD 11-M Rolling Hills McM
Special revenue 343-CFD 12-M Otay Ranch Village 7
Special revenue 344-CFD 13-M Otay Ranch Village 2
Special revenue 345-CFD 12M Village 7 Otay Ranch
Special revenue 346-CFD 14M-A-EUC Millenia
Special revenue 347-CFD 14M-B-EUC Millenia
Special revenue 348-CFD 18M Village 3 Otay Ranch
Special revenue 349-CFD 19M Freeway Commercial 2
Special revenue 350-Bayfront Special Tax District
Special revenue 352-Bay Blvd Landscape District
Special revenue 353-Eastlake Maintenance Dist I
Special revenue 354-Open Space District #01
Special revenue 355-Open Space District #02
Special revenue 356-Open Space District #03
Special revenue 357-Open Space District #04
Special revenue 358-Open Space District #05
Special revenue 359-Open Space District #06
Special revenue 361-Open Space District #07
Special revenue 362-Open Space District #08
Special revenue 363-Open Space District #09
Special revenue 364-Open Space District #10
Special revenue 365-Open Space District #11
Special revenue 367-Open Space District #14
Special revenue 368-Open Space District #15
Special revenue 369-Open Space District #17
Special revenue 371-Open Space District #18
Special revenue 372-Open Space District #20
Special revenue 373-Open Space District #23
Special revenue 374-Open Space District #24
Special revenue 375-Open Space District #26
Special revenue 376-Open Space District #31
Special revenue 378-CFD 07M Eastlake Woods & Vista
Special revenue 379-CFD 08M Vlg 6 McMillin & OR
Special revenue 380-CFD 09M ORV II Brookfield-Shea
Special revenue 381-CFD 14M-2-EUC Millenia
Special revenue 382-CFD 99-2 Otay Ranch Vlg 1 West
Special revenue 386-Otay Ranch Preserve
Special revenue 387-CFD 98-3 Sunbow 2
Special revenue 388-CFD 97-1 Otay Ranch
Capital projects 542-Drainage DIF
Capital projects 560-Public Facilities DIF
Capital projects 580-Pedestrian Bridge DIFs
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Fund – Department Relationship (Continued)
City Funds by Fund Type and Assosiated Departments Departments
Fund Type Fund Description
Development
Services
Economic
Development
Engineering/
Capital
Projects Finance Fire
Housing &
Homeless
Services
Human
Resources
Capital projects 590-Transportation DIFs
Capital projects 713-Capital Improvement Projects
Capital projects 715-Parkland Acquisition & DevFees
Capital projects 716-Western-Park Acquisition & Dev
Capital projects 717-Residential Construction Tax
Capital projects 736-Other Transportation Program
Debt service 442-CDBG Section 108 Loan
Debt service 451-Long Term Debt - City of CV
Debt service 452-Equipment Lease Fund
Debt service 453-Energy Conservation Loans
Debt service 475-2014 COP Refunding
Debt service 476-2015 Refunding COP
Debt service 477-2016 Ref COP Civic Ctr/Nature
Debt service 478-2016 LRRB PFDIF/COP
Debt service 479-2017 CREBs LRBs
Debt service 666-2016 TARBs
Enterprise 405-City Jail
Enterprise 406-Chula Vista Muni Golf Course
Enterprise 407-Living Coast Discovery Center
Enterprise 408-Development Services Fund
Enterprise 409-CV Elite Athlete Training Ctr
Enterprise 410-Transport Enterprise
Enterprise 411-Sewer Income
Enterprise 413-Trunk Sewer Capital Reserve
Enterprise 414-Sewer Service Revenue
Enterprise 428-Sewer Facility Replacement
Enterprise 430-Sewer DIFs
Internal service 391-Central Garage Fund
Internal service 398-Workers Compensation Fund
Private-purpose trust 318-RDA Successor Agency Fund
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Fund – Department Relationship (Continued)
City Funds by Fund Type and Assosiated Departments Departments
Fund Type Fund Description
Information
Technology Library
Non-
Departmental
Parks and
Recreation Police Public Works
General fund 100-General Fund
General fund 220-2016 Measure P Sales Tax
General fund 222-2018 Measure A Sales Tax
General fund 234-Advanced Life Support Program
General fund 341-Public Liability Trust
Special revenue 221-Transportation Grants-Gas Tax
Special revenue 227-Transportation Sales Tax
Special revenue 241-Parking Meter
Special revenue 245-Traffic Safety
Special revenue 266-Special Revenue Endowments
Special revenue 269-Other Grants
Special revenue 270-Mobile Park Fee
Special revenue 271-Local Grants
Special revenue 272-Federal Grants
Special revenue 273-State Grants
Special revenue 282-Environmental Services
Special revenue 301-Storm Drain
Special revenue 311-CDBG Housing Program
Special revenue 313-Chula Vista Housing Authority
Special revenue 316-Public Educational & Govt Fee
Special revenue 319-Housing Successor Agency
Special revenue 342-CFD 11-M Rolling Hills McM
Special revenue 343-CFD 12-M Otay Ranch Village 7
Special revenue 344-CFD 13-M Otay Ranch Village 2
Special revenue 345-CFD 12M Village 7 Otay Ranch
Special revenue 346-CFD 14M-A-EUC Millenia
Special revenue 347-CFD 14M-B-EUC Millenia
Special revenue 348-CFD 18M Village 3 Otay Ranch
Special revenue 349-CFD 19M Freeway Commercial 2
Special revenue 350-Bayfront Special Tax District
Special revenue 352-Bay Blvd Landscape District
Special revenue 353-Eastlake Maintenance Dist I
Special revenue 354-Open Space District #01
Special revenue 355-Open Space District #02
Special revenue 356-Open Space District #03
Special revenue 357-Open Space District #04
Special revenue 358-Open Space District #05
Special revenue 359-Open Space District #06
Special revenue 361-Open Space District #07
Special revenue 362-Open Space District #08
Special revenue 363-Open Space District #09
Special revenue 364-Open Space District #10
Special revenue 365-Open Space District #11
Special revenue 367-Open Space District #14
Special revenue 368-Open Space District #15
Special revenue 369-Open Space District #17
Special revenue 371-Open Space District #18
Special revenue 372-Open Space District #20
Special revenue 373-Open Space District #23
Special revenue 374-Open Space District #24
Special revenue 375-Open Space District #26
Special revenue 376-Open Space District #31
Special revenue 378-CFD 07M Eastlake Woods & Vista
Special revenue 379-CFD 08M Vlg 6 McMillin & OR
Special revenue 380-CFD 09M ORV II Brookfield-Shea
Special revenue 381-CFD 14M-2-EUC Millenia
Special revenue 382-CFD 99-2 Otay Ranch Vlg 1 West
Special revenue 386-Otay Ranch Preserve
Special revenue 387-CFD 98-3 Sunbow 2
Special revenue 388-CFD 97-1 Otay Ranch
Capital projects 542-Drainage DIF
Capital projects 560-Public Facilities DIF
Capital projects 580-Pedestrian Bridge DIFs
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May 09, 2023 Post Agenda
Fund – Department Relationship (Continued)
City Funds by Fund Type and Assosiated Departments Departments
Fund Type Fund Description
Information
Technology Library
Non-
Departmental
Parks and
Recreation Police Public Works
Capital projects 590-Transportation DIFs
Capital projects 713-Capital Improvement Projects
Capital projects 715-Parkland Acquisition & DevFees
Capital projects 716-Western-Park Acquisition & Dev
Capital projects 717-Residential Construction Tax
Capital projects 736-Other Transportation Program
Debt service 442-CDBG Section 108 Loan
Debt service 451-Long Term Debt - City of CV
Debt service 452-Equipment Lease Fund
Debt service 453-Energy Conservation Loans
Debt service 475-2014 COP Refunding
Debt service 476-2015 Refunding COP
Debt service 477-2016 Ref COP Civic Ctr/Nature
Debt service 478-2016 LRRB PFDIF/COP
Debt service 479-2017 CREBs LRBs
Debt service 666-2016 TARBs
Enterprise 405-City Jail
Enterprise 406-Chula Vista Muni Golf Course
Enterprise 407-Living Coast Discovery Center
Enterprise 408-Development Services Fund
Enterprise 409-CV Elite Athlete Training Ctr
Enterprise 410-Transport Enterprise
Enterprise 411-Sewer Income
Enterprise 413-Trunk Sewer Capital Reserve
Enterprise 414-Sewer Service Revenue
Enterprise 428-Sewer Facility Replacement
Enterprise 430-Sewer DIFs
Internal service 391-Central Garage Fund
Internal service 398-Workers Compensation Fund
Private-purpose trust 318-RDA Successor Agency Fund
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May 09, 2023 Post Agenda
BUDGET MESSAGE
Budget Process
Economic Overview
All Funds Summary
Summary of Staffing Changes
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BUDGET PROCESS
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City of Chula Vista
Proposed Budget FY 2024
Budget Message → BUDGET PROCESS
5
Budget Process
The City of Chula Vista’s budget is created in conjunction with City Council, City staff, and City residents. The budget
process begins each year with development of the preliminary base budget in January and is completed with the
City Council adoption of the budget in May/June.
The fiscal year 2024 budget cycle began with a preliminary base budget developed by the Finance Department’s
Budget and Analysis staff in January 2023. The base budget accounts for the normal operating costs of the City.
Through April 2023, Finance staff worked with departments to refine the base budgets and incorporate departmental
changes to align the budgets with anticipated department operations for the coming year.
The budget development process provided City departments the opportunity to recommend budget adjustments
based on department operational requests and/or one-time funding requests. Requests are reviewed by City
Administration and are included in the City Manager’s Proposed Budget.
While Finance staff was developing the operating budget, Engineering & Capital Projects staff worked to develop
and finalize the Capital Improvement Program (CIP) budget.
Finance staff will present the City Council with a balanced General Fund budget on May 9, 2023. At this meeting, the
Council can accept the fiscal year 2024 City Manager’s proposed operating budget as their own and set the public
hearing date of May 23, 2023, prior to Council acting on the adoption of the budget.
Copies of the Proposed Budget will be made available for public review in the Office of the City Clerk and the City’s
website at least ten (10) days prior to the public hearing.
As set forth in the City Charter, at any meeting after the adoption of the budget, the City Council may amend or
supplement the budget by motion adopted by affirmative votes of at least four (4) members. Throughout the year,
the Finance Department provides the City Council with quarterly financial status reports comparing expenditure
and revenue projections to budgeted amounts, highlighting any variances, and recommending corrective actions
as necessary.
Budget Strategy
The City’s budgeting process is built around the objectives outlined in the City’s Strategic Plan. The Plan’s framework
assists Staff in weighing the community’s priorities against the limited resources available to achieve strategic goals.
City Strategic Plan
The City’s Strategic Plan is an important management tool to guide operations, assessing the current environment
and envisioning the future, to increase effectiveness, organizational commitment and consensus of City strategies
and objectives. The Strategic Plan provides a comprehensive framework that ensures priorities set by the Council are
clear to all employees and that the City government is accountable to meeting community needs by setting objectives
to meet identified goals. The City has set five core goals critical to achieving our shared vision of ensuring a vibrant
and sustainable quality of life for Chula Vista residents and businesses:
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City of Chula Vista
Proposed Budget FY 2024
Budget Message → BUDGET PROCESS
6
Operational Excellence Economic Vitality
Healthy Community
Strong and Secure Neighborhoods
Connected Community
Quality of
Life
Operational
Excellence
Collaborate with
Residents and
businesses to provide
responsive and
responsible public
service by
implementing
effective and efficient
operations.
Economic
Vitality
Strengthen and
diversify the City’s
economy by
supporting and
advancing existing
businesses; targeting
and attracting new
businesses;
promoting balanced
land use decisions;
and engaging the
community to
reinvest in the City.
Healthy
Community
Protect resources
and environmental
health for both
current residents and
future generations.
Foster the health of
our physical
environment through
balanced, connected
and sustainable land
uses.
Strong & Secure
Neighborhoods
Create and maintain
safe and appealing
neighborhoods where
people choose to
shop, work, play and
stay.
Connected
Community
Promote diverse
opportunities that
connect community
and foster civic pride
through
comprehensive
communication
strategies, and
cultural, educational
& recreational
programming.
The City’s full Strategic Plan can be accessed at the following link: https://www.chulavistaca.gov/Budget
Strategic Plan Process
A Steering Committee was formed to draft the City’s initial Strategic Plan in 2013. Each department and various
commissions provided input on long-term strategies and annual initiatives. The goals encompassed visions the City
Council and public have already expressed.
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City of Chula Vista
Proposed Budget FY 2024
Budget Message → BUDGET PROCESS
7
Budget Development Milestones
■April 19 & 26, 2023
Two public workshops were held at City library branches to provide an overview of the City Manager’s Proposed
Budget.
■May 5, 2023
The City Manager’s Proposed Budget Document was submitted to City Council as required by the City Charter,
which was at least thirty-five (35) days prior to the beginning of the fiscal year. Copies of the Proposed Budget
were made available for public review on the City’s website.
■May 9, 2023
Staff will present to City Council the Fiscal Year 2024 City Manager’s Proposed Budget for Council consideration
and acceptance of the Budget as the City Council’s Proposed Budget. Staff recommends a public hearing for
adoption of the Proposed Budget be scheduled for the May 23, 2023 Council meeting. Leading up to this hearing,
the City Council’s Proposed Budget will be made available for public review for at least ten (10) days. A comment
form is provided on the City website to accept public comment.
■May 23, 2023
A public hearing is tentatively scheduled to be held before the City Council considers adoption of the Proposed
Budget. To comply with the City Charter, a notice of the public hearing was published in the local newspaper at
least ten (10) days prior to the meeting. After the public hearing, the City Council voted and unanimously adopted
the budget for Fiscal Year 2024.
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City of Chula Vista
Proposed Budget FY 2024
Budget Message → BUDGET PROCESS
8
Consistency with Financial Policies & Procedures
It is the expectation and general understanding of the City Council and the citizens of Chula Vista that City Staff
conduct financial affairs in a thoughtful and prudent manner. Several financial policies have been established to
provide the direction and limits within which the City is to fulfill its fiscal responsibilities. The FY 2023-24 Proposed
Budget conforms with the requirements of the City’s Finance Department Policies and Procedures. An overview of
compliance with major policy sections are described below. See the Appendix for additional details on the City’s
Fiscal and Investment Policies.
General Financial Policies (City Council Policy 100-01)
Budget Development
The FY 2023-24 budget development process included opportunities for public input, occurring in open and publicly
accessible forums, via budget workshops and public hearings held before City Council which accept comments
from the public.
The City has also utilized a ten-year financial plan and a long-term financial forecast model to promote orderly
spending patterns, engage in long-range planning, and reduce the time and resources spent preparing annual budgets.
Balanced Budget
By policy, City Council must adopt a balanced General Fund budget with projected operating revenues fully covering
projected operating expenditures. The FY 2023-24 Proposed Budget is a balanced budget. Operating revenues are
budgeted to support the operating expenditures, including debt service, for the FY 2023-24 fiscal year.
Fund Balance and Reserves
During the close of each fiscal year, actual fund revenues are compared against actual fund expenditures. When
revenues exceed expenditures in a fiscal year, a positive fund balance will result (surplus) and add to the historical,
accumulated fund balance. When expenditures exceed revenues in a fiscal year, a negative fund balance would result
(deficit) and reduce the fund balance. An accumulated positive fund balance may also be restricted/earmarked for
usage or unrestricted as to its use. For instance, Council has set forth policies to maintain minimum fund balances
as reserves, with funds set aside for particular circumstances or purposes, such as catastrophic events or economic
downturns.
The FY 2023-24 Proposed Budget maintains the minimum unreserved, undesignated fund balance in the General
Fund as established by City Council Policy 220-03 (General Fund Reserves – Fiscal Health Plan) of no less than
15% of the annual operating budget for FY 2023-24. The FY 2023-24 Proposed Budget also maintains the minimum
unreserved, undesignated fund balance in the sewer enterprise fund as established by City Council Policy 220-04
(Sewer Service Revenue Fund Reserve). See historical reserve levels in the All-Funds Summary section.
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May 09, 2023 Post Agenda
ECONOMIC
OVERVIEW
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City of Chula Vista
Proposed Budget FY 2024
Budget Message → ECONOMIC OVERVIEW
12
Economic Overview
1 UCLA Anderson, March 2023 Economic Outlook https://newsroom.ucla.edu/releases/march-2023-anderson-forecast-economy-remains-at-crossroads
2 US Bureau of Economic Analysis, March 30, 2023 News Release Gross Domestic Product, Fourth Quarter and Year 2022 (Third Estimate), GDP by Industry, and Corporate Profits https://www.bea.gov/news/2023/gross-domestic-product-fourth-quarter-and-year-2022-third-estimate-gdp-industry-and
This section of the budget document outlines economic indicators that impact City revenues and expenditures forecasts
and assumptions. Several sources of economic data and research are utilized in the development of the City’s budget and
forecasts, such as the Federal Reserve, U.S. Census Bureau, State offices and UCLA Anderson School of Management.
While economists currently debate the likelihood of a recession over the next year, the City of Chula Vista’s fiscal
outlook remains positive, demonstrated by the progress on the Bayfront and the University Innovation District
projects, and growth of business and residential communities across the City.
National
In the UCLA Anderson Forecast from March 2023, Anderson economists studied the mixed signals throughout
the economy and presented two likely scenarios for the remainder of 2023: 1) no recession and 2) positive but
slower economic growth with inflation ebbing and labor remaining strong1. The national economic outcomes will be
highly dependent upon how the Federal Reserve responds in tightening monetary policy and raising interest rates
over the coming months.
Gross domestic product (GDP), a metric for estimating the size of a country’s economy, declined in the first quarters
of 2022 but increased in the last two quarters of 20222. The Anderson Forecast expects continued GDP growth in
the first quarter of 2023, at 2.3%1. Beyond the first quarter, economists are split: 1.8% in the second quarter of 2023
and 1.0% through 2023 if no recession; and in the event of a recession, lower growth through the first quarter of
2024 before the economy would rebound.
The above chart from the US Bureau of Economic Analysis displays recent quarterly results, with a 1.6% reduction of
GDP (economic contraction) in the first quarter of calendar year 2022, a 0.6% reduction of GDP in the second quarter,
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City of Chula Vista
Proposed Budget FY 2024
Budget Message → ECONOMIC OVERVIEW
13
a 3.2% increase in the third quarter, and a 2.9% increase in the fourth quarter1. Positive growth from quarter-to-
quarter decreases concerns that a recession is imminent, whereas two consecutive quarters of decreases in GDP
often suggests a recession.
Interest Rates
The Federal Open Market Committee (FOMC), part of the Federal Reserve, is committed to Congress’s mandate
to promote maximum employment, stable prices, and moderate long-term interest rates. During the past year, the
FOMC increased interest rates several times, to the current 4.75 - 5.00% rate, the highest level since 20062. The
FOMC signaled potential additional adjustments to the target rate range until labor market conditions improve and
inflation returns to 2% for the long-term, which the FOMC admitted would take longer than expected to reach its
price-stability goals.
The “federal funds rate” established by the FOMC is important as it sets the interest rate at which banks lend
money to other banks to maintain overnight reserves of funds. As a result of the federal rate increase, the cost to
banks for lending increases and passed on to businesses and consumers on other borrowing, such as for business
investments, credit cards, cars, mortgages and other bank loans. Policymakers will be monitoring whether this
tightening of monetary policy too quickly could hinder economic growth. Overall, raising of rates signals a confidence
in the U.S. economy, supported by low unemployment rates. A graph of the effective federal funds rate is shown
below; the effective funds rate is essentially determined by the market but is influenced by the Federal Reserve
through open market operations to reach the federal funds rate target.
Labor
In the U.S. Bureau of Labor Statistics report from March 2023, the national unemployment rate was 3.5%, approximately
the February 2020 rate, prior to the onset of the COVID-19 pandemic3. Job gains were notable in leisure and hospitality,
professional and business services, and health care.
Housing
Aside from the Federal Reserve’s focus on labor and inflation, housing data remains a leading indicator of U.S.
economic activity. The Federal Reserve is carefully watching the recent housing market boom as strong demand
sent home prices soaring during the months after the onset of the COVID-19 pandemic. The Federal Reserve’s recent
increases in the federal interest rate will continue to increase interest rates on home mortgages, ultimately leading
to some decreased demand. The average interest rate for a fixed 30-year mortgage was 6.27% in April 2023, up
from just under 3% in April 20214. Anderson economists in their March 2023 Forecast emphasized that home price
appreciation has likely peaked and will slow through 20245.
According to the U.S. Census Economic Indicators report from March 2023, nationally sales of new single-family houses
were at a seasonally adjusted annual rate of 640,000, which was 19.0% below the February 2022 estimate of 790,0006. The
median sales price of new homes sold in February 2023 was $438,200 while the average price was $498,700. Homes sales
and sales prices are showing signs of decline as demand cools amid increases in mortgage interest rates, tied to the recent
changes in the federal interest rate.
1 US Bureau of Economic Analysis, March 30, 2023 News Release Gross Domestic Product, Fourth Quarter and Year 2022 (Third Estimate), GDP by Industry, and Corporate Profits https://www.bea.gov/news/2023/gross-domestic-product-fourth-quarter-and-year-2022-third-estimate-gdp-industry-and
2 Federal Open Market Committee Meeting, March 2023 “Federal Reserve Press Release” https://www.federalreserve.gov/newsevents/pressreleases/monetary20230322a.htm
3 U.S. Bureau of Labor Statistics, Economic News Release: Employment Situation Summary-March 2023 (April 17, 2023) www.bls.gov/news.release/empsit.nr0.htm.
4 Freddie Mac, Mortgage Market Survey Archive, www.freddiemac.com/pmms/pmms_archives.
5 UCLA Anderson, June 2022 Economic Outlook www.anderson.ucla.edu/about/centers/ucla-anderson-forecast/events/march-2022-economic-outlook
6 U.S. Census Bureau, March 23, 2023 “Monthly New Residential Sales, February 2023”
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → ECONOMIC OVERVIEW
14
California
UCLA Anderson also prepares a California specific economic forecast as part of its quarterly updates.
In their March 2023 update, Anderson projects the state’s economy will grow faster than the national
economy1. Strong construction and defense sectors, and rainy-day funds will help keep the state afloat.
Unemployment is projected to decrease through the Forecast, from 4.0% in 2023, 3.9% in 2024 and
3.6% in 2025.
Housing stock is expected to increase through the Forecast due to continued strong demand and new
accessory dwelling unit provisions, even despite higher mortgage interest rates which are influenced
by Federal Reserve action.
The State of California’s Employment Development Department (EDD) regularly releases a “Labor Market Review” publication.
In the March 2023 edition, the EDD reported a 4.4% unemployment rate for the State of California.2 The unemployment rate
remained unchanged from the 4.4% unemployment rate one year ago in March 2022.
County
Unemployment: The EDD also publishes reports on countywide unemployment data. In its San Diego
metropolitan area press release from March 2023, the unemployment rate in San Diego County was
3.7% in February 2023, down from 4.1% one year ago in February 20223.
Inflation: The Bureau of Labor Statistics’ consumer price index for urban customers (CPI-U) illustrates
the change in the prices of a standard list of goods and services. Based on the March 2023 CPI-U, the
County of San Diego experienced a 5.3% increase in prices paid for the standard set of goods and
services which is slightly more than the average United States City of 5.0%4. Higher prices for shelter
and energy were major contributors to the CPI change.
Housing: The San Diego Association of Realtors (SDAR) reported the median home price of a detached home in San Diego
County was $940,000 in March 2023, a decrease of 3.5% compared to one year ago5. The decrease in home prices is
largely tied to the significant increase on mortgage interest rates over the past year.
Gasoline: In San Diego County, the average price for a gallon of gasoline is consistently significantly higher than the national
average. Prices have recently stabilized after a year of supply and geopolitical issues, decreasing 16% since March 2022
from $5.77 per gallon to $4.93 per gallon in March 2023. Price per gallonregular unleaded3.073.073.07
4.964.964.96
3.443.443.444.234.234.23
6.376.376.37
4.864.864.86
Average Gasoline Price
National California
June 2021 June 2022 March 2023
$0.00
$2.00
$4.00
$6.00
$8.00
AAA, California Average Gas Prices
1 UCLA Anderson, March 2023 Economic Outlook https://newsroom.ucla.edu/releases/march-2023-anderson-forecast-economy-remains-at-crossroads
2 State of California’s Employment Development Department, Mach 2023, “California Labor Market Review” https://labormarketinfo.edd.ca.gov/
3 State of California’s Employment Development Department, March 2023, “San Diego-Carlsbad MSA Press Release,” www.labormarketinfo.edd.ca.gov/geography/msa/san-diego-carlsbad.html
4 Bureau of Labor Statistics, March 2023 “San Diego Area Economic Summary” https://www.bls.gov/regions/west/ca_sandiego_msa.htm
5 San Diego Association of Realtors, March 2023, “Monthly Indicators - March 2023” http://sdar.stats.10kresearch.com/reports
Page 286 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → ECONOMIC OVERVIEW
15RateMarch 2019 - March 2023
San Diego County Unemployment Rate
Unemployment Rate3/195/197/199/1911/191/203/205/207/209/2011/201/213/215/217/219/2111/211/223/225/227/229/2211/221/230.00%
5.00%
10.00%
15.00%
20.00%
US Bureau of Labor Statistics , Local Area Unemployment Statistics, March 2023
City
The fiscal year 2024 Proposed General Fund revenues budget is $258.2 million. This reflects an
increase of $9.3 million or 3.7% when compared to the fiscal year 2023 Adopted General Fund
revenues budget. General Fund revenues provide funding for essential City services including
police, fire, library services, and park and recreation programs. Property taxes are the largest
revenue source for the City and accounts for 18.7% of the General Fund Revenue Budget. The
City’s other major revenue sources are: Sales Tax, Measure A Sales Tax, Measure P Sales Tax,
Franchise Fees, Transient Occupancy Tax (TOT), Utility User Tax, and Property Tax collected in lieu of Motor Vehicle
License Fees. The other major revenue sources (excluding Measure A and Measure P Sales Tax revenue) account
for 40.4% of the General Fund Revenue Budget and total $104.4 million. Additional information on City revenues is
provided in the All Funds Summary and General Fund Revenue Summary sections of this budget document.
City Sales Tax Measures
Measure A, the half-cent sales tax to fund public safety staffing and services. This tax took effect on October 1, 2018
and brought Chula Vista’s tax rate to 8.75%. The fiscal year 2024 Proposed Budget includes an estimated $27.6
million in Measure A sales tax revenues.
Measure P, a temporary ten-year, half-cent sales tax to fund high priority infrastructure needs. The collection of
this sales tax began on April 1, 2017. The fiscal year 2024 Proposed Budget includes an estimated $27.8 million in
Measure P sales tax revenues.
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May 09, 2023 Post Agenda
ALL FUNDS
SUMMARY
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → ALL FUNDS SUMMARY
18
Charges for Services: 20.7%Charges for Services: 20.7%Charges for Services: 20.7%
DIF & Development Fees: 4.0%DIF & Development Fees: 4.0%DIF & Development Fees: 4.0%
Federal Revenue: 3.9%Federal Revenue: 3.9%Federal Revenue: 3.9%
Fines and Penalties: 0.4%Fines and Penalties: 0.4%Fines and Penalties: 0.4%
Licenses & Permits: 1.5%Licenses & Permits: 1.5%Licenses & Permits: 1.5%
Other Agency Revenue: 0.1%Other Agency Revenue: 0.1%Other Agency Revenue: 0.1%
Other Revenue: 10.4%Other Revenue: 10.4%Other Revenue: 10.4%
State Revenue: 4.1%State Revenue: 4.1%State Revenue: 4.1%
Taxes: 53.5%Taxes: 53.5%Taxes: 53.5%
Use Money/Property: 1.3%Use Money/Property: 1.3%Use Money/Property: 1.3%
Total Revenues Fiscal Year 2024 (All Funds Combined)
All Funds Summary
The following section provides an overview of the combined, all City funds budget. The City has over 150 funds
which include the General Fund, enterprise funds, housing funds, redevelopment successor agency funds, special
revenue funds, internal service funds, capital project funds, and debt service funds. Detailed descriptions, funding,
and staffing levels are provided for each fund under the corresponding fund section in this document. This section
is intended to provide a citywide overview of the Proposed Budget for fiscal year 2024.
All Funds Revenue Summary
The combined revenue budget for all City funds totals $548.3 million, of which $124.9 million represents interfund
transfers. The revenues for all funds are anticipated to decrease by $2.5 million when compared to the fiscal year
2023 Adopted Budget revenue of $550.8 million. The following table reflects a summary of all City revenues by
category.
Sources of Funds (All Funds Combined)
Fiscal Year 2021 – 2024 Revenues
In Thousands (000)
Revenue Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed Change
Charges for Services $ 70,569 $ 93,569 $ 75,096 $ 87,642 $ 12,546
DIF & Development Fees 14,936 24,372 14,665 17,133 2,468
Federal Revenue 25,531 48,489 39,892 16,720 (23,172)
Fines and Penalties 1,346 1,572 1,600 1,692 92
Licenses & Permits 6,228 6,472 5,771 6,283 512
Other Agency Revenue 3,680 347 299 294 (5)
Other Revenue 354,946 70,448 42,441 44,119 1,678
State Revenue 14,929 14,332 16,526 17,214 688
Taxes 188,844 209,070 206,056 226,659 20,603
Transfers In 77,084 124,826 143,138 124,945 (18,193)
Use Money/Property 6,341 (10,353) 5,290 5,600 310
Total $ 764,435 $ 583,143 $ 550,775 $ 548,301 $ (2,474)
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → ALL FUNDS SUMMARY
19
Personnel Services: 33.4%Personnel Services: 33.4%Personnel Services: 33.4%
Supplies and Services: 16.1%Supplies and Services: 16.1%Supplies and Services: 16.1%
Other Expenses: 11.3%Other Expenses: 11.3%Other Expenses: 11.3%
Other Capital: 0.8%Other Capital: 0.8%Other Capital: 0.8%
Utilities: 2.0%Utilities: 2.0%Utilities: 2.0%
Internal Service Charges: 1.0%Internal Service Charges: 1.0%Internal Service Charges: 1.0%
Transfers Out: 23.0%Transfers Out: 23.0%Transfers Out: 23.0%
CIP Project Expenditures: 12.3%CIP Project Expenditures: 12.3%CIP Project Expenditures: 12.3%
Non-CIP Project Expenditures: 0.1%Non-CIP Project Expenditures: 0.1%Non-CIP Project Expenditures: 0.1%
Total Expenditures Fiscal Year 2024 (All Funds Combined)
All Funds Expenditure Summary
The combined expenditure budget for all City funds for fiscal year 2024 totals $543.9 million. The combined budget
amount includes a General Fund operating budget of $258.2 million and a Capital Improvement Program (CIP)
budget of $66.6 million. When compared to the prior year budget, the fiscal year 2024 Proposed Budget reflects an
increase of $9.3 million.
The expenditures have been assigned to the appropriate expense categories and are shown in the following table.
Uses of Funds (All Funds Combined)
Fiscal Year 2021 – 2024 Expenditures
In Thousands (000)
Expenditure Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed Change
Personnel Services $ 479,894 $ 175,063 $ 174,984 $ 181,762 $ 6,778
Supplies and Services 77,413 71,676 79,023 87,416 8,393
Other Expenses 60,702 131,508 57,955 61,159 3,204
Other Capital 9,744 7,596 6,140 4,572 (1,568)
Utilities 8,660 9,092 10,296 10,977 681
Internal Service Charges 3,373 4,622 4,602 5,582 980
Transfers Out 78,859 136,628 144,894 125,005 (19,889)
CIP Project Expenditures 42,803 24,776 50,531 66,588 16,057
Cost of Sales - 391 - 391 391
Non-CIP Project Expenditures 1,775 3,933 5,285 455 (4,830)
Total $ 763,224 $ 565,287 $ 533,711 $ 543,907 $ 10,196
* FY 2021 Personnel Services includes the additional contribution to CalPERS due to the issuance of the 2021 Pension Obligation Bonds
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → ALL FUNDS SUMMARY
20
Pension Obligation Bonds
City Staff, in conjunction with discussions with City Council, explored over several years the use of pension obligation
bonds (POBs) to help manage retirement costs. A pension obligation bond is a taxable bond issued to investors, with
proceeds utilized to extinguish all or a part of the City’s pension liabilities. These liabilities are termed the “unfunded
accrued liability” (UAL) and are due to the California Public Employees’ Retirement System (CalPERS). The UAL is
the shortfall or gap between what the City has in assets and what it will need in assets to fully pay out the benefits
that it has promised to retirees under CalPERS.
Issuance of the POBs provides the City several benefits, including: (1) generating cash flow savings to the City through
historically low interest rates relative to the CalPERS discount rate assumption; (2) creating a repayment shape for
the City’s pension liabilities that increases more gradually than currently mandated by CalPERS; (3) enhancing
budget predictability and long-term fiscal sustainability by creating a smoother repayment shape at a lower level; (4) Reserve PercentageGF Fund BalanceMillionsFiscal Year 2018 to Fiscal Year 2023
13.2%
15.4%15.1%15.0%15.0%15.0%15.0%
General Fund Operating Reserves
Reserve %Reserve Policy (Updated 2009)GF Fund Balance ($)
FY18 FY19 FY20 FY21 FY21 FY22 FY23
Estimated
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
$0
$5
$10
$15
$20
$25
$30
General Fund Reserves
The General Fund Operating Reserve is to be used to provide temporary financing for unanticipated extraordinary
needs of an emergency nature, such as a major storm drain repair, litigation or settlement costs or an unexpected
liability created by Federal or State legislative action. In November 2009, the City Council approved a resolution
updating the City’s General Fund Reserve Policy. With the issuance of pension obligations bonds (POBs) in November
2020, the Policy was amended. The revised reserve policy (City of Chula Vista Council Policy 220-03) addresses the
following:
■Provides guidelines for the use of reserves;
■Sets a long-term goal for a higher General Fund minimum Reserve level, from 8% to 15%;
■Established two new reserve funds – the Economic Contingency Reserve and the Catastrophic Event Reserve; and
■Established another new reserve fund based on POBs issuance, the Pension & OPEB Reserve Fund Policy.
The following chart depicts the General Fund operating reserves since fiscal year 2018 as a percentage of the
respective adopted budgets. As the reserve is intended to be a gauge of the General Fund, Measure P, and Measure
A funding is not included in the calculation of the General Fund reserve.
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → ALL FUNDS SUMMARY
21
leveraging the projected savings to adequately fund various reserves; and (5) setting aside a portion of the future
savings into the Section 115 Trust and Bond Call Fund to mitigate future pension and OPEB cost increases and
potentially pay off (redeem) the POBs prior to maturity.
On September 15, 2020, City Council approved the initial legal documents related to a POB and the City and its
financing team initiated a validation process in the San Diego County Superior Court. This process concluded on
January 11, 2021, with the City refinancing the City’s UAL with CalPERS at historically low interest rates. In February
2021, the City issued approximately $350 million in Pension Obligation Bonds to refund all of the UAL based on the
CalPERS Actuarial Valuation as of June 30, 2019.
At issuance, the projected benefit to the City from the 2021 Pension Obligation Bonds issuance was $116 million
($112 million on a present value basis). These savings estimates assume that CalPERS achieves its target rate
(7.0% at the time of issuance; updated to 6.8% in July 2021) in the future. Savings will be higher if CalPERS earns
more than the target rate and lower if it earns less than the target rate. These savings will be utilized to fund the
new Pension Reserve Fund mentioned above, mitigating future fiscal impacts from anticipated CalPERS pension
investment return shortfalls.
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May 09, 2023 Post Agenda
SUMMARY OF
STAFFING CHANGES
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → SUMMARY OF STAFFING CHANGES
24
Summary of Staffing Changes
The fiscal year 2024 Proposed Budget includes 1,263.75 positions for all funds. This is a net increase of 37.0
positions when compared to the fiscal year 2023 Adopted Budget that included 1,226.75 authorized positions. The
summary of staffing changes is divided into two sections – the staffing changes that were approved by Council
during fiscal year 2023 and changes made as part of the development of the fiscal year 2024 budget.
Position Changes Authorized during Fiscal Year 2023
During fiscal year 2023, Council approved the addition of 24.00 full-time equivalent (FTE) positions Citywide, as well
as several reclassifications to reflect changes in duties. Changes in the General Fund (GF) resulted in a net increase
of 21.00 FTEs. Changes to other funds resulted in a net increase of 3.0 FTEs. These changes are summarized in
the following table.
Summary of Fiscal Year 2023 Staffing Changes
Approved by City Council
Department/Fund Program Position FTE
Administration (1.00)Admin
Sr. Management Analyst (1.00)
Special Projects Manager 1.00
Community Engagement Specialist 1.00
Advanced Life Support (0.00)ALS Program Multimedia Production Specialist (1.00)
Multimedia Designer 1.00
Central Garage (1.00)Operations Fleet Supervisor 1.00
City Clerk (1.00)Operations Deputy City Clerk II 1.00
City Jail (-15.00)Jail
Detentions Supervisor (2.00)
Detentions Officer (12.00)
Detention Facility Manager (1.00)
CV Housing Authority Fund (3.00)
Development Services
Housing Manager (1.00)
Management Analyst II (3.00)
Principal Management Analyst (1.00)
Sr. Management Analyst (1.00)
Sr. Planner (1.00)
Housing and Homeless
Services
Director of Housing and Homeless Services 1.00
Homeless Solutions Manager 1.00
Housing Manager 1.00
Management Analyst II 4.00
Principal Management Analyst 1.00
Sr. Fiscal Office Specialist 1.00
Sr. Planner 1.00
Development Services GF (1.00)Code Enforcement Code Enforcement Officer II 1.00
Development Services Fund (1.00)Admin Development Project Manager 1.00
Economic Development (0.00)Admin Director of Economic Development (Frozen) (1.00)
Economic Development Manager 1.00
Engineering and Cap Proj (0.00)
Survey Sr. Land Surveyor 1.00
Construction Inspection
Associate Engineer 4.00
Sr. Building Inspector (1.00)
Sr. Public Works Inspector (1.00)
Public Works Inspector II (3.00)
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → SUMMARY OF STAFFING CHANGES
25
Summary of Fiscal Year 2023 Staffing Changes (Continued)
Approved by City Council
Department/Fund Program Position FTE
Finance (2.00)
Comptroller Sr. Accountant 1.00
Payroll
Accounting Technician (2.00)
Payroll Specialist 2.00
Associate Accountant (1.00)
Payroll Supervisor 1.00
Purchasing Sr. Procurement Specialist 1.00
Revenue Fiscal & Management Analyst (1.00)
Fiscal Services Analyst 1.00
Fire (1.00)
Operations Fire Battalion Chief (1.00)
Fire Captain 1.00
Training Deputy Fire Chief 1.00
Prevention Fire Prevention Eng/Invst (1.00)
Sr. Fire Insp/Invst 1.00
Admin EMS Inventory Specialist (1.00)
Fire Inventory Specialist 1.00
Human Resources (1.00)Employee Benefits Sr. Human Resources Technician 1.00
Information Tech Srvs (3.00)
IT Programming
Sr. Programmer Analyst (1.00)
Sr. Application Support Specialist 1.00
Application Support Specialist 1.00
Application Support Manager 1.00
Operations Operations and Telecomm Manager (1.00)
Graphic Information
Systems
GIS Specialist (2.00)
GIS Analyst 2.00
Admin Information Technology Project Manager 1.00
Micro Computers VoIP/Videoconferencing Specialist 1.00
Measure A (11.00)Fire
Fire Captain 2.00
Fire Engineer 2.00
Firefighter/Paramedic 3.00
Sr. Application Support Specialist 1.00
Fire Inventory Specialist 1.00
Police Community Services Officer 2.00
Parks & Recreation (-43.00)
Parks Admin Sr. Management Analyst (1.00)
Parks Manager (1.00)
Park Maintenance
Parks Supervisor (4.00)
Sr. Parks Maintenance Worker (10.00)
Parks Maintenance Worker II (24.00)
Ranger
Park Ranger Program Manager (1.00)
Sr. Park Ranger (1.00)
Park Ranger Supervisor (1.00)
Police (10.00)
School Resource Peace Officer 1.00
City Jail Detentions Officer 8.00
Detention Facility Manager 1.00
Admin Police Captain (1.00)
Assistant Chief of Police 1.00
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → SUMMARY OF STAFFING CHANGES
26
Summary of Fiscal Year 2023 Staffing Changes (Continued)
Approved by City Council
Department/Fund Program Position FTE
Police Grants (2.00)
CalVIP Peace Officer 1.00
SD Law Enf Coord
FA Supervisory Intelligence Analyst (3.00)
FA Supervisory Intelligence Analyst I 1.00
FA Supervisory Intelligence Analyst II 2.00
FA Program Assistant Supervisor 1.00
Public Works (44.00)
Construction & Repair Plumber 1.00
Parks Admin Sr. Management Analyst 1.00
Parks Manager 1.00
Park Maintenance
Parks Supervisor 4.00
Sr. Parks Maintenance Worker 10.00
Parks Maintenance Worker II 24.00
Ranger
Park Ranger Program Manager 1.00
Sr. Park Ranger 1.00
Park Ranger Supervisor 1.00
Admin Secretary (1.00)
Sr. Fiscal Office Specialist 1.00
Sewer Billing (0.00)Sewer Billing Management Analyst (1.00)
Collections Supervisor 1.00
Transport Fund (0.00)Transport CV Emergency Medical Technician (Non-Safety) (2.00)
Paramedic (Non-Safety) 2.00
Citywide Total 24.00
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → SUMMARY OF STAFFING CHANGES
27
Fiscal Year 2024 Changes
The fiscal year 2024 Proposed Budget reflects specific program changes based on the resources available. In total,
the changes result in a net increase of 13.00 FTEs across funds when compared to the fiscal year 2023 amended
budget. Changes in the General Fund (GF) result in a 7.00 FTE increase. Changes to other funds results in a net
increase of 6.00 FTEs. The following table summarizes the fiscal year 2024 staffing changes by department and/
or fund:
Summary of Fiscal Year 2024 Staffing Changes
Department/Fund Program Position FTE
Advanced Life Support (1.00)ALS Program Management Analyst II 1.00
City Clerk (1.00)Operations
Records Manager 1.00
Assistant City Clerk (1.00)
City Clerk Analyst (1.00)
Deputy Director, City Clerk Services 2.00
Development Services GF (0.00)Code Enforcement Code Enforcement Officer II (1.00)
Code Enforcement Manager 1.00
Economic Development (-2.00)Office of Sustainability Conservation Specialist II (2.00)
Environmental Services Fund (1.00)Environmental Services Conservation Specialist II 2.00
Recycling Specialist I (1.00)
Finance (0.00)Purchasing Procurement Services Analyst (1.00)
Purchasing Agent 1.00
Fire (9.00)Village 8
Fire Captain 3.00
Fire Engineer 3.00
Firefighter/Paramedic A 3.00
Measure A (5.00)
Fire Firefighter A 3.00
Fire Captain 2.00
Police Digital Forensics Tech II (2.00)
Digital Forensics Analyst II 2.00
Parks & Recreation (2.00)Loma Verde Aquatic Supervisor I 1.00
Recreation Supervisor II 1.00
Police (0.00)
Support Services Sr. Police Records Spec (1.00)
Sr. Office Spec 1.00
Community Patrol/St
Crime-Gang Sup
Peace Officer - Frozen (6.00)
Peace Officer 6.00
Public Works (-3.00)Custodial Lead Custodian (2.00)
Custodian (1.00)
Transport (-1.00)Transport CV Management Analyst II (1.00)
Total Citywide 13.00
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City of Chula Vista
Proposed Budget FY 2024
Budget Message → SUMMARY OF STAFFING CHANGES
28
Summary of Frozen Positions
As funding becomes available the status of these positions will be reevaluated; recommended funding changes will
be brought to Council for consideration mid-year or through the budget development process. The fiscal year 2024
Proposed Budget reflects 2.00 FTE frozen positions summarized by department in the below table.
Summary of Fiscal Year 2024 Frozen Positions
Department/Fund Program Position FTE
City Council (1.00)Administration Admin Secretary - Mayor 1.00
Fire (1.00)Fire Prevention Fire Prevention Specialist 1.00
Total Citywide 2.00
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Budget Message → SUMMARY OF STAFFING CHANGES
29
Summary of Staffing Changes by Department and Bargaining Unit
The following tables summarize the staffing changes occurring between the fiscal year 2023 Adopted Budget and
the fiscal year 2024 Proposed Budget, by department and bargaining unit.
Summary of Staffing Changes by Department
Department/Fund
FY 2023
Adopted
Staffing
FY 2023
Mid Year
Changes
FY 2024
Changes
FY 2024
Proposed
Staffing % Change
Administration 10.00 1.00 - 11.00 10.0%
Animal Care Facility 27.25 - - 27.25 -%
City Attorney 17.00 - - 17.00 -%
City Clerk 7.00 1.00 1.00 9.00 28.6%
City Council 14.00 - - 14.00 -%
Development Services - GF 20.00 1.00 - 21.00 5.0%
Economic Development 11.00 - (2.00) 9.00 (18.2%)
Engineering and Capital Projects 59.00 - - 59.00 -%
Finance 32.00 2.00 - 34.00 6.3%
Fire 146.00 1.00 9.00 156.00 6.8%
Human Resources 21.00 1.00 - 22.00 4.8%
Information Technology Services 18.00 3.00 - 21.00 16.7%
Library 23.00 - - 23.00 -%
Parks and Recreation 60.50 (43.00) 2.00 19.50 (67.8%)
Police 319.00 10.00 - 329.00 3.1%
Public Works 83.00 44.00 (3.00) 124.00 49.4%
General Fund Total 867.75 21.00 7.00 895.75 3.2%
Other Funds
Advanced Life Support Fund 4.00 - 1.00 5.00 25.0%
City Jail 15.00 (15.00) - - (100.0%)
CV Housing Authority Fund 7.00 3.00 - 10.00 42.9%
Development Services Fund 64.00 1.00 - 65.00 1.6%
Environmental Services Fund 8.00 - 1.00 9.00 12.5%
Federal Grants Fund 42.00 2.00 - 44.00 4.8%
Fleet Management 11.00 1.00 - 12.00 9.1%
Gas Tax Fund 2.00 - - 2.00 -%
Measure A Fund 95.00 11.00 5.00 111.00 16.8%
Sewer Fund 48.00 - - 48.00 -%
Transportation Fund 63.00 - (1.00) 62.00 -%
Other Funds Total 359.00 3.00 6.00 368.00 2.5%
Citywide Total 1,226.75 24.00 13.00 1,263.75 3.0%
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City of Chula Vista
Proposed Budget FY 2024
Budget Message → SUMMARY OF STAFFING CHANGES
30
Summary of Staffing Changes by Bargaining Unit
Bargaining Unit
FY 2023
Adopted
Staffing
FY 2023
Mid Year
Changes
FY2024
Changes
FY 2024
Proposed
Staffing % Change
City Attorney (Elected) 1.00 - - 1.00 -%
Unrepresented Professionals and Mid Managers 49.50 2.00 - 51.50 4.0%
Executives 17.00 - - 17.00 -%
Chula Vista Mid Managers and Professionals
Association 83.75 6.00 (1.00) 88.75 6.0%
Association of Chula Vista Employees 445.50 (3.00) (3.00) 439.50 (1.3%)
City Council 5.00 - - 5.00 -%
International Association of Firefighters 168.00 8.00 14.00 190.00 13.1%
Non-Safety International Association of Firefighters 58.00 - - 58.00 -%
Police Officers Association 282.00 2.00 - 284.00 0.7%
Western Council of Engineers 41.00 5.00 - 46.00 12.2%
Senior Managers 44.00 3.00 3.00 50.00 13.6%
Confidential 32.00 1.00 - 33.00 3.1%
Total 1,226.75 24.00 13.00 1,263.75 3.0%
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GENERAL FUND
General Fund Expenditure Summary
General Fund Revenue Summary
General Fund Net Cost
Department Summary Reports
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GENERAL FUND
EXPENDITURE
SUMMARY
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND EXPENDITURE SUMMARY
34
General Fund Expenditure Summary
The fiscal year 2024 Proposed General Fund expenditures budget is $258.2 million, an increase of $9.3 million or 3.7%
when compared to the fiscal year 2023 Adopted Budget expenditures budget. Fiscal year 2024 capital improvement
projects will be funded primarily by non‐General Fund allocations; see the Capital Improvement Program section of
this document.
The fiscal year 2024 Proposed General Fund Budget is balanced, with budgeted expenditures equal to or less than
budgeted revenues, plus other available sources. The fiscal year 2024 Proposed Budget continues positive growth in
its revenue sources. However, due to multiple factors within the current economy, conservative growth assumptions
have been incorporated into the budget projections. The fiscal year 2024 Proposed Budget expenditures focus on
maintaining and enhancing current levels of service.
General Fund Expenditures Summary
In Thousands (000)
Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed Change
Personnel Services $ 135,881 $ 118,778 $ 126,930 $ 132,893 $ 5,963
Supplies and Services 15,122 16,351 18,628 25,209 6,581
Other Expenses 4,108 15,185 1,787 1,831 44
Internal Service 2,779 3,658 3,767 4,473 705
Capital 639 844 168 193 25
Transfers Out 55,471 84,994 89,134 86,754 (2,379)
Non-CIP Project Expenditures 10 539 2,460 200 (2,260)
Utilities 5,600 6,209 6,060 6,670 610
Total Operating Budget $ 219,610 $ 246,558 $ 248,933 $ 258,222 $ 9,289
CIP Project Expenditures 9 38 - - -
Total General Fund Budget $ 219,618 $ 246,596 $ 248,933 $ 258,222 $ 9,289
Major Expenditure Changes by Category
The following summarizes the significant changes within the expenditure categories:
Personnel Services: Increase of $6.0 million from the fiscal year 2023 Adopted Budget, driven by the following:
■Net addition of 28 FTE (21.00 FTE fiscal year 2023 mid-year additions and 7.00 FTE fiscal year 2024 increase of
budgeted positions).
■$1.7 million increase for retirement/pension costs.
■($2.1) million Salary Savings target increase based on vacancy trends, normal attrition, leaves of absence and
under-filled positions. Salary Savings are a budgeting tool, shown as negative expenses, which lowers the total
Personnel Services budget based on the likelihood of unfilled positions during the year. some positions unable
to be filled during the year.
Supplies and Services: Increase of approximately $6.6 million when compared to the fiscal year 2023 Adopted
Budget.
■General/liability insurance increase of $1.2 million.
■Contract Services increase of $3.2 million.
■Attorney Services increase of $1.0 million.
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Proposed Budget FY 2024
General Fund → GENERAL FUND EXPENDITURE SUMMARY
35
Fiscal Year 2024
Note: Personnel Services (Personnel Expense, Retirement Benefits, and Health Benefits) accounts for 51% of General Fund
expenditures in the fiscal year 2024 Proposed Budget.
Health Benefits: 5.5%Health Benefits: 5.5%Health Benefits: 5.5%
Personnel Expense: 40.3%Personnel Expense: 40.3%Personnel Expense: 40.3%
Supplies and Services: 9.8%Supplies and Services: 9.8%Supplies and Services: 9.8%
Other Expenses: 0.7%Other Expenses: 0.7%Other Expenses: 0.7%
Internal Service: 1.7%Internal Service: 1.7%Internal Service: 1.7%
Transfers Out: 33.6%Transfers Out: 33.6%Transfers Out: 33.6%
Utilities: 2.6%Utilities: 2.6%Utilities: 2.6%Retirement Benefits: 5.7%Retirement Benefits: 5.7%Retirement Benefits: 5.7%
General Fund Expenditures by Category
Other Expenses: Increase of $0.04 million when compared to the fiscal year 2023 Adopted Budget, largely due to
administrative expense to the California Department of Tax and Fee Administration (CDTFA) for the collection and
administration of sales related tax revenues.
Transfers Out: Decrease of $2.4 million over the fiscal year 2023 Adopted Budget, driven by the following:
■A one-time transfer of $8.0 million to the Loma Verde Community Center capital improvement project was
planned in fiscal year 2023 and will not reoccur in fiscal year 2024.
■With the winddown of the City Jail Fund, an annual transfer of $0.5 million from the General Fund has been
eliminated.
■The City’s General Fund grant match of $0.4 million for brush clearing (FEMA) will not reoccur in fiscal year 2024.
■Transfers out from the General Fund to the Sales Tax Measures A and P Funds each increased by $1.9 million
based on projected sales tax revenues, for a total of $3.8 million.
Non-CIP Project Expenditures: Decrease of $2.3 million over the fiscal year 2023 Adopted Budget, primarily for the
reduction of a one-time reimbursement of the University Project under the American Rescue Plan (ARPA) spending
plan.
Utilities: Increase of $0.6 million from the fiscal year 2023 Adopted Budget based on rate increases for gas and
electric, and water.
The chart below illustrates the fiscal year 2024 expenditures by expense category as a percentage of the entire
General Fund adopted budget, followed by a chart showing the City’s historical General Fund expenditures from
fiscal year 2021 to the fiscal year 2024 Proposed Budget expenditure amounts.
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Proposed Budget FY 2024
General Fund → GENERAL FUND EXPENDITURE SUMMARY
36MillionsFiscal Years 2021 – 2024
General Fund Expenditures History by Category
Personnel Services Supplies and Services Other Expenses
Internal Service Capital Transfers Out
CIP Project Expenditures Non-CIP Project Expenditures
FY21 Actual FY22 Actual FY23 Adopted FY24 Proposed
$0
$50
$100
$150
$200
$250
$300
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND EXPENDITURE SUMMARY
37
Fiscal Year 2024
Note: The chart above does not reflect net cost of each department, only their expenditure allocations.
Boards and Commissions: $0.0, 0%Boards and Commissions: $0.0, 0%Boards and Commissions: $0.0, 0%
City Clerk: $3.4, 7%City Clerk: $3.4, 7%City Clerk: $3.4, 7%
City Council: $1.5, 3%City Council: $1.5, 3%City Council: $1.5, 3%
Human Resources: $3.5, 7%Human Resources: $3.5, 7%Human Resources: $3.5, 7%
Development Services: $2.8, 6%Development Services: $2.8, 6%Development Services: $2.8, 6%
Economic Development: $1.6, 3%Economic Development: $1.6, 3%Economic Development: $1.6, 3%
Engineering & Capital Projects: $10.7, 21%Engineering & Capital Projects: $10.7, 21%Engineering & Capital Projects: $10.7, 21%
City Attorney: $3.2, 6%City Attorney: $3.2, 6%City Attorney: $3.2, 6%
Administration: $2.6, 5%Administration: $2.6, 5%Administration: $2.6, 5%
Animal Care Facility: $3.2, 6%Animal Care Facility: $3.2, 6%Animal Care Facility: $3.2, 6%
Information Technology: $4.5, 9%Information Technology: $4.5, 9%Information Technology: $4.5, 9%
Library: $3.8, 8%Library: $3.8, 8%Library: $3.8, 8%
Finance: $4.7, 9%Finance: $4.7, 9%Finance: $4.7, 9%
Parks and Recreation: $4.3, 9%Parks and Recreation: $4.3, 9%Parks and Recreation: $4.3, 9%
General Fund Expenditure by Department (Other Department Detail – Totals $49.9 million)
The following chart reflects the “Other” department costs included in the previous chart that includes the $49.9
million of the General Fund department budgeted expenditures.
Fiscal Year 2024
Note: The chart above does not reflect net cost of each department, only their expenditure allocations.
Fire: $34.5, 13%Fire: $34.5, 13%Fire: $34.5, 13%
Public Works: $22.8, 9%Public Works: $22.8, 9%Public Works: $22.8, 9%
Police: $55.4, 21%Police: $55.4, 21%Police: $55.4, 21%
Non-Departmental: $95.6, 37%Non-Departmental: $95.6, 37%Non-Departmental: $95.6, 37%
Other Departments: $49.9, 19%Other Departments: $49.9, 19%Other Departments: $49.9, 19%
General Fund Expenditure by Department
The chart below illustrates the fiscal year 2024 Proposed General Fund Expenditure budget by department. Public
safety (Police and Fire departments), represent approximately 34.8% of the General Fund budget for fiscal year 2024.
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND EXPENDITURE SUMMARY
38FTEFTE/1,000Compared to FTEs per Thousand Residents
Note: Population for FY 2024 is estimated with the average 3.0% growth rate.
3.0 3.1 3.1 3.1
City of Chula Vista Staffing (FTEs)
Total GF FTEs FTEs/1000
FY 2021 FY 2022 FY 2023 FY 2024 (Estimated)
0
100
200
300
400
500
600
700
800
900
0.0
1.0
2.0
3.0
4.0
5.0
Staffing Levels
The fiscal year 2024 Proposed Budget includes a net increase of 28.0 General Fund positions over the fiscal year
2023 Adopted Budget. The staffing changes are divided by those approved by Council during fiscal year 2023 and
changes made as part of the development of the fiscal year 2024 budget.
General Fund Staffing Level Summary Table
General Fund Budget FY 2021 FY 2022 FY 2023 FY 2024
% Chg.
FY2021 to
FY2024
Legislative and Administrative 107.00 110.50 119.00 128.00 19.6%
Development and Maintenance 183.25 192.25 200.25 240.25 31.1%
Public Safety 457.50 464.50 465.00 485.00 6.0%
Community Services 78.50 79.50 83.50 42.50 -45.9%
Total GF City Staff 826.25 846.75 867.75 895.75 8.4%
The modest increases in staffing are consistent with City’s population growth as projected by the California
Department of Finance. These growth patterns are reflected in the following graph which provides the number of
General Fund full-time employees (FTEs) per thousand residents.
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Proposed Budget FY 2024
General Fund → GENERAL FUND EXPENDITURE SUMMARY
39Percent ReturnTarget
Percent Return
Relative to CalPERS Assumed Investment Return Rate
The 2022 estimated return is (6.1)%. The CalPERS assumed investment rate is 7.0% for FY 2010 – FY 2021; 6.8% for FY 2022 & FY 2023
CalPERS Historical Market Value Rates of Return
Target Percent Return
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
-10
-5
0
5
10
15
20
25
Salary Adjustments
The fiscal year 2024 Proposed Budget for the Personnel Services expense category, which includes salaries and
benefits, is $132.9 million or 51% of the budget, a 4% increase from the fiscal year 2023 Adopted Budget. The fiscal
year 2024 Adopted General Fund Budget includes funding for the annualized costs of negotiated salary increases
approved per the current Memoranda of Understanding (MOU) with each of the City’s employee groups.
Rising Retirement Costs
The increase in retirement/pension costs driven by rising California Public Employees’ Retirement System (CalPERS)
contributions is a significant budgetary challenge facing the City. Pension cost increases are the largest financial
challenge facing most cities throughout the state and are primarily due to factors outside of the cities’ control,
namely actuarial assumptions changes made by CalPERS and below average investment returns. The payments
estimated to be made to the retirement system equal approximately $14.9 million or 5.8% of the City’s fiscal year
2024 Proposed Budget. This represents an increase of $1.6 million from the fiscal year 2023 Adopted Budget. This
somewhat small increase is due to the issuance of pension obligations bonds (POBs) to fund retirement liabilities
discussed in the All- Funds Summary section of this document.
To follow is a series of charts related to pension costs. The first chart depicts the actual market rates of return for
the CalPERS investment portfolio in relation to the typical 7.0% investment return assumption used by CalPERS in
most years.
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND EXPENDITURE SUMMARY
40
Fiscal Years 2021 to 2028 Projected
Notes:
1. Reflects Employer Contribution. The actual employer contribution is higher due to Employer Paid Member Contributions (EPMC)
ranging from 1.3% to 4.2%, and for applicable years an additional 8% and 9% for the Employer Paid Member Contribution (Employee
Contribution).
2. Projected rates (FY 2025 - 2029), based on CalPER’s Annual Valuation Report as of June 30, 2021
CalPERS Employer Contribution Rates
Miscellaneous Public Safety
FY21 FY22 FY23 FY25
(projected)
FY26
(projected)
FY27
(projected)
FY28
(projected)
FY29
(projected)
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
The final chart reflects historical CalPERS contributions illustrating the employer (City) contribution rates from fiscal
years 2021 to 2024 and projected rates for fiscal years 2025 through 2029. As noted above, due to the payment of
the UAL in fiscal year 2021, employer contribution rates decreased significantly between fiscal year 2022 and fiscal
year 2023.
$31.8
$11.7 $13.3 $14.9
FY 2021 Actual FY 2022 Actual FY 2023 Adopted FY 2024 Proposed
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$40.0
Retirement Costs (General Fund)
Fiscal Years 2021 – 2024
The second chart reflects actual CalPERS costs in the General Fund for fiscal years 2021 to the fiscal year 2024
Proposed Budget. Due to the payment of the Unfunded Actuarial Liability (UAL) June 30, 2019 balance to CalPERS
paid by the proceeds of the City’s issuance of the 2021 Pension Obligation Bonds, retirement costs decreased
significantly between fiscal year 2021 and fiscal year 2022. However, debt service payments are now scheduled
annually in order to service the 2021 Pension Obligation Bonds.
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Proposed Budget FY 2024
General Fund → GENERAL FUND EXPENDITURE SUMMARY
41
Flex Allotment Increases by Bargaining Group
Calendar Year 2021 to 2024
FLEX Allotment Increases by Bargaining Unit
Bargaining Group 2021 2022 2023
2024
(Estimated)
2023-2024
% Change
Confidential $ 14,614 $ 16,436 $ 17,666 $ 18,896 7.0%
Chula Vista Employees Association $ 14,114 $ 15,060 $ 16,290 $ 17,520 7.6%
Executive $ 17,390 $ 18,336 $ 19,566 $ 20,796 6.3%
Mid Managers and Professionals $ 14,990 $ 16,436 $ 17,666 $ 18,896 7.0%
Non-Safety International Association of Fire
Fighters $ - $ 15,060 $ 16,290 $ 17,520 7.6%
Senior Managers $ 15,990 $ 16,936 $ 18,166 $ 19,396 6.8%
Western Council of Engineers $ 14,990 $ 15,936 $ 17,166 $ 18,396 7.2%
Mayor & Council $ 17,390 $ 18,336 $ 19,566 $ 20,796 6.3%
City Provided Public Safety Flex Benefit Ranges
Calendar Year 2021 to 2024
Public Safety FLEX Benefit Ranges
Benefit 2021 2022 2023 2024 Estimated
Medical $ 6,972 - $25,176 $ 6,972 - $27,964 $ 7,752 - $28,464 $ 8,915 - $31,026
Dental(1) $ 192 - $468 $ 192 - $468 $ 120 - $456 $ 120 - $456
(1) Dental insurance for public safety employees is fully compensated for at the DHMO level. Employees may choose PPO and pay the variance between DHMO and PPO.MillionsFiscal Years 2021 – 2024
$10.9 $10.8
$14.2 $14.2
Flex/Health Insurance Costs (General Fund)
FY 2021 Actual FY 2022 Actual FY 2023 Adopted FY 2024 Proposed
$0.0
$2.5
$5.0
$7.5
$10.0
$12.5
$15.0
$17.5
Health Care Costs
The City’s “Flex Plan” is an annual allotment toward the purchase of benefits available under the City’s Cafeteria
Benefits Plan for employees to choose health plan coverage. The Flex/health insurance expenses total approximately
$14.2 million or 5.5% of the fiscal year 2024 Proposed Budget expenditures. This represents an increase of $0.04
million or 0.3% from the fiscal year 2023 Adopted Budget. The increase in costs is primarily due to the City’s health
insurance providers Kaiser and AETNA rate increases in calendar year 2023, based on healthcare utilization rates.
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Proposed Budget FY 2024
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42
Insurance Premiums
The annual budget for Flex/Health Insurance has increased by $0.9 million from the fiscal year 2023 Adopted
Budget to $14.2 million in the fiscal year 2024 Proposed Budget. Discussions with health care professionals indicate
increases in health care costs are likely to continue for the foreseeable future based on healthcare utilization trends.
The following table reflects the changes in health care rate premiums the City has experienced from January 2021
to January 2023. The final rate premium that will be in effect for January 2024 will not be known until early Fall 2023.
Premium Increases by Health Care Provider
Calendar Year 2021 to 2024
Date of Increase Kaiser AETNA Average
January 2021 20.0% 10.0% 15.0%
January 2022 20.0% 10.0% 15.0%
January 2023 15.0% 9.0% 12.0%
January 2024 (estimated) 15.0% 9.0% 12.0%
Annual Average Premium Increase 17.5% 9.5% 13.5%
Total Increase (January 2020 to January 2023) 70.0% 38.0% 54.0%
Measure P & Measure A Expenditures
Measure P – Approved in November 2016, Measure P is a temporary, ten-year, half-cent sales tax dedicated by the
City to funding high priority deferred maintenance items such as infrastructure, fleet replacement, technology and
other capital equipment. Collection of this tax began in April 2017 and is scheduled to terminate in March 2027. The
fiscal year 2024 Proposed Budget projects approximately $27.8 million in revenue from this tax and a corresponding
transfer out (expense) of the General Fund to the Measure P fund for the same amount less administrative costs.
The fiscal year 2024 Proposed Budget transfer amount is an increase of approximately $1.9 million over the transfer
amount included in the fiscal year 2023 Adopted Budget.
Measure A – Approved in June 2018, Measure A is a half-cent sales tax dedicated to addressing public safety (Police
and Fire departments) critical needs. Collection of this revenue began in October 2018 and will remain in place;
Measure A sales tax does not have a sunset date. The fiscal year 2024 Proposed Budget projects approximately
$27.6 million in revenue from this tax and a matching transfer out of the General Fund to the Measure A fund
for the same amount less administrative costs. The fiscal year 2024 Proposed transfer amount is an increase of
approximately $1.9 million over the transfer amount included in the fiscal year 2023 Adopted Budget.
Although these measures were approved as “general purpose tax” (City has discretion to spend revenues generated
for any lawful municipal purpose), the City has established specific uses and spending plans for each revenue
stream. Accordingly, the City has set up separate funds to monitor and track the usage and balance of these funds.
The General Fund serves as a pass-through conduit for these funds. The fiscal year 2024 Proposed Budget includes
transfers out of approximately $27.5 million to each of the Measure P and Measure A Sales Tax funds. Specific
budget information related to these measures is provided in the Measure P and Measure A sections of this document.
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GENERAL FUND
REVENUE SUMMARY
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Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
44
General Fund Revenue Summary
The fiscal year 2024 Proposed General Fund revenue budget is $258.2 million, an increase of $9.3 million or 3.7%
when compared to the fiscal year 2023 Adopted Budget revenues budget. General Fund revenues provide funding
for essential City services including police, fire, library services, and park and recreation programs. The City’s major
revenue sources are: Property Tax, Sales Tax, Measure P Sales Tax, Measure A Sales Tax, Franchise Fees, Transient
Occupancy Tax (TOT), Utility User Tax, and Property Tax collected in‐lieu of Motor Vehicle License Fees (MVLF). The
major revenue sources account for 80.3 percent of the City’s General Fund revenue for the fiscal year 2024 Proposed
Budget.
General Fund Revenues Summary
Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed Change
Property Taxes $ 40,693 $ 42,277 $ 40,877 $ 48,315 $ 7,438
Sales Tax 39,180 46,070 43,560 47,075 3,515
Sales Tax - Measure P 23,804 27,628 25,887 27,836 1,949
Sales Tax - Measure A 23,784 27,620 25,905 27,836 1,931
Franchise Fees 13,130 13,852 14,517 14,808 290
Utility Users Taxes 3,916 3,731 3,819 3,838 19
Transient Occupancy Taxes 5,271 7,419 5,236 9,350 4,113
Motor Vehicle License Fees 24,950 25,867 26,772 29,290 2,518
Development Revenue 1,719 1,659 1,792 1,766 (25)
Licenses and Permits 1,837 1,804 1,678 1,792 114
Fines, Forfeitures & Penalties 839 1,040 957 1,049 92
Use of Money and Property 1,898 965 3,519 3,882 363
Other Local Taxes 3,412 6,187 6,964 5,808 (1,156)
Police Grants 1,128 566 985 938 (47)
Other Aqency Revenue 6,914 848 807 948 141
Charges for Services 6,704 9,256 7,746 9,526 1,780
Interfund Reimbursements 12,228 9,281 9,623 9,318 (305)
Other Revenues 1,179 7,982 1,715 1,372 (342)
Transfers From Other Funds 12,992 14,693 26,575 13,476 (13,099)
Total General Fund Revenues $ 225,579 $ 248,746 $ 248,933 $ 258,222 $ 9,289
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Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
45
Fiscal Year 2024
*Misc. Revenues includes the following revenue categories: Development Revenue, Other Agency Revenue, Other Local Taxes, Other
Revenues, Use of Money & Property, Licenses and Permits, Police Grants, Fines, Forfeitures & Penalties, and CIP.
Property Taxes: 18.7%Property Taxes: 18.7%Property Taxes: 18.7%
Measure P Sales Tax: 10.8%Measure P Sales Tax: 10.8%Measure P Sales Tax: 10.8%
Measure A Sales Tax: 10.8%Measure A Sales Tax: 10.8%Measure A Sales Tax: 10.8%
Motor Vehicle License Fees (MVLF): 11.4%Motor Vehicle License Fees (MVLF): 11.4%Motor Vehicle License Fees (MVLF): 11.4%Transfers from Other Funds: 5.2%Transfers from Other Funds: 5.2%Transfers from Other Funds: 5.2%
Interfund Reimbursements: 3.6%Interfund Reimbursements: 3.6%Interfund Reimbursements: 3.6%
Franchise Fees: 5.7%Franchise Fees: 5.7%Franchise Fees: 5.7%
Charges for Services: 3.7%Charges for Services: 3.7%Charges for Services: 3.7%
Utility Users Tax: 1.5%Utility Users Tax: 1.5%Utility Users Tax: 1.5%
Misc Revenues: 6.7%Misc Revenues: 6.7%Misc Revenues: 6.7%
Sales Tax: 18.2%Sales Tax: 18.2%Sales Tax: 18.2%
Transient Occupancy Taxes: 3.6%Transient Occupancy Taxes: 3.6%Transient Occupancy Taxes: 3.6%
General Fund Revenues by Category
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Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
46MillionsFiscal Years 2021 – 2024
Historical and Estimated General Fund Revenue Sources
Property Taxes Sales Tax Sales Tax – Measure P Sales Tax – Measure A
Franchise Fees Utility Users Taxes TOT Motor Vehicle Licenses
Development Rev.Licenses & Permits Fines Forfeitures & Penalties Use of Money & Property
Other Local Taxes Police Grants Other Agency Revenue Charges for Services
Interfund Reimb.Other Revenues Transfers from Other Funds CIP Related
FY21 Actual FY22 Actual FY23 Adopted FY24 Proposed
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
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Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
47
Major Revenue Sources
The following is a description of the City’s major revenue sources along with a brief discussion of the trends impacting
these revenues for fiscal year 2024.
Sales Tax
Sales Tax revenue is estimated at $47.1 million in the fiscal year Proposed Budget, a change of approximately 8.1%
or $3.5 million when compared to the fiscal year 2023 Adopted Budget. With the addition of Measure P and Measure
A sales tax revenues, total Sales Tax revenues for fiscal year 2024 are projected to total $102.7 million. Sales tax
revenue is highly sensitive to economic conditions, and reflects the factors that drive taxable sales, including levels
of unemployment, consumer confidence, per-capita income, and business investment.
Retailers must register with the California Department of Tax and Fee Administration and pay the state’s sales tax.
Sales taxes are collected at the point of sale and remitted to the State Board of Equalization. Sales tax provides
revenue for the State, County, and City. Sales tax is collected at a rate of 8.75% for the City of Chula Vista, allocated
based on the following:
State General Fund (includes K-12/Community Colleges) 3.94%
Public Safety (Prop 172) 0.50%
County Realignment (Mental Health/Welfare/Public Safety) 1.56%
Countywide Transportation Fund 0.25%
San Diego County Regional Transportation Commission (TransNet) 0.50%
State and County Subtotal 6.75%
Local Jurisdiction (City or County of place sale/use) (City Share) 1.00%
City Transaction Tax (Measure P) 0.50%
City Transaction Tax (Measure A) 0.50%
City Subtotal 2.00%
Total Sales Tax Rate – Chula Vista (1) 8.75%
(1) Total sales tax rates will vary by City due to local sales tax initiatives.
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Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
48MillionsTaxable Sales Per Capita – 4th Quarter 2022 Taxable Sales
Autos & Transportation Building & Construction Business & Industry Food & Drugs
Fuel & Service Stations General Goods Restaurants & Hotels OtherDel MarCarlsbadNational CitySanteePowaySolana BeachEscondidoEl CajonLa MesaSan DiegoLemon GroveEncinitasSan MarcosVistaCoronadoChula VistaOceansideImperial Beach$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
$11,000
$12,000
Based on data collected by the City’s Sales Tax consultant, the table below illustrates the variance in the taxable
sales per capita for the cities within San Diego County. This comparison indicates that the City may lack a diverse
marketplace as residents seek goods and services outside the City boundaries.MillionsFiscal Years 2021 – 2024
City of Chula Vista Sales & Transaction Tax Revenues
Sales Tax Revenues Measure P Sales Tax Revenues Measure A Sales Tax Revenues
FY21 Actual FY22 Actual FY23 Adopted FY24 Proposed
$0
$25
$50
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
49
Franchise Fees
Franchise fee revenues are generated from public utility sources such as San Diego Gas & Electric (SDG&E) (2%
on gas and 1.25% on electricity), trash collection franchises (20% fee), and cable franchises (5% fee) conducting MillionsFiscal Years 2021 – 2024
$40.7 $42.3 $40.9
$48.3
Property Tax Revenues
FY21 Actual FY22 Actual FY23 Adopted FY24 Proposed
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
$55
Schools: 45.4%Schools: 45.4%Schools: 45.4%
County: 13.2%County: 13.2%County: 13.2%
County in Lieu of Vehicle License Fee: 7.9%County in Lieu of Vehicle License Fee: 7.9%County in Lieu of Vehicle License Fee: 7.9%
Cities: 12.6%Cities: 12.6%Cities: 12.6%
Redevelopment Property Tax Trust Fund: 11.6%Redevelopment Property Tax Trust Fund: 11.6%Redevelopment Property Tax Trust Fund: 11.6%
Cities in Lieu of Vehicle License Fee: 5.3%Cities in Lieu of Vehicle License Fee: 5.3%Cities in Lieu of Vehicle License Fee: 5.3%
Special Districts: 3.3%Special Districts: 3.3%Special Districts: 3.3%
Library: 0.7%Library: 0.7%Library: 0.7%
Property Tax Dollar Distribution by Jurisdiction
Latest data from Fiscal Year 2021-2022
Property Tax
Property tax revenues comprise the City’s largest discretionary revenue source and accounts for 18.7% of the total
revenue for the General Fund. This revenue source is estimated at $48.3 million in the fiscal year 2024 Proposed
Budget and represents 18.2% or $7.4 million increase from the fiscal year 2023 Adopted Budget.
Property Tax revenues are based on a 1.0% levy on the assessed value of all real property. Under the terms of Proposition
13, approved in California in 1978, annual increases in the assessed value are capped at a maximum of 2% per year unless
there is a change in ownership or new construction. Annual increases in assessed value are limited by either the California
Consumer Price Index (CPI) or the 2% cap, whichever is less. Property tax revenues represent a major funding source for
the City of Chula Vista as well as other local jurisdictions. Currently, the City of Chula Vista receives approximately 12.6% of
each property tax dollar. Distribution of property tax dollars is depicted below.
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
50
Utility Users Tax
The City of Chula Vista imposes a UUT on the use of telecom at a rate of 4.75% of gross receipts. For natural gas
services UUT is applied at a rate of $0.00919 per therm and $0.00250 per kilowatt on electricity services, which
equates to a tax of approximately 1% of utility charges. Based on consumer trends and changes in technology, UUT
is expected to stay relatively flat, and is budgeted at $3.84 million in fiscal year 2024, a modest increase of $19
thousand over the fiscal year 2023 Adopted Budget.
Transient Occupancy Tax (TOT)
The City of Chula Vista imposes a Transient Occupancy Tax (TOT) upon all hotel stays within the City boundaries.
The TOT tax rate in the City is 10%. Major economic drivers for TOT revenue include room rates, average occupancy
rates, and seasonal and non‐seasonal tourism.MillionsFiscal Years 2021 – 2024
$25.0 $25.9 $26.8
$29.3
MVLF Revenues
FY21 Actual FY22 Actual FY23 Adopted FY24 Proposed
$0
$5
$10
$15
$20
$25
$30
$35
business within City limits. SDG&E collects the franchise fee from Chula Vista customers based on gas and electricity
usage. Revenue growth is projected based on population and inflation factors.
Motor Vehicle License Fees
Motor Vehicle License Fees (MVLF) revenues are generated from vehicle license fees paid with vehicle registrations
with the State of California and then allocated to cities and counties. The fiscal year 2024 Proposed Budget MVLF
revenues are projected to increase by $2.5 million and represent 11.3% of the total fiscal year 2024 anticipated
General Fund revenues.
With the State Budget Act of 2004, the allocation of MVLF revenues to cities and counties was substantially changed.
Since 2006 the majority of MVLF revenues for each city grew essentially in proportion to the growth in the change in
gross assessed valuation. Due to the revised formula by the State, 96% of the City’s MVLF revenues fluctuated with
changes in assessed values within the City.
The other 4% of MVLF revenues received by the City were based on a per capita formula but has since been shifted
per Senate Bill (SB) 89 from June 2011. Provisions in SB89 shifted Vehicle License Fee revenues to fund the state
law enforcement grants.
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
51
Estimated TOT revenues for fiscal year 2024 are $9.3 million. This estimate includes a $4.1 million increase from
the fiscal year 2023 Adopted Budget based on current trends and an increase in hotel operators.
Revenue Assumptions
Revenue projections are continually reviewed and updated by City staff. As described above, major general revenues,
such as property taxes, sales taxes, franchise fees, utility users tax, transient occupancy tax and motor vehicle
license fees, are projected by the Finance Department based on prior history, growth and inflation projections, and
economic climate. Additional assistance in the projection of revenues is provided by subject-matter experts such as
the City’s sales consultant, the County Assessor and by reviewing regional and local economic forecasts provided
by the UCLA Anderson Forecast and the County of San Diego, respectively.MillionsFiscal Years 2021 – 2024
$5.3
$7.4
$5.2
$9.3
TOT Revenues
FY21 Actual FY22 Actual FY23 Adopted FY24 Proposed
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
52
Fiscal Year 2024
Note: Revenue allocated for Measure A support departments is embedded in department generated revenue. Expenses of
approximately $26.4 million added to Fire and Police Departments for Measure A expense allocations.
Police: 40%Police: 40%Police: 40%
Fire: 25%Fire: 25%Fire: 25%
Public Works: 11%Public Works: 11%Public Works: 11%
Parks and Recreation: 1%Parks and Recreation: 1%Parks and Recreation: 1%
Library: 2%Library: 2%Library: 2%
City Council: 1%City Council: 1%City Council: 1%
Boards and Commissions: 0%Boards and Commissions: 0%Boards and Commissions: 0%
City Clerk: 3%City Clerk: 3%City Clerk: 3%
City Attorney: 2%City Attorney: 2%City Attorney: 2%
Administration: 2%Administration: 2%Administration: 2%
Information Technology Srvcs: 3%Information Technology Srvcs: 3%Information Technology Srvcs: 3%
Human Resources: 2%Human Resources: 2%Human Resources: 2%
Finance: 2%Finance: 2%Finance: 2%Animal Care Facility: 2%Animal Care Facility: 2%Animal Care Facility: 2%
Economic Development: 1%Economic Development: 1%Economic Development: 1%
Development Services: 0%Development Services: 0%Development Services: 0%
Engineering & Capital Projects: 2%Engineering & Capital Projects: 2%Engineering & Capital Projects: 2%
General Fund Net Cost by Department
General Fund Net Cost
The fiscal year 2024 Proposed General Fund budget of $258.2 million is based on funding from estimated department
generated revenues totaling $37.4 million and discretionary revenues totaling $220.8 million. Department generated
revenues are broadly defined as those revenues generated by a given activity (e.g., grant revenues, charges for
services, licenses, permits). General revenues, or “discretionary revenues,” are broadly defined as those revenues
that are generated not by any given activity, but by general or specific taxing authority such as property taxes and
sales tax.
Departments that generate small amounts of revenue relative to their size generally have higher net costs, while
those that generate large amounts of revenue relative to their size generally have lower net costs. The majority of
discretionary revenue is allocated to public safety services, with the Police Department at 40% followed by the Fire
Department at 25%. The next highest portion was allocated to Parks and Recreation at 11%.
The following chart depicts the percentage of net cost of all departments, excluding Non-Departmental, based on
the fiscal year 2024 Proposed Budget.
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
53
General Fund Net Impact
Fund/Department Expenditures Revenues Net Impact
100 General Fund
(01) City Council 1,502,396 - 1,502,396
(02) Boards & Commissions 2,088 - 2,088
(03) City Clerk 3,429,182 (13,530) 3,415,652
(04) City Attorney 3,175,001 (425,374) 2,749,627
(05) Administration 2,591,692 (55,100) 2,536,592
(06) Information Technology 4,546,121 (394,653) 4,151,468
(07) Human Resources 3,529,345 (622,255) 2,907,090
(08) Finance 4,704,228 (1,901,997) 2,802,231
(09) Non-Departmental 95,552,568 (220,771,586) (125,219,018)
(10) Animal Care Facility 3,198,302 (1,373,542) 1,824,760
(11) Economic Development 1,647,108 (451,732) 1,195,376
(12) Development Services 2,754,793 (2,253,073) 501,720
(13) Engineering/Capital Projects 10,700,380 (8,810,735) 1,889,645
(14) Police 55,414,526 (5,919,227) 49,495,299
(15) Fire 34,531,245 (2,899,362) 31,631,883
(16) Public Works 22,806,592 (8,478,349) 14,328,243
(17) Parks and Recreation 4,330,161 (2,849,040) 1,481,121
(18) Library 3,806,433 (1,002,606) 2,803,827
100 General Fund Total 258,222,161 (258,222,161) -
Measure A expenditure allocations of approximately $26.4 million for Fire and Police Departments are not included in the above figures.
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City of Chula Vista
Proposed Budget FY 2024
General Fund → GENERAL FUND REVENUE SUMMARY
54
General Fund Long-Term Financial Plan
The City of Chula Vista General Fund Long-Term Financial Plan (LTFP) serves as a long-range fiscal planning tool
to identify financial trends, projected budgetary surpluses or shortfalls, and encourage discussion to proactively
address the City’s long-range needs. The goal of the LTFP is to assess the City’s ability over the term of the plan
to: maintain current or expand service levels; preserve the City’s long-term fiscal health; and strategically increase
the City’s reserve funds to meet the City’s reserve policies thresholds. The LTFP also serves as a guideline for the
development of future budgets.
The LTFP focuses on baseline revenues and expenditures that are essential for the City to achieve the City’s strategic
goals over the next ten years. These goals include:
■Providing the highest level of municipal services based upon available resources
■Maintaining safe and appealing neighborhoods
■Providing funding for City infrastructure
■Continuing to expand the City’s economic development and financial base
The LTFP is presented to the City Council at the beginning of the budget development process. It is important
to stress that the LTFP is not a budget. It does not make expenditure decisions, but rather highlights the need to
prioritize the allocation of City resources, to ensure the continuation of core City services. The purpose of the plan is
to provide the City Council, key stakeholders, and the public an overview of the City’s fiscal health based on various
financial and service level assumptions over the next ten years; and allow for the discussion of necessary steps
to be initiated during the development and implementation of future budgets. The LTFP is intended to look beyond
the annual budget cycle and serve as a planning tool to bring a long-term perspective to the budget process. It
should be noted that the LTFP is a snapshot in time and will change as additional information is made available and
incorporated into the fiscal projections.
Revenue and Expenditure Projections
The LTFP considers the annual growth of all currently known elements of City revenues and expenditures. Projecting
revenues including property taxes, sales taxes, franchise fees, departmental revenues, and other revenues is an
essential part of the planning process. Forecasting expenditures, including rising salary, pension and healthcare
costs, contractual obligations, cost of goods and services, and factoring the impact of inflation on operational
expenditures is another critical element of the process.
As a result, the LTFP utilizes growth rates that vary by revenue and expenditure category. The plan also considers
other assumptions such as the impact of future development, debt obligations, and other commitments as part of
the revenue and expenditure projections.
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DEPARTMENT
SUMMARY
REPORTS
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
General Fund → DEPARTMENT SUMMARY REPORTS
56
General Fund Department Summary
The General Fund budget funds the day-to-day operations of most City services. For fiscal year 2024, the Proposed
General Fund operating budget totals $258.2 million. The General Fund budget supports the following departments:
■Mayor and City Council
■Boards and Commissions
■City Clerk
■City Attorney
■Administration
■Information Technology Services
■Human Resources
■Finance
■Non-Departmental
■Animal Care Facility
■Economic Development
■Development Services
■Engineering and Capital Projects
■Police
■Fire
■Public Works
■Parks and Recreation
■Library
To follow is a series of summary reports that reflect the anticipated revenues and expenditures, staffing information
and significant budget adjustments and service impacts for each of the General Fund departments.
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Proposed Budget FY 2024 57
dePArTMeNT sUMMArY rePorTs → City Council
City Council
INFORMATION
WEBSITE www.chulavistaca.gov/departments/mayor-council
PHONE 619-691-5044
Title 2, Chapter 2.03 of the Chula Vista Municipal Code, (Ord. 2619 Sec. 1, 1994) consistent with Section 501 of the
City Charter, established the City’s Department of Mayor and Council. The Department is responsible for policy setting,
constituent relations, inter-agency relations and intra-agency policy implementation. It is the professional support
office of city government for the Mayor and City Council in the legislative branch and apart from the administrative
functions of the City.
The City Council is comprised of a full-time Mayor and four part-time Council members. They are the governing
and legislative body of the City. All powers of the City reside in the Council (the Mayor is considered a member of
the Council) unless expressly delegated, assigned or excluded by the City Charter or controlling state or federal law
(Article II, Sec. 201 City Charter). The City Council sets policy for the City through its legislative, budget and expressly
granted executive functions.
The Mayor is elected at-large and Councilmembers are elected by district. Each holds office for a four-year term.
The City Manager and City Clerk, the primary executive and document support officials, are appointed by and serve
at the pleasure of the Council. The City Council reviews and approves the budget, enacts ordinances, authorizes
public improvements, adopts traffic regulations, approves contracts, and sits as the Redevelopment Agency and
Housing Authority. The City Council is also granted some expressly defined executive functions such as confirmation
authority over all executive management and department head appointments. In addition, the Mayor has eight
specific responsibilities defined in the City Charter; these are:
1. To report to the City Council annually and from time to time on the affairs of the City and to recommend for its
consideration such matters as deemed expedient, and
2. To be the official head of the City for all political and ceremonial purposes and to be recognized by the courts for
the purpose of serving civil process, for the signing of all legal instruments and documents, and by the Governor
for emergency purposes, and
3. In the time of public danger or emergency, the Mayor, with the consent of the council, and for such period as the
council may fix, to take command of the police, maintain order and enforce the law, and
4. To assume the primary, but not the exclusive responsibility, for interpreting to the people the policies, programs
and needs of the City government and for informing the people of any major change in policy or program. The
Mayor may represent the City in any and all matters involving other governmental agencies, provided that no act,
promise, commitment or agreement entered into or committed by the Mayor shall be binding upon the City of
Chula Vista unless duly authorized or ratified by the City Council, and
5. To represent the City in all regional public agencies which require an elected City official, unless otherwise
determined by the City Council, and
6. To supervise the operation of the Mayor/Council office and personnel assigned thereto,
7. To perform such other duties consistent with the office as may be prescribed by this Charter or delegated to the
Mayor or imposed on the Mayor by the City Council if not inconsistent with the provisions of this Charter, and
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City of Chula Vista
Proposed Budget FY 2024 58
dePArTMeNT sUMMArY rePorTs → City Council
8. To exercise the full-time function as Mayor of the City during the usual business hours that the offices of the City
are open, and such other hours and times as shall be necessary to discharge in full the duties imposed upon the
Mayor.
Under Section 304 (4) of the City Charter, The Mayor is assigned the primary responsibility for interpreting to the
community the policies, programs, needs of the City government and communicating any change in these policies
and programs. By Charter, the Mayor is designated as the City’s representative to serve on committees that review
policies, programs, and practices at regional, state, national and international levels. This is accomplished through
work on bodies such as SANDAG, the League of California Cities, and the U.S. Conference of Mayors.
Responding to the Community
The Mayor and Council members respond to requests from the public. They support resident input and participation
in policy-setting and review of city operations. City Boards and Commissions, and active civic, interest and community
groups offer valued and diverse feedback. The flow of information between residents and City Hall is welcomed and
encouraged. In addition to phone calls, letters and email, the public can learn more about Council actions by visiting
the City’s website at www.chulavistaca.gov.
Regular City Council meetings can be viewed via livestream at www.chulavistaca.gov/departments/mayor-council/
council-meeting-agenda, on AT&T U-verse channel 99 (throughout the County), and on Cox Cable channel 24 (only
in Chula Vista). Recorded meetings are also aired on Wednesdays at 7 p.m. (both channels) and are archived on
the City’s website.
The Constituent Services Representative facilitates the Mayor’s role established by City Charter as having the
primary responsibility for communicating with the community regarding City policies and programs. While each
Council member can respond to community inquiries, the Mayor is vested with this responsibility. The Constituent
Services Representative facilitates coordinating incoming concerns and efficiently handles timely responses. This
process means that responsive City departments get one referral and not five, and constituents receive factual
and consistent responses. Problems are addressed either directly or by referral to the responsible department.
Responses to requests for assistance are made within as short a time frame as possible.
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City of Chula Vista
Proposed Budget FY 2024 59
dePArTMeNT sUMMArY rePorTs → City Council
MISSION STATEMENT
The City Council is comprised of a full time Mayor and four part-time Councilmembers. The Mayor and City Council
are elected at-large, and each holds office for a four-year term. The City Council reviews and approves the budget,
enacts ordinances, authorizes public improvements, adopts traffic regulations, approves contracts, and sits as the
Housing Authority and the Successor Agency to the Redevelopment Agency.
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■No significant budget adjustments.
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Proposed Budget FY 2024 60
dePArTMeNT sUMMArY rePorTs → City Council
(01) CITY COUNCIL
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 864,376 839,941 987,972 910,059
Hourly Wages - 25,063 90,408 90,408
Health Benefits 162,763 154,529 212,605 189,300
Retirement Benefits 250,779 87,694 114,754 105,219
Other Personnel Expense 88,314 101,858 83,905 97,806
Personnel Expenses Subtotal 1,366,233 1,209,085 1,489,644 1,392,792
Non-Personnel Expenses
Supplies and Services 15,773 29,585 105,880 105,880
Other Capital - - 3,190 3,190
Utilities 544 688 534 534
Non-Personnel Expenses Subtotal 16,318 30,273 109,604 109,604
Total Expenditures $ 1,382,550 $ 1,239,358 $ 1,599,248 $ 1,502,396
Revenues
Revenue from Other Agencies (267) - - -
Transfers In - (20,000) - -
Total Revenues $ (267) $ (20,000) $ - $ -
Net Program Expenditures $ 1,382,283 $ 1,219,358 $ 1,599,248 $ 1,502,396
Revenue Recovery % 0% 2% N/A N/A
Authorized Full Time Positions 14.00 14.00 14.00 14.00
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City of Chula Vista
Proposed Budget FY 2024 61
dePArTMeNT sUMMArY rePorTs → Boards And Commissions
Boards and Commissions
INFORMATION
WEBSITE www.chulavistaca.gov/departments/city-clerk/
PHONE 619-691-5041
EMAIL cityclerk@chulavistaca.gov
The process of establishing boards and commissions is one that began with the City Charter as a method to
give citizens a greater voice in the determinations of policies at all levels of government. Four commissions were
established by the Charter:
■Board of Library Trustees
■Civil Service Commission
■Parks & Recreation Commission
■Planning Commission
All other City boards and commissions have been established through an ordinance or resolution since that time in
order to meet specific needs of the City Council.
■Board of Appeals and Advisors
■Board of Ethics
■Charter Review Commission
■Citizens Oversight Committee – Measure A
■Citizens Oversight Committee – Measure P
■Cultural Arts Commission
■Health Wellness and Aging Commission
■Housing and Homelessness Advisory Commission
■Human Relations Commission
■Mobile home Rent Review Commission
■Police Department Community Advisory Committee
■Redistricting Commission
■Sustainability Commission
■Traffic Safety Commission
■Veterans Advisory Commission
If you are interested in serving on a City board or commission, please complete an application on the City’s website.
Applications are accepted throughout the year from all interested residents at the following link: www.chulavistaca.
gov/departments/city-clerk/boards-commissions
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City of Chula Vista
Proposed Budget FY 2024 62
dePArTMeNT sUMMArY rePorTs → Boards And Commissions
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■No significant budget adjustment.
(02) BOARD & COMMISSIONS
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Non-Personnel Expenses
Supplies and Services 20,619 129,501 8,536 2,088
Non-Personnel Expenses Subtotal 20,619 129,501 8,536 2,088
Total Expenditures $ 20,619 $ 129,501 $ 8,536 $ 2,088
Net Program Expenditures $ 20,619 $ 129,501 $ 8,536 $ 2,088
Revenue Recovery %1 N/A N/A N/A N/A
Authorized Full Time Positions
1
- - - -
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City of Chula Vista
Proposed Budget FY 2024 63
dePArTMeNT sUMMArY rePorTs → City Clerk
City Clerk
INFORMATION
WEBSITE www.chulavistaca.gov/cityclerk
PHONE (619) 691-5041
EMAIL cityclerk@chulavistaca.gov
The City Clerk is the Municipal Elections Official, Political Reform Act Filing Officer, and is responsible for legislative
services, and records management. The Office of the City Clerk also manages public inquiries and Public Records
Act requests, and provides support and information to the City Council, City Boards, Commissions, & Committees,
City staff, and the public. The City Clerk manages City Council agendas and ensures they are published within legal
timeframes and any other requirements provided by law.
MISSION STATEMENT
The City Clerk’s Office is committed to accurately recording and preserving the actions of the City Council; safeguarding
all vital, historical, and permanent records of the City; providing the highest quality service to the City Council, City
staff, and the public in a timely, courteous, and fiscally responsible manner; and administering open and free elections
in accordance with statutory requirements.
STRATEGIC GOALS
Connected Community and Operational Excellence
■Evaluate options and implement measures to streamline processes related to application, appointments, and
managing membership information for City boards, commissions, and committees.
↘STATUS:
In coordination with the Information Technology Services Department enhancements to existing software
were implemented. The City Clerk department is evaluating options for new software or the ability to enhance
further custom software to manage membership information.
Operational Excellence
■Manage City elections from pre-planning to certification of election results for the 2023 special election for the
City Attorney and 2024 elections for City Councilmembers for Districts 3 and 4.
↘STATUS:
The City Clerk website was updated with pertinent information to assist those considering running for office. A
new Running for Office brochure was created to provide preliminary information before the nomination period.
■Develop Laserfiche file plans for all City Departments enabling the City to set the course for further automation
of retention requirements, improve findability, increase departments’ ability to share information, and greater
transparency.
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City of Chula Vista
Proposed Budget FY 2024 64
dePArTMeNT sUMMArY rePorTs → City Clerk
↘STATUS:
The City Clerk department continued to meet with other City departments to gain a deep understanding
of their records to develop appropriate file plans. Draft plans were developed for City Clerk, Development
Services, and Engineering departments.
KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Number of state-mandated statements (campaign and conflict of interest) received
and recorded 458 475 500
Number of Public Records Act Requests 960 1,200 1,250
Public Records Act Requests responded to within ten days 100% 100% 100%
Median number of days to fulfill Public Records Act Requests 10 12 10
Number of documents in Responsive Records released 5,000 16,000 20,000
Single redactions reviewed on responsive records 30,000 15,000 18,000
Number of City Council Meetings 32 38 40
Number of agenda items managed for the City Council meetings 435 455 470
Board & Commission applications processed 135 60 60
Resolutions processed 268 312 330
Ordinances processed 20 26 30
Contracts routed for electronic signature * 390 430
Number of new boxes inventoried and sent to offsite storage * 105 200
Board & Commission meetings * 110 135
Candidate Statements received and published * * 8
* data not previously tracked
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■Increased personnel costs from the mid-year addition of 1.0 FTE and MOU increases.
■Addition of 1.0 Records Manager position.
■$2,185,901 increased election costs for City Attorney, Council District 3, and Council District 4.
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Proposed Budget FY 2024 65
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(03) CITY CLERK
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 559,749 627,446 661,424 923,747
Hourly Wages 19,722 24,459 20,000 20,000
Health Benefits 92,151 106,593 121,071 169,733
Retirement Benefits 159,045 63,686 72,502 102,872
Other Personnel Expense 59,252 92,739 33,627 26,468
Personnel Expenses Subtotal 889,919 914,923 908,624 1,242,820
Non-Personnel Expenses
Supplies and Services 121,482 510,857 395,776 2,185,901
Other Expenses 1,160 - - -
Utilities 386 451 461 461
Non-Personnel Expenses Subtotal 123,028 511,308 396,237 2,186,362
Total Expenditures $ 1,012,947 $ 1,426,231 $ 1,304,861 $ 3,429,182
Revenues
Revenue from Other Agencies (55,118) - - -
Charges for Services (1,300) (1,225) (1,500) (1,530)
Other Revenue (35,644) (31,500) (12,000) (12,000)
Transfers In - (21,000) (2,000) -
Total Revenues $ (92,062) $ (53,725) $ (15,500) $ (13,530)
Net Program Expenditures $ 920,885 $ 1,372,506 $ 1,289,361 $ 3,415,652
Revenue Recovery % 9% 4% 1% 0%
Authorized Full Time Positions 6.00 7.00 7.00 9.00
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City Clerk
(9.00)
ElectionsOperations
Total GF FTE 9.00
Total Non GF FTE 0.00
Total Dept FTE 9.00
ORGANIZATIONAL CHART
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City Attorney
INFORMATION
WEBSITE www.chulavistaca.gov/departments/city-attorney
PHONE (619) 691-5037
EMAIL CityAttorney@chulavistaca.gov
The City of Chula Vista City Attorney’s Office serves as legal counsel to the City Council, all City Boards and
Commissions, the City Manager, the City Clerk, and all City Departments. The Office’s primary responsibility is to
provide clients with the legal services they need to conduct City operations, develop and implement City policy, and
deliver City services in a lawful and efficient manner.
Staffing
The City Attorney’s Office has ten full-time attorney positions, three administrative assistant positions, one paralegal,
one risk manager, and one office manager. The Department currently has five attorney positions, one administrative
assistant position, and one City Attorney Investigator position unfilled. The City Attorney’s office is currently engaging
outside counsel to assist with litigation and/or specialty law issues. Volunteer legal interns also provide valuable
support.
In 2019, the City Council approved the creation of a Neighborhood Protection Unit (“NPU”), to include a prosecutor,
a paralegal, and an investigator.
Elected City Attorney
In accordance with a June 2008 voter-approved City Charter amendment, the City Attorney position was changed
from a City Council-appointed position to an elected position. Notwithstanding this change, the City Attorney’s
primary function remains the same: to act as the City’s general counsel on all legal matters. The current City Attorney
seat is vacant; a special election will be held in November 2023.
Practice Areas
The City Attorney’s Office delivers legal services in the following primary practice areas:
Contracts
The City enters into numerous contracts annually including those involving public works, consulting services,
grants and public/private partnerships. The City Attorney’s Office provides legal services at all stages of contract
development, implementation, and enforcement, including negotiation, drafting, administration and dispute resolution.
The City Attorney develops and maintains standardized City contracts, and actively participates in negotiations and
structuring of complex transactions such as the finance and implementation of major capital projects, design/build
agreements and energy, telecommunications and solid waste disposal franchises.
Land Use
The City Attorney’s Office provides legal counsel to the City Council, Development Services Department and Planning
Commission on a wide range of land use issues including general and specific plans, zoning, subdivisions, growth
management, special and conditional use permits, environmental impacts, including California Environmental Quality
Act (CEQA) review, hazardous materials, affordable housing, preservation of historic properties, and impact fees,
exactions and assessment districts for open space, parks, and other public facilities.
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Economic Development and Real Estate
The City Attorney advises the City Council, City Manager, Successor Agency and various City departments in
connection with a wide range of economic development and real estate issues. Typical matters include property
acquisition and disposition, leasing, licensing, easements, development agreements, affordable housing transactions,
and the winding down of redevelopment activities.
Employment/Labor
With over 1,000 full-time City employees, and five established bargaining units, the personnel and labor issues
facing the City are complex and diverse. In collaboration with the City’s Human Resources Department, the City
Attorney’s office is responsible for advising on labor negotiations, employee policy development, federal and state
labor, employment, and anti-discrimination laws, disciplinary matters, and dispute resolution, (including civil service
and arbitration proceedings, and representing the City before various state/federal entities, including EEOC, DFEH,
and PERB).
General Municipal Law
The City Attorney’s Office provides legal advice in diverse areas of local government law such as municipal finance,
budgeting, and taxation. The City Attorney’s Office assists with the enactment of local laws by preparing City Council
resolutions and ordinances, advises on conflicts of interest, open meeting laws, public records requirements, inter/
intra-governmental relations and advises the City’s many Boards and Commissions. The City Attorney’s Office is
frequently called upon to interpret and apply the rules contained in the City Charter and Municipal Code.
Litigation and Risk Management
The City Attorney’s Office is responsible for defending the City against civil lawsuits alleging personal injury, land
use, property damage, construction defect, wrongful death, and civil rights violations. The City Attorney’s Office
also includes key risk/claims management staff, who evaluate pre-litigation claims against the City, and work with
all City Departments to develop and improve policies and procedures that mitigate risk. They also take steps to
protect the City’s interests and recover costs to cover damage incurred in certain matters including, but not limited
to, breach of contract and construction defect matters. Cases and claims range from minor matters to multi-million-
dollar lawsuits. The City Attorney’s Office also initiates litigation when it is necessary to protect the interests of the
City and/or its constituents. Lawsuits initiated by the City can include breach of contract, construction defect, and
pollution matters.
Code Enforcement
The City Attorney’s Office assists with the enforcement of City Code provisions related to building standards,
zoning requirements, neighborhood preservation, land use, and other conditions or conduct affecting public health,
safety or welfare. Violations are addressed by employing the various legal enforcement tools available to the City:
administrative actions, civil actions and, in extreme cases, criminal prosecution. The City Attorney’s Office provides
further assistance by obtaining legal orders for the abatement, and/or demolition of substandard properties.
Criminal Prosecution
With the addition of the Neighborhood Protection Unit, the City Attorney’s Office has begun actively prosecuting
misdemeanor violations of the City’s Municipal Code. Initially, those efforts were largely focused on illegal cannabis
operations. The City Prosecutor has expanded topics covered as the needs and issues in the community have
changed. The City Prosecutor continues to work with City departments to support prosecutorial efforts to increase
public safety in the City. The City Prosecutor also acts as a liaison with the District Attorney’s Office to support joint
efforts to combat issues facing the community, as appropriate.
In 2021, the City Attorney’s Office worked in conjunction with the Police Department to establish a program for
obtaining Gun Violence Restraining Orders (GVROs). GVROs are civil proceedings, filed by law enforcement agencies.
The orders prevent individuals from obtaining or possessing firearms and/or ammunition. These individuals face
many different circumstances which may present a risk of gun violence, such as a mental health emergency, a
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threat of suicide, or a threat of harm to another. The City Attorney’s Office files these GVROs in court and appears
at the hearings on behalf of the Police Department. From 2021-2022, CVPD and the City Attorney’s Office worked
together to file approximately 25 GVROs. The City Attorney’s Office also coordinates training for officers and works
in conjunction with other agencies to use this tool as efficiently and effectively as possible.
Public Requests for Legal Assistance
The City Attorney’s Office frequently receives requests for assistance from the public. The City Attorney’s client is the
City itself, not any one City resident. As a result, the City Attorney’s Office cannot provide direct legal advice to anyone
other than the City Council, the City’s Boards and Commissions, the City Manager, and the other City employees
acting on behalf of the City. However, the City Attorney staff use their best efforts to assist the public by directing
them to other legal resources, as appropriate.
MISSION STATEMENT
The mission of the City Attorney’s Office is to provide high quality legal services to the City in order for the City
to operate in a lawful and effective manner, safeguard taxpayer resources, and to improve quality of life for City
residents.
STRATEGIC GOALS
Operational Excellence
■Improve Digital Document Processes and Retention Practices
●Implement procedures and practices for digital document storage, organization and retention in accordance
with the City’s retention schedule.
↘STATUS:
The City Attorney’s Office is working in conjunction with the City Clerk’s Department and outside consultants to
reorganize the City Attorney’s digital document repository. The reorganization is based on the City’s retention
schedule. The updated framework for digital document retention will serve to ease the transfer of information,
promote the environment and boost security. This reorganized digital document repository will streamline and
improve the efficiency of the City Attorney’s Office by allowing staff to store digitized documents which are
grouped together so that business rules for retention, security and privacy can easily and logically be applied.
■Improve Risk Management Practices
●Improve case management protocols and collaboration with other departments to implement risk mitigation
measures.
↘STATUS:
This is an ongoing process to assure that litigation and claim outcomes and trends are translated into
improved risk mitigation practices in the field.
■Enhance Office Efficiency and Accountability
●Design standard work and protocols for various City Attorney Office processes to improve efficiency.
↘STATUS:
The City Attorney’s Office continues to refine and develop new standard work and protocols including
expanded standardization of agreements and resolutions, and uses of DocuSign to improve efficiency. In
collaboration with other City Departments, the City Attorney’s Office has implemented DocuSign, which has
streamlined and improved the efficiency of obtaining signatures for agreements and contracts.
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Connected Community
■Improve the Flow of Information to the Public
●Continue to provide legal information related to issues affecting the City at public forums and meetings.
↘STATUS:
The City Attorney’s Office continues to identify topical issues of interest to the public and provides legal
information on such issues at City Council meetings, Board and Commission meetings, and community
forums.
Strong and Secure Neighborhoods
■Develop programs that assist in the creation and maintenance of safe neighborhoods
●Continue to develop and publish Law Summaries on a variety of topics of general interest to the public, including
landlord-tenant issues, mobile home rent control, and smoking/vaping/hookah lounges.
●Work closely with the Police Department to address chronic issues or problem areas, such as repeat noise
complaints, unpermitted businesses or nuisance properties.
●Work closely with the Code Enforcement Department to ensure compliance with municipal code provisions that
enhance the quality of life in neighborhoods.
●Assist the Development Services Department in regulating the impact of short-term home rentals in residential
neighborhoods.
●Work with the Housing Department to increase housing security for City residents, including rental protections
for residential tenants.
●Assist multiple City Departments with the ongoing regulation of cannabis businesses.
↘STATUS:
The City Attorney’s Office worked in conjunction with the Development Services Department to draft and adopt
a short-term rental permit process, to establish forms and procedures for permit application processing, and
to draft notices and procedures for enforcement of violations. The City Attorney’s Office is also working to
train CVPD officers on how to investigate and enforce violations of the short-term rental ordinance.
↘STATUS:
The City Attorney’s Office worked with the Housing Department to facilitate the use and disbursement of
grant monies to increase access to affordable housing, and to solicit feedback from stakeholders and City
Council in regard to rental protections for residential tenants.
↘STATUS:
Working jointly with the City Manager’s Office, Finance Department, Development Services, the Police
Department, and the Fire Department, the City Attorney’s Office assisted City Staff in providing ongoing
regulatory oversight of cannabis businesses.
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KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Acknowledge Constituent Requests for Information within One Business Day from
Receipt of Request 100% 98% 100%
Respond to Constituent Requests for Information within Three Business Days from
Receipt of Request 100% 100% 100%
Assess and Review Various Analysis Models for More Efficient Risk Management
of Pooled Insurance, Self-Insurance and Reserve Fund Balance Protocols 99% 99% 99%
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■$1,000,334 decrease in Salaries due to a one-time salary saving allocation.
■$1,047,776 increase in Supplies & Services for attorney services.
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(04) CITY ATTORNEY
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 1,849,763 1,840,196 2,199,205 1,207,666
Hourly Wages 13,082 50,548 1,923 1,923
Overtime 1,161 474 500 500
Health Benefits 209,025 201,793 269,103 237,541
Retirement Benefits 541,251 184,028 234,402 253,610
Other Personnel Expense 165,647 216,678 49,018 52,577
Personnel Expenses Subtotal 2,779,928 2,493,716 2,754,151 1,753,817
Non-Personnel Expenses
Supplies and Services 253,272 207,960 367,374 1,415,150
Other Capital 1,468 - 4,948 4,948
Utilities 1,093 858 1,086 1,086
Non-Personnel Expenses Subtotal 255,834 208,818 373,408 1,421,184
Total Expenditures $ 3,035,762 $ 2,702,535 $ 3,127,559 $ 3,175,001
Revenues
Licenses and Permits - (60,881) - (24,640)
Revenue from Other Agencies (31,430) - - -
Charges for Services (450,087) (323,430) (496,728) (371,726)
Other Revenue (92,849) (33,198) (276,449) (29,008)
Transfers In (51) (42,813) - -
Total Revenues $ (574,416) $ (460,322) $ (773,177) $ (425,374)
Net Program Expenditures $ 2,461,346 $ 2,242,212 $ 2,354,382 $ 2,749,627
Revenue Recovery % 19% 17% 25% 13%
Authorized Full Time Positions 17.00 17.00 17.00 17.00
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City Attorney
(17.00)
Neighborhood
Protection
LitigationAdvisory
Total GF FTE 17.00
Total Non GF FTE 0.00
Total Dept FTE 17.00
ORGANIZATIONAL CHART
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Administration
INFORMATION
WEBSITE www.chulavistaca.gov/departments/city-manager
PHONE (619) 691-5031
EMAIL citymanager@chulavistca.gov
The City of Chula Vista is governed under the council-manager form of government. This local government structure
combines the political leadership of elected officials with the strong managerial and administrative expertise of an
appointed City manager. Under the council-manager form of government, the City Council are the policy makers, and
the City Manager is responsible for the implementation of those policies.
In Chula Vista, the City Manager is responsible for the daily operation and administration of all City departments
and professional staff except for the elected and appointed offices of the City Attorney and City Clerk, respectively.
The City has 1,261.75 full-time equivalent employees in the 13 City Manager-directed departments: Animal Care,
Administration, Community Services, Development Services, Economic Development, Engineering, Finance, Fire,
Housing and Homeless Services, Human Resources, Information Technology Services, Police and Public Works.
The Administration Department is comprised of the City Manager’s Office and the Office of Communications.
City Manager’s Office
The City Manager serves as the City’s Chief Executive Officer daily and as the Director of Emergency Services
during emergencies such as the COVID-19 pandemic. To execute the position, the City Manager plans and directs
the implementation of City programs in accordance with City Council direction and policies, the City Charter and
the Municipal Code to provide efficient, effective and equitable municipal services for the Chula Vista community.
In addition to overseeing daily operations, the City Manager utilizes strategy and visionary leadership to champion
special projects and initiatives to guide the long-term development of the City such as the Chula Vista Bayfront, the
University and Innovation District, the Smart City Strategic Action Plan, and a renewed commitment to equity and
inclusion city-wide. The City Manager ensures the preparation and monitoring of a fiscally sound operating budget
to fund the highest level of municipal services possible.
Within the City Manager’s Office, one Assistant City Manager and two Deputy City Managers provide support through
direct supervision over 11 of the 13 manager-directed departments. The Assistant and Deputy City Managers, Chief
of Police and Fire Chief report directly to the City Manager.
About the City Manager: Maria V. Kachadoorian
Maria V. Kachadoorian was appointed City Manager in June 2020 after serving as Assistant City Manager. She is
the first woman and first Latina to serve as City Manager. She began her career at the County of San Diego and has
worked at the City of Chula Vista since 1998 where she started in the Finance Department, advanced to Finance
Director, before becoming Deputy City Manager, Assistant City Manager, then City Manager.
Her strong finance background helped lead the City through the Great Recession and has been instrumental in
implementing innovative strategies to mitigate the financial, economic and community impacts to the City and
residents from the COVID-19 pandemic. In the midst of the pandemic’s uncertainty, Kachadoorian led the team that
ultimately inked the deal and broke ground on the $1.2 billion Gaylord Pacific Resort and Convention Center project
on Chula Vista’s Bayfront.
Kachadoorian was born in Tijuana and immigrated to the United States as an infant. She is a long-time resident of
South County and lives in Chula Vista. She earned a Bachelor of Science Degree with an emphasis in Accounting and
a Master’s Degree in Public Administration from San Diego State University. She is also a Certified Public Accountant
and a proud Chula Vista Rotarian.
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Office of Communications
The Administration Department also includes Communications with staff dedicated to implementing a comprehensive
communications, engagement and marketing program that supports the wide range of initiatives and activities
in the City of Chula Vista. The Office of Communications serves as the trusted source of communication and
link between the City and the community. The program is designed to help the City of Chula Vista engage with
residents, enhance revenues, improve business development, promote the City to residents and visitors, and attract
people to live and work here. The Communications team identifies major communications initiatives; develops
and implements marketing and advertising campaigns; coordinates special events; supports programs and project
managers; distributes a variety of communications messages via web, social media, newsletters, press releases,
and other channels; and provides media and public information services. Communications coordinates with other
departments to implement proactive community engagement, outreach, and participation activities.
MISSION STATEMENT
The mission of the Administration Department is to provide the leadership necessary for the implementation of City
Council policies, administration of the organization and delivery of services to our community.
STRATEGIC GOALS
Connected Community
■Implement City of Chula Vista Marketing and Communications Program
●Implement a robust marketing and communications program to help the City of Chula Vista enhance revenues,
improve business development, and attract people to live and work here.
↘STATUS:
►Redesigned City website to provide more tools and information for residents, visitors, and businesses
►Provided timely information on COVID-19 communications in English and Spanish via social media, city
newsletters, and media relations
►Relaunched City-sponsored events to connect with residents as the pandemic eases.
Operational Excellence
■Uphold a commitment to Fiscal Health
●Continue to support components identified in the Fiscal Recovery and Progress Plan.
↘STATUS:
►Presented a balanced budget
►Strategically managed the allocation of federal aid received during the COVID-19 pandemic to provide
critical services such as testing, vaccinations, food distribution, and small business aid
►Measure P sales tax (2016), Measure A sales tax (2018) and Measure Q cannabis business tax (2020)
oversight and monitoring to bolster city revenue and strengthen services, safety and infrastructure
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KEY PERFORMANCE MEASURES
City Manager’s Office
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Provide an annual report to the City Council, community and city staff at the
end of each fiscal year 100%% To complete for
FY23 100% complete
Implement a cross-departmental spending plan with reporting metrics
and an emphasis on equity for American Rescue Plan Act Funds from May
2021-December 2024.
100% of plan
completed; 6%
implementation
78.5%
implementation 100% complete
Increase intergovernmental collaboration and legislative advocacy to
further adopted platform and support as-needed special projects 100% complete 100% complete 100% complete
Continue City Manager’s Message in the monthly Community Connection
newsletter to improve and increase outreach and relationship building
within the community; write minimum of 10 messages in FY24 100% complete
100% complete
100% complete
Propose a citywide technology oversight and privacy policy and establish a
privacy advisory commission 50% complete 100% complete 100% complete
Engage a consultant to assist in the development and adoption of a
Diversity, Equity, and Inclusion Plan 50% complete 77.5% complete 100% complete
NEW
Engage a consultant to assist in the development and create of a Police
Advisory Commission N/A 25% complete 75-100% complete
Update the City’s Strategic Plan N/A N/A 25-50% complete
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■Increased Personnel Services costs from the mid-year addition of 1.0 FTE and MOU increases.
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(05) ADMINISTRATION
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 1,420,533 1,606,271 1,639,265 1,734,180
Hourly Wages 1,556 - - -
Health Benefits 131,223 158,649 175,201 184,852
Retirement Benefits 386,610 149,372 169,669 175,443
Other Personnel Expense 184,908 306,607 225,381 230,803
Personnel Expenses Subtotal 2,124,830 2,220,898 2,209,516 2,325,278
Non-Personnel Expenses
Supplies and Services 230,981 124,696 363,739 265,739
Utilities 569 619 675 675
Non-Personnel Expenses Subtotal 231,549 125,315 364,414 266,414
Total Expenditures $ 2,356,379 $ 2,346,214 $ 2,573,930 $ 2,591,692
Revenues
Licenses and Permits - (11,188) - -
Revenue from Other Agencies (171,519) - - -
Charges for Services (27,965) (42,904) (47,054) (55,100)
Other Revenue - (20,020) (102,000) -
Transfers In - (25,000) - -
Total Revenues $ (199,485) $ (99,111) $ (149,054) $ (55,100)
Net Program Expenditures $ 2,156,894 $ 2,247,103 $ 2,424,876 $ 2,536,592
Revenue Recovery % 8% 4% 6% 2%
Authorized Full Time Positions 10.00 9.00 10.00 11.00
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Administration
(11.00)
City Manager’s Office
Communications
Total GF FTE 11.00
Total Non GF FTE 0.00
Total Dept FTE 11.00
ORGANIZATIONAL CHART
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Information Technology Services
INFORMATION
WEBSITE www.chulavistaca.gov/departments/information-technology-service
EMAIL ITSINFO@chulavistaca.gov
The Information and Technology Services (ITS) Department provides citywide technology services, solutions, and
support to all departments within the city. ITS develops, implements, operates, and maintains computer hardware and
software systems, mobile communications systems, and enterprise application systems to improve the operational
availability and efficiencies of all departments in support of the citizens of the city. ITS also partners with regional
municipalities and other governmental agencies including the Living Coast Discovery Center and Elite Athlete Training
Center to provide IT support and advice.
Information and Technology Services is comprised of the following divisions:
■Network Operations
■Geographic Information Systems (GIS)
■Application Support and Programming
The Network Operations (NetOps) Division provides technical planning and implementation, guidance, training, and
assistance to employees who work on more than 1,000 microcomputers, dozens of standard office productivity
and specialized applications. The Network staff also maintains the City’s Local Area Networks (LANs) and Wireless
(WLANs) networks for both city guests and staff at City Hall and remote facilities. Additionally, NetOps also provides
planning and support services for an increasingly wide range of non-desktop computer technologies, including
mobile devices such as smartphones or tablet computers, digital displays, wireless devices for public safety, and
videoconferencing equipment.
The Geographic Information System (GIS) Division provides mapping, data modeling and analysis, and development
of custom applications used by staff daily. The Division also provides GIS services to the public through data access
and web-enabled mapping applications. With over 300 unique data layers, GIS staff manages one of the most
extensive, fully integrated GIS databases in San Diego County. As a multi - departmental resource, the city’s GIS
division has developed into a critical decision-making tool used by City staff and the public daily.
The Applications Support and Programming Division administers and supports enterprise-level software used by
staff, including the City’s accounting, financial planning, human resources, land development, building permitting, and
utility billing systems. The Division assists end users in application functionalities, configuration, report writing, data
exchange, security, and the implementation of modifications to meet end-user needs and specialized requirements.
Programming staff improve business efficiencies by developing custom desktop and web applications used daily
by City staff and their customers. The City’s webmaster designs and administers the City’s website and content
management system. The website is the City’s first point of contact and is vital in linking the City with the public.
It allows residents and visitors alike to conduct business and find accurate, up-to-date information 24 hours a day.
The City’s continued expansion of online services results not only in improved customer service, but also furthers
the City’s green paperless initiative to reduce the negative environmental impacts associated with printed materials.
MISSION STATEMENT
The mission of the Information Technology Services Department is to build a quality and comprehensive technology
infrastructure, establish and maintain an effective operational environment, and deliver quality, prompt, cost effective,
and reliable technology services to the City of Chula Vista.
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STRATEGIC GOALS
Network Operation Services
■Evaluate and implement emerging technologies to solve problems, enhance processes and services, and assist
with defining direction for the City.
■Provide and maintain secure and reliable information technologies to meet the City’s changing needs by developing
long term Information Technology and Cyber Strategic Road Map.
■Provide professional development and training in the use of technology to increase the productivity, efficiency,
and communication expertise of City staff.
↘STATUS:
Staff is currently engaged in several projects which will enhance the City’s technology infrastructure:
►In FY2023, staff replaced 300 desktop PCs to continue with the PC Modernizations efforts City-wide. An
additional 250 desktop PCs and Laptops will be deployed in FY2024.
►In FY2023, the ITS Department continued working on implementing Office 365 city-wide and nearly finished
eliminating our fleet of Windows Server 2003 systems. Additionally, staff has continued deploying Windows
10 updates to all City desktop computers.
►In FY2023, staff began working on replacing the City’s vintage analog telephone system. The new
collaboration-centered phone system will provide significant improvements in employees ability to
communicate effectively through a variety of collaborative methods including video conferencing, voicemail
to email, emergency notifications by location, “talk and go” in which you can transfer a call from a work
phone to cell phone mid call with no interruption, and other technological advances.
►In FY2023, a centralized and scalable city-wide CCTV security camera plan was designed and implemented
to enhance public safety for citizens and employees. Currently City Hall and Loma Verde Recreation have
been completed with the Animal Care Facility, Public Works, libraries, and fire stations to follow.
►In FY2023, enhancements to the Police Department included the finishing of the Real Time Operations
Center through the completion of Motorola’s Command Central Aware software\hardware integration.
This technology resource allows various law enforcement data sources to be viewed and manipulated on
one platform. This includes, but is not limited to, Computer Aided Dispatch (CAD) information, automated
license plate reader data to track stolen vehicles, drone tracking for the Drone as First Responder program,
and access to city-wide CCTV security cameras.
►In FY2023, the LED marquee in front of the Police Department building was replaced to provide consistent
performance of displaying public information and education on current public safety information and city
events.
►In FY2023, a centralized content management system was implemented to digitally display public and
internal information and communications at the Police Department using Samsung MagicInfo technology
and regular LED monitoring screens. This centrally managed technology solution is enterprise scalable
and can be deployed throughout the city for future projects requiring information to be displayed at any
city asset location.
►In FY2023, innovation testing of public safety traffic preemption technology began. In collaboration with
two third-party vendors, public safety, and the traffic management center, we are helping test and validate
technology that preempts traffic signals over an Internet and internal network connection based on high
priority calls for service from the Computer Aided Dispatch system without the need for installation of
additional equipment in emergency vehicles.
►In FY2023, a mobile data and cellular usage study was conducted to evaluate LTE\Broadband connectivity
throughout the city to identify gaps in service coverage. Connection data from over 100 police department
and fire department devices was collected over a period of 5 months, 24 hours a day, 7 days a week, to
evaluate the value of the city’s current LTE\data\cellular service provider. There was also a comparative
analysis done between the city’s current provider and another provider under a free service trial. This data
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helped determine the need and possibility to change service providers to maximize return of investments
(ROI).
►Additional support staff hired at the end of FY2023 will allow the department to implement a number of
complex, high-priority projects involving the City’s existing enterprise software, thereby increasing business
efficiencies and reducing application sprawl.
Cyber Security and Privacy Protection
■Develop and implement a Cybersecurity and Disaster Recovery Plan.
■Establish and support a Privacy Commission.
■Establish IT Governance Board and lead the IT Governance process for the City.
↘STATUS:
Staff is currently engaged in several projects which will enhance the City’s technology infrastructure:
►Network discovery and baseline study in progress and expected to be completed early FY2024.
►The City is in process of establishing the Privacy Commission, which will provide advice intended to ensure
transparency, accountability, and public deliberation in the City’s acquisition and use of the sensitive and
surveillance technology.
►IT Governance Board will soon be established to ensure business needs and options are evaluated
and prioritized based on organizational strategic objectives, with an intent to monitor compliance and
performance against agreed-upon direction.
KEY PERFORMANCE MEASURES
The Information Technology Services Department has had massive upgrades to all systems throughout the City; staff
is re-evaluating the key performance metrics for the Department. Several of the old metrics are no longer viable due
to lack of reliable data. The Department will be undergoing a comprehensive Strategic Plan effort in Fiscal Year 2024
which will include new key performance metrics based upon the current IT infrastructure and staffing for the City.
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■Addition of 1.0 Application Support Manager, 1.0 Information Technology Project Manager, and 1.0 VoIP/
Videoconferencing Specialist positions
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(06) INFORMATION TECHNOLOGY
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 1,619,051 1,711,744 2,044,610 2,280,684
Overtime 443 1,694 - -
Health Benefits 216,332 205,423 271,852 313,866
Retirement Benefits 443,387 157,272 214,115 252,584
Other Personnel Expense 150,471 248,850 73,990 68,366
Personnel Expenses Subtotal 2,429,684 2,324,984 2,604,567 2,915,500
Non-Personnel Expenses
Supplies and Services 1,133,331 1,199,532 1,538,461 1,538,461
Other Capital 59,678 76,099 87,890 87,890
Utilities 4,329 3,448 4,270 4,270
Internal Service Charges - 29 - -
Non-Personnel Expenses Subtotal 1,197,339 1,279,108 1,630,621 1,630,621
Total Expenditures $ 3,627,023 $ 3,604,091 $ 4,235,188 $ 4,546,121
Revenues
Licenses and Permits - (677) - -
Revenue from Other Agencies (14,665) (8,045) - -
Charges for Services (134,283) (148,684) (212,500) (230,753)
Transfers In - (57,000) (213,900) (163,900)
Total Revenues $ (148,948) $ (214,406) $ (426,400) $ (394,653)
Net Program Expenditures $ 3,478,075 $ 3,389,685 $ 3,808,788 $ 4,151,468
Revenue Recovery % 4% 6% 10% 9%
Authorized Full Time Positions 17.00 18.00 18.00 21.00
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Info Tech Svcs
(21.00)
Application Support and
ProgrammingNetwork Operations Geographic Information
Systems (GIS)
Total GF FTE 21.00
Total Non GF FTE 0.00
Total Dept FTE 21.00
ORGANIZATIONAL CHART
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Human Resources Department
INFORMATION
WEBSITE www.chulavistaca.gov/departments/human-resources
PHONE (619) 691-5096
EMAIL humanresources@chulavistaca.gov
The Human Resources Department is committed to providing superior services to employees, departments and
the public to ensure an informed, quality workforce and community, while treating everyone with fairness, dignity,
equality and respect.
The Human Resources Department (HR) develops and manages five major divisions including Administration,
Operations, Risk Management, Benefits, and Training and Development.
HR Administration provides the day-to-day oversight of 21.0 HR staff, serving approximately 1,226.75 full-time and
part-time benefited employees and up to 400 temporary employees. HR Administration advises departments on the
interpretation and application of City policies and procedures that pertain to Human Resources, as well as the Civil
Service Rules. Additionally, this division is responsible for training and guiding departments and individuals through
the teambuilding, performance management, investigation and the discipline process as well as providing staff
assistance to the Civil Service Commission. The Department oversees the Employee Engagement and Wellness
Committee to increase engagement levels throughout the City. HR Administration negotiates the City’s six labor
contracts, coordinates citywide labor management cooperation, interprets and maintains compliance with each
bargaining unit’s memorandum of understanding. HR Administration provides City employees with organizational
and personal professional development resources.
One of the goals of the Human Resources Department is to attract the best and brightest to the City of Chula Vista
to create and maintain an environment in which employees can flourish. The HR Operations Division is responsible
for recruitment, selection, classification and compensation. The division identifies qualified applicants to fill job
vacancies at all levels, through recruiting and testing. Applicants are given the opportunity to demonstrate their
employment strengths through each phase of the recruitment and selection process. The end result is an eligible
list of qualified candidates. Getting new employees into vacancies in a timely manner helps departments maintain
a high level of cost-effective and efficient service to city residents, which is a shared goal at the City of Chula Vista.
Human Resources Operations staff is responsible for conducting studies of positions and making recommendations
on proper job classification, compensation, and writing and revising job descriptions based on these studies. The
division maintains the City’s Classification Plan, Compensation Plan, and administrative regulations that relate to
classification and compensation. In addition, staff conducts and responds to salary and benefit surveys, provides
advice on Fair Labor Standards Act (FLSA) designation, and supports labor negotiations with the City’s unions and
employee associations.
The Risk Management Division is responsible for the development of a safe and healthy environment for City
employees and the public and for controlling and reducing liability exposures in order to preserve the City’s assets
and service capabilities. This is accomplished via the Division’s programs that include: occupational health and
safety, loss control, and disability management.
The City acknowledges the inherent risks associated with tasks performed by Police, Fire and Public Works, but
will not allow this to excuse injuries and exposures as acceptable conditions. Instead, we challenge ourselves to
prevent their occurrence through assessments, inspections, investigations, hazard controls, safe work practices,
best available technology, communication, education and training. We are committed to providing a safe and
healthful working environment for employees, volunteers and the public while strengthening the safety culture of
our organization.
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Risk Management’s Safety program has oversight of all City safety efforts. The Safety program provides a systematic
way to minimize incident frequency and severity, contribute to positive morale, effectively maintain the City’s resources
and increase operational efficiency.
Our robust Injury and Illness Program positioned the Division to meet the unique and unexpected COVID-19 pandemic.
Work practices, procedures, training and disinfecting protocols were easily implemented to address the concern of
person-to-person transmission.
Disability Management oversees the City’s self-insured workers’ compensation program and the handling of claims
by our third-party administrator. It also provides comprehensive services to employees and departments. The goal
of the Disability Management program is to return injured or ill employees to the workforce as soon as they are able.
This is accomplished via the City’s hands on Return to Work Transitional Duty program where we partner with the
treating doctors to focus on what the recovering employee can rather than what they can’t do. In the interim, Disability
Management works to ensure that employees are receiving any income and job protection to which they are entitled.
Risk Management is responsible for recovering funds when City property is damaged by outside parties and recovers
costs associated with emergency response for related to impaired drivers. Staff aggressively seeks reimbursement
from insurance companies or the uninsured party and averages between $250k and $350k per year in revenue from
these endeavors.
The Training and Development Division is increasing the availability of training in the City and concentrating on
expanding e-learning opportunities. One method is to continue to utilize our Target Solutions internet-based training
platform. Via this program we have created several safety and human resource trainings, both mandatory and
elective, available to employees from the comfort of their workstation. We also partner with external subject matter
experts including local community colleges to offer a wide variety of courses at our worksite to reduce the cost of
travel times for employees.
The Benefits Division administers a variety of programs including the City’s §125 Cafeteria Benefits Plan, Retiree
Medical Program, Human Resources Information System (HRIS) implementation and maintenance, New Hire
Orientations and Professional Enrichment Program. Benefits are an important component of total compensation,
and the Division is committed to implementing comprehensive employee benefits by supporting and delivering
personal assistance to valued employees, retirees, dependents, and service providers.
The following competitive benefit options are managed by the Division: medical, dental, and vision coverage; group life
(including accidental death & dismemberment) insurance; voluntary supplemental life insurance; voluntary accident,
critical illness, and hospital indemnity insurance; Employee Assistance Program; and retirement benefits through
Public Agency Retirement Services (PARS) and California Public Employees’ Retirement System (CalPERS). To assist
employees in making their benefits-related decisions, benefits forms, resources, and tools are made available to
employees online.
The Department leads the Employee Engagement and Wellness Committee to make a solid impact on increasing
employee satisfaction and helping to foster an environment for sustained engagement in our City. The Employee
Engagement Committee implements events and programs that will increase engagement levels. Merging Engagement
and Wellness together in 2018 has allowed the Department to further promote and foster wellness of mind and body
by providing education, opportunities and support in choosing a healthy lifestyle. By keeping our workforce healthy
we increase productivity and reduce health care costs.
MISSION STATEMENT
The mission of the Human Resources Department is to provide superior services to employees, departments, and
the public to ensure an informed, quality workforce and community, while treating everyone with fairness, dignity,
and respect.
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STRATEGIC GOALS
Operational Excellence
■Refine the employee onboarding process
●Create tools to ensure new hires receive all of the information needed to be effective members of the City
workforce and retain quality employees
●Add the IT Department and hiring/user departments to the onboarding portal to further streamline the onboarding
process.
↘STATUS:
Human Resources continues to create new resources and tools for employees through multiple online portals.
During the last fiscal year, the Department launched an online system aimed at streamlining the onboarding
process and providing an engaging experience for new employees. During the next fiscal year, the Department
is working toward adding the IT department and the hiring/user departments to the onboarding portal to
further streamline and automate our onboarding process.
■Refine processes and procedures for existing employees
●Create tools and implement streamlined processes to allow optimal use of existing functionality in the Human
Resources Information System (HRIS)
↘STATUS:
Human Resources continues to explore opportunities to streamline processes and procedures in the City’s
HRIS. During the last fiscal year, the Benefits Division implemented the Affordable Care Act reporting module,
allowing employee reports and federal reporting to be administered in-house. In the next year, the Department
is aiming to streamline the administration of the Professional Enrichment Program by implementing the
functionality in the HRIS.
■Reduce Lost Time for Workplace Injuries and Illnesses
●Reduce lost productivity and costs associated with filed Workers’ Compensation Claims.
↘STATUS:
The City is in its sixth year with our Worker’s Compensation third-party administrator. Quarterly file reviews
have been conducted to review open claims and we completed our fifth stewardship review of our program.
The Disability Management Staff is working closely with the Police and Fire Departments to provide innovative
ways to decrease lost time due to work-related injuries. Human Resources implemented a pilot Alternative
Dispute Resolution (ADR) program for Chula Vista Police Officer Association represented classifications
which is in its third year. Specifics of ADR programs can vary with the goal of streamlining dispute resolution
issues and reducing delays in getting employees treated and back to work. The Division continues to
assist employees with the claims process and works collaboratively with the providers and the third-party
administrator to facilitate returning employees to work as soon as they are physically capable to perform
modified or transitional work within their restrictions.
■Retain and attract quality employees
●Create culture of employee engagement
↘STATUS:
►Over 100 employees will have been recognized with a service year milestone.
►Hosted several Employee Engagement and Wellness events, such as: Halloween Costume and Pumpkin
Decorating Contests, Summer mini pop-up events including New Fiscal Year kick off; Employee Holiday
Luncheon where employees provided handwritten holiday cards to Norman Park Senior Center; Hosted
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Virtual Tour Through City of Chula Vista Walking Challenge; Distributed reusable thermal mugs to support
City’s sustainability efforts and recognize employees; Recognized by American Heart Health Association
as Bronze Level for Workforce Well-Being Scorecard; Kindness Campaign recognized by City/County
Personnel Association (CCPA) with Kevin Powell Award for Excellence in HR.
KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
% of assigned mandatory trainings completed 99% 99% 99%
CY 2021
Actual
CY 2022
Actual
CY 2023
Projected**
# of lost workdays due to work related injury* 2,746 1,987 -
Average Number of lost workdays per work related injury* 13.33 9.69 -
* City of Chula Vista tracks and reports workdays lost due to work related injury based on calendar year, pursuant to OSHA calendar year reporting requirements. Numbers provided are for CY 2021 and CY 2022.
** Unable to estimate or project lost workdays due to work related injuries. Target is always 0.
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■Decrease in Other Revenues of $365,996 for one-time prior years’ Flexible Spending Account (FSA) forfeiture
revenues.
Expenditures
■Increase in Personnel Services from the mid-year addition of 1.0 FTE and MOU increases.
■Increase in Supplies & Services of $275,000 for additional protective equipment, training, and recruitment costs.
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(07) HUMAN RESOURCES
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 1,585,342 1,813,534 2,029,179 2,196,954
Hourly Wages 81,139 131,592 4,443 4,443
Overtime 12,195 8,942 - -
Health Benefits 223,262 256,207 307,911 325,271
Retirement Benefits 446,190 186,302 218,414 230,192
Other Personnel Expense 132,296 212,433 38,389 33,828
Personnel Expenses Subtotal 2,480,424 2,609,010 2,598,336 2,790,688
Non-Personnel Expenses
Supplies and Services 426,567 359,749 459,286 734,286
Other Capital 811 1,988 2,500 2,500
Utilities 1,981 1,784 1,871 1,871
Non-Personnel Expenses Subtotal 429,360 363,520 463,657 738,657
Total Expenditures $ 2,909,784 $ 2,972,530 $ 3,061,993 $ 3,529,345
Revenues
Revenue from Other Agencies (65,125) - - -
Charges for Services (258,055) (198,905) (313,488) (338,760)
Other Revenue (163,792) (209,615) (475,875) (109,879)
Transfers In (161,870) (244,286) (173,616) (173,616)
Total Revenues $ (648,842) $ (652,805) $ (962,979) $ (622,255)
Net Program Expenditures $ 2,260,942 $ 2,319,725 $ 2,099,014 $ 2,907,090
Revenue Recovery % 22% 22% 31% 18%
Authorized Full Time Positions 18.50 19.00 21.00 22.00
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Human Resources
(22.00)
Administration
Human Resources
Operations
Benefits
Employee Development
Risk Management
Safety
Disability Management
Total GF FTE 22.00
Total Non GF FTE 0.00
Total Dept FTE 22.00
ORGANIZATIONAL CHART
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Finance Department
INFORMATION
WEBSITE www.chulavistaca.gov/departments/finance
PHONE (619) 691-5250
EMAIL finance@chulavistaca.gov
The Chula Vista Finance Department is dedicated to supporting the long-term financial stability of the City and
enhancing public and organizational trust through integrity of financial reporting and sound financial practices. The
Finance Department is responsible for the overall financial management of the City. The department consists of four
divisions: Administration, Budget & Analysis, Comptroller, and Revenue & Recovery. These divisions provide support
services to other City departments, including payroll, accounts payable, accounts receivable, cashiering, purchasing,
and general accounting. Responsibilities include the oversight of revenues, expenditures, investments, financing
and management of debt obligations, and financial reporting. The Finance Department is also responsible for the
City’s annual audit that includes publication of the Annual Comprehensive Financial Report (ACFR) and the Single
Audit of Federal Expenditures (SEFA). The Finance Director also serves as the City Treasurer and is responsible for
managing City investments.
The Administration Division is responsible for the overall management and supervision of the Finance Department.
The division works closely with the City Manager and City Council providing guidance and financial advice, long-range
financial planning, forecasting and policy implementation.
The Comptroller Division includes general accounting, debt service management, accounts payable, and payroll for
the City. The general accounting functions involve accounting for expenditures, revenues, and other transactions in
accordance with Generally Accepted Accounting Principles (GAAP). The accounts payable function processes all
payments and invoices in a timely manner. Staff has processed 21,637 accounts payable transactions in fiscal year
2023. The payroll function is responsible for the payment of salaries and other benefits to City employees in addition
to filing all State and Federal payroll tax returns and reports. Payroll staff issued 1,599 W-2’s to current and former
City employees in fiscal year 2023.
The Budget & Analysis Division is responsible for coordination, preparation, and monitoring the City’s operating
budget, as well as the preparation of the City’s long term financial plan. The division oversees budget transfers and
adjustment throughout the year to accommodate unforeseen budget changes by reviewing numerous fiscal, policy
and programmatic analyses to accurately identify potential fiscal impacts. Budget & Analysis provides ongoing
analytical support on various operational and staffing issues throughout the City and participates in several special
projects and studies, which may include updating fees, contracts and to support labor negotiations. Furthermore, this
division oversees the purchasing team which provides acquisition and contract management services to City staff in
accordance with the Standards of Purchasing Practice as defined by the California Association of Public Purchasing
Officers (CAPPO). This team ensures compliance with formal bid requirements, processes all City purchase orders,
and develops and maintains purchasing policies and procedures.
The Revenue & Recovery Division is responsible for the City’s general accounts receivable, cash handling, depositing,
bank reconciliation processes, cash flow management and investment of City funds. Other functions performed
by this division include utility billing, oversight of parking meter operations, issuance of business licenses and
coordinating the business license renewal process, special districts administration, and the documentation and
accounting of staff time reimbursements through the City’s Project Accounting system. Division staff have issued
12,063 business licenses in fiscal year 2023. The Revenue & Recovery Division works closely with other City
departments as well as outside agencies in the collection of delinquent accounts. Unpaid sewer and trash bills that
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have gone unsuccessfully through the collection process are eventually placed as liens on the County’s property tax
roll by division staff.
For its financial reporting, the department has received the “Certificate of Achievement for Excellence in Financial
Reporting” award from the Government Finance Officers Association (GFOA) every year, beginning with the fiscal year
2000 financial report. The department has also received GFOA’s Distinguished Budget Presentation Award annually
since fiscal year 2003, with the exception of fiscal year 2010 when the City did not pursue the award due to staffing
reductions and budget constraints.
MISSION STATEMENT
The Chula Vista Finance Department is dedicated to supporting the long-term financial stability of the City and
enhancing public and organizational trust through integrity of financial reporting and sound financial practices.
STRATEGIC GOALS
Operational Excellence
■Provide fiscal oversight of the Federal American Rescue Plan Act (“ARPA”) Funds received from the Federal
government to address the COVID-19 pandemic and resulting economic impact.
●Established the accounting structure within the City’s ERP system to track revenue and expenditures for the
ARPA allocation received from the United States Treasury (“Treasury”) in the sum of $57.5 million. Reporting
information to the Treasury as prescribed in the ARPA legislation.
↘STATUS:
Underway: Tracking ARPA activities in accordance with the Final Rule that was issued by the Treasury. Provide
quarterly project expenditure and reporting information to the Treasury as required by the ARPA legislation
on the financial and programmatic use of these funds.
■Create and implement policies to help safeguard the City’s finances.
↘STATUS:
The Finance Department implemented the Measure A Reserve Policy (Council Policy No. 220-10) to establish
a policy for the Measure A Sales Tax Fund that can be found in the Appendix section.
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■Increased Personnel Services costs from the mid-year addition of 2.0 FTE and MOU increases.
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(08) FINANCE
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 2,161,901 2,418,004 2,973,136 3,314,012
Hourly Wages 59,593 86,221 31,766 31,766
Overtime 12,250 1,724 - -
Health Benefits 338,161 363,684 479,263 510,179
Retirement Benefits 624,455 253,585 339,023 387,869
Other Personnel Expense 191,099 282,261 90,342 72,088
Personnel Expenses Subtotal 3,387,457 3,405,479 3,913,530 4,315,914
Non-Personnel Expenses
Supplies and Services 236,772 264,218 374,827 382,952
Other Capital 3,459 3,459 3,573 3,573
Utilities 1,525 1,743 1,789 1,789
Non-Personnel Expenses Subtotal 241,756 269,421 380,189 388,314
Total Expenditures $ 3,629,214 $ 3,674,900 $ 4,293,719 $ 4,704,228
Revenues
Other Local Taxes (40,427) (36,173) (70,000) (71,400)
Licenses and Permits (1,263) (73,661) (8,500) (33,915)
Fines and Penalties - - (5,000) (5,100)
Revenue from Other Agencies (51,542) - - -
Charges for Services (682,161) (475,033) (392,911) (395,672)
Other Revenue (469,197) (582,464) (618,050) (513,308)
Use of Money and Property (1,693) (253) - -
Transfers In (306,494) (573,862) (754,390) (882,602)
Total Revenues $ (1,552,775) $ (1,741,447) $ (1,848,851) $ (1,901,997)
Net Program Expenditures $ 2,076,438 $ 1,933,453 $ 2,444,868 $ 2,802,231
Revenue Recovery % 43% 47% 43% 40%
Authorized Full Time Positions 28.00 30.00 32.00 34.00
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Finance
(34.00)
Administration
Revenue & Recovery
Budget & Analysis
Comptroller
Sewer Billing
Total GF FTE 33.00
Total Non GF FTE 1.00
Total Dept FTE 34.00
Purchasing
ORGANIZATIONAL CHART
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Non-Departmental
The Non-Departmental budget reflects expenses that are not directly related to any single department. The expenditure
budget consists of items such as:
■Insurance
■Interest expense
■Transfers Out expenditures to liability reserves and to various Debt Service Funds for the General Fund’s debt
service obligations.
The Non-Departmental budget also includes all General Fund discretionary revenues including the following:
■Property taxes
■Sales and Use taxes
■Motor Vehicle license fees
■Transient Occupancy Tax (TOT)
■Franchise fees
■Utility users tax (UUT)
■Transfers In from various other funds.
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■Property Tax: $7,438,265 increase to assessed values on real property budgeted due to anticipated growth over
FY 2023 projections of approximately 5%.
■Other Local Taxes: $8,648,135 increase, including Sales & Use Taxes ($3,465,044), Transient Occupancy Taxes
($3,141,661), Measure A Sales Tax ($1,930,906), and Measure P ($1,949,317) based on projected growth.
■Motor Vehicle License Fees: $2,518,373 increase to assessed values on real property budgeted due to anticipated
growth over FY 2023 projections of approximately 5%.
■Other Revenues: $1,178,333 decrease in Other Revenues due to lower Cannabis Excise Taxes collections based
on projections.
Expenditures
■Personnel Services: $913,673 decrease in salaries due to the removal of salary allocations in FY 2023.
■Supplies and Services: $2,255,416 increase for a significant increase in insurance costs by $1,175,100 and
increase in other costs by $1,080,316.
■Transfers Out: $2,393,514 decrease for a one-time transfer to the Capital Improvement Projects Fund, and one-
time grant match in FY 2023, as well as debt service and other scheduled changes.
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(09) NON-DEPARTMENTAL
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 930,395 - 903,673 -
Health Benefits 13,112 - 20,000 10,000
Retirement Benefits 157,349 132,683 100,000 100,000
Other Personnel Expense 157,461 186,709 279,700 279,700
Personnel Expenses Subtotal 1,258,318 319,392 1,303,373 389,700
Non-Personnel Expenses
Supplies and Services 4,055,540 4,798,627 4,838,196 7,093,612
Other Expenses 1,291,440 14,868,013 1,537,176 1,587,377
Other Capital - 712,003 - -
Utilities 224,732 15,605 6,216 7,148
Transfers Out 55,043,092 84,339,569 88,868,245 86,474,731
CIP Project Expenditures 8,640 38,498 - -
Non-CIP Project Expenditures 4,913 336,567 - -
Non-Personnel Expenses Subtotal 60,628,357 105,108,882 95,249,833 95,162,868
Total Expenditures $ 61,886,675 $ 105,428,273 $ 96,553,206 $ 95,552,568
Revenues
Property Taxes (40,693,188) (42,276,854) (40,876,843) (48,315,099)
Other Local Taxes (111,209,663) (128,949,572) (120,569,458) (132,408,864)
Motor Vehicle License Fees (25,149,897) (26,184,314) (26,886,432) (29,545,779)
Licenses and Permits (323,640) 170,715 (199,470) (138,110)
Use of Money and Property (1,338,086) 938,234 (2,519,495) (2,569,495)
Revenue from Other Agencies (1,243,748) (499,548) (428,246) (392,150)
Other Revenues (2,373,945) (7,518,316) (5,937,231) (4,882,343)
Transfers In (1,970,546) (2,346,646) (2,519,746) (2,519,746)
Total Revenues $ (184,302,713) $ (206,666,301) $ (199,936,921) $ (220,771,586)
Net Program Expenditures $ (122,416,038) $ (101,238,027) $ (103,383,715) $ (125,219,018)
Revenue Recovery % N/A N/A N/A N/A
Authorized Full Time Positions
1
- - - -
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Proposed Budget FY 2024 96
dePArTMeNT sUMMArY rePorTs → Animal Services Department
Animal Services Department
INFORMATION
WEBSITE www.cvacf.org
PHONE (619) 691-5123
EMAIL animalcare@chulavistca.gov
The Chula Vista Animal Services Department (CVAS) has provided animal control services since 1923. Over the years,
CVAS services have expanded to include community outreach and education programming, and comprehensive
medical care. The Animal Services Department is comprised of five divisions: Field Services, Shelter Services,
Adoption/Volunteer Services, Veterinary/Medical Services, and Administrative Services. Approximately 3,500
homeless animals come to the facility each calendar year.
Field Operations and Dispatch
Animal Control is one of the divisions within Animal Services which responds to a variety of animal related questions;
complaints; concerns and investigates any possible violations. The division also responds to animal disturbances,
noise complaints, mistreatment or abuse to animals, neglect and cruelty of any other animal related problems.
Appropriate action ranges from voluntary compliance through education to administrative action and/or prosecution
in some instances. Additionally, our officers rescue animals from a variety of situations.
CVAS also provides animal control services for the City of Lemon Grove. Call (619) 476-2476 during our business
hours to report any animal issues or (619) 691-5151 (PD Dispatch) after hours for animal related emergencies.
Shelter Operations
CVAS also provides sheltering services for the cities of Chula Vista, Lemon Grove, and National City. Every day a
variety of animals are sheltered at the CVAS either because they are found, rescued, surrendered, or impounded.
Adoption
CVAS assists interested persons adopting a pet through the application and matching process. The staff works with
a number of partnering agencies/businesses to find suitable homes for animals every day. Adoptable pets can be
viewed online at www.petharbor.com.
Veterinary/Medical Services
CVAS provides veterinary care to all shelter animals. Animals being adopted out are altered, vaccinated and
microchipped. CVAS offers Spay/Neuter Clinics for Low Income Chula Vista, National City, Lemon Grove, and
qualifying City of San Diego residents. Rabies & Microchipping services are also available weekly.
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Proposed Budget FY 2024 97
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MISSION STATEMENT
Provide compassionate care and ensure the health and safety for the animals and citizens of our community.
STRATEGIC GOALS
Strong and Secure Neighborhoods
Keep animals out of the shelter by providing more resources to the community. Provide return to home services,
microchip clinics, spay/neuter services to help reduce the population, and provide more community outreach and
engagement.
KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Projected
FY 2024
Estimated
% Cat Save rate 87% 94% 95%
% Dog Save rate 95% 95% 95%
Total Animal Intake 3,500 3,700 4,000
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■No significant budget adjustments.
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Proposed Budget FY 2024 98
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(10) ANIMAL CARE FACILITY
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 1,273,047 1,366,260 1,874,647 1,885,752
Hourly Wages 255,296 230,939 112,000 112,000
Overtime 48,627 103,192 98,736 98,736
Health Benefits 264,099 267,782 393,489 340,592
Retirement Benefits 381,707 154,526 224,145 231,421
Other Personnel Expense 115,048 157,277 63,318 38,652
Personnel Expenses Subtotal 2,337,824 2,279,976 2,766,335 2,707,153
Non-Personnel Expenses
Supplies and Services 288,303 357,775 351,950 351,950
Other Expenses 3,295 5,592 4,500 4,500
Other Capital 75,355 28 6,282 6,282
Utilities 41,701 54,856 47,520 53,571
Internal Service Charges 35,859 45,603 63,558 74,846
Non-Personnel Expenses Subtotal 444,511 463,854 473,810 491,149
Total Expenditures $ 2,782,336 $ 2,743,830 $ 3,240,145 $ 3,198,302
Revenues
Licenses and Permits (114,378) (130,516) (140,000) (142,800)
Fines and Penalties (26,380) (24,252) (20,000) (20,400)
Revenue from Other Agencies (96,549) - - -
Charges for Services (179,466) (422,617) (297,700) (299,256)
Other Revenue (657,149) (497,485) (787,553) (911,086)
Use of Money and Property (604) (2,678) - -
Transfers In - (43,500) (240,828) -
Total Revenues $ (1,074,525) $ (1,121,047) $ (1,486,081) $ (1,373,542)
Net Program Expenditures $ 1,707,811 $ 1,622,783 $ 1,754,064 $ 1,824,760
Revenue Recovery % 39% 41% 46% 43%
Authorized Full Time Positions 21.25 21.25 27.25 27.25
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Proposed Budget FY 2024 99
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Animal Care
Facility
(27.25)
Shelter Services
Total GF FTE 27.25
Total Non GF FTE 0.00
Total Dept FTE 27.25
Field Services
Veterinary Services
Administrative Services
Community Outreach
ORGANIZATIONAL CHART
Page 371 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 100
dePArTMeNT sUMMArY rePorTs → Economic Development
Economic Development
INFORMATION
WEBSITE www.chulavistaca.gov/businesses
PHONE (619) 409-5913
EMAIL business@chulavistaca.gov
The Office of Economic Development focuses on facilitating the achievement of economic prosperity for Chula Vista
through the expansion, attraction and retention of office, industrial, hospitality and retail-based businesses. Two key
aspects of the Department’s work include providing critical small business concierge services and leveraging smart
city technology to establish a sound foundation for Chula Vista’s sustainable economic development. These efforts
have become increasingly important to the community in the wake of the COVID-19 pandemic and as Chula Vista
works to develop a path forward for economic recovery. The Department’s work will be guided by five core tenets
outlined in the Development Department Work Plan accepted by the City Council: 1) expand business support, 2)
improve collaboration and outreach, 3) strengthen economic vitality, 4) drive innovation and sustainability, and 5)
advance equity and inclusion. As a response to COVID-19, the Economic Development team continues to work to
provide financial, technical and marketing assistance to small businesses in addition to creating more business-
friendly policies and continuing work on economic catalyst projects such as the development of the Chula Vista
Bayfront, 707 F Street, and the University Innovation District.
The Office of Economic Development is organized into two divisions: Economic Development and the Office of
Sustainability. Together these divisions comprise an Economic Development team that strives to create sustainable
economic development through quality employment, shopping, dining and entertainment opportunities for our
residents while increasing City revenues for vital public infrastructure and community services. This work translates
into an enhanced quality of life for all Chula Vista residents to enjoy.
Economic Development
Economic Development staff work directly with businesses, trade and business organizations, stakeholders and
internal City departments to create a business-friendly ecosystem that supports a stable and thriving economy.
Staff also maintains and manages the City’s portfolio of real estate assets and raw land including the licensing and
leasing of assets held by the City.
Office of Sustainability
At an organizational level, “sustainability” is defined as the City’s ability to provide high quality infrastructure, services
and programs in a manner which balances the social, economic, and environmental needs of current and future
generations – also referred to as the 3Ps: People, Planet and Prosperity. The Office of Sustainability strives to uphold
these priorities through the work of Chula Vista’s Smart Cities Initiative, the Environmental Services Division, and
the Conservation Division
Smart Cities
Smart Cities begins with sustainability and this division is responsible for leading the implementation of Chula Vista’s
Smart Cities Strategic Action Plan, including regional efforts, that aim to leverage innovative technology and data
tools to better serve and engage Chula Vista citizens, enhance sustainability, improve public safety, promote local
economic development and maximize tax-payer dollars through increased efficiency of operations and optimization
of resources. The goals of the Action Plan are for the City of Chula Vista to:
■Become more responsive by working with our communities, residents and businesses to improve operations and
services, including public safety and citizen engagement;
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May 09, 2023 Post Agenda
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Proposed Budget FY 2024 101
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■Become more transparent by using data and analytics to improve services and operations and ensure public
access to performance indicators;
■Lay the groundwork for economic development to attract new businesses and support existing businesses
Environmental Services
Within the Office of Sustainability, Environmental Services staff provide comprehensive solid waste management
services by: building partnerships and implementing best management practices; increasing public awareness
through educational and informational programming; and pursuing cutting edge and emerging waste management
technologies.
Conservation
Also, within the Office of Sustainability, the Conservation Division leads the City’s energy and water conservation,
alternative transportation, and climate action planning; and actively collaborates with civic groups, business
organizations, environmental and health advocates, academic institutions, internal City departments and other public
agencies.
MISSION STATEMENT
The mission of the City of Chula Vista’s Economic Development Department is to create a sustainable economy
by providing the essential resources to businesses and the development community to promote, attract, retain and
expand employment opportunities, stimulate the local economy, expand the local sales, transient occupancy and
property tax base while maintaining a positive balance between the economy, the environment and the community.
STRATEGIC GOALS
To promote transparency and accountability, the Economic Development Department’s efforts are captured in a work
plan. The work plan includes an annual report along with strategic goals, supporting actions and key performance
indicators to track progress.
Expand Business Support
■Promote an environment for residents and businesses to prosper
●Provide exceptional concierge and customer service to all businesses by tracking all commercial, industrial and
office projects to ensure on-time delivery of service.
●Provide services, programs and policies to help businesses recover from the economic impacts of the COVID-19
Pandemic.
Improve Collaboration and Outreach
■Collaboration with regional and bi-national partners is essential to strengthening the region and provides
sustainable economic development.
●Create a culture of stewardship, innovation and regional action that can lead to community prosperity and future
economic gains.
●Collaborative with regional economic development ecosystem partners.
Strengthen Economic Vitality
■Foster the economic development efforts of existing assets and key development projects
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Proposed Budget FY 2024 102
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●Champion catalytic development projects such as the Chula Vista Bayfront, Millenia and the University Innovation
District as they drive job growth, expand workforce development, strengthen public revenues, and improve the
quality of life and vitality for residents and businesses.
Drive Innovation and Sustainability
■Provide high quality infrastructure, services and programs that balance social, economic, and environmental
needs of current and future generations with considerations for equity and inclusion.
●Implement strategies to provide a sustainable environment that supports people, prosperity, and the planet.
●Lead the international smart city movement with state-of-the-art technology and data analytics tools that
improve quality of life and contribute to economic growth.
Advance Equity and Inclusion
■Rebuild the local economy while prioritizing equity and inclusion.
●Implement policies that promote and support small, minority, women, disabled, veteran-owned businesses to
foster a more inclusive local economy.
●Meet the community’s needs from the moment of recovery from the COVID-19 Pandemic and work to ensure
the community’s recovery is equitable.
●Champion equity and inclusion across City policies and programs.
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May 09, 2023 Post Agenda
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Proposed Budget FY 2024 103
dePArTMeNT sUMMArY rePorTs → Economic Development
KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Complete actions identified in annual economic development work program
Outstanding actions remain in progress 65% 70% 70%
Number of businesses assisted through the expedite program 14 N/A N/A
Number of existing small businesses assisted (walk-in, phone call, email,
appointment)
80
371 (total), 71
(pre-COVID-19
pandemic)
279 Chula
Vista CARES
Small Business
Grants awarded
200 small
business grants,
85 non-profits
grants, 9 curb
and sidewalk
cafes funded
Set updated goals for City Operations Sustainability Plan 50% 75% 100%
Complete initiatives identified in the adopted Smart Cities Strategic Action Plan 40% 70% 80%
Complete initiatives identified in the adopted Digital Equity Inclusion Plan N/A 60% 80%
Develop an integrated Waste Management Plan to meet a 90% City waste
reduction goal 95%
Plan developed
and approved
by City Council N/A
Develop and implement the Building Energy Saving Ordinance to support high
performing commercial and multifamily buildings in Chula Vista
1st year of
implementation,
roughly 25%
buildings
reported
Goal of 50%
buildings
reported
Goal of 80%
of buildings
reporting and
require audits for
those that need
to improve score
Engage stakeholders, including the Climate Change Working Group, to develop
strategies and fully update the 2017 Climate Action Plan 50% 65% 100%
Chula Vista Community Shuttle - funding, development, implementation and
sustaining the program after initial funding 75% 85% 90%
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■Decrease to Transfers In of $2,378,933 based on a one-time appropriation from the American Rescue Plan grant
in FY 2023.
Expenditures
■Reduction of 2.0 FTE positions and scheduled salary and benefit changes.
■Decrease to Non-CIP Project Expenditures of $2,378,933 based on a one-time appropriation from American
Rescue Plan grant in FY 2023.
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May 09, 2023 Post Agenda
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Proposed Budget FY 2024 104
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(11) ECONOMIC DEVELOPMENT
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 1,087,832 863,526 960,960 967,645
Hourly Wages 2,780 9,132 737 737
Overtime - 1,519 - -
Health Benefits 163,591 128,700 149,849 140,173
Retirement Benefits 350,741 92,122 110,999 113,390
Other Personnel Expense 106,091 120,162 38,443 28,233
Personnel Expenses Subtotal 1,711,036 1,215,160 1,260,988 1,250,178
Non-Personnel Expenses
Supplies and Services 79,824 136,012 195,154 195,154
Other Expenses 1,441,133 (54,745) - -
Utilities 490 1,409 1,776 1,776
Transfers Out - 209,000 - -
Non-CIP Project Expenditures - - 2,460,000 200,000
Non-Personnel Expenses Subtotal 1,521,447 291,677 2,656,930 396,930
Total Expenditures $ 3,232,483 $ 1,506,836 $ 3,917,918 $ 1,647,108
Revenues
Revenue from Other Agencies (1,356,354) - - -
Other Revenue (691,160) (198,740) (420,098) (240,398)
Use of Money and Property (24,606) (327,000) - -
Transfers In (95,334) (237,334) (2,590,267) (211,334)
Total Revenues $ (2,167,454) $ (763,074) $ (3,010,365) $ (451,732)
Net Program Expenditures $ 1,065,029 $ 743,762 $ 907,553 $ 1,195,376
Revenue Recovery % 67% 51% 77% 27%
Authorized Full Time Positions 14.00 13.00 11.00 9.00
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 105
dePArTMeNT sUMMArY rePorTs → Economic Development
Office of Economic
Development
(18.00)
Administration
Office of SustainabilityEconomic Development
Environmental Services
Total GF FTE 9.00
Total Non GF FTE 9.00
Total Dept FTE 18.00
Successor Agency to
the Redev Agency Debt Service Funds
ORGANIZATIONAL CHART
Page 377 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 106
dePArTMeNT sUMMArY rePorTs → Development Services Department
Development Services Department
INFORMATION
WEBSITE https://www.chulavistaca.gov/departments/development-services
PHONE (619) 691-5101
EMAIL dsd@chulavistaca.gov
With the adoption of the fiscal year 2024 budget, the City Council approves the budget for the General Fund divisions
of the Development Services Department. The Development Services Department’s General Fund divisions include
Code Enforcement, Advance Planning, and an Administration division.
Code Enforcement
The primary function of Code Enforcement is to educate the public in code issues and to work with citizens to
achieve code compliance. Code Enforcement responds to complaints from the community and proactively enforces
regulations regarding inoperable vehicles on private property, graffiti on businesses, commercial cannabis, short-term
rentals and garage sale permits. The following are issues routinely investigated by Code Enforcement:
■Home Occupations
■Auto Repair
■Garage Conversions
■Trash, junk and debris
■Excessive or unpermitted signage
■Construction without a permit
■Abandoned vehicles
■Abandoned foreclosed homes
■Illegal signage
■Unpermitted cannabis sales
■Short-term rentals
Violations can be reported by calling the Code Enforcement Hotline at (619) 691-5280 or online by visiting
https://www.chulavistaca.gov/ce.
Advance Planning
The primary purpose of Advance Planning is to manage the City’s vision for growth and development. The Advance
Planning section consists of four major areas of emphasis: long-range planning, special projects (such as the Otay
Valley Regional Park), environmental planning and Chula Vista Municipal Code updates (Comprehensive, single
topic and consistency with newly adopted State Laws). Advance Planning is primarily responsible for the following:
■Maintaining, updating, and monitoring implementation of the City’s General Plan
■Regional planning programs and coordination (such as SANDAG)
■Administering environmental programs including the Multiple Species Conservation Program (MSCP), historic
preservation, and mitigation monitoring
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 107
dePArTMeNT sUMMArY rePorTs → Development Services Department
■Lead for updates to the Chula Vista Municipal Code
■Maintaining the citywide land use database and maps
■Providing technical services including land use and demographic information and forecasts
■Reviewing proposed development projects for compliance with the City’s General Plan and Sectional Plans
■Conducting public hearings on issues of community concern
■Coordinating with elected representatives, citizen groups, individuals, and other City departments and agencies
on issues of local and regional significance
MISSION STATEMENT
The mission of the Development Services Department is to guide the physical development of the City through the
implementation of the General Plan, development regulations and Building Codes. We are committed to enhancing
the quality of life in our community by planning for sound infrastructure and public services, protection of the
environment, and promotion of high quality social and economic growth.
STRATEGIC GOALS
Healthy Community
■Develop and implement strategies and programs that restore and protect natural resources.
↘STATUS:
Advanced Planning implements the City’s Multiple Species Conservation Program Subarea Plan which
preserves, protects and connects the most valuable biological habitats while allowing development to occur
in less sensitive areas.
►Comprehensively manage and conduct stewardship activities within open space preserves, by treating
invasive plant species, controlling unauthorized access, implementing erosion control, and reducing fuel-
load.
►Monitor biological resources, including threat assessments, habitat conditions and the presence of
sensitive species to allow for adaptive management.
►Actively seek partnerships and funding to restore and enhance habitats to maintain and improve the
region’s biological integrity.
Economic Vitality
■Strengthen and diversify the City’s economy by supporting and advancing existing businesses, targeting and attracting
new businesses, promoting balanced land use decisions, and engaging the community to reinvest in the City.
↘STATUS:
The Development Services Department has made great progress moving the Bayfront Master Plan forward.
Permits for the planned resort hotel and convention center project and associated infrastructure have been
issued. Project construction began May 2022 and completion is projected for May 2025.
Page 379 of 690
May 09, 2023 Post Agenda
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■Increased Personnel Services costs from the mid-year addition of 1.0 FTE and MOU increases.
KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Respond to 85% of Code Enforcement complaints within two business days of
initial report. 59% 85% 85%
Update 85% of Code Enforcement cases from an “Open” status to another status
within thirty days. 90% 85% 85%
Inspect a minimum 5% of the City’s mobile home park units annually, as required by
State law. 100% 100% 100%
Page 380 of 690
May 09, 2023 Post Agenda
(12) DEVELOPMENT SERVICES
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 1,480,917 1,603,864 1,859,960 1,987,020
Hourly Wages 41,313 26,493 29,615 29,615
Overtime 5,189 3,540 1,026 1,026
Health Benefits 237,622 239,269 301,715 269,688
Retirement Benefits 444,818 160,715 199,526 221,527
Other Personnel Expense 142,897 173,150 50,273 29,905
Personnel Expenses Subtotal 2,352,757 2,207,030 2,442,115 2,538,781
Non-Personnel Expenses
Supplies and Services 147,109 189,045 156,100 170,003
Other Expenses 1,168,853 22,727 11,000 11,000
Utilities 1,556 1,612 1,533 1,533
Internal Service Charges 11,735 12,249 28,236 33,476
Non-Personnel Expenses Subtotal 1,329,252 225,633 196,869 216,012
Total Expenditures $ 3,682,009 $ 2,432,663 $ 2,638,984 $ 2,754,793
Revenues
Licenses and Permits (525,552) (660,955) (518,000) (558,516)
Fines and Penalties (192,464) (283,698) (229,000) (350,521)
Revenue from Other Agencies (1,202,893) - - -
Charges for Services (183,532) (249,526) (218,300) (219,447)
Other Revenue (52,371) (3,452,999) (29,000) (29,117)
Transfers In (1,095,472) (1,135,472) (1,329,353) (1,095,472)
Use of Money and Property (7,865) - - -
Total Revenues $ (3,260,149) $ (5,782,649) $ (2,323,653) $ (2,253,073)
Net Program Expenditures $ 421,860 $ (3,349,986) $ 315,331 $ 501,720
Revenue Recovery % 89% N/A 88% 82%
Authorized Full Time Positions 20.00 20.00 20.00 21.00
Page 381 of 690
May 09, 2023 Post Agenda
Development
Services
(86.00)
Administration
Building ServicesCurrent Planning
Facilities Financing
Total General Fund (GF) FTE 21.00
Total Non GF FTE 65.00
Total Dept FTE 86.00
Code EnforcementAdvanced
Planning Land Development Landscape
Architecture
Development Svcs
Counter
ORGANIZATIONAL CHART
Page 382 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 111
dePArTMeNT sUMMArY rePorTs → Engineering & Capital Projects Department
Engineering & Capital Projects Department
INFORMATION
WEBSITE www.chulavistaca.gov/departments/engineering
PHONE (619) 691-5021
EMAIL Engineering@chulavistaca.gov
The Engineering & Capital Projects Department provides engineering services, technical expertise and oversight for
the development and operations of the City’s public infrastructure and facilities. The Department is responsible for
the development of the long-range Capital Improvement Plan, the delivery of the diverse projects identified in the
CIP as well as a variety of other engineering related functions. The Department strives to provide expeditious, cost-
effective service while maintaining a high degree of quality optimizing mobility, public and environmental health,
and safety.
The Engineering & Capital Projects Department is located in the Public Services Building B, across from the Council
Chambers at 276 Fourth Avenue. The Department consists of the following programs:
Advanced Planning
Manages asset inventories, infrastructure master plans, FEMA floodplain management services, and special studies
to identify current and future deficiencies in the City’s sewer, pavement, storm drain, wastewater disposal, and street
systems to ensure that the City’s infrastructure will adequately serve the community now and in the future.
Project Delivery (Design/Survey)
Manages the delivery of Capital Improvement Projects (CIPs) through the entire life cycle to meet or exceed quality,
scope, schedule, and cost commitments to ensure that the City’s infrastructure will adequately serve the community
now and in the future. Also provides technical support services to various divisions and other departments.
Traffic Engineering
Provides traffic management, operations and planning services to the traveling public so they can enjoy a safe and
efficient transportation system by responding to inquiries regarding public safety and other related issues, monitoring
the function and operation of the roadway system on a daily basis, initiating remedial measures for high accident
locations and provide for timely transportation infrastructure.
Advanced Transportation Technologies & Maintenance
Implements transportation related “Smart City” strategies and technologies, supports the Autonomous Vehicles
Proving Grounds (AVPG) implementation in Chula Vista through coordination with SANDAG & CALTRANS and
provides the focus and expertise needed to ensure proper development and deployment. Provides safe movement of
all users of the City’s circulation system, including vehicle operators, bicyclists and pedestrians through maintenance
of electrical traffic control devices and street lighting.
Wastewater Engineering
Manages the City’s sewer system so that Chula Vista residents receive dependable and affordable wastewater
treatment and disposal services.
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City of Chula Vista
Proposed Budget FY 2024 112
dePArTMeNT sUMMArY rePorTs → Engineering & Capital Projects Department
CIP Construction, Administration and Management
Provides inspection, enforcement, education, and contract administration services to contractor’s, developers and
City departments so they can comply with City construction standards and storm water regulations related to
construction activities with the goal of delivering to the public cleaner water and durable and safe public infrastructure.
Stormwater Management
Develops and implements comprehensive programs and activities in compliance with State and Federal Clean Water
Act (CWA) standards applied locally through Municipal National Pollutant Discharge Elimination System (NPDES)
permitting requirements. Local NPDES permits are issued and regulated by the San Diego Regional Water Quality
Control Board (RWQCB). Core stormwater management services include: enforcement of the City’s stormwater
ordinance, review and implementation of development standards including training to affected city staff, inspection
of commercial, industrial, municipal and construction sites, water quality monitoring and reporting, complaint
response, community outreach and education, and interjurisdictional watershed management.
Development and Utility Permit Inspections
Provides inspections and inspection documentation for permits issued by the Development Services Department
associated with grading, improvements, minor construction, utility, and encroachments to ensure compliance with
City construction standards.
Wastewater Management
Provides wastewater infrastructure maintenance services to residents, businesses, along with other City departments
to sustain a reliable and environmentally safe wastewater system.
Fiscal Sustainability
Prepares the annual Capital Improvement Program, oversees funds, grants and projects. Provides financial support
services to manage and accommodate growth while maintaining service levels for existing infrastructure.
This is all accomplished through the Department’s commitment to provide a safe and sustainable environment for
the City’s residents and to keep the City beautiful. We provide the means for residents to live in the City and get safely
to work, schools, shops, businesses, offices, and other communities.
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MISSION STATEMENT
The mission of the Engineering & Capital Projects Department is to provide and manage the City’s infrastructure
through high quality operations, maintenance, and construction in order to optimize mobility, public and environmental
health and safety.
STRATEGIC GOALS
Connected Community
■Replace Loma Verde Community Center
●This facility is approximately 50 years old.
●The Center is among the busiest community centers in the southwestern area of the City and needs replacement.
●In April 2020, Council approved a Design Build Agreement for replacing the Center which includes multi-purpose
facilities in addition to an aquatic facility encompassing an area of approximately 44,000 square feet.
●In August 2021, Council awarded the contract for construction for Phases 1 and 2 which includes the demolition
and reconstruction of approximately 20,000 square feet of the Center and will feature a new multi-purpose
gymnasium, dance rooms, crafts room, fitness room, game room, hard courts, restrooms, changing room, staff
offices, lifeguard staff room, and break room.
●The Phase 3 portion of the project will replace the balance of the existing building to create space for new
pool mechanical equipment, wet and dry storage, new completion pool, new pool deck, classroom space, new
splashpad, replacement playground, replacement solar water heater, and new sports lighting.
●Total cost of the project is estimated at $29.2 million.
↘STATUS:
Construction of Segments 1 and 2 are scheduled to be completed in May/June of 2023, and these segments
will only be opened for limited use until completion of Segment 3. Construction of Segment 3 began in August
of 2022 and is anticipated to be completed in the summer/fall of 2023.
■Expansion of Adaptive Traffic Control Systems
●These smart traffic signal systems can “see” approaching vehicles from much farther away, and can automatically
adjust the duration of green and red light cycles based on real-time traffic patterns.
●The goal is to reduce travel times, enhance safety, and to reduce emissions attributable to vehicles idling at red
lights along heavily traveled streets.
●The adaptive control systems also have the capacity to interact with the vehicle-to-infrastructure technology
that can support connected vehicles and autonomous vehicles, better known as self-driving cars.
●In the winter of 2018, the City upgraded 29 intersections along Telegraph Canyon Road, East H Street, and Otay
Lakes Road with adaptive traffic signal controllers. The system continued to be monitored and optimized in
2019.
●During fiscal year 2021, the City installed Adaptive Traffic Signals along H Street between Hidden Vista Drive &
Tierra Del Rey and Telegraph Canyon Road between Canyon Plaza Driveway & Buena Vista Way.
●The design for project TRF0408, Traffic Signal Replacements and Improvements for 11 locations throughout the
City was completed during fiscal year 2021. The CIP project’s scope of work includes traffic signal modifications
and upgrades to improve visibility, provide for protected left turn movements, provide for permissible flashing
yellow left turn movements, and replace failing and outdated traffic signals at various locations Citywide.
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↘STATUS:
Construction began in February of 2021 and is expected to be completed in the summer of 2023. The City
continues to evaluate other streets to deploy modern traffic signal technology which will enhance safety,
efficiency, and support the City’s “Smart City” initiatives.
Strong and Secure Neighborhoods
■Renovation of Fire Station 1
●This facility was constructed in 1947.
●Fire Station 1 requires renovation to meet the evolving duties of the Fire Department.
●The project will include enlarging the opening at the apparatus bay to accommodate a larger ladder truck,
renovations to accommodate modern equipment and completing repairs for aging aspects of the building.
●The station’s dorm rooms and bathrooms also require upgrades to meet modern firefighter personnel needs.
●In May 2021, Council approved a Design Build Agreement for renovation of Fire Station 1.
●The design phase was completed in January of 2023 and the award of the construction phase was approved
by Council in February of 2023.
↘STATUS:
Construction for Fire Station 1 renovations is expected to begin in the Spring/Summer of 2023 and be
completed in the Summer/Fall of 2024. The uncertainty of electrical equipment availability and alternate
options is impacting the schedule.
■Replace Heritage Road Bridge
●The existing four-lane bridge at Heritage Road was built using FEMA emergency funding as an interim facility
in 1993 when heavy flood waters destroyed the original two-lane river crossing.
●This interim bridge is inadequate for peak traffic volumes, does not accommodate pedestrians, special event
vehicle volumes, and is unable to convey the 50-year storm without being overtopped.
●Federal Highway Administration (FHWA) and Caltrans approved the bridge for replacement as the existing bridge
is Functionally Obsolete (FO) and the cost of rehabilitation exceeded replacement.
●In 2014, the Heritage Road Bridge Replacement Project was accepted into the Highway Bridge Program (HBP).
●The HBP provides funding to enable states to improve the condition of their highway bridges through replacement,
rehabilitation, and systematic preventive maintenance of deficient bridges.
●As of January 2021, approved grant funds total $3.7 million for preliminary engineering and $354,000 for right-
of-way acquisition.
●The project design is completed and construction permits/mitigation from the Resource Agencies are near
approval.
●Pending construction programming has been identified in the amount of $26.9 million with total construction
anticipated at $30.9 million (including construction management).
↘STATUS:
Advertising of the construction contract is scheduled for the winter of 2023 with construction beginning in
the spring of 2024 and completed in fiscal year 2026. Development Impact Fees from both Chula Vista and
the City of San Diego benefit areas will provide the required matching funds.
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KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Pavement Condition Index 72 73 74
Deliver Projects within 5 Year CIP Cycle 100% 100% 100%
Sewer pipe flows meeting design standards 100% 100% 100%
Storm water flows meeting design standards 100% 100% 100%
Arterial roadways meeting service levels 97.5% 97.5% 97.5%
Number of traffic signals retimed (40 signals/year) 100% 100% 100%
Number of traffic signals with upgraded communications or newly connected (50
signals/year) 100% 100% 100%
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■$761,251 decrease to Transfer In from American Rescue Plan grant for FY2023.
Expenditures
■$373,232 increase to Personnel Services for MOU salary and benefit changes.
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(13) ENGINEERING/CAPITAL PROJECTS
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 5,107,895 5,205,358 6,365,669 6,771,453
Hourly Wages - 9,211 23,975 23,975
Overtime 52,742 55,321 81,958 81,958
Health Benefits 703,387 702,832 916,510 883,479
Retirement Benefits 1,478,221 518,200 690,271 745,841
Other Personnel Expense 411,994 516,241 213,491 158,400
Personnel Expenses Subtotal 7,754,239 7,007,164 8,291,874 8,665,106
Non-Personnel Expenses
Supplies and Services 267,296 355,140 353,517 353,517
Other Expenses 50,640 70,300 95,000 95,000
Other Capital - - 5,000 5,000
Utilities 897,031 1,190,366 977,479 1,118,427
Internal Service Charges 142,361 191,372 221,738 262,312
Transfers Out 386,749 383,321 201,326 201,018
Non-Personnel Expenses Subtotal 1,744,077 2,190,499 1,854,060 2,035,274
Total Expenditures $ 9,498,316 $ 9,197,662 $ 10,145,934 $ 10,700,380
Revenues
Licenses and Permits (63,781) (66,507) (65,000) (66,300)
Revenue from Other Agencies (121,766) 31 - -
Charges for Services (1,989,023) (2,077,610) (2,044,453) (2,071,170)
Other Revenue (5,276,466) (4,436,889) (5,429,718) (5,455,837)
Transfers In (1,354,613) (1,401,975) (1,978,679) (1,217,428)
Use of Money and Property (3,056) (375) - -
Total Revenues $ (8,808,706) $ (7,983,324) $ (9,517,850) $ (8,810,735)
Net Program Expenditures $ 689,610 $ 1,214,338 $ 628,084 $ 1,889,645
Revenue Recovery % 93% 87% 94% 82%
Authorized Full Time Positions 55.00 55.00 59.00 59.00
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Eng & Capital
Projects
(64.00)
Administration
Prj Design & Mgmt
Admin
Fiscal
Sustainability
Infrastructure
Projects
Total GF FTE 59.00
Total Non GF FTE 5.00
Total Dept FTE 64.00
Transportation and
Planning
Wastewater
Engineering
Advanced
Planning
Building Projects
Survey
Traffic Sig/St. Light
Maint
Traffic Engineering Construction
Inspection
NPDES
ORGANIZATIONAL CHART
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Police Department
INFORMATION
WEBSITE www.chulavistapd.org
PHONE (619) 691-5151
The Chula Vista Police Department’s (CVPD) is a leader in the public safety profession and maintains a culture of
community-based policing, innovative problem solving, community engagement, and accountability. The need to
provide public safety services with fairness, compassion, equality and justice is not only a pillar of the Department’s
formal policies and practices, but also deeply ingrained into the history and culture of the Department. The Department
adheres to guidance provided by former President Obama’s Task Force on 21st Century Policing, upholds the highest
ideals for policing practices, and serves Chula Vista’s residents according to the community’s expectations and
needs.
The Police Department’s primary focus is community policing. Community policing focuses on crime and social
disorder through the delivery of police services that includes aspects of traditional law enforcement, as well as
prevention, problem solving, community engagement, and partnerships. The community policing philosophy balances
reactive responses to calls for service with proactive problem solving centered on the root causes of crime and
disorder. In addition to community policing, the Police Department focuses on traffic safety, criminal investigations,
juvenile services, regional task forces, community partnerships, and many other services to support these operations.
The Chula Vista Police Department is led by a Command Staff, consisting of the Police Chief, an Assistant Police
Chief, three Police Captains and an Administrative Services Manager. The Department is authorized for 283 sworn
officers and 114 civilian employees. The Police Department maintains an extremely lean workforce, having the lowest
per capita staffing in the region according to SANDAG studies. Although limited staffing can present certain service
challenges, the Police Department stays on the cutting edge of efficiency through innovation and effectiveness.
The Department consists of five divisions: Executive Operations & Community Engagement, Patrol Operations,
Investigations, Support Operations and Administrative Services.
Community Engagement
The Community Engagement Division concentrates on increasing transparency and enhancing relationships
with residents, visitors, business owners, students, community leaders and advocates, and the unsheltered. This
division helps the Department to expand on its mission to provide community policing with the highest level of
professionalism and transparency.
The Community Engagement Division includes the Community Policing Unit; Research, Crime and Intelligence
Analysis Unit; Public Information Unit and Police Technology. The Community Policing Unit consists of the Homeless
Outreach Team, Community Relations Unit and Community Liaison Officers. The Public Information Unit consists
of a Sergeant acting as full-time Public Information Officer (PIO) and a Public Information Specialist to focus on
electronic and social media resources.
Patrol Operations
The Patrol Operations Division includes Community Patrol, K-9 Unit, Traffic Operations, School Resource Officer Unit
and proactive Street Team and Gang Suppression Unit. Community Patrol represents the largest section in Patrol
Operations and is responsible for providing quality law enforcement to the residents, businesses and visitors 24
hours a day, 7 days a week. In 2022, the Patrol Division of the Chula Vista Police Department responded to 59,306
citizen-initiated calls for service, made 19,053 officer-initiated contacts, and effected 5,004 arrests.
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Investigations
The Investigations Division is comprised of units whose officers, detectives, and civilians work predominantly plain-
clothes assignments and conduct follow-up investigations to crimes. This Division consists of traditional general
crimes units including Crimes of Violence, Family Protection, and Property Crimes. Crime Lab, Property & Evidence
and Digital Evidence Unit are part of the Investigations Division. The Crime Lab provides forensic services such as
documentation, evidence collection, crime scene reconstruction, processing and latent print examinations for the
Department. The Property & Evidence unit stores, disposes, auctions and maintains a chain of custody of all the
items brought into the Department. The Division is also staffed with members in special operations who primarily
work undercover assignments including intelligence, narcotics, and participating in regional task forces including
fugitive, auto theft, and organized crime. The Investigations Division also consists of the Strategic Operations unit,
which includes the Department’s internationally acclaimed Drone as First Responder (DFR) program.
Support Operations
The Support Operations Division consists of Professional Standards, City Jail and Police Communications Center
(Dispatch). The Professional Standards Unit (PSU) ensures the Department supports, promotes, and adheres to the
highest standards in training, ethics, and professionalism. The Police Department’s City Jail serves as a temporary
holding facility. The Dispatch Center handles various levels of calls for police assistance, and dispatchers are
trained to take emergency and routine telephone calls from community members and visitors and to communicate
effectively with police officers in the field.
Administrative Services
The Administrative Services Division is comprised of Fiscal Operations and Police Support Services (Records).
The Fiscal Operations Unit manages the Department’s operational budget, monitors restricted funds, administers
grants and handles payroll, purchasing and inventory for the Department. Police Support Services provides support
services to the public, Police Department staff and other law enforcement agencies through proper dissemination
and maintenance of police documents and providing front counter assistance.
The Police Department operates out of a nationally recognized 148,000 square foot facility that supports upgraded
police operations and enhanced services for the community. A regional law enforcement memorial is located at the
Police Facility, providing a place to honor peace officers in San Diego County who lost their lives in the line of duty.
The Department prides itself in being a fiscally responsible organization. In order to minimize impacts to the General
Fund, the Department constantly seeks alternative funding opportunities to enhance resources. The fiscal year 2024
budget includes approximately $7 million in grant funding. Since 1995, the Police Department has secured over $147
million in grants, which has allowed the Department to expand and meet the growing demands of the community,
while maximizing alternative funding and remaining fiscally responsible.
MISSION STATEMENT
The Chula Vista Police Department, in partnership with the Community, is dedicated to providing community policing,
with the highest level of professionalism and transparency. Chula Vista Police Department Employees will provide
fair, courteous, and compassionate service to enhance the quality of life in Chula Vista.
VALUES STATEMENT
Leadership – Respect – Integrity – Accountability
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STRATEGIC GOALS
Protecting and Serving the Community
■Address community concerns regarding general safety, crime, traffic safety, and satisfaction with CVPD
●As a result of a resident survey conducted by SANDAG in 2019, the survey’s outcomes disclose that residents
generally believe the crime rate is the same, or has increased, from 2018. This is in spite of the fact that the City
was, at the time of the survey, experiencing the lowest levels of crime in more than three decades.
↘STATUS:
The Police Department will deploy a multi-faceted approach to address issues reported by residents, and
work to lessen the fear of crime and improve lines of communications in physical and online settings. The
primary responsibility for managing this work will be a new Community Relations Officer position and a new
Public Information Specialist position. The Police Department will address concerns regarding traffic safety
by expanding the Traffic Unit to focus on traffic safety and provide enhanced education, prevention and
enforcement efforts across the City.
■Recruit, train, and retain critical staffing positions that are authorized and necessary to maintain Chula Vista’s
low crime rate
↘STATUS:
The Police Department will collaborate with bargaining groups and partners Citywide to ensure that the
Department is competitive, to the fullest extent possible, in workload and compensation in the region, and
continues to be a great place to work and to stay. The Police Department will also increase existing efforts
and reinvest in the engagement, health, safety and wellness of its members to insure they maintain the right
mindset and right readiness to serve our community in the way the community needs and expects.
Advancing Innovation and Efficiency
■Manage innovation in the Department to remain at the leading edge of change, and also to optimize the integration
of new capabilities into existing organizational structures in the best possible ways
●Chula Vista has earned a reputation as a leader in public safety innovation. The Police Department has adopted
an innovation initiative that strives for the safe and effective use of technology to improve community safety
while balancing the protection of our community’s rights and expectations.
↘STATUS:
Chula Vista is a national leader in the deployment of Unmanned Aerial Systems (UAS) with its Drone as First
Responder (DFR) program, which provides remotely operated drones to respond to calls for service. The Real
Time Operations Center will provide crime analysis and an operational picture for field and detective criminal
investigations in real time to support police operations and is physically located adjacent to field operations
personnel to enhance the flow and exchange of information. The Department is evaluating a pilot program
of hand-held smartphones that can be carried by officers away from the vehicle, which may replace mobile
data computers in police vehicles. A traffic signal emergency preemption program is being tested to improve
response times and enhance safety when officers respond to emergency calls.
Strengthening Resource Sustainability
■Participate more fully in the City’s planning and growth to allow the Department to anticipate emerging challenges
and develop strategies to ensure public safety
●Growth in Chula Vista is persistent, and the next five years will see unprecedented changes in the City population,
and in the community’s complexity. Major components of this growth include the Bayfront resort hotel and
convention center, university site, and maturation of Millenia project.
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↘STATUS:
The Police Department will ensure members of CVPD attend all relevant meetings of City Economic
Development, including public hearings and discussions surrounding the need of police presence.
Development projects will impact law enforcement efforts, and the police perspective should be considered
during the planning stages.
Championing Community Engagement, Equity and Inclusion
■Continue to build trust between law enforcement and the community
●In May 2020, national protests erupted over the police treatment of communities, especially those in urban
areas. The protests have resulted in widespread calls to defund the police, radically restructure the ways the
police treat their citizenry, especially as it relates to systemic bias in the criminal justice system, and to transition
away from using the police to respond to mental health calls, community and social issues and other calls for
service where trained professionals from other disciplines may be better suited to resolve issues.
↘STATUS:
CVPD staff will engage in appropriate dialog, training and work with the community to strengthen current
relationships, to build new ones, and to address any issues of bias, racism or adverse police conduct in a spirit
of creating the most responsive and respectful police Department possible. The newly formed Community
Engagement Division will lead these efforts.
KEY PERFORMANCE MEASURES
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
Average Response Time for Priority 1 Calls 5:36 5:38 -
Average Response Time for Priority 2 Calls 13:21 12:43 -
CY 2021
Actual
CY 2022
Actual
CY 2023
Actual
FBI Part I Overall Crime Rate 15.80 16.13 -
* FBI has not published 2023 crime rate data
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■Decrease to Transfers In from American Rescue Plan reimbursements of $3,835,679, and reduction of City Jail
reimbursements of $161,600.
■Increase to Charges for Services of $530,312 for projected increases for reimbursement of Police Services in
FY 2024.
Expenditures
■Increase in 9.0 FTE positions with the elimination of the City Jail Fund and restructuring operations within the
Police Department, and addition of 1.0 Peace Officer mid-year FY 2023.
■Increase to Personnel Services of $1,869,216 for position changes and scheduled contract increases for various
labor groups.
■Increase to Supplies and Services of $292,035 for software costs and one-time purchase of protective equipment.
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(14) POLICE
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 28,773,210 28,074,621 33,054,109 34,958,909
Hourly Wages 258,650 270,861 300,578 300,578
Overtime 3,534,479 4,387,808 2,979,964 2,979,964
Health Benefits 3,928,865 3,714,655 5,475,910 4,804,087
Retirement Benefits 14,873,847 5,412,032 5,986,673 6,891,315
Other Personnel Expense 2,574,838 2,547,387 860,384 591,981
Personnel Expenses Subtotal 53,943,889 44,407,363 48,657,618 50,526,834
Non-Personnel Expenses
Supplies and Services 2,123,279 2,245,084 2,263,245 2,555,280
Other Expenses 70,266 102,833 100,930 100,930
Other Capital 244,786 13,589 25,000 25,000
Utilities 602,320 684,471 702,196 791,845
Internal Service Charges 813,665 1,049,138 1,195,209 1,414,637
Non-Personnel Expenses Subtotal 3,854,317 4,095,116 4,286,580 4,887,692
Total Expenditures $ 57,798,206 $ 48,502,479 $ 52,944,198 $ 55,414,526
Revenues
Licenses and Permits (238,623) (333,207) (241,170) (277,579)
Fines and Penalties (598,950) (687,000) (660,000) (673,200)
Revenue from Other Agencies (1,598,031) (509,244) (1,237,786) (1,237,786)
Charges for Services (2,427,008) (3,292,453) (2,505,915) (3,036,227)
Other Revenue (292,936) (216,904) (127,780) (128,419)
Use of Money and Property (22,024) (28,099) (3,000) -
Transfers In (566,016) (752,016) (4,240,095) (566,016)
Total Revenues $ (5,743,588) $ (5,818,922) $ (9,015,746) $ (5,919,227)
Net Program Expenditures $ 52,054,618 $ 42,683,556 $ 43,928,452 $ 49,495,299
Revenue Recovery % 10% 12% 17% 11%
Authorized Full Time Positions 319.50 319.50 319.00 329.00
Budget Restructuring:
(1) The City Jail division was moved from the City Jail Fund (Fund 405) to the General Fund in FY 2023.
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Police
(439.00)
Administration
InvestigationsPatrol
Operations
Total GF FTE 329.00
Total Non GF
FTE
110.00
Total Dept FTE 439.00
Support
Operations
Community
Engagement
Administration
Services
Family
Protection Unit
Police Dispatch
Community
Policing
Police Support
Services
Crime of
Violence
Property Crimes
Professional
Standards
Street Team
Fiscal
Operations
Digital Evidence
Unit
Special
Investigations
Police
Technology
School Resource
Unit
Police Grant
Funds
Evidence Control
Narcotics
Enforcement Team
Strategic
Operations
Research &
Analysis
Forensic
Services
City Jail
Public
Information /
Social Media
Measure A Fund
Regional Auto Theft
Task Force (RATT)
Traffic Unit
Community
Patrol
Task Forces
ORGANIZATIONAL CHART
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Fire Operations
Responsible for emergency medical services (EMS), fire suppression, rescue, hazardous conditions, and all other
emergency and non-emergency calls for service. Consists of ten fire stations located in all of the City’s major regions.
Operations responses are 85% medical, 10% fire, and 5% hazardous materials, rescues, and public assistance.
Emergency Services Division
The emergency services division prepares the City for any natural disasters or other unusual occurrences. This
division maintains the Emergency Operations Center and acts as a liaison with other agencies regarding large
disasters.
Fire Prevention Division
The purpose of the Chula Vista Fire Prevention Division is to provide services aimed at reducing the risk of fire and
injuries to the public. These services are provided through the administration of Fire Safety Engineering, Fire Code
Inspection, Fire Investigation and Public Education Programs to the community while maintaining a commitment to
excellence in an atmosphere of courtesy, integrity, and respect for diversity. The Fire Marshal is responsible for the
Fire Department’s Fire Prevention Division.
Fire Department
INFORMATION
WEBSITE www.chulavistaca.gov/departments/fire-department
PHONE (619) 691-5055
The Chula Vista Fire Department delivers fire, rescue and emergency medical services to Chula Vista residents,
visitors, and employees daily. The Fire Department is currently in a period of renovation and expansion, with the
recent remodel of two fire stations, planned remodel of Fire Station 1, celebrating the second year of operation of
our Ambulance Transport System (ATS), and planning for additional fire stations for the upcoming developments
within the City of Chula Vista.
The Fire Department is authorized for 180 sworn positions, 58 single-role ambulance positions, and 16 civilian
positions. The department’s ten stations respond to nearly 27,000 calls annually across the City and neighboring
cities as needed. Each day the Fire Department has 51 firefighters, 10 EMT’s and 10 paramedics on duty.
Station Address Units Incidents Responses
Station 1 447 F St B51, E51, T51, M51 7,890 17,230
Station 2 80 East J St E52, O420, M52 1,623 3,552
Station 3 341 Orange Ave USAR53, M53 3,184 6,960
Station 4 850 Paseo Ranchero E54 1,829 3,972
Station 5 100 Moss St E55, M55, M54, BR55 3,719 8,226
Station 6 605 Mount Miguel Rd E56, M56, BR56 1,175 2,532
Station 7 1640 Santa Venita B52, E57, T57, M57 2,184 4,965
Station 8 1180 Woods Dr E58 1,405 3,004
Station 9 1410 Brandywine Ave E59 2,587 5,582
Station 10 1715 Millenia E60, M60 974 2,086
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Training Division
The Training Division provides effective and realistic training for all personnel based on fire service standards,
information analysis, and emergency response demands. The Training Division’s goal is to provide valuable training
before a firefighter is presented with the many different types of emergency and non-emergency calls for service
Emergency Medical Services (EMS)
The EMS division is responsible for Emergency Medical Services (EMS) that are delivered in Chula Vista by Emergency
Medical Technicians (EMTs) and Paramedics that respond on both fire apparatus and ambulances. This division is
responsible for ongoing medical training and compliance for both firefighters and ambulance personnel.
MISSION STATEMENT
Protect life, environment, and property
VISION STATEMENT
The vision statement answers who we are as an organization.
We are: “People who care about people.”
VALUES STATEMENT
Service and protection, with pride, respect, teamwork and safety.
PURPOSE STATEMENT
The purpose statement answers why we are here as an organization.
We are here to: Put others first, make positive contacts, and build relationships.
STRATEGIC GOALS
Organizational Effectiveness
Key factors associated with this initiative are to build transparency and effectiveness of organizational responsibilities,
complete essential organizational assessments and planning to establish a unified direction, and rebuild Department
doctrine to guide daily operations
■Goal 1: Department Doctrine Framework:
Develop a department doctrine framework identifying significant manuals and documentation. This doctrine
framework goal includes the development of an executive summary, policies and procedures revision, rules and
regulations revision, and a communications plan.
↘STATUS:
All items of the framework are currently in process and are expected to be completed within calendar year
2023.
■Goal 2: Organizational Accountability
Improve accountability within the organization by standardizing administrative processes. This includes establishing
desk manuals and comprehensive task lists for each administrative position, as well as quality control policies
and procedures around departmental purchasing and procurement. In addition, establish and deliver standardized
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responsibilities and expectations of officer positions, and establish a committee program document to provide a
transparent structure of workgroups within the Department.
↘STATUS:
Comprehensive task lists of administrative staff and responsibilities have been completed. Expectations
and responsibilities of captains/supervisors have also been completed. The development of desk manuals
and expectations and responsibilities of Battalion Chiefs are in progress and expected to meet their target
deadline.
■Goal 3: Structural Plans:
Develop and/or refine critical and perpetual planning documents. This includes developing a three-year Strategic
Work Plan, a Staffing and Succession Plan, a three-year Fire Department Training Plan, and a three-year Emergency
Operations Center Training Plan. Due to the large number of anticipated retirements and new firefighters necessary for
future fire stations, a Fire Academy Program document is needed to standardize initial training. The Fire Department
will also be assisting the Public Works Department to complete an FD-based fleet study. Existing plans also require
updating or revision. These include the revision of the Fire Department Master Plan and the City’s Disaster Plan.
Emergency management and Fire Operations will be creating an internal large-scale disaster response framework
to match known hazards within the City.
↘STATUS:
Currently in progress and expected to be completed by their target deadline.
■Goal 4: Continuous Improvement:
Initiate organizational continuous improvement efforts. This includes building financial, operational and budgetary
standards of work and 10-year budget forecasts for each division within the Department to ensure proper planning.
In addition, this includes establishing a comprehensive and contemporary community risk reduction assessment
and develop a program document executive summary detailing a program framework and necessary resources.
↘STATUS:
Currently in progress and expected to be completed by their target deadline.
Operational Excellence
Key factors associated with this initiative aim to: Improve operational service delivery; Streamline recruitment and
hiring; and Correcting known areas for improvement.
■Goal 1: Assess, improve, and adjust operational awareness. This includes developing, revising, and training on
all SOG’s and policies related to fire ground command and control, methods, and communications. In addition,
the Fire Department will be evaluating areas such as service delivery for transport services in Imperial Beach and
Bonita, as well as continue to build our relationship with San Diego Fire Department (SDFD) and Falck for transport
and bariatric services to ensure operational effectiveness for the communities. Lastly, the Fire Department will
review and update with proposed changes to the State Fire Marshals model and adopted code, work with the
City to update the General Plan’s Safety Element, and develop a Crowd Manager Program for events at the North
Island Credit Union Amphitheatre.
↘STATUS:
The update to the State Fire Marshals model and adopted code is complete. Evaluation of service delivery
with Imperial Beach, Bonita, and SDFD/Falck is currently in progress and expected to be completed by the
target deadline.
■Goal 2: Prioritize and invest in the development of our personnel. This includes minimizing vacancy rate below
5% and developing and delivering an officer academy to mirror firefighter and engineer training effectiveness. In
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addition, the Fire Department will also fill vacant Emergency Operations Center (EOC) roster positions, implement
an EOC training plan, and host an EOC workshop or functional exercise.
↘STATUS:
Filling of EOC vacant positions and hosting of a functional exercise are complete. Developing an officer
academy and working to minimize the vacancy rate are currently in progress.
■Goal 3: Enhance our information technology system to provide seamless integration and access to data. This
includes transitioning Cradle Point management to Emergency Communications & Data Center (ECDC) and
establish First Watch Online Compliance Utility to allow for compliance reconciliation. The Fire Department
will also upgrade Telestaff and complete its connection to Tablet Command and Computer Aided Dispatch
(CAD) to allow for the Ambulance Transport System use of National Fire Incident Reporting System (NFIRS).
The Prevention Division will deploy ePlanSoft for fire/life safety system permits and establish the Inspection
RMS application. Finally, the EMS and Operations divisions will develop the PSTrax modules to include critical
equipment and facilities tracking and maintenance.
↘STATUS:
Telestaff upgrade and transition of Cradle Point to ECDC is complete. Establishing First Watch, Inspection
RMS application and ePlanSoft are currently in progress and are expected to be complete by targeted due
date.
Service
Key factors associated with this initiative are: Focusing on serving Department members; Revitalizing community
engagement efforts; and Supporting response partners.
■Goal 1: Focused attention on our inward-facing service delivery efforts. This includes developing an organizational
leadership workshop focused on building relationships, build and maintain relationships with other City
departments and external partners, assess how to effectively improve communication of Department information
through the organizations and establish quarterly briefings to review Department liaison assignment report outs.
Additionally, the Fire Department will assess Department-wide needs for mental health training and resources
to formulate a 3-year plan.
↘STATUS:
The assessment of mental health awareness training and resources is currently in progress and is expected
to be complete by the target deadline.
■Goal 2: Service–Outside the Department: Focused attention on our outward-facing service delivery efforts. This
includes improving connectedness with the community, such as re-establishing Fire Safety Week, developing
and engagement program with the Elementary and High School systems, increasing social media following by
10%, develop yearly public safety outreach and programs, and release Public Service Announcements (PSA’s)
focused on public safety and disaster preparedness. Additionally, the Fire Department will develop and initiate
public safety meetings through the Homeowners Association and Senior Center to establish outreach programs.
Finally, the Department will also research the need for Advanced Practice EMS programs and develop and deliver
the SB-105 Multi-Family Condominium Inspection Program.
↘STATUS:
The re-establishment of Fire Safety Week, improve social media presence, and develop a yearly public safety
outreach programs are all currently in progress. In addition, the SB-105 Multi-Family Condominium Inspection
Program and creation and release of PSA’s are also in progress.
■Goal 3: Be attentive to mutual aid partners. This includes establishing a mutual aid program document to properly
track aid agreements, resume ability to support California Fire Assistance Agreement (CFAA) deployment requests
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to participate in the mutual aid system, and resume ability to support California Task Force 8 (CA-TF8) deployment
requests to participate in FEMA US&R responses.
↘STATUS:
Each of these items are in progress and are expected to be completed by their target date..
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KEY PERFORMANCE MEASURES
Service Function (1)Standard
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Ambulance Transport System (ATS) (2)
ALS - 1st unit 12 mins @ 90% 96.0% 95.0% 95%
BLS - 1st unit 20 mins @ 90% 98.0% 97.0% 97%
First Responder
EMS
ALS - 1st unit (3)7 mins @ 90% 81.0% 83.0% 81%
Fire
IAF – (1E, 4FF)7 mins @ 90% 80.0% 81% 81%
ERF – (1E, 14FF)10 mins @ 90% 77.0% 72% 74%
Property Saved % Saved 93.0% 85% 79%
Training
Mandatory Training 100% annually 100% 100% 100%
Fire Prevention
Inspections – FCIP (4)100% annually 94%(4)100%(4)100%(5)
Inspections – Group E, Schools (5)100% annually 100% 100% 100%
Inspections – Group R2, Apartments (5)100% annually 100% 100% 100%
Inspections – Group R2, Condo (5)(6)100% annually -% -% 100%
Inspections – Group R1, Hotels (5)100% annually 100% 100% 100%
Inspections – Group I2 & I3, Institutional 100% annually 100% 100% 100%
Inspections – Fire Code Permits 100% annually 100% 100% 100%
Inspections – GUC (7)w/in 1 month of application -% -% -%
Plan Reviews – Fire Safety Engineering w/in 90% of time frame 97% 97% 97%
Investigations – Origin & Cause 100% of all fires investigated by a
trained Investigator 100% 100% 100%
(1) All reporting completed on a calendar year basis
(2) Includes service to Chula Vista only
(3) ALS in 7 mins includes any unit with a Paramedic (Ambulance or First Responder)
(4) Inspections doubled to catchup from pandemic (CY22)
(5) SB 1205 reporting requirement, reported as part of this budget process
(6) Group R2 Condo inspection program is in the process of development
(7) Position frozen
ALS - Advanced Life Support, requires two paramedics
BLS - Basic Life Support, requires two EMTs
IAF - Initial Attack Force, requires one engine and four firefighters
ERF - Effective Response Force, requires multiple units and fourteen firefighters
GUC - General Use Certificate, initial fire inspection upon business license application receipt
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SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■Decrease to Transfers In of $2,986,389 due to a one-time appropriation from the American Rescue Plan and
other funding sources in FY 2023.
Expenditures
■Increase in 9.0 FTE positions due to the Village 8 West Fire Station opening in FY 2024. Also includes scheduled
contract increases for various labor groups and increases in overtime costs.
■Increase of Supplies and Services of $296,976 due to increase in Dispatch Fees.
■Increase of Internal Service Charges of $252,873 for the City Fleet due to higher maintenance and fuel costs in
FY 2024.
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(15) FIRE
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 14,090,416 13,881,317 14,944,493 16,598,460
Hourly Wages 132,569 169,347 36,238 36,238
Overtime 7,623,765 8,253,225 4,522,959 5,430,751
Health Benefits 2,208,111 2,308,396 2,619,114 3,523,397
Retirement Benefits 8,285,146 3,047,436 3,170,459 3,595,268
Other Personnel Expense 1,458,822 1,417,005 1,366,299 1,232,645
Personnel Expenses Subtotal 33,798,829 29,076,726 26,659,562 30,416,759
Non-Personnel Expenses
Supplies and Services 2,344,358 1,445,699 1,829,243 2,126,219
Other Capital 32,706 - - 25,000
Utilities 232,468 234,483 256,493 316,094
Internal Service Charges 1,038,539 1,456,923 1,316,001 1,568,874
Transfers Out 41,498 62,010 63,959 78,299
Non-Personnel Expenses Subtotal 3,689,569 3,199,115 3,465,696 4,114,486
Total Expenditures $ 37,488,398 $ 32,275,841 $ 30,125,258 $ 34,531,245
Revenues
Licenses and Permits (717,814) (796,092) (704,489) (752,982)
Revenue from Other Agencies (767,539) - - -
Charges for Services (793,032) (877,359) (564,830) (757,256)
Other Revenue (2,398,521) (1,339,530) (211,339) (212,395)
Transfers In (2,307,379) (2,169,361) (4,163,118) (1,176,729)
Use of Money and Property (25,662) (5,115) - -
Total Revenues $ (7,009,947) $ (5,187,456) $ (5,643,776) $ (2,899,362)
Net Program Expenditures $ 30,478,451 $ 27,088,384 $ 24,481,482 $ 31,631,883
Revenue Recovery % 19% 16% 19% 8%
Authorized Full Time Positions 145.00 146.00 146.00 156.00
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Fire
(268.00)
Operations
Training Operations
Advanced Life Support (ALS)
Fund
Administration
Prevention Operation
Measure A Fund
Total GF FTE 156.00
Total Non GF FTE 112.00
Total Dept FTE 268.00
Federal Grants FundTransport Enterprise Fund
ORGANIZATIONAL CHART
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Public Works Department
INFORMATION
WEBSITE www.chulavistaca.gov/departments/public-works
PHONE (619) 397-6000
EMAIL operations@chulavistaca.gov
The Public Works Department maintains the City’s infrastructure including, streets, wastewater, facilities, parks,
and open space through high quality operations, maintenance repair and rehabilitation in order to optimize mobility,
public and environmental health, and safety.
Located at the John Lippitt Public Works Center at 1800 Maxwell Road, just north of Auto Park Drive and east of
Interstate 805, the Public Works Department consists of the following divisions:
Building Management: Provides maintenance and custodial services to the Police facility, Fire stations, and Civic
Center, Public Works Center, Libraries, and Recreational facilities and maintains public safety radio equipment and
the City’s audiovisual equipment.
Drainage Management: Provides cleaning and maintenance services to residents for flood prevention and improved
water quality and to ensure the City is in compliance with environmental standards.
Fleet Management: Provides and maintains vehicles and equipment to City departments used to perform City
services such as Police and Fire response calls, sewer system maintenance, street signage and striping, open space
inspections and park maintenance.
Open Space Management: Provides various landscape management and inspection services to preserve natural
and landscaped open space areas within neighborhoods and to enhance City parkways and medians.
Parks Management: Provides maintenance of parks, sports courts and fields used by the public, sports leagues,
schools and for Recreation programs.
Park Ranger Program: Provides service to the City’s 72 parks to secure a safe environment throughout the park
system. Rangers assist with cleaning restrooms and restocking restroom supplies, cleaning gazebos for reservations,
removal of graffiti, and trash clean up.
Project Management: Provides management of all stages of building projects, including capital improvement
projects, to ensure construction and alteration work is completed in accordance with contract specifications.
Roadway Management: Provides maintenance services to the City’s roadway system to ensure the benefits of safe,
clean, and dependable public streets, sidewalks, curbs & gutters, traffic striping and signage, fences, and railings.
Urban Forestry Management: Provides for the ongoing maintenance needs of trees and the liability presented by
aging and dying trees throughout the City.
Wastewater Management: Provides wastewater infrastructure maintenance services to residents, businesses, and
other City departments to sustain a reliable and environmentally safe wastewater system. A new crew was formed in
2021 to address added service needs to new residents as a result of new development. The new crew is necessary
to support infrastructure maintenance standards for over 511 miles of sewer pipes.
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MISSION STATEMENT
The mission of the Public Works Department is to provide and manage the City’s infrastructure, open space through
high quality operations, maintenance, repair and rehabilitation of assets to optimize mobility, public and environmental
health and safety.
STRATEGIC GOALS
Strong and Secure Neighborhoods
■Determine adequate funding for maintenance and replacement
●Initiate study to recommend systems and methods to implement Asset Management, leading to near and long-
term financial planning.
↘STATUS:
►From the City’s nine Asset Management Systems, the Public Works Department has identified the “critical”
infrastructure needs based on “risk” to prioritize replacement and repair of City’s deteriorating assets. An
estimated $175 million will be generated over the next 10 years by a half cent sales tax passed by the
electorate in November of 2016 (Measure P). The City secured bonds totaling over $70 million to advance
these repairs and replacements over the next several years. The Public Works Department delivered several
key Measure P projects in fiscal year 2021 and will continue to focus on replacing failed assets.
■Complete the asset inventory and condition assessment
●Public Works Management developed an Asset Management Program (AMP) strategy in July 2010.
Implementation is ongoing.
↘STATUS:
►The City has an Asset Management Program (AMP) which consists of nine Asset Management Systems
including Wastewater, Roadway, Drainage, Building, Parks, Open Space, Urban Forestry, Fleet, and
General Government. The City continues to make efforts to maintain an accurate asset inventory via GIS
(Geographical Information System) mapping locations, and condition assessment of the various elements
within each System, along with development of risk assessment and potential failure modes to execute
preservation and rehabilitation strategies for each asset type.
KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Storm Drain Structure Inspections 1,441 1,216 2,209
Storm Drains Cleaned 1,415 1,978 2,140
Storm Drain Channels Cleaned 392,037 SF 342,468 SF 500,445 SF
Sewer Mains Cleaned 2,643,707 LF 2,420,448 LF 2,557,162 LF
Crack Sealing 23,720 LF 20,811 LF 25,000LF
Graffiti Removal 2,230 1,878 2,000
Traffic Sign Maintenance 831 399 400
Trees Trimmed (Right-of-Way) 3,062 3,617 3,500
Fleet Vehicles Commissioned (1) 55 86 70
ACT Chula Vista Requests 8,569 9,231 9,430
(1) Vehicles commissioned = new vehicles processed, including additions to the fleet and new vehicles for replacement purposes.
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SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
The Park Rangers, Park Maintenance, and Park Operations Administration Divisions were moved from the Parks and
Recreation Department to the Public Works Department in FY 2023.
Revenues
■Increase in Charges for Services of $942,586 for increased reimbursements for staff time charges.
■Decrease in Transfers In revenues $2,127,508 due to a one-time appropriation from the American Rescue Plan
federal grant in FY 2023.
Expenditures
■Deletion of 1.0 Custodian and 2.0 Custodian to fund custodial services contracts.
■Increase in Personnel Services expenditures of $4,342,960 due to 1) mid-year addition of 1.0 FTE; 2) MOU
increases; and 3) organizational restructuring in FY 2023 which moved the Parks Operations, Parks Maintenance,
and Parks Rangers program from the Parks and Recreation Department to the Public Works Department, including
43.0 FTE positions.
■Increase in Supplies & Services expenditures of $1,315,053 due to Parks Restructuring and increased appropriations
for supplies and maintenance costs.
■Increase in Utilities expenditures of $2,985,761 related to restructuring with Parks and Recreation.
■Increase in Internal Service expenditures of $530,473 for the City Fleet charges due to higher maintenance and
fuel costs projected in FY 2024.
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(16) PUBLIC WORKS
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 5,287,098 5,371,960 6,331,423 9,310,488
Hourly Wages 52,647 65,504 84,612 673,402
Overtime 146,787 189,139 120,315 153,679
Health Benefits 998,309 982,800 1,252,651 1,715,240
Retirement Benefits 1,497,127 507,319 679,847 1,007,726
Other Personnel Expense 514,597 660,136 277,406 228,679
Personnel Expenses Subtotal 8,496,565 7,776,858 8,746,254 13,089,214
Non-Personnel Expenses
Supplies and Services 2,262,182 2,539,274 3,515,306 4,830,359
Other Expenses 58,240 51,242 10,000 11,400
Other Capital 201,477 - 3,000 3,000
Utilities 675,378 755,881 801,149 3,786,912
Internal Service Charges 472,351 563,969 555,233 1,085,707
Non-CIP Project Expenditures - 1,940 - -
Non-Personnel Expenses Subtotal 3,669,628 3,912,305 4,884,688 9,717,378
Total Expenditures $ 12,166,193 $ 11,689,163 $ 13,630,942 $ 22,806,592
Revenues
Revenue from Other Agencies (312,756) - - -
Charges for Services (151,539) (226,395) (92,542) (1,035,128)
Other Revenue (1,878,075) (1,829,061) (1,850,631) (1,974,254)
Transfers In (5,134,113) (5,265,684) (7,596,475) (5,468,967)
Use of Money and Property (55,548) (71,193) - -
Total Revenues $ (7,532,030) $ (7,392,334) $ (9,539,648) $ (8,478,349)
Net Program Expenditures $ 4,634,163 $ 4,296,829 $ 4,091,294 $ 14,328,243
Revenue Recovery % 62% 63% 70% 37%
Authorized Full Time Positions 82.00 82.00 83.00 124.00
Budget Restructuring:
The Park Rangers, Park Maintenance, and Park Operations Administration Divisions were moved from the Parks and Recreation Department to the Public Works Department in FY 2023.
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Public Works
(180.00)
Administration
WastewaterBuilding Svcs
Admin
Total GF FTE 124.00
Total Non GF
FTE
56.00
Total Dept FTE 180.00
Open Space Street
Maintenance
Pumps & PoolsBuilding Svcs
Comm
Fleet Management
BRT Maintenance
Storm DrainsConstruction &
Repair Graffiti Removal
Wastewater MaintCustodial Services Gas Tax Fund
Striping & Signing
Urban Forestry
Park Maintenance
Park Rangers
Parks
ORGANIZATIONAL CHART
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Parks and Recreation
INFORMATION
WEBSITE www.chulavistaca.gov/departments/recreation
PHONE (619) 409-5979
EMAIL RecAdmin@chulavistaca.gov
The Parks and Recreation Division offers a variety of recreational opportunities and services to the community.
The Division’s vision is a community that achieves learning, self-discovery, balance, and essential life skills through
recreation. Community involvement is an important component of this process as the Division values assessment
information and evaluative input from the community on new and existing programs and services. Community
volunteers are an important and valuable resource to the Parks and Recreation Division’s offerings and with their
support, additional offerings of activities are available to the community.
A multitude of programs and classes are currently offered to the community, which include the following:
■Adult and youth aquatics and sports
■Programs for senior citizens
■Camps for children during school intersessions
■Therapeutic classes
■Public rental of recreation facilities, including park gazebos
■Fee based classes such as dance, performing arts, martial arts, physical fitness, preschool, and courses that
promote physical fitness enrichment, and creativity
■Free after school programs during critical hours for children and youth focusing on fitness, fun, and a healthy
lifestyle
■Coordinates the use of outdoor fields for local nonprofit youth-serving sports organizations
■The Parks and Recreation Division operates 11 recreational facilities throughout the City, which includes two
outdoor swimming complexes.
MISSION STATEMENT
We enrich our community through recreation opportunities and services.
VALUES STATEMENT
Integrity – Respect – Professionalism – Accountability – Commitment – Teamwork – Fun
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STRATEGIC GOALS
Economic Vitality
■Enhance the quality, experience, and accessibility of parks and recreation opportunities and facilities for the
citizens of Chula Vista.
↘STATUS:
►Continued services for senior citizens and therapeutic recreation programs, funded by a Community
Development Block Grant (CDBG).
►Meals on Wheels opened their new office space at Norman Park Senior Center. They funded the remodel
of the office space in the upstairs office area.
►Meals on Wheels started a 5-year lease to use Norman Park as a hub for senior meals.
►Partnered with the Friends of Chula Vista Parks and Recreation Foundation to continue a scholarship
program for low-income families to participate in core recreation programs and services in the amount
of $4,000.
►Held the 14th annual Snores & Smores family campout.
►Re-established the Movies in the Park program throughout the City.
►Created a Teen Advisory Council to better serve Teens in the City.
Operational Excellence
■Perform quality public service to our citizens by enhancing facilities and programs
↘STATUS:
►Worked with City GIS (Geographical Information Systems) to update maps for gazebos on our website.
►The Friends of Chula Vista Parks and Recreation received a $6,500 grant to fund STEM programs.
►Implemented When to Work staff scheduling and payroll software to make the process more efficient,
saving time and money.
Connected Community & Healthy Community
■Provide safe and inclusive parks and recreational programs, services, and facilities.
↘STATUS:
►Through partnerships with local nonprofit youth sports organizations, continued the field allocation process
to provide more equity in accessing Chula Vista sports fields.
►Grand Opening of the Rohr Park Fitness Area to promote physical fitness
►The Fun Run was re-branded as “Champions Run.”
►Received a Cultural Arts grant to hold Concerts in the Park events. Three concerts held at Memorial Bowl
free to the public. Hosted 6 Concert in the Park events at various parks throughout the community of Chula
Vista.
►Norman Park received a $2,500 grant from the San Diego Seniors Community Foundation to hold a Holiday
Gala event.
►Salt Creek Community Center hosted the U.S. Blind Soccer Association for a soccer tournament against
Canada.
►Adult Sports started a partnership with the Chula Vista Elite Athlete Training Center (CVEATC) to run adult
volleyball leagues on their sand volleyball courts.
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Status (Continued):
►Loma Verde Community Center phase-one opened up to the public.
►Remodeled the Norman Park Annex to add Pickleball Courts/multi-use area, funded by the Community
Congregational Development Corporation (CCDC) grant.
►Removed the Norman Park Horseshoe pits and added three bocce ball courts, funded by the CCDC grant.
►Opened Meadow Park in Otay Ranch.
►Celebrated Kids to Park Day by offering free community events throughout the City of Chula Vista.
►Otay Community Center began a partnership with San Diego State University for free community health
programs.
►Continued agreements with 2 local Homeowners Associations (HOAs) to conduct swimming lessons at
their pools.
►Continued partnership with the Chula Vista Elementary School district to provide sports leagues for the
faculty.
►Continued Chula Vista’s Elementary Learn to Swim Program: fourth graders are provided swim lessons,
water safety, sun safety, which continues to be funded through a grant provided by Kaiser Foundation.
Received $93,500 for the program.
►Re-established the Mobile Rec program to provide recreation services at various parks during critical hours.
KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Facility Attendance at Norman Park Senior Center 48,000 55,000 60,000
Number of Enrolled in Recreation Classes & Activities 22,000 25,000 28,000
Facility Attendance at Recreation Facilities 623,000 850,000 850,000
Number of Enrolled Teams in Adult Sports Leagues 543 500 568
Volunteers for the Parks & Recreation / Equivalent Cost Savings 77/$442 50/$1,000 50/$1,000
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
The Park Rangers, Park Maintenance, and Park Operations Administration Divisions were moved from the Parks and
Recreation Department to the Public Works Department in FY 2023.
Revenues
■Increase in Use of Money & Property of $325,462 for higher rentals (baseball fields, gazebos, etc.) and leases in
FY 2024 of park facilities.
■Decrease in Transfers In by $557,329 based on one-time budgeted revenues from the American Rescue Plan
Act in FY 2023.
Expenditures
■Added 1.0 FTE Aquatic Supervisor I and 1.0 FTE Recreation Supervisor II for Loma Verde Community Center.
■Decrease in Personnel Services expenditures of $3,861,829 due to organizational restructuring in FY 2023 that
moved the Parks Operations, Parks Maintenance, and Parks Rangers program from the Parks and Recreation
Department to the Public Works Department including 43.0 FTE positions.
■Decrease in Supplies & Services expenditures of $688,602 due to organizational restructuring in FY 2023 that
moved the Parks Operations, Parks Maintenance, and Parks Rangers program from the Parks and Recreation
Department to the Public Works Department including 43.0 FTE positions.
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■Decrease in Utilities expenditures of $2,700,356 due to organizational restructuring in FY 2023 that moved the
Parks Operations, Parks Maintenance, and Parks Rangers program from the Parks and Recreation Department
to the Public Works Department including 43.0 FTE positions.
■Decrease in Internal Service expenditures of $355,340 due to organizational restructuring in FY 2023 that moved
the Parks Operations, Parks Maintenance, and Parks Rangers program from the Parks and Recreation Department
to the Public Works Department including 43.0 FTE positions.
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(17) PARKS AND RECREATION
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 3,619,941 3,834,174 4,343,101 1,899,137
Hourly Wages 698,883 1,391,932 1,349,993 964,879
Overtime 8,949 39,654 43,478 4,193
Health Benefits 722,098 756,574 910,091 320,085
Retirement Benefits 1,014,812 443,461 519,508 267,345
Other Personnel Expense 313,158 432,386 145,137 (6,160)
Personnel Expenses Subtotal 6,377,842 6,898,180 7,311,308 3,449,479
Non-Personnel Expenses
Supplies and Services 846,457 1,217,863 1,173,008 484,406
Other Expenses 22,817 118,204 27,500 20,000
Other Capital 18,890 37,049 26,423 26,423
Utilities 2,765,029 3,026,710 3,022,148 321,793
Internal Service Charges 262,106 335,210 383,400 28,060
Non-CIP Project Expenditures 4,966 - - -
Non-Personnel Expenses Subtotal 3,920,264 4,735,036 4,632,479 880,682
Total Expenditures $ 10,298,106 $ 11,633,216 $ 11,943,787 $ 4,330,161
Revenues
Fines and Penalties (8,618) (25,397) - -
Revenue from Other Agencies (658,785) - (11,000) -
Charges for Services (313,095) (1,629,247) (1,173,500) (1,294,830)
Other Revenue (269,156) (418,650) (306,982) (260,455)
Use of Money and Property (417,475) (1,453,839) (968,293) (1,293,755)
Transfers In - (114,000) (557,329) -
Total Revenues $ (1,667,129) $ (3,641,133) $ (3,017,104) $ (2,849,040)
Net Program Expenditures $ 8,630,977 $ 7,992,083 $ 8,926,683 $ 1,481,121
Revenue Recovery % 16% 31% 25% 66%
Authorized Full Time Positions 55.50 56.50 60.50 19.50
Budget Restructuring:
The Park Rangers, Park Maintenance, and Park Operations Administration Divisions were moved from the Parks and Recreation Department to the Public Works Department in FY 2023.
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Proposed Budget FY 2024 143
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Parks & Recreation
(19.50)
Administration
Total GF FTE 19.50
Total Non GF FTE 0.00
Total Dept FTE 19.50
SportsSenior Services Recreation Facilities
Mount San MiguelNorman Park Senior Center Chula Vista Woman’s
Club
Aquatics
Adult Athletics Heritage Park Rec
Center
Parkway Pool
Athletics & Ballfield
Management
Loma Verde Pool
Youth Athletics
Loma Verde Rec Center
Montevalle Rec Center
Otay Recreation Center
Parkway Rec Center
Salt Creek Rec Center
Veterans Rec Center
ORGANIZATIONAL CHART
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Proposed Budget FY 2024 144
dePArTMeNT sUMMArY rePorTs → Library
Library
INFORMATION
WEBSITE www.chulavistalibrary.com
PHONE (619) 691-5170
EMAIL libraryinfo@chulavistaca.gov
The mission of the Chula Vista Public Library is to increase knowledge and enrich lives within the community. This
is accomplished by connecting people equitably to responsive programs, services and resources that reflect the
ideals of a democratic society. The Department’s vision is that the Chula Vista Public Library be the community’s
family room, a welcoming and inviting place to learn, connect, explore, experience and reflect.
The Chula Vista Public Library is comprised of three dynamic state-of-the-art libraries delivering books, magazines,
newspapers, information services, DVD’s, CD’s, free public access computers, free Wi-Fi, passport application services,
and community programming to the City’s residents nearly every day of the year. The South Chula Vista Branch
Library and the Civic Center Branch Library offer full library service in English and Spanish. The Otay Ranch storefront
branch, located in the Otay Ranch Town Center Mall is an exciting community-based partnership providing a location
especially suited for young families and students. From the library’s interactive and user-friendly homepage, residents
can request or renew books, pay fines, browse digitized photos from Chula Vista’s past, use premium subscription
databases and research materials, learn a language, practice civil service and academic tests, download e-books,
music, and digital audiobooks, check out the calendar of library events, and register for programs via remote access
24 hours a day, from home, work or school.
The Chula Vista Public Library offers numerous programs, activities and events to the community’s children, teens
and adults. These include summer reading programs for all ages, after school activities, homework help, free film
festivals, art exhibits, and concerts. The library provides a variety of public spaces available for use by community
groups, as well as bridging the digital divide by providing laptops and wi-fi hotspots for home use. As part of the
library’s thriving volunteer program, residents may read to children and help with early literacy and youth activities,
tutor students, staff the Adult Literacy and ESL (English as a Second Language) center, help in the library’s bookstores,
work on library projects, and assist with special events.
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MISSION STATEMENT
The mission of the Chula Vista Public Library is to increase knowledge and enrich lives within the community. We
accomplish this by connecting people equitably to responsive programs, services and resources in a manner that
reflect the ideals of a democratic society.
STRATEGIC GOALS
Connected Community
■Explore New Library facility
●Identify opportunities to open a community services hub on the east side of the City. Continue planning process
for library at Millenia site.
↘STATUS:
►In September 2022, the City of Chula Vista began preparing to break ground on an $96 million, 168,000-square-
foot Library project. The cutting-edge facility will include the City’s first new library built since 1995, and it
will fulfill a 19-year deficit of library space, as well as additional space that will be needed to accommodate
population growth. The multi-use library will serve a larger vision of public, education and industry use.
Planning for the building design continues into 2023.
►In 2023, the Library plans to renew the lease for the Otay Ranch Branch, located in the Otay Ranch Town
Center Mall while in the current construction of the new east side library. This option will allow the library
to continuously serve the Chula Vista community.
■Expand library hours
●Expand early literary services. Open a new library branch on the east side of the City. Create high interest events
designed to spark positive media attention.
↘STATUS:
►The Library continues to be a part of the State Library’s Stay and Play Early Literacy Initiative. The Stay and
Play Initiative is a library service model specifically designed to serve and support the needs of informal
childcare providers, often referred to as Family, Friend, and Neighbor or FFNs. Stay & Play is designed to
be offered over time and includes weekly in-person gatherings as well as targeted online resources. As a
part of this initiative, the Library offers special Stay and Play programs at its locations.
►In April 2022, the library celebrated its first Día del Niño (Children’s Day) thanks to a grant received from the
California State Library. Día del Niño is a multicultural celebration that promotes literacy, culture, language,
and books in our multicultural/multilingual community. This year, the free celebration will include two
special bilingual story times (one Spanish/English and another in Tagalog/English) and a main event that
will be in Spanish/English on April 30. The library hosted award winning author Beatrice Zamora and
Illustrator Berenice Badillo in celebration of their latest book, “Am I Blue or Am I Green? / Azul o verde. ¿Cuál
soy yo?.” Participating community partners include the Chula Vista Fire Department, Chula Vista Recreation
Department, and Southern Caregiver Resource Center.
■Create and use effective partnerships to leverage the Library’s reach into the community.
↘STATUS:
►The Library continues to build connections within the Chula Vista community. The Library continued to
partner with Chula Vista Elementary School District to provide STEAM classes from the Innovation Station
and Energy Station, both in person and virtually. The Library and the school district have continued to grow
the partnership to reach the Chula Vista community, together we have offered community programming
after-school hours and on weekends. The partnership will continue to grow as we launch the third station
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Proposed Budget FY 2024 146
dePArTMeNT sUMMArY rePorTs → Library
in 2023, the Sound Station at 1301 Oleander Avenue, Chula Vista, CA 91911. The Sound Station experience
aims to immerse students in the creative process while simultaneously identifying their strengths and
interests in potential careers in Southern California’s burgeoning creative economy. The Sound Station will
feature activities such as: producing music with an online digital audio workstation, graphic design, and
music therapy. The tentative start date is July 2023.
■Provide successful library programming, services, and facilities
●Evaluate current programs, facilities, and services. Identify optimum candidates for affordable, effective
improvement and expansion.
↘STATUS:
►The Library continues to grow its cultural arts programming. With the launch of the Create Chula Vista Arts
Grant in 2021 via support from the American Rescue Plan Act funding, the Library has worked with the
Cultural Arts Commission to grant $400,000 to the community to support the creation and installation of
over seventeen murals throughout the City and offer six events and fifteen performances to support local
artists in the Chula Vista community. Some of these include: Lauderbach and Rohr Elementary murals, Len
Moore Skatepark murals, the Animal Care Facility mural, Dia De Los Muertos event, Chula Vista Has Talent
Event, the Taxilandia Project, Southwestern Summer Shakespeare Festival, and the Ballet performances
in Memorial Bowl.
►The Library celebrated the grand opening of the “Filipinos of South Bay Exhibit” at the Chula Vista
Heritage Museum. Located in the Civic Center Branch Library at 365 F Street. The free exhibit will provide
a glimpse of the journey of Filipino migrants from the Philippines to South San Diego County. Memorabilia
of organizations, individuals, key events, and marquee locations help trace the history and rich tapestry
found within the early days forming the Filipino community. Visitors will be guided through multiple stories
telling the common threads of connection, community, and contributions reflective of the Bayanihan Spirit
(communal unity) and value of Kapwa (shared identity).The “Filipinos of South Bay Exhibit” is a collaborative
project by community members representing PASACAT; the Filipino American National Historical Society
of San Diego (FANHS-SD); and the Council of Philippine American Organizations of San Diego, County, Inc.
(COPAO). The exhibit will run from October 2022 through December 2023 and will be open to the public
during the Civic Center Branch Library hours of operation. The project is funded in part by the City of
Chula Vista and the Create Chula Vista Arts Grant, California Humanities, County of San Diego Community
Enhancement Program, Chula Vista Heritage Museum, and PASACAT, and in partnership with the South
Bay Historical Society, the Chula Vista Heritage Museum, and Chula Vista Public Library.
►The library continues to support passport services and has been approved for its third acceptance facility
at the South Chula Vista Library. Staff is currently being trained as agents with a tentative start date in late
2023/early 2024.
►The Library will once again be involved in the California State Library’s Lunch at the Library Initiative. In
partnership with the Chula Vista Elementary School District, the Library will be offering lunch and snack
during school breaks. For many families, the stability, nutrition, and education provided during the school
year end when school lets out for summer. During the summer months, children and teens in low-income
families often have reduced or limited access to healthy food. The Lunch at the Library program exists to
meet this need while sharing information about other resources available at the library and in the community.
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Proposed Budget FY 2024 147
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KEY PERFORMANCE MEASURES
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Internet sessions per capita 0.22 0.40 0.44
Program attendance per capita 0.33 0.30 0.40
Visitor count per capita 2.75 3.20 3.30
Circulation per capita 2.00 2.10 2.15
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
Revenues
■No significant budget adjustments.
Expenditures
■No significant budget adjustments.
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Proposed Budget FY 2024 148
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(18) LIBRARY
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Expenses
Salaries 1,458,771 1,346,247 1,698,874 1,858,232
Hourly Wages 95,348 531,388 699,999 699,999
Health Benefits 246,340 221,573 334,424 309,465
Retirement Benefits 466,569 156,002 222,658 245,157
Other Personnel Expense 123,742 157,118 55,845 9,756
Personnel Expenses Subtotal 2,390,770 2,412,329 3,011,800 3,122,609
Non-Personnel Expenses
Supplies and Services 268,726 240,540 338,602 418,427
Other Expenses 361 360 400 400
Utilities 149,301 234,442 232,478 260,278
Internal Service Charges 1,989 3,180 3,997 4,719
Non-CIP Project Expenditures - 200,078 - -
Non-Personnel Expenses Subtotal 420,376 678,600 575,477 683,824
Total Expenditures $ 2,811,146 $ 3,090,929 $ 3,587,277 $ 3,806,433
Revenues
Fines and Penalties (12,630) (19,679) (42,914) -
Revenue from Other Agencies (91,690) (80,111) - -
Charges for Services (689,315) (790,467) (972,233) (977,100)
Other Revenue (1,179) 82 (7,200) (7,236)
Use of Money and Property (1,342) (14,627) (27,890) (18,270)
Transfers In - (243,078) (215,341) -
Total Revenues $ (796,156) $ (1,147,880) $ (1,265,578) $ (1,002,606)
Net Program Expenditures $ 2,014,990 $ 1,943,049 $ 2,321,699 $ 2,803,827
Revenue Recovery % 28% 37% 35% 26%
Authorized Full Time Positions 24.00 24.00 23.00 23.00
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Proposed Budget FY 2024 149
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Library
(23.00)
Administration
Branch Operations
Civic Center Branch
Operations
Museum
Cultural Arts
Literacy
South Chula Vista
Branch Operations
Total GF FTE 23.00
Total Non GF FTE 0.00
Total Dept FTE 23.00
Otay Ranch Branch
Operations
ORGANIZATIONAL CHART
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May 09, 2023 Post Agenda
DEVELOPMENT SERVICES
FUND
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City of Chula Vista
Proposed Budget FY 2024 151
development services Fund
Development Services Fund
The Development Services Fund is an enterprise fund, accounting for
revenues and expenditures related to the processing of development
plans and permits. Enterprise funds are self-supporting, where revenues
cover expenses with zero transfers from outside funds to support
operations. Enterprise funds allow for operating expenses to be adjusted
with changes in demand, avoiding impacts to the General Fund when
revenue fluctuations occur because of changes in development activity
throughout the City.
The Development Services Fund provides Planning, Building, Engineering, Landscape Architecture, and permitting
services to property owners, developers, and the City as required for the entitlement and/or improvement of property.
The services provided encompass most development activities, including land use entitlements; public infrastructure,
open space, and landscape planning; public infrastructure construction, grading and building permits.
Revenues
Development related revenues consist of two categories: development processing fee revenues and deposit-based
revenues. Development processing fee revenues include building permits, planning fees, other building department
fees, and engineering fees. Deposit-based revenues are generated through staff time reimbursements related to
specific projects. The City is anticipating that the following major projects will continue to move forward in fiscal
year 2024:
■Bayfront Redevelopment Project
■Millenia Project
■Freeway Commercial North
■Otay Ranch Villages
■Sunbow II, Phase 3
■Chula Vista Center mixed-use project
■Otay Ranch Town Center mixed-use project
■University Land Entitlement Projects
The following table compares the fiscal year 2023 Adopted Budget revenues to the fiscal year 2024 Proposed Budget
revenues.
Development Services Fund Revenues
Category
FY 2023
Adopted
FY 2024
Proposed Change % Change
Taxes $ 14,000 $ 50,000 $ 36,000 257.1%
Licenses and Permits $ 3,829,495 $ 4,222,895 $ 393,400 10.3%
Charges for Services $ 5,906,779 $ 6,660,122 $ 753,343 12.8%
Other Revenue $ 737,985 $ 737,985 $ - -%
Transfers From Other Funds $ 1,582,991 $ 588,991 $ (994,000) (62.8%)
Total Revenues $ 12,071,250 $ 12,259,993 $ 188,743 1.6%
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Proposed Budget FY 2024 152
development services Fund
Expenditures
Development related expenditures support personnel costs, training costs for technical staff, and maintenance costs
for Development Services software applications.
The fiscal year 2024 Proposed Budget includes funding for 65.0 positions in the Development Services Fund.
A summary of changes between the fiscal year 2023 Adopted Budget to the fiscal year 2024 Proposed Budget by
category are listed as follows:
■Personnel Services – This category reflects a net increase of $0.2 million, driven by the net addition of 2.0 FTE,
salary increases under current labor agreements, and increased pension costs.
■Transfers Out – This category reflects a net increase of $0.1 million, largely due to a decrease in debt service
payments for the 2023 Pension Obligation Bonds.
The following table compares the fiscal year 2023 Adopted Budget expenditures to the fiscal year 2024 Proposed
Budget expenditures.
Development Services Fund Expenditures
Category
FY 2023
Adopted
FY 2024
Adopted Change % Change
Personnel Services $ 8,437,672 $ 8,590,220 $ 152,548 1.8%
Supplies and Services $ 2,014,651 $ 1,019,184 $ (995,467) (49.4%)
Other Expenses $ 371,000 $ 1,182,597 $ 811,597 218.8%
Other Capital $ 115,500 $ 85,500 $ (30,000) (26.0%)
Utilities $ 3,073 $ 3,073 $ - -%
Internal Service Charges $ 56,076 $ 65,938 $ 9,862 17.6%
Transfers Out $ 2,767,307 $ 2,861,577 $ 94,270 3.4%
Total Expenditures $ 13,765,279 $ 13,808,089 $ 42,810 0.3%
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Proposed Budget FY 2024 153
development services Fund
DEVELOPMENT SERVICES FUND (408)
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 7,336,325 6,430,190 8,437,672 8,590,220
Supplies and Services 743,404 968,652 2,014,651 1,019,184
Other Expenses 652,726 1,284,982 371,000 1,182,597
Other Capital - 31,127 115,500 85,500
Utilities 2,628 2,747 3,073 3,073
Internal Service Charges 32,736 37,952 56,076 65,938
Transfers Out 1,923,648 2,389,955 2,767,307 2,861,577
Non-CIP Project Expenditures (115) - - -
Total Expenditures $ 10,691,353 $ 11,145,605 $ 13,765,279 $ 13,808,089
Revenues
Taxes (44,886) (114,335) (14,000) (50,000)
Licenses and Permits (4,135,296) (4,489,941) (3,829,495) (4,222,895)
Revenue from Other Agencies (215,912) - - -
Charges for Services (5,817,209) (5,550,528) (5,906,779) (6,660,122)
Other Revenue (683,253) (766,583) (737,985) (737,985)
Transfers From Other Funds (538,892) (661,343) (1,582,991) (588,991)
Use of Money and Property (13,486) 55,544 - -
Total Revenues $ (11,448,934) $ (11,527,186) $ (12,071,250) $ (12,259,993)
Net Program Expenditures $ (757,582) $ (381,581) $ 1,694,029 $ 1,548,096
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May 09, 2023 Post Agenda
SUCCESSOR AGENCY
AND HOUSING FUNDS
Successor Agency Funds
Housing Authority Funds
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May 09, 2023 Post Agenda
SUCCESSOR
AGENCY FUNDS
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
successor Agency And Housing Funds → SUCCESSOR AGENCY FUNDS
157
Successor Agency Funds
The Chula Vista Redevelopment Agency was created on October 24, 1972 by City Council Ordinance. The goals of
the former Redevelopment Agency were to reduce blight and to encourage new development, reconstruction, and
rehabilitation of residential, commercial, industrial, and retail uses. Since the Agency’s creation, the City adopted and
amended six project areas to encompass a total of approximately 3,563 acres of City territory. Land uses within these
areas are mostly commercial and industrial, but also includes some residential and public uses (e.g., governmental
administrative centers, corporation yards, streets, etc.).
On December 29, 2011, amidst a state fiscal emergency, the California Supreme Court upheld Assembly Bill (AB) 26
dissolving California redevelopment agencies. Effective February 1, 2012, all redevelopment agencies were dissolved,
and the City of Chula Vista assumed the role of Successor Agency to the Chula Vista Redevelopment Agency (City
Council resolution 2011-164).
The Successor Agency is responsible for the wind down of the former Redevelopment Agency activities and
obligations. The Successor Agency will continue to oversee all legally enforceable obligations as well as dispose of
the former Redevelopment Agency assets.
As required by AB 26, an Oversight Board, composed of affected taxing entities within the City, was created. The
primary responsibility of the Oversight Board is reviewing and approving the annual Recognized Obligation Payment
Schedule and serving in a fiduciary role to the taxing entities that the Oversight Board represents. The Oversight
Board transitioned to one central County Oversight Board in fiscal year 2019.
Fund Descriptions
The Successor Agency budget is organized into a Redevelopment Obligation Retirement Fund (RORF) and debt
service funds. The RORF accounts for the staffing and other expenditures required in winding down activities of
the former Redevelopment Agency. The Debt Service funds are used to pay for the former Redevelopment Agency’s
debt service on its outstanding Tax Allocation Bonds, loans and other debt of the former Redevelopment Agency.
Operating Funds
■Fund 318: Redevelopment Obligation Retirement Fund (RORF)
The RORF serves as the primary operating funds in the winding down of the former Redevelopment Agency. This
fund is used to pay the documented enforceable obligations of the former redevelopment agency that have been
approved by the Successor Agency Oversight Board and the State Department of Finance.
Debt Service Funds
The Debt Service funds are used to pay for former Redevelopment Agency debt service on its outstanding Tax
Allocation Bonds, loans and other debt of the former Redevelopment Agency.
■Fund 666: 2016 Tax Allocation Refunding Bonds (TARBs)
In July 2016, the Successor Agency issued the Tax Allocation Refunding Bonds in the amount of $29,315,000 to
refinance the Agency’s outstanding 2006 Senior Tax Allocation Refunding Bonds, Series A, 2006 Subordinate Tax
Allocation Refunding Bonds, Series B, and the 2008 Tax Allocation Refunding Bonds. The Annual Debt Service
is paid from property tax increments generated in the project areas. The term of the bonds runs through 2036.
■Fund 692: Long Term Advances Debt Service Fund – Redevelopment Agency
This fund was established to account for Redevelopment Agency inter-fund loans. The current amount under
litigation with the State including interest is $12,740,516.
Revenues
A summary of revenues by category are listed below:
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Proposed Budget FY 2024
successor Agency And Housing Funds → SUCCESSOR AGENCY FUNDS
158
■Property Taxes – The revenues in this category are received due to the dissolution of the Redevelopment Agency.
Property tax increment revenues are now received by the County of San Diego and will be distributed to the
Successor Agency based on documented enforceable obligations that have been approved by both the Successor
Agency Oversight Board and the State Department of Finance.
The table below provides a revenue comparison of the fiscal year 2023 Adopted Budget to the fiscal year 2024
Proposed Budget. The table does not reflect the revenue budget of the debt service funds which are reflected in the
debt service section of the budget document.
Redevelopment/Successor Agency Operating Fund Revenues
Category
Fund 318
FY 2023
Adopted
Fund 318
FY 2024
Proposed Change % Change
Property Taxes $ 4,967,150 $ 4,967,150 $ - -%
Total Revenues $ 4,967,150 $ 4,967,150 $ - -%
Expenditures
Expenditures for fiscal year 2024 are winding down for the former Redevelopment Agency activities and documented
enforceable obligations.
■Transfers Out – The transfers out expenditure category accounts for the required debt service for the Successor
Agency. Bonded debt service for the 2016 TARBS is approximately $2.8 million. The Transfers Out category has
increased slightly due to the scheduled decrease of the debt service payments related to the 2016 Tax Allocation
Refunding Bonds.
The table below provides a comparison of the 2023 Adopted Budget expenditures to the fiscal year 2024 Proposed
Budget expenditures.
Redevelopment/Successor Agency Operating Fund Expenditures
Category
Fund 318
FY 2023
Adopted
Fund 318
FY 2024
Proposed Change % Change
Supplies and Services $ 6,000 $ 6,000 $ - -%
Other Expenses $ 629,000 $ 490,926 $ (138,074) (21.95%)
Transfers Out $ 2,800,912 $ 2,797,612 $ (3,300) (0.1%)
Total Expenditures $ 3,435,912 $ 3,294,538 $ (141,374) (4.1%)
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Proposed Budget FY 2024
successor Agency And Housing Funds → SUCCESSOR AGENCY FUNDS
159
RDA SUCCESSOR AGENCY FUND (318)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 13,280 7,050 6,000 6,000
Other Expenses 484,444 490,674 629,000 490,926
Transfers Out 2,796,337 2,794,881 2,800,912 2,797,612
Total Expenditures $ 3,294,061 $ 3,292,606 $ 3,435,912 $ 3,294,538
Revenues
Property Taxes (2,722,850) (3,541,005) (4,967,150) (4,967,150)
Use of Money and Property 25,174 114,501 - -
Total Revenues $ (2,697,676) $ (3,426,504) $ (4,967,150) $ (4,967,150)
Net Program Expenditures $ 596,385 $ (133,899) $ (1,531,238) $ (1,672,612)
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Proposed Budget FY 2024
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160
DEBT SERVICE - SUCCESSOR AGENCY FUND (666, 692)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 8,300 4,000 5,000 5,000
Other Expenses 852,484 779,596 2,793,400 2,790,101
Total Expenditures $ 860,784 $ 783,596 $ 2,798,400 $ 2,795,101
Revenues
Use of Money and Property (14) (16) - -
Transfers In (2,796,337) (2,847,054) (2,798,401) (2,795,101)
Total Revenues $ (2,796,351) $ (2,847,070) $ (2,798,401) $ (2,795,101)
Net Program Expenditures $ (1,935,567) $ (2,063,474) $ (1) $ -
DEBT SERVICE - SUCCESSOR AGENCY FUND (666, 692)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
666-2016 TARBs 860,784 783,596 2,798,400 2,795,101
Total Expenditures $ 860,784 $ 783,596 $ 2,798,400 $ 2,795,101
Revenues
666-2016 TARBs (2,796,351) (2,794,897) (2,798,401) (2,795,101)
692-Long-Term Advances DSF-RDA SA - (52,173) - -
Total Revenues $ (2,796,351) $ (2,847,070) $ (2,798,401) $ (2,795,101)
Net Program Expenditures $ (1,935,567) $ (2,063,474) $ (1) $ -
Page 432 of 690
May 09, 2023 Post Agenda
Page 433 of 690
May 09, 2023 Post Agenda
HOUSING FUNDS
Page 434 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
successor Agency And Housing Funds → HOUSING FUNDS
163
Housing Authority Funds
The Housing Authority was formed in 1993. A Housing Authority can
provide tax-exempt bond financing, own and operate housing, and
operate various housing programs. The Section 8 Housing Choice
Voucher program, including public housing in Chula Vista, is operated
by the County of San Diego Housing Authority. With the elimination
of the City’s Redevelopment Agency in 2012, the Housing Authority
assumed the housing functions of the former Redevelopment Agency,
becoming a “Successor Housing Agency”. Housing Authority staff
provides comprehensive housing services for the City including new
affordable housing development and program administration.
The Chula Vista Housing Authority fund is the clearinghouse for all housing related staff activity. Included in this fund
are personnel expenses which are reimbursed by various funding sources such as the US Department of Housing and
Urban Development Grant Funds and Low/Moderate Income Housing Funds. The Housing Fund will receive funds
for staff time reimbursements for managing the City’s Affordable Housing projects and programs, administering
State and Federal Grant Programs, and for monitoring bond covenants for multifamily housing revenue bonds issued
by the City’s Housing Authority. The Housing Authority focuses on the development of sustainable neighborhoods
through investments in and administration of programs that seek to improve, preserve, and increase the supply of
affordable housing in Chula Vista and serve low income residents such as:
■Long-range planning of housing goals and annual monitoring of Housing Element goals
■Predevelopment financing
■Financing and assistance in the production of affordable rental housing through new construction and acquisition/
rehabilitation
■Rehabilitation grants and loans for small owner-occupied and rental properties
■Providing rental assistance
■Expanding home ownership opportunities for first-time homebuyers
■Assistance to homeless shelter/service providers
■Overseeing contracts with social service agencies for the provision of services to low/moderate income residents
■Developing and implementing policies and programs related to affordable housing
Fund Descriptions
Operating Funds
■Fund 313: Chula Vista Housing Authority
The Chula Vista Housing Authority Fund accounts for all housing related activities funded through the Low/
Moderate Income Housing Fund and those eligible for reimbursement such as the U.S. Department of Housing
and Urban Development Block Grant Funds.
■Fund 319: Successor Agency Housing Fund
The City’s Housing Authority became the Successor Housing Agency. This fund accounts for all assets originally
held by the Low and Moderate Income Housing fund and will account for activities similar to the Low and
Moderate Income Housing program. The fund revenues are not discretionary and must be used for the production
of affordable housing.
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
successor Agency And Housing Funds → HOUSING FUNDS
164
Revenues
Below is a summary of fiscal year 2024 changes by category:
The table provides a comparison of the fiscal year 2023 Adopted Budget to the fiscal year 2024 Proposed Budget
revenues. The table does not reflect the revenue budget of the debt service funds which are reflected in the debt
service section of the budget document.
Housing Authority Operating Fund Revenues
Category
Funds
313/319
FY 2023
Adopted
Funds
313/319
FY 2024
Proposed Change % Change
Charges for Services $ 150,000 $ 1,545,342 $ 1,395,342 930.2%
Other Revenue $ 902,407 $ 902,407 $ - -%
Use of Money and Property $ 215,000 $ 215,000 $ - -%
Transfers From Other Funds $ 3,000 $ 3,000 $ - -%
Total Revenues $ 1,270,407 $ 2,665,749 $ 1,395,342 109.8%
Expenditures
Expenditure changes for fiscal year 2024 for the Housing Authority are summarized below:
The table below provides a comparison of the fiscal year 2023 Adopted Budget to fiscal year 2024 Proposed Budget.
The table does not reflect the debt service expenditure budget which is discussed in the debt service section of this
document.
Successor Housing Agency Operating Fund Expenditures
Category
Funds
313/319
FY 2023
Adopted
Funds
313/319
FY 2024
Proposed Change % Change
Personnel Services $ 957,711 $ 1,417,768 $ 460,057 48.0%
Supplies and Services $ 393,700 $ 367,900 $ (25,800) (6.6%)
Other Expenses $ 2,481,000 $ 2,051,000 $ (430,000) (17.3%)
Other Capital $ 6,000 $ 6,000 $ - -%
Utilities $ 662 $ 662 $ - -%
Transfers Out $ 380,127 $ 462,661 $ 82,534 21.7%
Total Expenditures $ 4,219,200 $ 4,305,991 $ 86,791 2.1%
Page 436 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
successor Agency And Housing Funds → HOUSING FUNDS
165
CHULA VISTA HOUSING AUTHORITY (313)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 710,267 713,135 957,711 1,417,768
Supplies and Services 196,476 178,473 335,800 310,000
Other Expenses 54,498 29,143 472,500 42,500
Utilities - - 662 662
Transfers Out 272,697 368,934 370,269 452,803
Total Expenditures $ 1,233,938 $ 1,289,686 $ 2,136,942 $ 2,223,733
Revenues
Revenue from Other Agencies (36,387) - - -
Charges for Services (3,302,015) (406,412) (150,000) (1,545,342)
Other Revenue (1,146,884) (826,943) (647,407) (647,407)
Use of Money and Property (161,209) 173,905 - -
Transfers From Other Funds - (15,000) (3,000) (3,000)
Total Revenues $ (4,646,495) $ (1,074,450) $ (800,407) $ (2,195,749)
Net Program Expenditures $ (3,412,557) $ 215,236 $ 1,336,535 $ 27,984
Page 437 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
successor Agency And Housing Funds → HOUSING FUNDS
166
HOUSING SUCCESSOR AGENCY FUND (319)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 148,586 1,190 57,900 57,900
Other Expenses 1,366,374 3,337 2,008,500 2,008,500
Other Capital 2,475 2,700 6,000 6,000
Transfers Out - 6,269 9,858 9,858
Total Expenditures $ 1,517,435 $ 13,496 $ 2,082,258 $ 2,082,258
Revenues
Charges for Services (1,044) - - -
Other Revenue (1,334,234) (138,420) (255,000) (255,000)
Use of Money and Property (942,132) 176,313 (215,000) (215,000)
Total Revenues $ (2,277,410) $ 37,893 $ (470,000) $ (470,000)
Net Program Expenditures $ (759,975) $ 51,388 $ 1,612,258 $ 1,612,258
Page 438 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 167
dePArTMeNT sUMMArY rePorTs → Housing & Homeless Services
Specific projects to address these priorities in fiscal year 2024 include the funding for permanent supportive
housing, working with the Homeless Outreach Team, operations of the Chula Vista Bridge Shelter, affordable and
middle-income housing development, first-time homebuyer and rental assistance programs, overseeing the Tenant
Protection Ordinance, administration of the Community Development Block Grants and other Housing & Urban
Development funding programs, and Harborside Park outreach. To support these efforts the Department has a
Director who supervises a staff member in each of the priority areas including a Principal Management Analyst,
Housing Manager, Homeless Solutions Manager, and a Management Analyst II.
The Department’s efforts are better detailed below, listing specific responsibilities under each priority.
■Grant Administration and Compliance – the Principal Management Analyst leads a team consisting of a
Management Analyst II and Senior Fiscal Office Specialist to provide day to day operations and customer service
response. In addition, this team oversees grant administration, leads new grant applications and monitors and
ensures compliance for grant requirements and other financial obligations of the Department and clients.
Housing & Homeless Services
INFORMATION
WEBSITE www.chulavistaca.gov/departments/development-services/housing
PHONE (619) 691-5047
EMAIL affhousing@chulavistaca.gov
The Department of Housing and Homeless Services was created in November 2022 to better address the housing
needs of Chula Vista residents and to advance solutions for the City’s unhoused residents. The department manages
important programs to meet the housing needs of City residents across all income levels. Priorities for the Department
include grant administration for federal and state funds, maintaining and increasing the housing stock, providing
essential services and programs both internally and through partnerships to initiate and sustain individual and
family self-sufficiency, and overseeing the Healthy & Age-Friendly Initiatives to promote public health, wellness and
community livability for all ages.
The Department has been strategically structured to address each priority and better serve the residents of Chula
Vista in four main priority areas.
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 168
dePArTMeNT sUMMArY rePorTs → Housing & Homeless Services
■Affordable Housing Preservation & Production – the Housing Manager oversees the production and preservation
of affordable housing, the implementation of the Housing Element, and compliance with state laws through the
supervision of a Senior Planner and Management Analyst II.
■Homeless Solutions and Prevention - Homeless Solutions Manager supervises a Management Analyst II and
hourly Homeless Solutions Coordinator that lead the efforts to address the needs of unhoused residents, oversee
operations of the Emergency Bridge Shelter, and assist clients on their path to self-sufficiency.
■Community Initiatives – A Management Analyst II is assigned to pursue grants, policies, and programs related
to the Healthy & Age-Friendly Initiatives.
In addition to everyday operations, the Department of Housing and Homeless Services also works closely with the
Housing and Homeless Advisory Commission and the Health, Wellness & Aging Commission which further branch
into their respective task forces.
MISSION STATEMENT
Empower individuals & families – Build community resilience – Promote housing opportunities – Enhance quality of life
The Department of Housing & Homeless Services strives to channel available resources, services and information
needed to provide residents with affordable housing opportunities, essential services, and empowering community
through partnerships to enhance quality of life and build resilience.
STRATEGIC GOALS
Operational Excellence
■Implementation of the 2021-2029 Housing Element Policies and Goals
●The Department of Housing and Homeless Services is committed to complying with State law regarding
the Housing Element and related policies. The development and preservation of affordable housing is at the
forefront of the Department’s efforts.
↘STATUS:
►In Progress - The City is required to provide the California Department of Housing and Community
Development with an Annual Progress Report by April 1st of each year. The City submitted the 2022 Annual
Progress Report by the deadline. for specific timeframes related to goals see the Housing Element, Chapter
7 of the City’s General plan at https://www.chulavistaca.gov/departments/development-services/planning/
planning-digital-library/general-plan
Economic Vitality
■Furthering Affordable Housing Options in the City
●The Department of Housing and Homeless Services continues to seek opportunities to apartment with qualified
developers and service providers and facilitate the construction and provision of quality housing to meet the
City’s diverse needs.
↘STATUS:
►In Progress - The City has two affordable housing complexes opening in 2023, increasing the affordable
housing stock to 34 apartment complexes.
Page 440 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 169
dePArTMeNT sUMMArY rePorTs → Housing & Homeless Services
Operational Excellence
■Fiscal Responsibility and Administration of Grants
●The Department of Housing and Homeless Services works to implement the 2020-2025 Consolidated Plan and
utilize grant funds as required and allowed to create opportunities for the vulnerable populations of the City of
Chula Vista.
↘STATUS:
►In Progress - The City released a Notice of Funding Availability in February 2023 to solicit applications from
qualified organizations that can provide necessary services to Chula Vista residents. The City is required
to adopt an Annual Action Plan identifying the use and distribution of funds annually and submit such
documentation to the U.S. Department of Housing and Urban Development by May 15th.
Economic Vitality
■Promote Programs and Services Related to Self-Sufficiency
●The Department of Housing and Homeless Services seeks to provide programs that meet individuals where
they are and give a hand up to improve their quality of life and standard of living.
↘STATUS:
►In Progress - The City partners with local organizations to help unhoused residents meet these goals
through weekly outreach. These partnerships include McAllister Institute, Alpha Project, County of San
Diego, Veterans Administration, CityNet, SBCS, Clean the World, East County Transitional Living Center,
Family Health Centers, etc. In addition, the City will open and operate the first Emergency Bridge Shelter
in the South Bay area in 2023.
SIGNIFICANT BUDGET ADJUSTMENTS & SERVICE IMPACTS
The Housing Division in the Development Services Department was restructured as a new Department of Housing
and Homeless Services in FY 2023.
Page 441 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 170
dePArTMeNT sUMMArY rePorTs → Housing & Homeless Services
(19) HOUSING & HOMELESS SERVICES
Summary of Department Resources
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Salaries - - - 1,058,493
Health Benefits - - - 156,497
Retirement Benefits - - - 122,030
Other Personnel Expense - - - 58,322
Personnel Expenses Subtotal - - - 1,395,342
Non-Personnel Expenses
Supplies and Services - - 30,000 4,200
Other Expenses 2,475 3,482 430,000 -
Non-Personnel Expenses Subtotal 2,475 3,482 460,000 4,200
Total Expenditures $ 2,475 $ 3,482 $ 460,000 $ 1,399,542
Revenues
Charges for Services (2,981,368) - - (1,395,342)
Other Revenue (577,397) (414,545) - -
Use of Money and Property (78,284) 10,207 - -
Total Revenues $ (3,637,049) $ (404,338) $ - $ (1,395,342)
Net Program Expenditures $ (3,634,574) $ (400,857) $ 460,000 $ 4,200
Revenue Recovery % N/A N/A N/A 100%
Authorized Full Time Positions - - - 10.00
The Housing & Homeless Services Department was created in November 2022.
Page 442 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 171
dePArTMeNT sUMMArY rePorTs → Housing & Homeless Services
Housing & Homeless
Services
(10.00)
Homeless Solutions &
Prevention
Total GF FTE 0.00
Total Non GF FTE 10.00
Total Dept FTE 10.00
Affordable Housing
Preservation & ProductionAdministration
Chula Vista Housing
Authority
Community Initiatives
ORGANIZATIONAL CHART
Page 443 of 690
May 09, 2023 Post Agenda
SEWER FUNDS
Page 444 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 173
sewer Funds
Sewer Funds
The Sewer enterprise funds account for revenues and expenditures related to the City’s Sewer programs, including
maintenance and expansion of the City’s conveyance system and payment of San Diego Metro wastewater treatment
costs.
The City of Chula Vista provides wastewater conveyance and treatment services to approximately 50,000 billing
accounts, including residential and non-residential uses. The wastewater generated by Chula Vista customers
is collected and sent to treatment facilities in the South Bay and Point Loma through the City’s extensive sewer
collection system, which consists of 13 pump stations and over 500 miles of sewer pipe. The San Diego Metropolitan
Wastewater System (San Diego Metro) provides wastewater treatment services to the City of Chula Vista and most of
the region per an agreement. The wastewater permit for the Point Loma Treatment Plant Advanced Primary requires
a waiver which is renewed regularly. The last approved waiver application, submitted in 2015 to the Regional Water
Quality Control Board and the Environmental Protection Agency was approved in April 2018 with special conditions.
This included the requirement to implement the Pure Water Program.
The 2005 Chula Vista Wastewater Master Plan (WWMP), which was updated in 2014, identifies a conservative
planning level sewer generation rate of 230 gallons per equivalent dwelling units (EDU). The 2014 WWMP estimates
the City’s ultimate sewer treatment capacity required for the currently planned build out condition will be 29.89
million gallons per day (MGD). However, current flow projections are lower with treatment capacity needs estimated
at 19.9 MGD. The reduction in flow can be attributed, in part, to lowered use due to the increase in the cost of water
and on-going water conservation efforts. The City’s buildout sewer capacity needs are projected to be between the
WWMP and the current metered flow estimate. The Wastewater Engineering Section will continue to track water
usage trends, changes in land use and population projections to validate current generation rates and project the
ultimate need for the City. An update to the WWMP is currently underway, which will include an evaluation of the
projected build out sewer needs.
The following figure illustrates the City’s current trunk sewer network, which conveys flows to the San Diego Metro
trunk sewer (shown in red). Some of the City’s sewer lines are used by the County of San Diego (County) and some
of the County’s sewer pipelines are used by the City and coordinated through transportation agreements. The City
has an existing transportation agreement with the County to use the Spring Valley Trunk sewer (shown in green).
City’s Current Trunk Sewer Network
Revenues
The Sewer Fund derives the majority of its revenue from various service charges that are collected from system
users. This fund also derives revenues from other sources such as permit fees for new connections to the sewer
system, interest earnings from investments, development impact fees, transfers from other funds designated to
support Sewer fund operations. Other revenues include revenue reimbursements from other City funds and various
service charges.
To ensure the future adequacy of the Sewer Funds, the City Council adopted the sewer rate case study that set the
new sewer rates, which went into effect April 26, 2022 upon adoption and remains in effect through fiscal year 2026.
Page 445 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 174
sewer Funds
Previously, the rates had not changed since July 1, 2018 and with the adoption of the new rates, increases began
on July 1, 2022. One issue of continued importance is the sewage treatment costs through the City of San Diego.
The recent permit required for treatment was renewed on the condition of implementation of a regional wastewater
reuse program, Pure Water Program, which includes significant capital investments. The adopted sewer rate case
study allows for increases or decreases in the costs from the City of San Diego to be adjusted annually to ensure
more accuracy.
Sewer Service Revenue Fund (Fund 414) and the Sewerage Facilities Replacement Fund (Fund 428) are summarized
in the following table:
Sewer Fund Revenues
Category
FY 2023
Adopted
FY 2024
Proposed Change % Change
Licenses and Permits $ 40,000 $ 40,000 $ - 0.00%
Charges for Services $ 41,770,000 $ 46,770,000 $ 5,000,000 0.12%
Other Revenue $ 5,000 $ 5,000 $ - 0.00%
Use of Money and Property $ 657,726 $ 1,018,726 $ 361,000 0.55%
Transfers In $ 198,000 $ 199,000 $ 1,000 0.01%
Total Revenues $ 42,670,726 $ 48,032,726 $ 5,362,000 0.13%
Note: Revenue amounts include Sewer Operating Funds: 411, 413, 414, and 428. Note that Fund 430 is not included.
Expenditures
Sewer Fund operations and capital project programming contain no General Fund contributions. Sewer fund
operations and capital programming costs are offset by fees paid by residential and non-residential users. In addition,
other revenue sources generated within the Sewer Fund through normal operations fund 42.0 permanent positions
that are contained in the fiscal year 2024 Proposed Budget.
The City continues to focus on its Annual Sewer Rehabilitation Program, which ranges annually from $1,200,000 to
$2,000,000 for the replacement and rehabilitation of sewer pipes, manholes, lift stations, access roads, and other
sewer system components. The City utilizes standardized evaluation and ranking criteria to inspect and evaluate the
condition of the entire system to prioritize sewer infrastructure for replacement or rehabilitation.
City staff expenditures incurred supporting wastewater system maintenance and operations are funded by the
Sewer Funds through a combination of direct expenditures and inter-fund transfers. Positions 100% funded by Sewer
Funds are budgeted directly in the Sewer Funds. The remaining support staff is budgeted in either the General or
Development Services Funds. These position costs are partially offset via inter-fund transfers. All supplies, services
and utilities budgets associated with supporting the wastewater system are also budgeted in the Sewer Service
Fund in fiscal year 2024.
Capital Improvement Projects
The second highest commitment of CIP funding is for the Wastewater Management System (WMS). The appropriation
for Wastewater projects is $450,000 which represents 0.67% of the adopted CIP budget. The capital projects are
done through the use of enterprise funds coming from the Sewerage Facilities Replacement Fund.
Sewer Projects
■An additional $250,000 is planned to update the Wastewater Master Plan to ensure appropriate capacity within
the collection system and wastewater generation rates are represented.
■Funding of $150,000 is programmed to provide sewer collection system monitoring to help prevent sanitary
sewer spills.
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 175
sewer Funds
■A complement to the Wastewater Master Plan is the Wastewater Asset Management Plan (WAMP), focusing on
existing infrastructure. The WAMP utilizes condition assessments already completed or underway to establish
a priority level for rehabilitations/replacements to ensure reliability of facilities. Project cost is $50,000.
Sewer Fund expenditures are summarized in the table below:
Sewer Fund Expenditures
Category
FY 2023
Adopted
FY 2024
Proposed Change % Change
Personnel Services $ 4,750,888 $ 4,987,332 $ 236,444 5.0%
Supplies and Services $ 28,655,590 $ 28,851,529 $ 195,939 0.7%
Other Expenses $ 225,000 $ 719,826 $ 494,826 219.9%
Other Capital $ 1,393,473 $ 1,393,473 $ - -%
Utilities $ 155 $ 155 $ - -%
Internal Service Charges $ 378,369 $ 525,169 $ 146,800 38.8%
Transfers Out $ 4,092,987 $ 4,145,616 $ 52,629 1.3%
CIP Project Expenditures $ 782,000 $ 475,000 $ (307,000) (39.3%)
Non-CIP Project Expenditures $ 64,600 $ 64,600 $ - -%
Total Expenditures $ 40,343,062 $ 41,162,700 $ 819,638 2.0%
Note: Expenditure amounts include Sewer Operating Funds: 411, 413 414, and 428. Note that Fund 430 is not included.
Fund Descriptions
■Fund 411: Sewer Income Fund
This fund is used to account for all revenues collected to recover the City’s costs incurred constructing the public
wastewater system. The funds are collected from new properties receiving a permit to connect to the City’s
wastewater collection system. The owner or person making the application for connection pays fees to the City as
designated in the master fee schedule. Funds received are used for the acquisition, construction, reconstruction,
maintenance and operation of sanitation or sewerage facilities, or to reimburse a subdivider or any person who
has constructed sewer facilities benefiting other properties. The fund may also be used to reimburse the City
for any expense incurred in connection with the construction and installation of any sewer facility including
engineering work and acquisition of rights-of-way.
■Fund 413: Trunk Sewer Capital Reserve Fund
The Trunk Sewer Capital Reserve Fund is used to account for the revenue derived from the sewer capacity charges
or sewerage facility participation charges. The funds are collected from new properties or existing facilities to
account for increases in sewer flow. Funds received may be used for the planning, design, or construction of
sewerage collection or treatment or water reclamation purposes.
■Fund 414: Sewer Service Revenue Fund
The Sewer Service Revenue Fund is used to account for monies collected from the monthly sewer service charge
not going into the Sewer Facility Replacement Fund. Monies in this fund may be used for sewer related activities.
The primary use of these funds is the payment of the operations and maintenance of the system assets including
City’s annual San Diego Metropolitan Sewer Capacity and Maintenance fees. It can also be used to meet capital
and planning needs.
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 176
sewer Funds
■Fund 428: Sewer Facility Replacement Fund
A portion of the revenues derived from the monthly sewer service charge is deposited into the Sewerage Facilities
Replacement Fund. Monies in this fund are used for the purpose of paying the cost of refurbishment and/or
replacement of deficient sewerage facilities including related evaluation, engineering, and utility modification
costs.
■Funds 430: Sewer Development Impact Fee Funds
These fees are levied against new development in specific areas of the City, based upon the sewer facility their
project will impact. The monies collected are used to fund construction of public improvements designed to
increase the capacity of the subject facilities, allowing the City to maintain service levels with increased demand.
Page 448 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 177
sewer Funds
SEWER FUNDS (411 - 428)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 4,452,125 4,344,638 4,750,888 4,987,332
Supplies and Services 28,046,278 26,650,830 28,655,590 28,851,529
Other Expenses 6,985,598 6,678,654 225,000 719,826
Other Capital 775,662 1,508,302 1,393,473 1,393,473
Utilities 174 86 155 155
Internal Service Charges 420,701 485,323 378,369 525,169
Transfers Out 3,430,696 3,675,810 4,092,987 4,145,616
CIP Project Expenditures (2,529,823) 127,686 782,000 475,000
Non-CIP Project Expenditures (240) - 64,600 64,600
Total Expenditures $ 41,581,171 $ 43,471,330 $ 40,343,062 $ 41,162,700
Revenues
Licenses and Permits (86,346) (18,920) (40,000) (40,000)
Revenue from Other Agencies (13,504) - - -
Charges for Services (42,058,163) (49,024,013) (41,770,000) (46,770,000)
Other Revenue (387,417) (5,878,772) (5,000) (5,000)
Use of Money and Property (1,108,492) 3,311,482 (657,726) (1,018,726)
Transfers From Other Funds (150,000) (249,391) (198,000) (199,000)
Total Revenues $ (43,803,923) $ (51,859,613) $ (42,670,726) $ (48,032,726)
Net Program Expenditures $ (2,222,752) $ (8,388,283) $ (2,327,664) $ (6,870,026)
Page 449 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 178
sewer Funds
SEWER FUNDS (411 - 428)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
411-Sewer Income 41,114 1,744 1,809 1,809
412-Special Sewer - 0 - -
413-Trunk Sewer Capital Reserve 2,911,689 5,526,286 203,895 203,895
414-Sewer Service Revenue 38,153,311 37,498,752 39,194,714 40,471,352
428-Sewer Facility Replacement 475,057 444,548 942,644 485,644
Total Expenditures $ 41,581,170 $ 43,471,330 $ 40,343,062 $ 41,162,700
Revenues
411-Sewer Income (10,394) 55,021 - -
412-Special Sewer (9) 7 - -
413-Trunk Sewer Capital Reserve (4,498,091) (10,667,445) (4,606,000) (4,967,000)
414-Sewer Service Revenue (37,173,281) (39,534,663) (35,763,000) (40,764,000)
428-Sewer Facility Replacement (2,122,148) (1,712,533) (2,301,726) (2,301,726)
Total Revenues $ (43,803,923) $ (51,859,613) $ (42,670,726) $ (48,032,726)
Net Program Expenditures $ (2,222,752) $ (8,388,283) $ (2,327,664) $ (6,870,026)
Page 450 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 179
sewer Funds
SEWER DIF FUNDS (430)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 13,508 - 120,000 120,000
Other Expenses 425,172 305,619 552,490 528,490
Transfers Out - 2,740 - -
Total Expenditures $ 438,681 $ 308,359 $ 672,490 $ 648,490
Revenues
Charges for Services (594,707) (886,028) (643,000) (760,000)
Use of Money and Property (8,165) 133,577 17,000 402,000
Total Revenues $ (602,872) $ (752,452) $ (626,000) $ (358,000)
Net Program Expenditures $ (164,192) $ (444,093) $ 46,490 $ 290,490
Page 451 of 690
May 09, 2023 Post Agenda
FLEET FUND
Page 452 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 181
Fleet Fund
Fleet Fund
The Fleet Fund is an internal service fund, which is used to finance and
account for goods, special activities, and services performed by one
City department for other City departments on a cost reimbursement
basis. The Fleet Management fund consists of two functions, Central
Garage Operations and Equipment Replacement. Funds are collected
on an annual basis through each affected department’s operating
budget and deposited in the Fleet Management Fund.
The Central Garage Operations function maintains the City’s fleet of
vehicles and equipment, both through City equipment mechanics
and through contracts with local vendors for more specialized
maintenance work, such as major transmission repairs. All City
vehicles/equipment is maintained by the Central Garage including
vehicles for public safety, streets and sewers, parks and open space, development services, housing and library.
Services provided include maintenance and repair of vehicles, vehicle fuel, vehicle replacement, and other specialized
services not directly related to any single vehicle.
With the approval of Measure P, Fleet has been able to address the replacement of many older vehicles that had
reached the end of their useful life. The replacement of the vehicles has generated new workload (ordering and
outfitting vehicles) as vehicles had not been replaced at this rate in prior years; the new vehicles reduce maintenance
costs and provide reliable vehicles for service delivery. Fleet recently upgraded its fleet management system software
and is currently working on the replacement of the fuel management system.
As part of the City’s goal to reduce greenhouse emissions, the City has a fleet of 49 electric vehicles and 51
hybrid vehicles with the corresponding charging stations to support those vehicles. Electric vehicles help reduce
maintenance costs while making a positive impact on the environment.
Revenues
Revenues in the Fleet Fund are generated from departments which utilize City vehicles and equipment through
vehicle maintenance charges. These charges are based on the actual vehicles that reside within a department and
include costs ranging from routine (oil changes, preventive maintenance) to major (transmission repair, accident
repair), as well as fuel costs.
Most vehicle replacement costs will be funded by Measure P sales tax revenues. Approximately $1.4 million is
allocated in the fiscal year 2024 Proposed Budget for the replacement of public safety and non-public safety vehicles
within the Measure P Fund.
For fiscal year 2024, the proposed revenue budget for the Fleet Fund is $6.4 million. The increase of revenues over
the fiscal year 2023 Adopted Budget are due to an increase in the size of the fleet and operating expenditures such
as fuel costs and automotive maintenance.
Fleet Fund Revenues
Category
FY 2023
Adopted
FY 2024
Proposed Change % Change
Charges for Services $ 198,771 $ 193,334 $ (5,437) (2.7%)
Other Revenue $ 4,562,265 $ 5,536,265 $ 974,000 21.3%
Transfers In $ 322,760 $ 690,314 $ 367,554 113.9%
Total Revenues $ 5,083,796 $ 6,419,913 $ 1,336,117 26.3%
Page 453 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 182
Fleet Fund
Expenditures
The Fleet fund’s expenditures include costs to maintain City vehicles, as well as to maintain and repair equipment
(mowers, generators, equipment trailers.) throughout the City. As discussed in the revenue summary above, these
costs are then allocated back to the affected departments based on several factors such as the number of vehicles/
equipment, repair history, and fuel usage.
The fiscal year 2024 Proposed Budget for Fleet Management expenditures is $5.9 million. This amount includes
funding for the necessary resources that will be required to sustain operations for service, repairs, and to fuel the
City’s fleet in fiscal year 2024.
Fleet Fund Expenditures
Category
FY 2023
Adopted
FY 2024
Proposed Change % Change
Personnel Services $ 1,256,595 $ 1,375,440 $ 118,845 9.5%
Supplies and Services $ 3,160,100 $ 4,134,127 $ 974,027 30.8%
Other Expenses $ 400 $ 91,385 $ 90,985 22746.3%
Utilities $ 85,789 $ 98,576 $ 12,787 14.9%
Internal Service Charges $ 25,982 $ 31,170 $ 5,188 20.0%
Transfers Out $ 131,001 $ 143,324 $ 12,323 9.4%
Total Expenditures $ 4,659,867 $ 5,874,022 $ 1,214,155 26.1%
Page 454 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 183
Fleet Fund
FLEET MANAGEMENT (391, 394)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 946,747 1,220,546 1,256,595 1,375,440
Supplies and Services 2,388,925 3,419,347 3,160,100 4,134,127
Other Expenses 182,404 145,460 400 91,385
Other Capital 72,359 203,900 - -
Utilities 67,776 92,307 85,789 98,576
Internal Service Charges 34,503 33,995 25,982 31,170
Transfers Out 41,524 90,452 131,001 143,324
Total Expenditures $ 3,734,238 $ 5,206,007 $ 4,659,867 $ 5,874,022
Revenues
Revenue from Other Agencies (2,045) - - -
Charges for Services (137,751) (120,141) (198,771) (193,334)
Other Revenue (3,564,989) (4,922,270) (4,562,265) (5,536,265)
Use of Money and Property (7,951) (157,066) - -
Transfers From Other Funds (218,942) (257,982) (322,760) (690,314)
Total Revenues $ (3,931,678) $ (5,457,459) $ (5,083,796) $ (6,419,913)
Net Fund Activity $ (197,440) $ (251,452) $ (423,929) $ (545,891)
Page 455 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 184
Fleet Fund
FLEET MANAGEMENT
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
391-Central Garage Fund 3,515,318 5,142,716 4,659,867 5,874,022
392-Equipment Vehicle Replacement - 240 - -
394-Vehicle Replacement Fund 218,921 63,051 - -
Total Expenditures $ 3,734,239 $ 5,206,007 $ 4,659,867 $ 5,874,022
Revenues
391-Central Garage Fund (3,606,995) (4,880,092) (4,770,036) (5,738,599)
392-Equipment Vehicle Replacement - (152,842) - -
394-Vehicle Replacement Fund (324,683) (424,525) (313,760) (681,314)
Total Revenues $ (3,931,678) $ (5,457,459) $ (5,083,796) $ (6,419,913)
Net Fund Activity $ (197,440) $ (251,452) $ (423,929) $ (545,891)
Page 456 of 690
May 09, 2023 Post Agenda
CAPITAL PROJECTS
FUNDS
Page 457 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 186
Capital Projects Funds
Capital Project Funds
Capital Projects Funds account for resources used for the acquisition and construction of capital facilities by the
City, with the exception of those assets financed by proprietary funds.
Assessment District Improvement Funds
These funds were established as depositories for monies received from issuance of bonds for various assessment
districts. The monies are used to finance the construction of public works improvements in the related districts.
Included in this group are funds 501 through 518.
Development Impact Fees (DIF)
These funds were established as depositories for various development impact fees. The fees are levied against all
new development in the City in order to pay for the construction or improvement of public facilities as a result of
City growth. Included in this group are the following funds:
■Fund 542: Drainage Development Impact Fee
This fee is levied against new development in specific areas of the City, based upon the drainage facility their
project will generate an impact on. The monies collected are used to fund construction of public improvements
designed to increase the capacity of the subject facilities, allowing the City to maintain service levels with
increased demand.
■Funds 560: Public Facilities Development Impact Fees
The Public Facilities Development Impact Fee (PFDIF) is levied against new development throughout the City to
mitigate the impacts of growth on the City’s public services. The monies collected are used in the construction
of new, and renovation of existing, public facilities.
■Fund 580: Pedestrian Bridge DIF
The Otay Ranch Pedestrian Bridge DIF is levied against all new development in Otay Ranch Villages 1, 2, 5, 6,
and 11 to fund the construction of pedestrian bridge improvements, as necessitated by growth in these villages.
■Fund 590: Transportation Development Impact Fee
The Transportation Development Impact Fee (TDIF) is levied against all new development in the City to fund the
construction of transportation improvements, as necessitated by growth in the City.
Other Transportation Funds
Included as a part of this group are the following:
■Fund 723: Bicycle Facilities
This fund is a depository for local Transportation Development Act funds, Article 3.0, received from the County
for bicycle related programs.
■Fund 725: Industrial Development Authority
The Industrial Development Authority (IDA) is a conduit-issuer of bonds, formed in February 1982 (Ordinance
1970) by the City of Chula Vista City Council. The IDA enables bonds to be issued with a tax-exempt status
but does not pledge City funds to repay the bond issues. The City can issue and sell bonds to provide financial
assistance that has a public benefit for the acquisition, construction and installation of facilities for industrial,
commercial, business or public utility purposes.
■Fund 735: Transportation Partnership
This fund is a depository for the revenues received from the State and Local Transportation Partnership Program.
Funds must be spent on street purposes.
Page 458 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 187
Capital Projects Funds
■Fund 736: Other Transportation Programs
This fund accounts for other miscellaneous Federal and State transportation grants received by the City.
■Fund 741: Proposition 1B Highway Safety
This fund is a depository for revenues received from the State government under Proposition 1B (The Highway
Safety, Traffic Reduction, Air Quality, and Port Security Act), as approved by voters in the November 2006 general
election. Funds must be spent on street purposes.
Miscellaneous Capital Improvement Program Funds
Included as part of this group are the following:
■Fund 713: Capital Improvement Fund
The Capital Improvement Fund is used to account for general purpose capital projects funded primarily from
General Fund. Funds are utilized to account for resources used for the acquisition and construction of capital
facilities by the City.
■Fund 715: Park Acquisition and Development (East)
This fund is a depository for fees collected from subdividers for the purpose of providing park and recreational
facilities directly benefiting and serving the residents of the regulated subdivision east of the 805. These funds
are collected pursuant to Chapter 17.10 of the Chula Vista Municipal Code, in accordance with authority granted
by Section 66477 of the California Government Code.
■Fund 716: Park Acquisition and Development (West)
This fund is a depository for fees collected from subdividers for the purpose of providing park and recreational
facilities directly benefiting and serving the residents of the regulated subdivision west of the 805. These funds
are collected pursuant to Chapter 17.10 of the Chula Vista Municipal Code, in accordance with authority granted
by Section 66477 of the California Government Code.
■Fund 717: Residential Construction Tax
This fund is a depository for fees levied for the construction, replacement, or conversion of all dwelling units
within the City including hotels and motels, collected pursuant to Chapter 3.32 of the Chula Vista Municipal Code.
Page 459 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 188
Capital Projects Funds
ASSESSMENT DISTRICTS IMPROVEMENT FUNDS
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Other Expenses 885 238 - -
Total Expenditures $ 885 $ 238 $ - $ -
Revenues
Other Revenue (2,738) - - -
Use of Money and Property (5,672) 30,110 - -
Total Revenues $ (8,410) $ 30,110 $ - $ -
Net Fund Activity $ (7,525) $ 30,347 $ - $ -
Page 460 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 189
Capital Projects Funds
ASSESSMENT DISTRICTS IMPROVEMENT FUNDS
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
507-Otay Valley Rd AD 90-2 Impvt - 20 - -
508-Assessment District 97-2 - 2 - -
511-OV Rd Fee Recovery District 885 216 - -
518-AD2005-1 Tobias Drive - 1 - -
Total Expenditures $ 885 $ 238 $ - $ -
Revenues
507-Otay Valley Rd AD 90-2 Impvt (459) 2,494 - -
508-Assessment District 97-2 (136) 110 - -
511-OV Rd Fee Recovery District (5,031) 27,467 - -
512-EL Greens II AD 94-1 Improvement (2,738) - - -
518-AD2005-1 Tobias Drive (47) 39 - -
Total Revenues $ (8,410) $ 30,110 $ - $ -
Net Fund Activity $ (7,525) $ 30,347 $ - $ -
Page 461 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 190
Capital Projects Funds
DEVELOPMENT IMPACT FEES FUNDS
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 4,440 - 57,000 57,000
Other Expenses 921,344 888,795 1,919,433 2,182,453
Other Capital 128,459 81,462 - -
Transfers Out 5,214,073 5,217,860 5,249,187 5,254,267
CIP Project Expenditures 2,093,217 1,334,273 120,000 24,972,750
Non-CIP Project Expenditures - - 15,000 15,000
Total Expenditures $ 8,361,533 $ 7,522,390 $ 7,360,620 $ 32,481,470
Revenues
Use of Money and Property (168,622) 2,299,094 (173,700) (164,000)
Charges for Services (13,098,587) (19,753,647) (13,922,000) (15,823,000)
Other Revenue (54,492) - - -
Total Revenues $ (13,321,702) $ (17,454,552) $ (14,095,700) $ (15,987,000)
Net Fund Activity $ (4,960,169) $ (9,932,163) $ (6,735,080) $ 16,494,470
Page 462 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 191
Capital Projects Funds
DEVELOPMENT IMPACT FEES FUNDS
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
542-Drainage DIF 105,323 244,539 13,291 13,291
560-Public Facilities DIF 6,344,098 5,837,696 6,559,607 6,827,707
580-Pedestrian Bridge DIFs 21,448 5,332 100,279 100,279
590-Transportation DIFs 1,890,664 1,434,822 687,443 25,540,193
Total Expenditures $ 8,361,533 $ 7,522,390 $ 7,360,620 $ 32,481,470
Revenues
542-Drainage DIF (18,029) 103,468 - -
560-Public Facilities DIF (7,541,697) (8,748,924) (9,188,000) (9,188,000)
580-Pedestrian Bridge DIFs (267,275) (322,124) (584,000) (85,000)
590-Transportation DIFs (5,494,701) (8,486,972) (4,323,700) (6,714,000)
Total Revenues $ (13,321,702) $ (17,454,552) $ (14,095,700) $ (15,987,000)
Net Fund Activity $ (4,960,169) $ (9,932,163) $ (6,735,080) $ 16,494,470
Page 463 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 192
Capital Projects Funds
OTHER TRANSPORTATION FUNDS
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
CIP Project Expenditures 3,243,327 570,830 - 12,772,000
Total Expenditures $ 3,243,327 $ 570,830 $ - $ 12,772,000
Revenues
Revenue from Other Agencies (3,267,979) (327,187) - (12,772,000)
Use of Money and Property (21) 17 - -
Transfers From Other Funds (960) - - -
Total Revenues $ (3,268,960) $ (327,170) $ - $ (12,772,000)
Net Fund Activity $ (25,632) $ 243,659 $ - $ -
Page 464 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 193
Capital Projects Funds
OTHER TRANSPORTATION FUNDS
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
725-Industrial Development Auth. - 0 - -
735-Transportation Partnership - 0 - -
736-Other Transportation Program 3,243,327 570,830 - 12,772,000
741-Prop 1B Highway Safety - 0 - -
Total Expenditures $ 3,243,327 $ 570,830 $ - $ 12,772,000
Revenues
735-Transportation Partnership (2) 2 - -
736-Other Transportation Program (3,268,939) (327,187) - (12,772,000)
741-Prop 1B Highway Safety (18) 15 - -
Total Revenues $ (3,268,959) $ (327,171) $ - $ (12,772,000)
Net Fund Activity $ (25,632) $ 243,659 $ - $ -
Page 465 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 194
Capital Projects Funds
MISCELLANEOUS CIP FUNDS
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services - - 50,000 50,000
Other Expenses 346,019 164,173 256,500 245,000
Transfers Out 669,367 689,931 749,759 750,444
CIP Project Expenditures 1,271,583 396,721 11,809,940 1,797,715
Non-CIP Project Expenditures - 88,309 - -
Total Expenditures $ 2,286,970 $ 1,339,133 $ 12,866,199 $ 2,843,159
Revenues
Taxes (540,025) (432,425) (325,505) (325,505)
Charges for Services (1,785,400) (4,333,475) (350,000) (800,000)
Other Revenue (341,569) (1,015,924) - -
Use of Money and Property (207,532) 1,133,656 (196,500) (185,000)
Transfers From Other Funds - (91,496) (11,750,000) (50,000)
Total Revenues $ (2,874,526) $ (4,739,665) $ (12,622,005) $ (1,360,505)
Net Fund Activity $ (587,557) $ (3,400,531) $ 244,194 $ 1,482,654
Page 466 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 195
Capital Projects Funds
MISCELLANEOUS CIP FUNDS
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
713-Capital Improvement Projects 1,272,526 486,668 11,701,434 1,799,149
715-Parkland Acquisition & DevFees 131,154 29,367 224,915 114,975
716-Western-Park Acquisition & Dev 213,922 156,289 273,268 261,768
717-Residential Construction Tax 669,367 666,809 666,582 667,267
Total Expenditures $ 2,286,970 $ 1,339,133 $ 12,866,199 $ 2,843,159
Revenues
713-Capital Improvement Projects (338,075) (1,132,925) (11,700,000) -
715-Parkland Acquisition & DevFees (1,094,375) (2,827,786) (546,500) (835,000)
716-Western-Park Acquisition & Dev (910,967) (358,469) (50,000) (200,000)
717-Residential Construction Tax (531,109) (420,484) (325,505) (325,505)
Total Revenues $ (2,874,526) $ (4,739,665) $ (12,622,005) $ (1,360,505)
Net Fund Activity $ (587,557) $ (3,400,531) $ 244,194 $ 1,482,654
Page 467 of 690
May 09, 2023 Post Agenda
DEBT SERVICE FUNDS
Page 468 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 197
debt service Funds
Debt Service Funds
The debt service requirement for the City, Public Financing Authority and Municipal Financing Authority is $37.1
million for fiscal year 2024. These funds do not include the Successor Agency to the Redevelopment Agency debt
as it is reported in the “Debt Administration” section of this document. The $36.9 million budgeted for debt service
funds is the required payments for the debt per the amortization schedules; however, the amounts actually paid for
debt service are usually less due to funds available with the trustee as a result of interest earnings or excess cash
in the various debt service funds that reduce the required cash outlay budgeted for the annual payment of the debt.
Debt service payments are made from various City funds in accordance with the legal documents governing
each borrowing. Currently, the debt is in the form of Certificates of Participation, Lease Revenue Bonds, Pension
Obligation Bonds, Long Term Notes and Financed Purchase Obligations. Debt has been issued by the City to pay
the City’s currently unamortized, unfunded accrued actuarial liability to CalPERS as of the 6/30/2019 valuation, and
to finance a wide variety of projects, including the construction of the Public Works Center, the Police Facility, parking
facilities, refurbishment of the Chula Vista Shopping Mall, property acquisitions, building remodeling, equipment
and software acquisition.
Debt Service – City Fund
Debt Service for City Fund accounts for the activities of the City’s bonds (not issued by the CV Public Financing
Authority or the CV Municipal Financing Authority), notes and financed purchases. Debt service expenditures for
the City Fund are approximately $19.6 million offset by revenues of $19.6 million. To follow is a brief description of
the City’s debt service funds.
■Fund 100: General Fund - DHCD ERAP Loan
In May 2022 the City was approved for a loan of $8.6 million and received a total of $3.4 million from the U.S.
Department of Housing and Community Development (DHCP), under the ERAP loan program. No additional
disbursements are anticipated. Repayment of these funds are anticipated to be covered by a federal allocation
in accordance with Senate Bill No. 115, Budget Act of 2021.
■Fund 220: Sales Tax Measure P - Financed Purchases
In July 2020 the City was approved for a loan of $2.3 million from Bank of America for the acquisition of one
Pierce Aerial Ladder Truck (tiller) and one Pierce Arrow XT Triple Combination Pumper/Fire Engine. These funds
will be repaid from Measure A tax revenue.
■Fund 410: Transport Enterprise Fund - Financed Purchase
In July 2020, as part of the loan agreement of the $2.3 million above, an additional $4.5 million was approved
by Bank of America for additional equipment pertaining to the Ambulance Transport Enterprise Program. These
funds will be repaid from revenues from the new Ambulance Transport Enterprise Program.
■Fund 442: CDBG Section 108 Loan
In June of 2008, the City received a loan of $9.5 million from the U.S. Department of Housing and Urban
Development (HUD), under the Section 108 program. These funds will be repaid with a portion of the City’s annual
CDBG allocation, over the next 20 years. The funds will be used for the ‘Castle Park Infrastructure Project’. The
Section 108 loan is an ‘advance’ of future CDBG entitlement funds, and, as such, is repaid with a portion of the
City’s annual entitlement.
On November 27, 2018, the City received notice from HUD regarding the opportunity to refinance the existing loan
with a lower interest rate. On December 6, 2018, the City notified HUD of its election to redeem the current note.
The City signed the agreement for the refinancing on January 23, 2019. This refinancing resulted in cost savings
to the City from lower interest rates received during the remaining life of the loan.
Page 469 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 198
debt service Funds
■Fund 451: Long-Term Debt City of Chula Vista
In February of 2021, the City issued the 2021 Pension Obligation Bonds in the amount of $350,025,000 to pay the
balance of Miscellaneous and Safety plans Unfunded Actuarial Liability (UAL) based on the CalPERS Actuarial
Valuation as of June 30, 2019. The source of repayment is from the General Fund and other City funds over the
remaining life of the bonds. The term of the bonds is through calendar year 2045. Future pension liabilities will
be addressed by the City’s Section 115 Trust that has been specifically established for future pension related
liabilities.
■Fund 452: Capital Leases
This fund was established to account for the financed purchases of the Fire Department’s apparatuses, the
Police Department’s Mobile Data Computers, and Energy Conservation equipment.
In December 2012, the City entered into a lease purchase agreement with Bank of America to purchase certain
energy conservation equipment. The agreement would bridge the financial gap between the Municipal Streetlight
Retrofit Project capital costs and the available rebates for energy conservation equipment.
In August 2016, the City entered into a financed purchase agreement with JP Morgan Chase Bank, N.A. for the
acquisition of one Pierce Fire Engine. In 2018, it was decided that this lease would be paid out of the revenues
from the newly adopted tax increase known as Measure P.
In October 2019, the City entered into a Capital Lease Agreement with DELL Financial Services for 120 Mobile
Data Computers. In Fiscal Year 2022, this agreement converted to a GASB 87 Lease per the new GASB 87 Lease
implementation and is no longer considered part of long-term debt. Please refer to note 12 of the ACFR for
additional information.
■Fund 453: Energy Loan Repayment
This fund accumulates payment of principal and interest on a loan obtained through the California Energy
Commission to fund various energy conservation capital projects.
On July 23, 2013, the City Council authorized a 16-year lease purchase agreement with Bank of America to fund
various solar energy projects for City facilities. The original amount of the loan was $2,121,500 and will be repaid
through future energy savings.
■Fund 560: Financed Purchases
In October 2018, the City entered into a financed purchase loan agreement with JP Morgan to purchase one Pierce
Arrow XT Triple Combination Pumper/Fire Engine. The total loan amount is $720,785.92 and it will be repaid from
revenues from the Public Facilities Development Impact Fees (PFDIF) Fund.
In November 2022, the City entered into a financed purchase agreement with JP Morgan to purchase two Pierce
Arrow XT Pierce’s Ultimate Configuration (PUC) Pumpers and one Pierce Arrow XT 107’ Tractor Drawn Aerial
(TDA) engine. The total loan amount is $$3,986,966.63 and it will be repaid from revenues from the PFDIF Fund.
Debt Service – Chula Vista Public Financing Authority
The Chula Vista Public Financing Authority (PFA) formed in April 1995 to provide for financing of acquisition,
construction and improvement of public capital improvements. The PFA has been used to issue Certificates of
Participation on behalf of the City.
Debt service expenditures for the PFA are approximately $6.8 million with offsetting revenues of $6.8 million. To
follow is a brief description of the Chula Vista PFA - debt service funds.
■Fund 475: 2014 Refunding Certificates of Participation
In March 2014, the Public Financing Authority issued the 2014 COP in the amount of $45,920,000 to refinance
the outstanding principal balance of the 2002 Certificates of Participation. The source of repayment of the
certificates is the lease payments to be made by the General Fund and PFDIF to the Public Financing Authority.
The term of the certificates is through calendar year 2032.
Page 470 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 199
debt service Funds
■Fund 476: 2015 Refunding Certificates of Participation
In September 2015, the Public Financing Authority issued the 2015 COP in the amount of $34,330,000 to refinance
the outstanding principal balance of the 2004 Certificates of Participation and to refinance part of the outstanding
principal balance of the 2006 Certificates of Participation. The source of repayment of the certificates is the lease
payments to be made by General Fund and PFDIF to the Public Financing Authority. The term of the certificates
is through calendar year 2034.
■Fund 477: 2016 Refunding Certificates of Participation
In July 2016, the Public Financing Authority issued the 2016 COP in the amount of $8,600,000 to refinance
the outstanding principal balance of the 2006 Certificates of Participation. The source of repayment of the
certificates is the lease payments to be made by General Fund and PFDIF to the Public Financing Authority. The
term of the certificates is through calendar year 2036.
Debt Service – Chula Vista Municipal Financing Authority
The Chula Vista Municipal Financing Authority (MFA) formed in June 2013 to provide for financing or refinancing
for the acquisition, construction and improvement of public capital improvements. The MFA has been used to issue
Lease Revenue Refunding Bonds on behalf of the City.
Debt service expenditures for the MFA are approximately $10.3 million with offsetting revenues of $10.3 million. To
follow is a brief description of the Chula Vista MFA debt service funds.
■Fund 478: 2016 Lease Revenue Refunding Bonds
In July 2016, the Municipal Financing Authority issued the 2016 LRRB in the amount of $25,885,000 to refinance
the outstanding principal balance of the 2010 Certificates of Participation. The source of repayment of the LRRBs
is the lease payments to be made by General Fund and PFDIF to the Municipal Financing Authority. The term of
the lease is through calendar year 2033.
■Fund 479: Lease Revenue Bonds Series 2017A & Series 2017B
In December 2017, the Municipal Financing Authority issued the 2017 LRB Series A in the amount of $12,045,000
and the 2017 LRB Series B in the amount of $1,085,000 to finance photovoltaic energy systems at various City
facilities. The source of repayment of the LRB is the lease payments to be made by the General Fund to the
Municipal Financing Authority. The term of the Series 2017A lease is through calendar year 2048 and the term
of the Series 2017B lease is through calendar year 2028.
■Fund 480: 2017 Lease Revenue Bonds Series
In July 2017, the Municipal Financing Authority issued the 2017 Lease Revenue Bonds in the amount of $61,355,000
under Fund 220 to finance critical City infrastructure, facilities, and equipment. The source of repayment of the
2017 Lease Revenue Bonds is revenue generated from the citizen-approved Measure P Sales tax. The term of
the issuance is through calendar year 2027. Fund 220 is reported under the General column of the financial
statements. In Fiscal Year 2022, fund 480 was created to report the bond-related activity under the Municipal
Financing Authority column of the financial statements.
Page 471 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 200
debt service Funds
DEBT SERVICE – CITY FUNDS (442 - 453)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 306,894,800 12,132,292 - -
Supplies and Services - 3,665 5,000 4,581
Other Expenses 2,531,732 16,416,442 17,244,498 16,470,016
Total Expenditures $ 309,426,531 $ 28,552,399 $ 17,249,498 $ 16,474,597
Revenues
Other Revenue (308,500,099) (12,213,236) (270,700) (7,000)
Use of Money and Property (558) 2,289 - -
Transfers From Other Funds (1,407,706) (16,328,545) (16,992,397) (16,447,040)
Total Revenues
$
(309,908,363) $ (28,539,492) $ (17,263,097) $ (16,454,040)
Net Fund Activity $ (481,832) $ 12,907 $ (13,599) $ 20,557
Page 472 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 201
debt service Funds
DEBT SERVICE – CITY FUNDS (442 - 453)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
442-CDBG Section 108 Loan 633,650 644,746 657,214 669,863
451-Long Term Debt - City of CV 307,995,151 27,120,619 15,741,641 15,290,749
452-Equipment Lease Fund 308,268 302,390 540,818 208,019
453-Energy Conservation Loans 489,462 484,644 309,825 305,966
Total Expenditures $ 309,426,531 $ 28,552,399 $ 17,249,498 $ 16,474,597
Revenues
442-CDBG Section 108 Loan (633,650) (644,746) (657,214) (669,863)
451-Long Term Debt - City of CV (308,476,104) (27,113,839) (15,741,641) (15,270,192)
452-Equipment Lease Fund (308,538) (296,263) (296,418) (208,019)
453-Energy Conservation Loans (490,071) (484,644) (567,824) (305,966)
Total Revenues
$
(309,908,363) $ (28,539,492) $ (17,263,097) $ (16,454,040)
Net Fund Activity $ (481,832) $ 12,907 $ (13,599) $ 20,557
Page 473 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 202
debt service Funds
DEBT SERVICE – PUBLIC & MUNICIPAL FINANCING AUTHORITIES (475 - 480)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 95,076 34,270 36,255 34,400
Other Expenses 9,594,850 17,747,481 17,444,320 17,152,951
Total Expenditures $ 9,689,926 $ 17,781,751 $ 17,480,575 $ 17,187,351
Revenues
Other Revenue (318,145) (314,851) (246,000) (243,000)
Use of Money and Property (21,172) (544,903) - -
Transfers From Other Funds (9,366,881) (17,466,510) (17,234,575) (16,944,351)
Total Revenues $ (9,706,198) $ (18,326,264) $ (17,480,575) $ (17,187,351)
Net Fund Activity $ (16,272) $ (544,513) $ - $ -
Page 474 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 203
debt service Funds
DEBT SERVICE – PUBLIC & MUNICIPAL FINANCING AUTHORITIES (475 - 480)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
475-2014 COP Refunding 3,612,331 3,607,831 3,611,082 3,619,582
476-2015 Refunding COP 2,935,013 2,925,013 2,923,768 2,926,770
477-2016 Ref COP Civic Ctr/Nature 290,850 286,550 287,551 287,552
478-2016 LRRB PFDIF/COP 2,157,375 2,146,675 2,149,276 2,153,475
479-2017 CREBs LRBs 694,358 675,132 681,646 686,575
480-2017 Measure P LRBs - 8,140,550 7,827,252 7,513,397
Total Expenditures $ 9,689,926 $ 17,781,751 $ 17,480,575 $ 17,187,351
Revenues
475-2014 COP Refunding (3,616,507) (3,735,208) (3,611,082) (3,619,582)
476-2015 Refunding COP (2,945,173) (3,211,365) (2,923,768) (2,926,770)
477-2016 Ref COP Civic Ctr/Nature (292,483) (418,602) (287,551) (287,552)
478-2016 LRRB PFDIF/COP (2,157,678) (2,147,297) (2,149,276) (2,153,475)
479-2017 CREBs LRBs (694,357) (675,150) (681,646) (686,575)
480-2017 Measure P LRBs - (8,138,642) (7,827,252) (7,513,397)
Total Revenues $ (9,706,198) $ (18,326,264) $ (17,480,575) $ (17,187,351)
Net Fund Activity $ (16,272) $ (544,513) $ - $ -
Page 475 of 690
May 09, 2023 Post Agenda
Page 476 of 690
May 09, 2023 Post Agenda
OTHER FUNDS
Page 477 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 206
other Funds
Other Funds
The funds included in this section include miscellaneous Special Revenue and Internal Service funds. Special
Revenue Funds are used to account for proceeds derived from various revenue sources, which are legally restricted
to expenditures for specific purposes. Internal Service Funds are used to finance and account for goods, special
activities, and services performed by one City department for other City departments on a cost reimbursement basis.
Internal Service Funds account for the activities of worker’s compensation, insurance, and technology replacement.
To follow is a brief description of the City’s special revenue funds.
Transportation Funds
Included in this group are the following funds:
■Fund 221: Gas Tax
This fund accounts for the receipt and expenditure of all monies received from the State under Street and Highway
Code Sections 2103, 2105, 2106, 2107, 2107.5, and the Road Repair and Accountability Act of 2017 (Senate Bill
1). The allocations must be spent for street maintenance or construction and a limited amount for engineering.
■Fund 227: Transportation Sales Tax
This fund was established to account for the receipt and disbursement of all transportation sales tax (TransNet)
revenues for the City. In November 1987, San Diego County voters first approved the Transportation Program
(TransNet). In November of 2004, voters approved a 40-year extension of the program, which funds transportation
improvements throughout the region via a half-cent local sales tax. The City’s allocation of regional funds is based
upon population and the number of local street and road miles maintained by the City.
Parking Funds
Included as part of this group are the following funds:
■Fund 241: Parking Meter
Parking Meter Fund revenues are generated through two sources: coin deposits from parking meters located
in the downtown area and parking citation payments for expired meter violations. These funds pay for the coin
collection and maintenance of the meters, the parking enforcement staff that monitors the downtown area, and
general upkeep and signage of the downtown parking lots.
■Fund 243: Town Center I Parking
This fund is used to account for revenues from an in-lieu parking fee. This in-lieu parking fee applies to any
developer of a new commercial building or addition to an existing commercial building within the Downtown
Parking District. Use of monies in this fund is restricted to the purchase or development of parking sites.
Public Safety Funds
Included in this group are the following funds:
■Fund 245: Traffic Safety
This fund is a depository for all monies derived from vehicle code fines, excluding parking violations. The fines
are collected through the County court system and remitted to the City monthly. These monies may be expended
only for traffic control devices and equipment and maintenance thereof or for the maintenance, improvement
or construction of public streets.
This fund was established to account for the receipt and disbursement of local grant funds received by the City
(non-Federal or State Grants).
Page 478 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 207
other Funds
Library/Cultural Arts Funds
Included in this group are the following Permanent funds:
■Fund 267: Permanent Endowments Fund
The Permanent Endowments Fund was established from a contribution from Gayle McCandliss in 1991 shortly
after she passed away. Consistent with her wishes, it was established as a perpetual fund to recognize and
provide monetary support or recognition to individuals or groups who make substantial contributions to the arts
in the City of Chula Vista.
Sundry Grant & Miscellaneous Funds
Included as part of this group are the following funds:
■Fund 223: Telephone Users Tax (TUT) Common Fund
This fund is used to account for funds in accordance with a 2014 settlement agreement that resolved a class
action lawsuit challenging the City’s collection of Telephone Users’ Taxes from wireless customers.
■Fund 225: Community Purpose Facilities (CPF) Benefit Funds
This fund is used to account for resources related to Community Purpose Facility requirements for development
projects under Chula Vista Municipal Code Section 19.48.025. These requirements enable the City to adopt
measures providing for the development of the surrounding area to be compatible with the planned community
zone.
■Fund 250: National Opioid Settlement
This fund is utilized for the National Opioid Settlement against manufacturers, distributors and other entities
responsible for aiding the opioid epidemic. Funds are to be utilized for opioid abatement activities. Payments
are expected to be received through 2038.
■Fund 263: Economic Development Developer Contributions
This fund was established to account for contributions from developers and eligible expenditures related to
economic development in the City.
■Fund 264: Donations
This fund is used to account for donations to the City for various programming.
■Fund 268: American Rescue Plan Act of 2021
This fund is used to account for federal funds under the American Rescue Plan Act of 2021 Coronavirus State
and Local Fiscal Recovery Funds program.
■Fund 269: Other Grant Fund
The Other Grants Fund was established to account for all grants other than Federal and State grants such as:
San Diego Neighborhood Reinvestment Program and Be the Change grants.
■Fund 270: Mobile Home Rent Review Program Fund
This fund is a depository for monies collected for the Mobile Home Administrative Fee. This fee was established in
July 2011 to ensure a consistent funding source for administration and implementation of Chula Vista Municipal
Code 9.50 – Mobile Home Park Space Rent Review.
■Fund 271: Local Grants
This fund was established to account for the receipt and disbursement of local grant funds received by the City
(non-Federal or State Grants).
■Fund 272: Federal Grants Fund
This fund was established to account for the receipt and disbursement of all Federal Grants received by the City.
Page 479 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 208
other Funds
■Fund 273: State Grants Fund
This fund was established to account for the receipt and disbursement of all State Grants received by the City
(excluding Recreation related grants).
Environmental Services and Conservation Funds
Included as part of this group is the following fund:
■Fund 282: Environmental Services
The Environmental Services fund is a depository for revenue that is generated primarily by a 5% surcharge (AB 939
fees) applied to the refuse rates for residential and commercial customers. The surcharge is authorized by the
State to recover the costs of developing and implementing source reduction, recycling, and composting programs
that are implemented to meet the State mandate to divert 50% of all waste generated annually in the City from
landfills. The fund also includes two annual flat fees paid by the franchise hauler under the franchise agreement
to cover litter container costs and to support the programs public education and enforcement service costs.
Storm Drain Fund
Storm Drain Revenue (Fund 301) – In accordance with Chapter 14.16 of the Chula Vista Municipal Code all proceeds
of the storm drain fee are deposited into the Storm Drain Revenue Fund. Monies in this fund may only be used for
storm drain purposes. The monthly storm drain service charge is included on the sewer bill.
Community Development Block Grant Housing Program Fund
The overall CDBG entitlement funds are now budgeted in Fund 272 – Federal Grants.
■311: CDBG Housing Program
These funds are depositories of grant entitlement monies received from the Department of Housing and Urban
Development for the Housing Program. The purpose of these monies is for community development projects;
eligible activities include those that:
●Benefit low and moderate income people.
●Eliminate substandard housing and blight.
●Alleviate conditions posing a serious health and/or safety hazard.
Open Space District Funds
These funds are a depository for all monies received for all flat rate property tax assessments levied against benefiting
property owners for all maintenance of open space areas. Included in this group are funds 342 through 389.
The total assessment amount for each Open Space District is calculated each year based upon the cost of providing
services within the district. This assessment rate is limited to the prior year’s amount, increased by the lesser of
two local indexes. In recent years the indexed increases were not effectively keeping pace with the actual costs
of providing these services to the property owners. In fiscal year 2007-08 staff went through the Proposition 218
process on seven districts/zones, in order to bring revenues in line with actual maintenance costs. Only one of the
seven districts were approved for an increase in assessment. As a result, a concentrated effort has been made to
reduce expenditures within available resources.
Page 480 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 209
other Funds
Miscellaneous Special Revenue Funds
Included in this group are the following funds:
■Fund 105: Bayfront Lease Revenue Fund
This fund was established as part of the City’s Bayfront Master Plan and the development of the Gaylord Pacific
Resort and Convention Center under a Revenue Sharing Agreement between the City, Port of San Diego and
developer RIDA Chula Vista, LLC. Revenues include transfers from the General Fund based on: 1) Master Service
Agreement in which the Port of San Diego reimburses the City for municipal public safety services provided by the
City in the tidelands area; and 2) project-generated revenues. Project revenues include Transient Occupancy Tax
and Sales Tax revenues generated by the Bayfront Project geographic area. Expenditures include contributions
to the Chula Vista Bayfront Facilities Financing Authority. The Bayfront Financing Authority was created as a
joint powers agreement between the City of Chula Vista, the County of San Diego, and the San Diego Unified
Port District for the purpose of issuing tax exempt debt obligations to finance development of the Chula Vista
Bayfront Master Plan area.
■Fund 316: Public Educational & Governmental Fees Fund
This fund was established to account for the fees associated with regulating video service providers holding
state video franchised pursuant to the Digital Infrastructure and Video Competition Act of 2006.
■Fund 340: Pension Reserve Fund - Section 115 Trust
The Pension & OPEB Reserve Fund Policy (PRF) established an Irrevocable Section 115 Trust Fund where all
PRF contributions will be made to cover the following: repayment of future CalPERS unfunded liabilities in part
or whole; establishment of an OPEB reserve fund; to pay off any outstanding Pension Obligation Bonds; and any
other unanticipated pension related costs or charges. Upon meeting the 15% General Fund Operating Reserves,
75% of all future surplus funds shall be transferred to the PRF while the remaining 25% is allocated to the
Economic Contingency Reserves and Catastrophic Event reserves in accordance with the General Fund Reserve
Policy. In the event all three General Fund reserve accounts are fully funded at the stated policy percentage, 100%
of surplus funds will be transferred to the PRF until it reaches 15% of annual General Fund budgeted expenditures
(excluding Measure A and P Sales taxes).
Internal Service Funds
Included as part of this group are the following funds:
■Fund 234: Advanced Life Support (ALS) Fund
This fund accounts for the receipt of pass-through revenue from ambulance services to fund the First Responder
Advanced Life Support program.
■Fund 341: Public Liability Trust Fund
This fund is a depository for contributions made from the General Fund to provide an appropriate reserve level to
pay for uninsured and deductibles for public liability losses. The City is self-insured for amounts up to $250,000
per claim.
■Fund 393: Technology Replacement Fund
The Technology Replacement Fund is an internal service function that provides for the replacement of computers
and related technology equipment. Funds from departments’ operating budgets are transferred to the Technology
Replacement Fund for future replacement of equipment included in the program. Due to economic reasons, the
program has not been funded for several years. Computer replacement has been included in various funds based
on available resources.
■Fund 394: Vehicle Replacement Fund
The Vehicle Replacement Fund was established to set aside funds for the purchase and/or replacement of
vehicles.
Page 481 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 210
other Funds
■Fund 398 Workers’ Compensation
This fund is a depository for contributions made from all funds, which have personnel allocated to them, to pay
for annual costs related to workers’ compensation liabilities including the provision of an appropriate reserve
to pay uninsured claims costs. The City is self-insured for amounts up to $1.0 million per claim. The amount of
the reserve and the required annual transfer is determined by the Director of Finance, based on experience and
consultation with the Risk Manager.
Other Enterprise Funds
Included as part of this group are the following funds:
■Fund 406: Chula Vista Municipal Golf Course
This fund is used to account for revenues and expenditures related to the operation of the Chula Vista Municipal
Golf Course.
■Fund 407: Living Coast Discovery Center
This account is to track revenues and expenses related to the Living Coast Discovery Center.
■Fund 409: Chula Vista Elite Athlete Training Center
This fund accounts for the revenues and expenditures related to the management of the Chula Vista Elite Athlete
Training Center.
■Fund 410: Transport Enterprise
This fund accounts for the revenues and expenditures related to the management of the Fire Department’s
Transport Program.
Page 482 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 211
other Funds
OTHER FUNDS – TRANSPORTATION FUNDS (221, 227)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 215,500 218,531 241,201 240,706
Supplies and Services - 18,471 - -
Other Expenses 12,834 3,815 - -
Other Capital 161,503 - - -
Internal Service Charges - - 5,973 6,874
Transfers Out 4,338,696 4,426,435 4,594,140 4,715,678
CIP Project Expenditures 16,378,389 4,166,578 18,659,565 19,588,671
Non-CIP Project Expenditures 30,170 - - -
Total Expenditures $ 21,137,092 $ 8,833,829 $ 23,500,879 $ 24,551,929
Revenues
Taxes (6,883,741) (3,867,096) (6,673,500) (6,673,500)
Revenue from Other Agencies (11,629,502) (12,103,336) (14,261,679) (14,759,410)
Charges for Services - (1,407) - -
Transfers From Other Funds - (4,000) (2,000) (2,000)
Use of Money and Property (369,518) 419,108 - -
Total Revenues $ (18,882,761) $ (15,556,730) $ (20,937,179) $ (21,434,910)
Net Fund Activity $ 2,254,331 $ (6,722,901) $ 2,563,700 $ 3,117,019
Page 483 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 212
other Funds
OTHER FUNDS – TRANSPORTATION FUNDS (221, 227)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
221-Transportation Grants-Gas Tax 11,221,005 5,994,481 14,701,379 15,159,429
227-Transportation Sales Tax 9,916,087 2,839,348 8,799,500 9,392,500
Total Expenditures $ 21,137,092 $ 8,833,829 $ 23,500,879 $ 24,551,929
Revenues
221-Transportation Grants-Gas Tax (11,389,484) (11,622,257) (14,263,679) (14,761,410)
227-Transportation Sales Tax (7,493,277) (3,934,473) (6,673,500) (6,673,500)
Total Revenues $ (18,882,761) $ (15,556,730) $ (20,937,179) $ (21,434,910)
Net Fund Activity $ 2,254,331 $ (6,722,901) $ 2,563,700 $ 3,117,019
Page 484 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 213
other Funds
OTHER FUNDS – PARKING FUNDS (241 - 243)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 356,484 399,307 360,700 360,700
Other Expenses 123,834 214,526 198,500 198,500
Utilities 35,840 37,816 28,454 28,454
Transfers Out - 961 1,227 1,227
CIP Project Expenditures 462 59,047 - -
Total Expenditures $ 516,621 $ 711,656 $ 588,881 $ 588,881
Revenues
Licenses and Permits (20,873) - (25,000) (25,000)
Fines, Forfeitures, Penalties (142,067) (267,274) (200,000) (200,000)
Other Revenue (8,050) (75,076) - -
Use of Money and Property (220,474) (365,477) (365,000) (365,000)
Total Revenues $ (391,463) $ (707,827) $ (590,000) $ (590,000)
Net Fund Activity $ 125,157 $ 3,829 $ (1,119) $ (1,119)
Page 485 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 214
other Funds
OTHER FUNDS – PARKING FUNDS (241 - 243)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
241-Parking Meter 516,621 711,613 588,881 588,881
243-Town Center I Parking District - 44 - -
Total Expenditures $ 516,621 $ 711,656 $ 588,881 $ 588,881
Revenues
241-Parking Meter (382,458) (638,205) (590,000) (590,000)
243-Town Center I Parking District (9,006) (69,622) - -
Total Revenues $ (391,463) $ (707,827) $ (590,000) $ (590,000)
Net Fund Activity $ 125,157 $ 3,829 $ (1,119) $ (1,119)
Page 486 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 215
other Funds
OTHER FUNDS – PUBLIC SAFETY FUNDS (245, 256)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 38,291 34,389 38,500 38,500
Other Expenses 335 56 - -
Transfers Out 399,140 399,140 399,140 399,140
Total Expenditures $ 437,766 $ 433,585 $ 437,640 $ 437,640
Revenues
Fines, Forfeitures, Penalties (345,745) (264,647) (437,640) (437,640)
Use of Money and Property 4,131 10,548 - -
Transfers From Other Funds - (124,557) - -
Total Revenues $ (341,614) $ (378,656) $ (437,640) $ (437,640)
Net Fund Activity $ 96,151 $ 54,929 $ - $ -
OTHER FUNDS – PUBLIC SAFETY FUNDS (245, 256)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
245-Traffic Safety 437,766 433,585 437,640 437,640
Total Expenditures $ 437,766 $ 433,585 $ 437,640 $ 437,640
Revenues
245-Traffic Safety (342,012) (378,663) (437,640) (437,640)
256-Asset Seizure 398 7 - -
Total Revenues $ (341,614) $ (378,656) $ (437,640) $ (437,640)
Net Fund Activity $ 96,151 $ 54,929 $ - $ -
Page 487 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 216
other Funds
OTHER FUNDS – PERMANENT ENDOWMENTS FUND (267)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Revenues
Use of Money and Property 88 194 - -
Total Revenues $ 88 $ 194 $ - $ -
Net Fund Activity $ 88 $ 197 $ - $ -
Page 488 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 217
other Funds
OTHER FUNDS – SUNDRY GRANT & MISC FUNDS
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 6,944,836 7,351,957 7,055,705 3,369,242
Supplies and Services 2,167,020 1,372,732 2,256,800 2,169,610
Other Expenses 6,642,771 36,558,404 1,422,590 321,391
Other Capital 496,351 127,962 916,704 420,000
Utilities 912 688 4,653 -
Internal Service Charges 2,135 2,773 2,744 3,261
Transfers Out 2,049,493 4,467,143 19,363,711 1,289,346
CIP Project Expenditures 974,854 1,330,470 9,500,000 363,934
Non-CIP Project Expenditures 1,630,045 3,260,890 2,570,308 -
Total Expenditures $ 20,908,416 $ 54,473,018 $ 43,093,215 $ 7,936,784
Revenues
Revenue from Other Agencies (18,760,530) (48,999,427) (40,094,223) (4,412,985)
Charges for Services (267,400) (261,568) (206,930) (206,930)
Other Revenue (907,612) (490,399) (72,333) (10,000)
Use of Money and Property (870,586) 1,188,020 (48,000) -
Transfers From Other Funds (104,436) (637,531) (465,959) (79,299)
Total Revenues $ (20,910,564) $ (49,200,906) $ (40,887,445) $ (4,709,214)
Net Fund Activity $ (2,148) $ 5,272,112 $ 2,205,770 $ 3,227,570
Page 489 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 218
other Funds
OTHER FUNDS – SUNDRY GRANT & MISC FUNDS
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
223-Utility Tax Settlement - 22 - -
268-American Rescue Plan Act of 2021 30,357 3,582,761 28,024,962 1,119,000
269-Other Grants 710,037 237,803 102,333 75,000
270-Mobile Park Fee 32,259 30,889 65,000 65,000
271-Local Grants 125,654 66,044 297,296 258,564
272-Federal Grants 17,778,391 47,894,624 13,182,253 5,053,103
273-State Grants 2,231,718 2,660,875 1,421,371 1,366,117
Total Expenditures $ 20,908,416 $ 54,473,018 $ 43,093,215 $ 7,936,784
Revenues
223-Utility Tax Settlement (513) 2,787 - -
268-American Rescue Plan Act of 2021 (394,686) (2,266,437) (28,767,625) -
269-Other Grants (933,346) (288,390) (102,333) (75,000)
270-Mobile Park Fee (28,356) (32,180) (65,000) (65,000)
271-Local Grants (134,148) (172,112) (75,000) (15,000)
272-Federal Grants (16,986,472) (44,982,990) (10,909,165) (3,490,116)
273-State Grants (2,433,042) (1,461,585) (968,322) (1,064,098)
Total Revenues $ (20,910,564) $ (49,200,906) $ (40,887,445) $ (4,709,214)
Net Fund Activity $ (2,148) $ 5,272,112 $ 2,205,770 $ 3,227,570
Page 490 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 219
other Funds
OTHER FUNDS – ENVIRONMENTAL SERVICES (282)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 543,532 671,188 886,709 1,061,211
Supplies and Services 942,879 771,655 1,401,352 1,401,856
Other Expenses 103,431 51,151 110,351 110,351
Other Capital 21,914 87 4,600 4,600
Utilities 17,339 7,379 18,558 18,558
Internal Service Charges 8,453 11,772 8,666 10,413
Transfers Out 192,585 401,326 400,610 468,976
Non-CIP Project Expenditures (19) - - -
Total Expenditures $ 1,830,113 $ 1,914,558 $ 2,830,846 $ 3,075,965
Revenues
Revenue from Other Agencies (177,118) - - -
Charges for Services (1,528,732) (1,573,840) (1,416,799) (1,416,799)
Other Revenue (317,515) (400,395) (139,726) (139,726)
Transfers From Other Funds - (15,000) (7,000) (7,000)
Total Revenues $ (2,023,365) $ (1,989,235) $ (1,563,525) $ (1,563,525)
Net Fund Activity $ (193,251) $ (74,677) $ 1,267,321 $ 1,512,440
Page 491 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 220
other Funds
OTHER FUNDS – STORM DRAIN FUND (301)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 171,063 151,515 348,100 348,100
Other Expenses 1,876 481 - -
Transfers Out - - 128,284 218,284
Total Expenditures $ 172,939 $ 151,995 $ 476,384 $ 566,384
Revenues
Fines, Forfeitures, Penalties (900) (200) (5,000) (5,000)
Charges for Services (589,446) (625,970) (585,000) (585,000)
Other Revenue (4,495) 1,279 - -
Use of Money and Property (15,417) 56,872 - -
Total Revenues $ (610,257) $ (568,020) $ (590,000) $ (590,000)
Net Fund Activity $ (437,318) $ (416,024) $ (113,616) $ (23,616)
Page 492 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 221
other Funds
OTHER FUNDS – CDBG HOUSING PROGRAM (311)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 90 41 - -
Other Expenses 23,570 18,090 25,000 25,000
Non-CIP Project Expenditures 1,875 1,875 75,000 75,000
Total Expenditures $ 25,536 $ 20,007 $ 100,000 $ 100,000
Revenues
Revenue from Other Agencies (27,988) - (100,000) (100,000)
Other Revenue (15,000) (33,310) - -
Total Revenues $ (42,988) $ (33,310) $ (100,000) $ (100,000)
Net Fund Activity $ (17,452) $ (13,304) $ - $ -
Page 493 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 222
other Funds
OTHER FUNDS – OPEN SPACE DISTRICT FUNDS (342 - 389)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 9,432,694 9,396,012 12,193,882 13,079,978
Other Expenses 2,135,305 2,574,560 2,742,555 2,938,199
Other Capital 13,338 - - -
Utilities 2,786,300 2,585,088 4,020,466 4,028,597
Internal Service Charges - - 2,957 3,403
Transfers Out 237,773 258,531 265,273 323,271
Non-CIP Project Expenditures 3,500 - - -
Total Expenditures $ 14,608,910 $ 14,814,191 $ 19,225,133 $ 20,373,448
Revenues
Other Revenue (18,642,624) (19,717,838) (19,278,901) (20,707,027)
Use of Money and Property (211,598) 1,298,699 - -
Transfers From Other Funds (506,826) (517,996) (510,922) (700,768)
Total Revenues $ (19,361,048) $ (18,937,135) $ (19,789,823) $ (21,407,795)
Net Fund Activity $ (4,752,138) $ (4,122,944) $ (564,690) $ (1,034,347)
Page 494 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 223
other Funds
OTHER FUNDS – OPEN SPACE DISTRICT FUNDS (342 - 389)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
342-CFD 11-M Rolling Hills McM 161,011 161,334 238,368 247,761
343-CFD 12-M Otay Ranch Village 7 488,161 449,252 655,002 659,315
344-CFD 13-M Otay Ranch Village 2 411,291 472,746 1,502,375 1,554,382
345-CFD 12M Village 7 Otay Ranch 516,072 526,770 649,655 697,840
346-CFD 14M-A-EUC Millenia 278,358 211,187 241,609 289,474
347-CFD 14M-B-EUC Millenia 265,553 332,169 483,178 646,988
348-CFD 18M Village 3 Otay Ranch 10,256 81,161 828,267 878,341
349-CFD 19M Freeway Commercial 2 7,251 41,887 257,490 274,986
350-Bayfront Special Tax District 40,402 589,680 15,000 15,000
351-Town Center Landscape Dist I - 6 - -
352-Bay Blvd Landscape District 10,058 5,202 9,528 9,560
353-Eastlake Maintenance Dist I 301,582 316,312 436,039 436,063
354-Open Space District #01 88,070 84,570 95,202 96,638
355-Open Space District #02 13,221 12,385 16,714 16,793
356-Open Space District #03 47,718 39,329 58,130 58,894
357-Open Space District #04 106,669 112,386 112,908 115,780
358-Open Space District #05 43,062 39,211 60,432 60,670
359-Open Space District #06 24,687 28,415 42,761 42,814
361-Open Space District #07 21,480 22,113 25,958 24,515
362-Open Space District #08 62,666 63,164 82,053 83,514
363-Open Space District #09 60,353 55,641 70,970 75,019
364-Open Space District #10 66,730 59,556 90,751 94,963
365-Open Space District #11 197,400 158,851 186,143 192,630
366-Open Space District #13 - 0 - -
367-Open Space District #14 309,469 307,121 393,104 399,437
368-Open Space District #15 17,429 14,898 22,371 22,776
369-Open Space District #17 8,390 7,924 9,801 10,198
371-Open Space District #18 165,508 161,574 218,603 210,675
372-Open Space District #20 1,595,837 1,546,515 1,818,388 1,824,447
373-Open Space District #23 77,884 63,741 69,944 66,946
374-Open Space District #24 21,094 22,723 27,489 34,434
375-Open Space District #26 8,614 8,116 12,305 13,042
376-Open Space District #31 236,156 185,508 215,093 224,550
378-CFD 07M Eastlake Woods & Vista 632,140 685,185 901,944 974,583
379-CFD 08M Vlg 6 McMillin & OR 1,158,766 1,092,210 1,553,160 1,672,634
380-CFD 09M ORV II Brookfield-Shea 1,195,321 1,132,579 1,237,756 1,343,156
381-CFD 14M-2-EUC Millenia 91,086 202,842 231,437 279,302
382-CFD 99-2 Otay Ranch Vlg 1 West 866,534 860,372 1,009,394 1,086,470
383-Town Ctr Business Improv Dist - 2 - -
386-Otay Ranch Preserve 1,128,139 767,783 759,737 780,327
387-CFD 98-3 Sunbow 2 1,164,719 1,081,162 1,231,385 1,276,348
388-CFD 97-1 Otay Ranch 2,709,773 2,810,571 3,354,689 3,582,183
389-Otay Ranch Village 1,2,6,7,12 - 36 - -
Total Expenditures $ 14,608,910 $ 14,814,191 $ 19,225,133 $ 20,373,448
Page 495 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 224
other Funds
OTHER FUNDS – OPEN SPACE DISTRICT FUNDS (342 - 389)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Revenues
342-CFD 11-M Rolling Hills McM (199,370) (183,225) (209,602) (226,688)
343-CFD 12-M Otay Ranch Village 7 (565,960) (530,588) (594,169) (610,828)
344-CFD 13-M Otay Ranch Village 2 (782,100) (848,051) (822,427) (1,721,829)
345-CFD 12M Village 7 Otay Ranch (591,104) (555,526) (625,580) (676,572)
346-CFD 14M-A-EUC Millenia (295,396) (274,208) (309,297) (334,507)
347-CFD 14M-B-EUC Millenia (480,542) (466,651) (482,722) (646,542)
348-CFD 18M Village 3 Otay Ranch (1,582,513) (1,524,172) (1,579,988) (1,787,149)
349-CFD 19M Freeway Commercial 2 (215,994) (258,193) (223,952) (297,637)
350-Bayfront Special Tax District (255,418) (609,138) (200,000) (200,000)
351-Town Center Landscape Dist I (138) 753 - -
352-Bay Blvd Landscape District (15,140) (11,194) (13,043) (12,851)
353-Eastlake Maintenance Dist I (392,135) (374,265) (425,972) (422,506)
354-Open Space District #01 (93,355) (91,961) (95,202) (95,953)
355-Open Space District #02 (16,272) (16,938) (16,714) (16,847)
356-Open Space District #03 (57,418) (55,845) (58,612) (59,074)
357-Open Space District #04 (98,321) (98,836) (101,389) (102,189)
358-Open Space District #05 (57,174) (54,372) (57,991) (58,447)
359-Open Space District #06 (37,970) (36,346) (38,082) (38,381)
361-Open Space District #07 (16,048) (15,249) (16,420) (16,548)
362-Open Space District #08 (80,852) (78,917) (82,520) (83,172)
363-Open Space District #09 (80,528) (78,894) (81,845) (82,498)
364-Open Space District #10 (93,424) (88,785) (95,725) (94,963)
365-Open Space District #11 (188,468) (182,031) (190,294) (193,309)
366-Open Space District #13 (11) 9 - -
367-Open Space District #14 (407,676) (387,650) (402,298) (405,475)
368-Open Space District #15 (24,270) (25,622) (25,522) (25,723)
369-Open Space District #17 (9,783) (9,542) (9,859) (9,937)
371-Open Space District #18 (189,703) (176,961) (191,796) (188,962)
372-Open Space District #20 (1,636,807) (1,563,988) (1,649,327) (1,661,464)
373-Open Space District #23 (61,776) (54,674) (58,792) (59,257)
374-Open Space District #24 (33,163) (36,100) (34,709) (34,983)
375-Open Space District #26 (12,562) (12,722) (12,939) (13,042)
376-Open Space District #31 (200,936) (199,586) (204,114) (201,097)
378-CFD 07M Eastlake Woods & Vista (987,040) (916,339) (986,312) (995,933)
379-CFD 08M Vlg 6 McMillin & OR (1,671,399) (1,504,585) (1,666,696) (1,701,311)
380-CFD 09M ORV II Brookfield-Shea (1,452,937) (1,352,991) (1,465,062) (1,491,357)
381-CFD 14M-2-EUC Millenia (78,541) (260,298) (293,609) (335,452)
382-CFD 99-2 Otay Ranch Vlg 1 West (1,115,934) (1,048,071) (1,121,646) (1,121,628)
383-Town Ctr Business Improv Dist 3,697 14,339 - -
386-Otay Ranch Preserve (811,479) (762,807) (822,171) (840,661)
387-CFD 98-3 Sunbow 2 (1,090,938) (1,054,590) (1,112,090) (1,120,846)
388-CFD 97-1 Otay Ranch (3,383,310) (3,156,882) (3,411,335) (3,422,177)
389-Otay Ranch Village 1,2,6,7,12 (839) 4,558 - -
Total Revenues $ (19,361,048) $ (18,937,135) $ (19,789,823) $ (21,407,795)
Net Fund Activity $ (4,752,138) $ (4,122,944) $ (564,690) $ (1,034,347)
Page 496 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 225
other Funds
OTHER FUNDS – MISCELLANEOUS SPECIAL REVENUE FUNDS (105, 316, 340)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 518,338 1,031,531 319,500 319,500
Other Expenses - - - 2,045,827
Other Capital 4,424 53,351 270,000 168,500
Total Expenditures $ 522,762 $ 1,084,882 $ 589,500 $ 2,533,827
Revenues
Taxes (512,593) (463,961) (540,000) (488,000)
Revenue from Other Agencies (27) - - -
Other Revenue (80,000) - - -
Transfers From Other Funds - (11,785,138) (8,268,281) (12,894,456)
Use of Money and Property - 1,250,640 - -
Total Revenues $ (592,620) $ (10,998,458) $ (8,808,281) $ (13,382,456)
Net Fund Activity $ (69,858) $ (9,913,576) $ (8,218,781) $ (10,848,629)
OTHER FUNDS – MISCELLANEOUS SPECIAL REVENUE FUNDS (105, 316, 340)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
105-Bayfront Lease Revenue - - - 2,045,827
316-Public Educational & Govt Fee 522,762 1,048,604 589,500 488,000
340-Section 115 Trust - 36,278 - -
Total Expenditures $ 522,762 $ 1,084,882 $ 589,500 $ 2,533,827
Revenues
105-Bayfront Lease Revenue - (1,033,159) 739,052 (2,045,827)
316-Public Educational & Govt Fee (592,620) (463,961) (540,000) (488,000)
340-Section 115 Trust - (9,501,339) (9,007,333) (10,848,629)
Total Revenues $ (592,620) $ (10,998,458) $ (8,808,281) $ (13,382,456)
Net Fund Activity $ (69,858) $ (9,913,576) $ (8,218,781) $ (10,848,629)
Page 497 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 226
other Funds
OTHER FUNDS – INTERNAL SERVICE FUNDS (234, 341, 398)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 687,692 840,097 860,077 919,324
Supplies and Services 1,975,618 2,102,438 1,856,300 2,636,595
Other Expenses 3,470,647 4,144,836 4,529,269 5,201,879
Other Capital - 6,630 193,469 193,469
Internal Service Charges 6,638 8,687 17,863 20,881
Transfers Out 1,196,564 1,372,357 1,371,874 1,317,140
Total Expenditures $ 7,337,159 $ 8,475,045 $ 8,828,852 $ 10,289,288
Revenues
Revenue from Other Agencies (1,732,321) (77,370) (214,000) (214,000)
Other Revenue (5,099,285) (5,163,434) (4,830,231) (5,083,136)
Transfers From Other Funds (1,234,450) (3,525,996) (3,540,154) (4,779,600)
Total Revenues $ (8,066,056) $ (8,766,800) $ (8,584,385) $ (10,076,736)
Net Fund Activity $ (728,897) $ (291,755) $ 244,467 $ 212,552
OTHER FUNDS – INTERNAL SERVICE FUNDS (234, 341, 398)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
234-Advanced Life Support Program 2,279,683 2,391,611 2,714,543 2,722,074
341-Public Liability Trust 1,319,930 2,331,544 1,284,078 2,484,078
398-Workers Compensation Fund 3,737,546 3,751,891 4,830,231 5,083,136
Total Expenditures $ 7,337,159 $ 8,475,045 $ 8,828,852 $ 10,289,288
Revenues
234-Advanced Life Support Program (1,732,321) (2,554,918) (2,470,076) (2,509,522)
341-Public Liability Trust (1,394,153) (1,363,884) (1,284,078) (2,484,078)
398-Workers Compensation Fund (4,939,582) (4,847,997) (4,830,231) (5,083,136)
Total Revenues $ (8,066,056) $ (8,766,800) $ (8,584,385) $ (10,076,736)
Net Fund Activity $ (728,897) $ (291,755) $ 244,467 $ 212,552
Page 498 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 227
other Funds
OTHER FUNDS – OTHER ENTERPRISE FUNDS (405-407, 409-410)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 3,072,274 9,809,162 8,913,198 8,274,926
Supplies and Services 1,884,624 4,177,582 3,081,419 4,325,106
Other Expenses 889,490 3,007,494 967,613 2,646,219
Other Capital 4,542,937 11,433 - -
Utilities 99,290 104,085 69,133 69,133
Internal Service Charges 50,209 293,670 195,588 198,822
Transfers Out 406,298 3,346,489 3,305,310 3,135,364
CIP Project Expenditures 18,565 69,918 - -
Total Expenditures $ 10,963,687 $ 20,819,833 $ 16,532,261 $ 18,649,570
Revenues
Fines, Forfeitures, Penalties (18,737) (155) - -
Revenue from Other Agencies (1,407,050) (1,371,086) (1,484,250) -
Charges for Services (6,649,889) (23,281,573) (13,800,212) (18,930,132)
Other Revenue (131,905) (65,474) (51,800) (51,800)
Use of Money and Property 22,251 39,213 (132,580) (132,580)
Transfers From Other Funds (218,518) (579,430) (870,501) (257,308)
Total Revenues $ (8,403,848) $ (25,258,504) $ (16,339,343) $ (19,371,820)
Net Fund Activity $ 2,559,839 $ (4,438,671) $ 192,918 $ (722,250)
Page 499 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 228
other Funds
OTHER FUNDS – OTHER ENTERPRISE FUNDS (405-407, 409-410)
Fund Detail
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
405-City Jail 2,038,842 2,212,382 2,002,443 -
406-Chula Vista Muni Golf Course - 2,982,487 - 2,912,568
407-Living Coast Discovery Center 101,112 118,750 80,294 81,744
409-CV Elite Athlete Training Ctr 616,288 606,619 228,500 254,526
410-Transport Enterprise 8,207,444 14,899,595 14,221,024 15,400,732
Total Expenditures $ 10,963,687 $ 20,819,833 $ 16,532,261 $ 18,649,570
Revenues
405-City Jail (1,419,309) (1,396,241) (2,002,443) -
406-Chula Vista Muni Golf Course (10,226) (3,509,593) (132,580) (3,433,173)
407-Living Coast Discovery Center (101,112) (117,536) (80,608) (80,608)
409-CV Elite Athlete Training Ctr (233,380) (183,833) (228,500) (228,500)
410-Transport Enterprise (6,639,822) (20,051,301) (13,895,212) (15,629,539)
Total Revenues $ (8,403,848) $ (25,258,504) $ (16,339,343) $ (19,371,820)
Net Fund Activity $ 2,559,839 $ (4,438,671) $ 192,918 $ (722,250)
Page 500 of 690
May 09, 2023 Post Agenda
CAPITAL IMPROVEMENT
PROGRAM
Capital Improvement Program Summary
CIP Revenue Summary
CIP Expenditure Summary
CIP Budget Summary
Five‐Year CIP Project Summary Schedule
Page 501 of 690
May 09, 2023 Post Agenda
CAPITAL
IMPROVEMENT
PROGRAM
SUMMARY
Page 502 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Capital Improvement Program → CAPITAL IMPROVEMENT PROGRAM SUMMARY
231
Capital Improvement Program Summary
The following is an overview of the Capital Improvement Budget Program. The
goal of the Capital Improvement Program (CIP) is to provide for the sustainable
preservation of City-owned assets at the lowest cost and to leverage financial
strategies to address infrastructure needs within a prioritized framework, which
includes an assessment of the asset’s condition, capacity to meet service
demands, probability of failure, maintenance and preservation strategies,
and funding availability. The CIP is a living document used to identify current
and future requirements and the basis for determining annual capital budget
expenditures. The CIP document can be found in its entirety on the City’s
website. To follow is a summary of the document.
Capital Improvement Projects are defined as capital investments with a value
of $50,000 or more and a minimum useful life of 5 years at a fixed location.
Equipment, operating, and maintenance costs are budgeted in the City’s
operating budget. New maintenance costs are included in the CIP budget and
appropriated in future operating budget cycles.
The CIP document provides the capital project budget detail and reporting by asset management category, funding,
and location. This format better aids the decision-making process as it allows the City Council to review projects
recommended in each asset management system, gain an understanding of the condition of the asset in relation to
the overall system and the basis for the recommendation, as well as the availability of funding sources. The proposed
projects’ detail sheets within each asset management system provides a description, location, project intent, type
of project, link to the strategic goals, and funding requirements over the life of the project.
CIP Process
The Engineering and Capital Projects Department annually prepares a Capital Improvement Budget for the City
Council’s approval. The process of developing the Capital Improvement Program is quite extensive and includes
participation from each division of the department including Advance Planning, Project Delivery (Design/Survey),
Traffic Engineering, Advanced Transportation Technologies & Maintenance, Inspection Services, Stormwater
Management, Building Construction, Wastewater Management, and Fiscal Sustainability. Project proposals are
submitted by these divisions and by other City departments such as Public Works, Fire, Police, Library, Development
Services, and Community Services. The cooperation and diligence of each participating group is a critical component
of the program’s quality and success.
The CIP budget includes an estimated five-year Capital Improvement Program, which gives the public and City
Council an idea of what infrastructure needs are projected in the future. This also allows the City to begin planning
and identifying possible funding options to repair and/or replace infrastructure assets. The City is faced with the
challenge of managing a range of aging infrastructure assets that are critical to maintaining an aging City while
serving new development. Making sound decisions about asset maintenance and replacement requires detailed
information about the assets’ expected life cycle, probability of failure, and capacity to meet the ongoing requirements
necessary to sustain the system.
The CIP Program is a planning tool the City uses to identify and manage the City’s capital needs and priorities. As
such, amendments are presented to Council throughout the year to address any changes in priority and/or emergency
infrastructure repairs. On a continuous basis, project proposals are added to the City’s capital improvement budget
and project management database (CIPACE). These proposals are based on recommendations from “guiding
documents” (see list below) adopted by the City Council as well as condition assessments performed by staff from
the Engineering & Capital Projects and Public Works Departments.
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The process of establishing the annual CIP includes ranking proposals and projects, by reviewing the scopes,
preliminary cost estimates, locations, and feasibility of each proposal. Projects are placed in order with the highest
ranked receiving top priority, based on the following categories:
■City Needs – Does the proposal address an existing need, problem and/or safety concern?
■City Benefit – Does the proposal provide a benefit citywide or for a specific area? Does the proposal link to one of
the City’s Strategic Goals?
■Regulatory Concerns, Implementation Pathways – Is the proposal feasible based on time and cost necessary to
meet federal, state and City regulations?
■Methodology – Is the proposed scope and location consistent with a “guiding document” (see list below)?
■Funding Limitations/Availability – Does the proposal require funding from the General Fund? Is the proposal fully
or partially funded by grant funds?
Depending upon the availability of funding, lower ranked proposals may not be funded; however, they will remain
on the Unfunded Proposals List to be addressed as resources become available. A list of non-funded projects is
included as part of the CIP document.
Another tool used in ranking and formulating the CIP recommendations are “guiding documents” approved by the
City Council. “Guiding Documents” are used in the ranking process to ensure proposed CIP projects are consistent
with established program priorities and determine whether the project description fits within a specific master plan
(i.e., Pedestrian Master Plan). The ”guiding documents” also provide more insight on the planned project details.
Typically, the development of these “guiding documents” includes a large public outreach element as described in
the Public Input/Community Involvement section below. The following is a partial list of “guiding documents”, which
have included public input from multiple stakeholders in the community.
■General Plan
■SANDAG 2050 Regional Transportation Program
■Active Transportation (Bikeway & Pedestrian) Plan
■Street Saver Condition Index Database
■Drainage Master Plan
■Wastewater Master Plan
■Fire Master Plan
■Asset Management Plan
■Parks Master Plan
■Redevelopment Implementation Plan
■Southwest United in Action Survey Results
■Third Avenue Streetscape Master Plan
■F Street Promenade Streetscape Master Plan
■Environmental Mitigation Program
■Bayfront TDIF Program
■Western TDIF Program
■TDIF Program
■Redevelopment Implementation Plan
■Traffic Monitoring Program
■Growth Management Oversight Committee Annual Report
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■Other Specific Plans (e.g., Urban Core Specific Plan, Palomar, Bayfront and Main Street Specific Plans)
Operational Impact of Capital Projects
Typically, projects in the City’s Capital Improvement Plan and Budget only address the needs of existing assets
and are not expected to substantially impact operational costs. However, if a new Fire Station, Library, Park, and/or
Recreation Center was planned that had a significant operational impact, projected costs would be reflected in the
City’s Five-Year Financial Plan, issued annually. Additionally, staffing, building maintenance, equipment maintenance,
and utility costs associated with these facilities would be approved as part of the annual Budget Process. As a result,
these costs would be specified within the Budget Document and identified under the Significant Budget Adjustment
& Service Impact Sections of the Fire, Library and/or Community Services Departments.
Public Input/Community Involvement
As mentioned, the “guiding documents” included public input and involvement from multiple stakeholders. Throughout
the development of a “guiding document”, a community engagement process is conducted in two phases and
located in both eastern and western Chula Vista. During Phase 1, the outreach focuses on existing conditions.
Several workshop sessions and booths at local civic events are scheduled with community stakeholder groups so
that valuable local insight to existing conditions and desired infrastructure requests can be discussed and defined.
Phase 2 focuses on soliciting feedback on the proposed networks and community priorities. Additional workshop
sessions are scheduled to discuss progress made on refining proposed recommendations and priority or policy
decisions needed to work towards a final scope and plan of action.
Once the final draft of the “guiding document” is completed, the document is brought before any of the relevant
Boards, Commissions, Associations, and/or Civic Groups for their review before it is brought for approval and
adoption by City Council. Continuous public input throughout the development of these “guiding documents” is
maintained including web-based and map-based questionnaires, and electronic opinion surveys hosted on the City’s
website. Furthermore, the public is provided notice of upcoming Boards & Commission Meetings and City Council
Public Hearings. Typical summary of public outreach includes:
■Community event booths for public to provide comments
■Workshop sessions held at public library sites closest to project
■Website surveys conducted during initial & final draft phases of project
■Consultant outreach programs & mailouts during development of project
■Presentations at Board & Commission Meetings prior to City Council adoption
■Final draft presentation at City Council Public Hearings
The City continuously works with local community-based groups, healthcare organizations, faith-based groups,
senior groups, commissions, home-owner associations, chamber of commerce, non-profit organizations, and other
stakeholders in the community such as:
■Southwest Civic Association – citizen group interested in infrastructure needs within southwestern Chula Vista
■Crossroads II – citizen group interested in new development projects as they progress through the Planning
Commission’s and City Council’s approval process
■Bike Walk Chula Vista – citizen group interested in bicycle & pedestrian infrastructure needs and programs
■Chula Vista Elementary School District – organization interested in traffic calming and pedestrian safety measures
near elementary schools
■Sweetwater Union High School District – organization interested in traffic calming and pedestrian safety measures
near middle schools and high schools
■TAVA – business group interested in programs and redevelopment within the downtown Chula Vista area
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Budget Development
Although a component of the City Manager’s overall budget, the CIP budget is developed separately by Engineering
and Capital Projects staff on an annual basis. The CIP budget process runs parallel to the development process for
the City’s operating budget, and they are subsequently presented together for City Council approval.
On June 7, 2022, a public hearing was held for the City Council to consider and adopt an amendment to the TransNet
Local Street Improvement Program of projects for fiscal years 2022-2023 through 2026-27.
Public comment is a vital component of the “guiding documents” and the CIP process. The public also had the
opportunity to comment on the proposed CIP. The initial proposed capital improvement project detail sheets are
posted annually in April of each year on the Engineering and Capital Projects website for public comment and review.
www.chulavistaca.gov/departments/public-works/projects
Additionally, the Engineering and Capital Projects Department publishes an annual proposed CIP budget. The
document will be made available at the City Clerk’s Office, the Civic Center Library, Otay Ranch Mall Library, and the
South Chula Vista Library.
The proposed program reaffirms the City’s commitment to identify resources to move us toward long-term
sustainability of our City’s current assets as well as new improvements that accommodate growth.
The City will continue to collaborate with regional agencies, such as the Port, SANDAG, and Caltrans, to ensure that
the needs of our City residents are met, taking into account the unique characteristics of our City and recognizing
our role as the County’s second largest City and a leader in the South Bay.
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CIP REVENUE
SUMMARY
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Active Transportation Program: 19.18%Active Transportation Program: 19.18%Active Transportation Program: 19.18%
CDBG: 0.55%CDBG: 0.55%CDBG: 0.55%
Gas Tax/RMRA: 15.31%Gas Tax/RMRA: 15.31%Gas Tax/RMRA: 15.31%
Measure P: 9.94%Measure P: 9.94%Measure P: 9.94%
Sewer Facility Replacement: 0.49%Sewer Facility Replacement: 0.49%Sewer Facility Replacement: 0.49%
Sewer Service Revenue: 0.23%Sewer Service Revenue: 0.23%Sewer Service Revenue: 0.23%
TDIF: 35.74%TDIF: 35.74%TDIF: 35.74%
Traffic Signal: 1.61%Traffic Signal: 1.61%Traffic Signal: 1.61%
TransNet: 14.11%TransNet: 14.11%TransNet: 14.11%
WTDIF: 0.16%WTDIF: 0.16%WTDIF: 0.16%
FY 2023/2024 Capital Improvement Plan by Fund Source
Fund Source Percentage Amount
Active Transportation Program 19.18% $ 12,772,000
CDBG 0.55% $ 363,934
CIP Fund 2.70% $ 1,797,715
Gas Tax/RMRA 15.31% $ 10,196,171
Measure P 9.94% $ 6,618,014
Sewer Facility Replacement 0.49% $ 325,000
Sewer Service Revenue 0.23% $ 150,000
TDIF 35.74% $ 23,798,000
Traffic Signal 1.61% $ 1,070,000
TransNet 14.11% $ 9,392,500
WTDIF 0.16% $ 104,750
Total: 100% $ 66,588,084
CIP Revenue Summary
The Capital Improvement Program is supported by several funding sources. City staff continuously explore
opportunities to diversify revenue and leverage funding for infrastructure improvements. The following chart and
table summarize the funding sources for the FY 2024 CIP budget.
Fiscal Year 2024 CIP by Funding Source
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The Capital Improvement Budget is primarily supported by Transportation Sales Tax (TransNet), Gas Tax/RMRA
(Road Maintenance and Rehabilitation Account), and Measure P funds. Chula Vista voters approved Measure P – a
temporary, 10-year, half-cent sales tax to fund high priority infrastructure needs. TransNet is the largest stable source
of revenues for Capital Improvement projects. Along with TransNet, Gas Tax/RMRA funds continue to provide a
steady source of revenue for street related projects. Other major revenues in this year’s budget include Transportation
DIF, CIP Funds, and Sewer Facility Replacement funds for ongoing capital improvement projects. Competitive grant
revenue sources remain steady with grant revenue growth opportunities in the imminent future. Transportation grants
include the Active Transportation Program and Federal Highway Safety Improvement Program.
The following is a brief description of key funding sources which support the fiscal year 2024 Capital Improvement
Budget:
Development Impact Fees
Traffic Signal Fee
The Traffic Signal Fee is a trip-based development impact fee that is charged with the issuance of building permits
for new construction. The fee can be utilized for the installation and upgrade of traffic signals throughout the City.
More than $1 million in Traffic Signal Funds is programmed in fiscal year 2024 for traffic signal improvements.
Transportation Development Impact Fee (TDIF)
The City’s TDIF Program was established on January 12, 1988, by Ordinance 2251 for the collection of development
impact fees to be used to construct transportation facilities to accommodate increased traffic generated by new
development within the City’s eastern territories. Approximately $23.8 million is programmed as part of the fiscal
year 2024 CIP.
Western Transportation Development Impact Fee (WTDIF)
The City’s WTDIF Program was established on March 18, 2008, by Ordinances 3106 through 3110. This program is
similar to the Eastern Transportation Development Impact Fee (TDIF) Program, which was established on January
12, 1988. In 2014, it was determined that the Bayfront, previously included in the WTDIF, be removed and a new DIF
area covering only the Bayfront be established. A total of $104,750 of WTDIF is programmed as part of the fiscal
year 2024 CIP.
Telegraph Canyon Development Impact Fee
The City’s Telegraph Canyon DIF was established on August 7, 1990, by Ordinance 2384 for collection of development
impact fees to be used to construct drainage and channel improvements for the Telegraph Canyon Basin. No
Telegraph Canyon DIF funds are programmed in the fiscal year 2024 CIP.
Public Facilities Development Impact Fees
The Public Facilities Development Impact Fee (PFDIF) is levied against new development throughout the City to
mitigate the impacts of growth on the City’s public services. The monies collected are used in the construction of
new, and renovation of existing public facilities. No PFDIF is programmed in the fiscal year 2024 CIP.
Grants
California Active Transportation Grant Program
The Legislature created the Active Transportation Program (ATP) in 2013 to encourage increased use of active
modes of transportation, such as biking and walking. The ATP consolidates existing federal and state transportation
programs – including the Transportation Alternatives Program (TAP), Bicycle Transportation Account (BTA), and
Safe Routes to School (SR2S) – into a single program with a focus to make California a national leader in active
transportation. ATP Cycle 6 was announced in early 2022 and is expected to include about $440 million of Federal,
State SB1, and State Highway (SHA) funding. The funding/programming years for ATP Cycle 6 include FY23/24,
24/25, 25/26, and 26/27. Regionally, $61.9 million was available and Chula Vista received approximately 21%, or
$12.8 million for two projects. Therefore, $12.8 million in ATP grant funds are programmed in the fiscal year 2024
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CIP Program for two ATP projects: F Street Promenade - Phase 1 (Bay Blvd to Broadway) and the Bayshore Bikeway
- Segment 6A (E Street to Lagoon Dr.).
TransNet Active Transportation Grant Program (San Diego Region)
The TransNet Active Transportation Grant Program (ATGP) is also funded with Transportation Development Act
(TDA) funds. The grant program encourages local jurisdictions to plan and build facilities that promote multiple
travel choices and increase connectivity to transit, schools, retail centers, parks work, and other community gathering
places. It also encourages agencies to provide bike parking, education, encouragement, and awareness programs
that support pedestrian and bike infrastructure. There are no additional ATGP grant funds programmed as part of
the fiscal year 2024 CIP Program.
Community Development Block Grant Funds
Each year, the City receives approximately $2.4 million in Community Development Block Grant (CDBG) funds. Of
this amount approximately $1.3 million is available for community development activities, which include capital
improvement projects. In 2006, the City of Chula Vista received a CDBG Section 108 loan in the amount of $9.5
million for the completion of the Castle Park Infrastructure Projects. While the project has been completed, the City
continues to allocate funding for the annual debt service payments of approximately $650,000 annually. This reduces
the amount of CDBG funds available for other capital projects to approximately $0.3 - $0.5 million annually for the
next few years. In addition to regular CDBG entitlement funds, the City received an additional $3 million through the
CDBG CARES Act to respond to COVID related and homeless issues in the City. In 2022, the City began construction
of a new homeless bridge shelter, which is scheduled to be completed in May of 2023. A total of $363,934 in CDBG
funds are programmed in the fiscal year 2024 CIP Program.
Highway Bridge Program
The Highway Bridge Program (HBP) provides funding to enable states to improve the condition of their highway
bridges through replacement, rehabilitation, and systematic preventive maintenance of deficient bridges. Included
in the fiscal year 2024 Capital Improvement Program are two major bridge replacement projects: STL-261, “Willow
Street Bridge Widening,” at the Sweetwater River and STM-386 “Heritage Road Bridge Replacement,” at the Otay River.
The original Willow Street bridge was constructed in 1940 and, through a series of studies, was determined that
it was not practical to rehabilitate the bridge, so funding for full replacement was subsequently approved by the
Federal Highway Administration (FHWA) and Caltrans, which administers the HBP Grant Program in California. The
Willow Street Bridge Replacement Project has been completed and provides an arched 610 foot-long bridge with
four traffic lanes, 8-foot shoulders (bike lanes), and 5.5 foot sidewalks. The project consisted of two phases; $3.5
million water transmission line relocations and $16.7 million bridge replacement and was completed November of
2020. The total project cost for design and environmental clearance, construction, and construction administration
was $23 million in HBP funds. Habitat mitigation monitoring, reporting and maintenance for the 5-Year Maintenance
Period is currently underway and is set to end on July 1, 2024.
The existing four-lane bridge at Heritage Road was built using FEMA emergency funding as an interim facility in
1993 when heavy flood waters destroyed the original two-lane river crossing. This interim bridge is inadequate for
peak traffic volumes, does not accommodate pedestrians, special event vehicle volumes, and is unable to convey
the 50-year storm without being overtopped. FHWA and Caltrans approved the bridge for replacement as the existing
bridge is Functionally Obsolete (FO) and the cost of rehabilitation exceeded replacement.
In 2014, the Heritage Road Bridge Replacement Project was accepted into the HBP. As of January 2021, approved
grant funds total $3.7 million for preliminary engineering and $354,000 for right-of-way acquisition. The project
design is completed and construction permits/mitigation from the Resource Agencies are near approval. Pending
construction programming has been identified in the amount of $26.9 million with total construction anticipated at
$30.9 million (including construction management). Advertising of the construction contract is scheduled for the
winter of 2023 with construction beginning in the spring of 2024 and completion in fiscal year 2026. Development
Impact Fees from both Chula Vista and the City of San Diego benefit areas will provide the required matching funds.
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Highway Safety Improvement Program
The Highway Safety Improvement Program (HSIP) was established to attain a significant reduction in traffic
fatalities and serious injuries on all public roads through the implementation of infrastructure-related highway safety
improvements. There are no HSIP Grant funds programmed as part of the fiscal year 2024 CIP.
Neighborhood Reinvestment Program
The Neighborhood Reinvestment Program (NEP) provides grant funds to County departments, public agencies,
and to non-profit community organizations for one-time community, social, environmental, educational, cultural or
recreational needs. No NEP funds are programmed in the fiscal year 2024 CIP.
Smart Growth Incentive Program Grant
The TransNet Smart Growth Initiative Program (SGIP) provides funding for transportation-related infrastructure
improvements and planning efforts that support smart growth development in Smart Growth Opportunity Areas
as shown on the Smart Growth Concept Map (updated May 2016). The goal is to fund comprehensive public
infrastructure projects and planning activities that facilitate compact, mixed-use, transit-oriented development and
increase housing and transportation choices. There are no SGIP funds programmed as part of the fiscal year 2024
CIP.
Rubberized Pavement Grant Program
The California Department of Resources Recycling and Recovery (CalRecycle) provides the Rubberized Pavement
Grant Program to promote markets for recycled-content surfacing products derived from waste tires generated in
California and decrease the adverse environmental impacts created by unlawful disposal and stockpiling of waste
tires. Rubberized Asphalt Concrete (RAC) is a proven road paving material that has been used in California since the
1970s. Under the Pavement Grant Program, two project types are eligible for grant funding - RAC and Rubberized
Chip Seal projects. The City currently has a Rubberized Pavement Grant project in construction. No Rubberized
Pavement Grant funds are programmed as part of the fiscal year 2024 CIP.
Miscellaneous Funds
General Fund
The General Fund is the City’s main operating fund used to pay for City services. No General Fund monies are
programmed as part of the fiscal year 2024 CIP. Capital improvement projects will be funded by the Measure P
commitment.
Residential Construction Tax (RCT)
The Residential Construction Tax (RCT) was established by the City Council in October 1971 to provide a more
equitable distribution of the burden of financing parks, open spaces, public facilities, and other capital improvements,
the need for which is created by the increasing population of the City. The RCT is applicable to all new residential
units and paid by the person constructing the units. RCT funds are used to pay for debt service obligations resulting
from the issuance of Certificates of Participation (COP’s) for western Chula Vista failing CMP repairs. No RCT funds
are programmed as part of the fiscal year 2024 CIP.
Capital Improvement Project Fund
The Capital Improvement Fund was established to set aside monies for capital improvement projects. This fund
does not generate revenues from any source except by transfer from other funds. Monies transferred to the fund
are expended for budgeted capital improvement projects and monies remaining after completion of a project are
transferred back to the fund from which the project was originally financed. Approximately $1.8 million in CIP funds
are programmed as part of the fiscal year 2024 CIP.
Park Acquisition and Development Fund
The Park Acquisition and Development (PAD) fund is a depository for fees collected from subdividers for the purpose
of providing park and recreational facilities directly benefiting and serving the residents of the regulated subdivisions
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east and west of the 805. These funds are collected pursuant to Chapter 17.10 of the Chula Vista Municipal Code,
in accordance with authority granted by Section 66477 of the California Government Code. No PAD funds are
programmed in the fiscal year 2024 CIP Program.
American Rescue Plan Act Funds
On May 10, 2021, the U.S. Department of the Treasury announced the launch of the Coronavirus State and Local
Fiscal Recovery Funds, established by the American Rescue Plan Act of 2021 (ARPA), to provide $350 billion in
emergency funding for eligible state, local, territorial, and Tribal governments. The Treasury also released details on
how these funds can be used to respond to acute pandemic response needs, fill revenue shortfalls among these
governments, and support the communities and populations hardest-hit by the COVID-19 crisis. With the launch of
the Coronavirus State and Local Fiscal Recovery Funds, eligible jurisdictions have been able to access this funding
to address these needs. The Treasury has launched much-needed relief to:
■Support urgent COVID-19 response efforts to continue to decrease spread of the virus and bring the pandemic
under control;
■Replace lost public sector revenue to strengthen support for vital public services and help retain jobs;
■Support immediate economic stabilization for households and businesses; and,
■Address systemic public health and economic challenges that have contributed to the unequal impact of the
pandemic on certain populations.
The Coronavirus State and Local Fiscal Recovery Funds provide substantial flexibility for each jurisdiction to meet
local needs—including support for households, small businesses, impacted industries, essential workers, and the
communities hardest-hit by the crisis. These funds also deliver resources that recipients can invest in building,
maintaining, or upgrading their water, sewer, and broadband infrastructure. There are no ARPA funds programmed
in the fiscal year 2024 CIP Program.
Voter Approved Funds
Proposition 1B Highway Funds
In 2007, the voters of the State of California approved Proposition 1B. This proposition included funds to be provided
to cities within the State for local roadway improvements. The initial allocation of $3.6 million was spent on pavement
rehabilitation projects in fiscal year 2011. The second allocation of $3.3 million was frozen by the State of California
due to the State’s financial crisis and released in late April 2010 in monthly installments. As a result, the State provided
an additional year of expenditure for Prop 1B funds received in fiscal year 2010. The City spent the second allocation
of Prop 1B funds prior to June 2014.
Gas Tax/RMRA
The state of California imposes per-gallon excise taxes on gasoline and diesel fuel, sales taxes on gasoline and
diesel fuel and registration taxes on motor vehicles with allocations dedicated to transportation purposes. These
allocations flow through the Highway Users Tax Account (HUTA), the familiar gasoline tax revenues that have been
in place for decades, and the Road Maintenance and Rehabilitation Account which allocates much of the revenue
from the Road Repair and Accountability Act of 2017 (SB1 Beall). The SB1 Beall is a significant new investment in
California’s transportation systems. The Act increases per gallon fuel excise taxes, diesel fuel sales taxes and vehicle
registration taxes, stabilizes the problematic price-based fuel tax rates and provides for inflationary adjustments
to rates in future years. The Act will more than double local streets and road funds allocated through the Highway
Users Tax Account, allocating funds from new taxes through a new “Road Maintenance and Rehabilitation Account
(RMRA). In fiscal year 2024, the Gas Tax-RMRA budget is more than $10.2 million for pavement rehabilitation and
maintenance based on the City’s Pavement Management System.
Transportation Sales Tax
Transportation Sales Tax (TransNet) funds are derived from sales tax revenues levied in San Diego County that
are collected by the State specifically for use on transportation related projects in San Diego County. The regional
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metropolitan planning agency, San Diego Association of Governments (SANDAG), programs these funds to
municipalities within San Diego County. Revenues vary from year-to-year, depending on the amount of sales tax
available to the region and the number and costs of projects for which municipalities, local transit, and Caltrans
request funding. The revenue approved for municipalities is based on the specific cost estimates that are required
to be submitted as part of the annual request for funding. The TransNet Extension Ordinance states that at least
70% of the funds allocated to local agencies for local road projects should be used to fund Congestion Relief (CR)
projects. CR projects include the construction of new or expanded facilities, major rehabilitation and reconstruction
of roadways, traffic signalization, transportation infrastructure to support smart growth, capital improvements for
transit facilities, and operating support for local shuttle and circulator transit routes. No more than 30% of TransNet
funds allocated to local agencies are expected to be used for local street and road maintenance. In the fiscal year
2024 CIP, the TransNet budget is approximately $9.4 million.
Measure P
On August 2, 2016, the City Council approved Ordinance 3371 modifying the Municipal Code to establish a temporary
one-half cent General Transactions and Use Tax if approved by the voters. As part of the action to approve the
Ordinance, the City Council approved a spending plan described as the Intended Infrastructure, Facilities and
Equipment Expenditure Plan, which identified how the funds were to be allocated. On November 8, 2016, Chula
Vista voters approved Measure P, authorizing the one-half cent sales tax increase on retail sales within the City for
a period of ten (10) years. The Finance Department created the 2016 Measure P Sales Tax Fund for the purpose of
monitoring all revenues and expenditures of Measure P funds. All expenditures of Measure P funds will be tracked
and accounted for by the Finance Department in accordance with Generally Accepted Accounting Principles (GAAP)
and presented annually in a report to the Citizens’ Oversight Committee (COC). Approximately $6.6 million in Measure
P funds are programmed as part of the fiscal year 2024 CIP.
Sewer Funds
Sewer Service Revenue
The Special Sewer fund is used to account for the sale of the City’s excess Metropolitan Sewerage Capacity. A total
of $150,000 in Special Service funds are programmed in the fiscal year 2024 CIP.
Trunk Sewer Capital Reserve
The Trunk Sewer Capital Reserve Fund is a permit fee-based revenue source received from the owner or person
applying for a permit to develop or modify the use of any residential, commercial, industrial, or other property that may
increase the volume of flow in the City’s sewer system. The funds may be used for: (1) to repair, replace or enlarge
trunk sewer facilities to enhance efficiency of utilization and/or adequacy of capacity to serve the needs of the City, or
(2) to plan and/or evaluate any future proposals for area-wide sewage treatment and/or water reclamations systems
and facilities. No Truck Sewer Capital Reserve funds are programmed in the fiscal year 2024 CIP.
Sewer Facility Replacement Fund
The Sewer Facility Replacement Fund is a fee-based revenue source that all properties pay each month as part of
their sewer bills. The funds can be utilized to replace, rehabilitate or upgrade existing sewer facilities. A total of
$325,000 in Sewer Facility Replacement funds are programmed in the fiscal year 2024 CIP.
Sewer Development Impact Fee Funds
These fees are levied against new development in specific areas of the City, based upon the sewer facility their project
will impact. The monies collected are used to fund construction of public improvements designed to increase the
capacity of the subject facilities, allowing the City to maintain service levels with increased demand. Included DIF
programs are the Telegraph Canyon Sewer Basin DIF, the Poggi Canyon Sewer Basin DIF, and the Salt Creek Sewer
Basin DIF. No Sewer DIF funds are programmed in the fiscal year 2024 CIP.
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SUMMARY
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CIP Expenditure Summary
The 2024-2028 Capital Improvement Program (CIP) is a five-year expenditure plan that provides the City with a
financial strategy for infrastructure improvements. The estimated five-year project summary report is included at
the end of this Capital Improvement Program (CIP) section. The CIP includes funding for projects and programs in
various geographic areas of the City. The proposed fiscal year 2024 capital expenditure budget is approximately
$66.6 million. The forecasted five-year program is estimated at $142.9 million. The 2024-2028 CIP program reflects
the actions taken by Council and developed in accordance with Council adopted policies and guiding documents
(such as and not limited to the City’s General Plan, Master Plans, Specific Plans and the Regional Transportation
Plan) as well as generally accepted accounting principles. Overall, the 5-year program continues to trend favorably
despite the economy and the fiscal constraints facing the City.
Projects in this year’s Capital Improvement Budget have been sorted by the nine-asset management systems
identified in the City’s Fiscal Recovery Plan and the Infrastructure Workshop with the City Council. This provides a
mechanism to track CIP allocations by Asset Management System (AMS). The nine AMS’s include the following:
■The Roadway Management System (RMS) is comprised of all City-owned assets in the Public Right-of-Way. These
assets include: Major and Local Streets, Sidewalks, Traffic Signals & Striping, Bicycle and Pedestrian paths, ADA
Ramps and Curbs and Gutters.
■The Wastewater Management System (WMS) is comprised of Sewer Pump Stations, Rehabilitation and related
projects.
■The Drainage Management System (DMS) is comprised of Citywide storm drain facilities.
■The Building Management System (BMS) is comprised of City-owned facilities including the Civic Center, Fire
Stations, Libraries, Police Station, Recreation Centers, and community facilities such as Rohr Manor and the
Woman’s Club.
■The Parks Management System (PMS) is comprised of the citywide park system.
■The Open Space Management System (OMS) is comprised of the Open Space Districts and Community Facility
Districts (CFDs).
■The Fleet Management System (FMS) is comprised of infrastructure associated with maintaining City-owned
vehicles.
■The General Government Management System (GGMS) includes general-purpose items such as Automation,
Utility Undergrounding and Parking Meters.
■The Urban Forestry Management System (UMFS) is comprised of City-owned street trees, and trees within Public
Right-of-Way and parks.
The following chart provides an expenditure breakdown, by Asset Management System, totaling approximately $66.6
million of recommended appropriations:
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Roadway Management System (RMS)
A majority of the CIP funding is focused on the Roadway Management System (RMS). The total amount programmed
for the Roadway Management System (RMS) is $59.8 million, which represents 89.8% of the proposed CIP budget.
Project types within the RMS are Major Streets, Local Streets, and Traffic. The following table summarizes the funding
by these project types.
Fund Source Percentage Amount
Local Streets 33.40% $ 19,968,813
Major Streets 61.96% $ 37,045,355
Traffic 4.64% $ 2,775,000
Total: 100% $ 59,789,168
Major Streets
A total of $23.8 in TDIF has been programmed for the construction associated with the widening of Main Street from
Nirvana Avenue to Heritage Road to a 6-lane major and widening Heritage Road from Main Street to Entertainment
Circle by adding two lanes including sidewalk and bike lanes on both sides of the street. The Heritage Road bridge
will also be replaced and funded by the Highway Bridge Program.
Approximately $13 million in funding includes the Pavement Major Rehabilitation Projects (Citywide). The Pavement
Major Rehabilitation Project includes resurfacing and pavement overlays, which may extend street life by 15-20 years.
Failure to complete proactive street maintenance will lead to the accelerated deterioration of City streets, thereby,
costing more to repair in the long-term.
Local Streets
A total of $12.8 million in ATP Grant funds are programmed to complete two ATP projects: F Street Promenade -
Phase 1 (Bay Blvd to Broadway) and the Bayshore Bikeway - Segment 6A (E Street to Lagoon Dr.).
Building: 0.94%Building: 0.94%Building: 0.94%
Drainage: 5.02%Drainage: 5.02%Drainage: 5.02%
General Gov't: 0.09%General Gov't: 0.09%General Gov't: 0.09%
Parks: 3.49%Parks: 3.49%Parks: 3.49%Roadway: 89.78%Roadway: 89.78%Roadway: 89.78%
Wastewater: 0.68%Wastewater: 0.68%Wastewater: 0.68%
FY 2023/2024 Capital Improvement Plan by Asset
Fiscal Year 2024 Proposed CIP by Asset Management System
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Approximately $2.9 million is programmed for the annual Pavement Minor Program to extend street life by 7-10 years.
Funding of over $2.6 million is planned for projects associated with curb, gutter, sidewalk, pedestrian, and Americans
with Disabilities Act (ADA) pedestrian ramp improvements throughout the City.
Traffic
Approximately $1.7 million is programmed for the Traffic Calming Program, Traffic Signal System Optimization,
Traffic Signal and Streetlight Systems Upgrade and Modification Program, Neighborhood Traffic & Pedestrian Safety
Program, Adaptive Traffic Signal System, pedestrian improvements, and other traffic related programs.
More than $1 million is programmed for pedestrian improvements at various locations throughout the City.
Wastewater Management System (WMS)
The appropriation for Wastewater Management System (WMS) is $450,000, which represents 0.68% of the adopted
CIP budget.
Sewer Projects
A total of $250,000 is being added to update the Wastewater Master Plan to ensure appropriate capacity within the
collection system and wastewater generation rates are represented.
Funding of $150,000 is programmed to provide sewer collection system monitoring to help prevent sanitary sewer
spills.
A complement to the Wastewater Master Plan is the Wastewater Asset Management Plan (WAMP) focusing on
existing infrastructure. The WAMP utilizes condition assessments already completed or underway to establish a
priority level for rehabilitations/replacements to ensure reliability of facilities. Project cost is $50,000.
Drainage Management System (DMS)
The appropriation for Drainage Management System (DMS) projects is $3.3 million which represents 5.02% of the
adopted CIP budget.
Drainage
CMP located outside the right of way and within drainage easements in critical or unknown condition, was funded
for rehabilitation/replacement using Measure P. An additional $2.5 million is being added to account for increases
in construction costs and site-specific issues.
Similarly, CMP in critical condition within the right of way has been assigned funding using Gas Tax and TransNet.
CMP in satisfactory condition, regardless of location, will continue to be monitored and assigned funding as the
needs arise.
Project to rehabilitate the unlined channel south of Fresno Avenue near Main Street that is threatening the stability
of the slopes and adjacent private infrastructure due to continued erosion, including a structure and parking lot, has
been programmed. Project cost is $800,000 in Measure P.
Building Management System (BMS)
The appropriation for Building Management System (BMS) projects is $626,000, which represents 0.94% of the
proposed CIP budget.
Projects to complete building repairs and replacement of assets that have reached or exceeded their expected
useful life are planned at the Fire Stations, Police Facility, Civic Center & South Libraries, and other public buildings
at a cost of $526,000 in Measure P.
A total of $100,000 is programmed to complete access control system upgrades, including new panels and power
supplies at each building to replace existing outdated systems.
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Fleet Management System (FMS)
There are no CIP projects associated with Fleet infrastructure. However, with funding from Measure P, the City has
added electric charging stations at some City facilities to accommodate new electrical vehicles added to the fleet.
Parks Management System (PMS)
The appropriation for Park Management System (PMS) projects is $2.3 million, which represents 3.49% of the
proposed CIP budget.
Approximately $1.8 million in CIP Funds have been programmed to complete construction repairs associated with
the retaining all in Veterans Park.
Projects totaling over $525,000 funded by Measure P are planned for park infrastructure asset replacements and
repairs associated with drinking fountains, irrigation controls, lights, picnic tables, benches, etc. and assist with
bringing the City’s sports fields up to good standing.
Open Space Management System (OSMS)
The Open Space Districts and Community Facility Districts (CFD’s) were established with new subdivisions beginning
in the 1980s. These funding mechanisms were established to ensure sustainable improvements in the natural and
landscaped areas in and around the new developments. These fees were structured to allow incremental adjustment
with inflation and have generally kept pace with the maintenance needs of the districts. There are no CIP projects
associated with the Open Space Management System.
Urban Forestry Management System (UFMS)
The Urban Forestry Management System is responsible for monitoring the overall health of trees throughout the
City, including street trees, park trees, and trees located on City property. The City continues to maintain City street
trees in order to:
■Ensure ongoing traffic safety along City streets;
■Enhance the appearance and image of the City;
■Improve the air quality and the environment for City residents; and
■Clear right-of-way obstructions.
Industry standard sets the ideal schedule for periodic tree trimming as follows: Palms need to be trimmed every 1 or
2 years. Non-palms are recommended to be trimmed every 3‐5 years (eucalyptus and pine every 2‐3 and broadleaf
every 5‐6). Based on an inventory of about 27,500 trees and using 5 years, the annual goal is to trim 5,500 trees.
There are no CIP projects associated with the Urban Forestry Management System.
General Government Management System (GGMS)
The appropriation for General Government System (GGS) projects is $60,000, which represents 0.09% of the proposed
CIP budget.
General Government
The City has approximately 164 Miles of aboveground electric distribution wires with an estimated cost to underground
of $275 million. The Franchise Agreement with SDGE Allocation is $2 million per year from 20A Funds. Almost $40
million has been expended in undergrounding projects since the 1990’s. As of Spring 2021, the City’s 20A fund
allocation has a positive balance of $10.13 million. Draw down on the balance is expected in 2021 as the design
work for UUD # 141 is completed and the conversion work commences. According to Rule 20A, municipalities can
incur debt up to five times the annual allocation.
On November 21, 2017, the City Council held a Public Hearing and formed the two Utility Undergrounding Districts
(UUD) for the F Street corridor: F Street from Bay Blvd. to Broadway (UUD # 141) – $3 million, and from Broadway
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to Fourth Avenue (UUD #142) – $1.6 million via Resolution 2017-216. Design work has commenced with SDG&E on
UUD #141 and the undergrounding of the utilities will begin in 2023 with completion estimated in 2024. The cost
estimate of UUD #141 was recently increased to $5.9 million to reflect current design plans and inflationary increases
in construction costs. MTS also removed approximately 1,550 LF of railroad tracks, ties, ballast and repaved the
center of F Street west of Broadway in August of 2019 at a cost of about $600,000. SDG&E will begin the conversion
work for UUD # 141 on F street beginning in late Summer of 2023, which will immediately be followed by the F Street
Promenade Streetscape Improvements funded with almost $10 million in Active Transportation Program Grant
funds. The conversion work east of Broadway on UUD # 142 is anticipated to closely follow UUD # 141 completion,
but the CPUC has taken a decision to sunset the 20A Program. It is unclear at this time if a new program will be
created after the current 20A Program ends, or if local agencies will have to form 20B Program UUD’s whereby the
adjacent property owners pay the cost to underground the utilities.
A total of $60,000 is programmed for advance planning associated with the Citywide CIP Program.
Regional Projects
The City of Chula Vista CIP includes funding for several planning level studies related to regional projects. Regional
projects are predominantly funded and led by regional agencies such as Caltrans or SANDAG, however, City staff
is often involved in the delivery of these projects, since they provide a direct benefit to the community and provide
sustainable infrastructure. CIP funding for regional projects is often necessary to assist regional agencies with
initiating projects and to fund City staff costs. The following is a summary of various projects:
Interstate-5 Multi-modal Corridor Study
In an effort to identify all transportation related improvements needed along, across and within the four-mile long
Interstate-5 and rail corridor in Chula Vista, the City has combined efforts with Caltrans, Metropolitan Transit System
(MTS) and SANDAG to undertake this planning level study. Funding is provided by a combination of TransNet and
two Federal grants. The study has three phases of work, which are all now completed.
Phase I identified and prioritized needed transportation improvements to improve mobility and goods movement
within the study area bounded by SR-54 and Main Street. The results of the first phase study completed in December
2010 were included in the 2050 Regional Transportation Plan adopted by SANDAG in October 2011 and in 2015. This
report is used as a technical appendix to the SANDAG 2050 Regional Transportation Plan. Rail improvements were
identified as the highest near-term need and led to the SANDAG’s Board of Directors approval of the design phase
at Palomar Street. Design began in 2021 and will be completed by the end of 2024.
www.sandag.org/index.asp?projectid=387&fuseaction=projects.detail
Phase II, the Chula Vista Light Rail Corridor Improvements Project Study Report, is a grade separation study for each
of the three light rail trolley stations at E Street, H Street and Palomar Street. This document, completed in August
2012, has planning level work for the ultimate rail corridor improvements in Chula Vista. Final recommendations
from the Light Rail Train (LRT) Improvement study were incorporated into the Phase III environmental work for the
Palomar Street location as well as future regional plans and as individual projects into the Bayfront Development
Impact Fee Program, the Western Transportation Development Impact Fee (WTDIF) Program and the CIP program.
www.chulavistaca.gov/departments/public-works/engineering/chula-vista-light-rail-corridor-improvements-project-
study-report
In April of 2017, the E Street, F Street & H Street rail corridor study was updated to include additional information
on project limits and a program level cost estimate. The “CHULA VISTA LIGHT RAIL CORRIDOR IMPROVEMENTS
FINAL SUPPLEMENTAL PROJECT STUDY REPORT” functions as a supplemental report to the 2012 Project Study
Report, and whose purpose is to document the analysis of one additional alternative for grade-separating the MTS
(San Diego Metropolitan Transit System) LRT tracks from the roadway crossings at E and H Streets by combining
the two grade separations into one project. Since F Street is between E and H Streets, this combined project would
also grade-separate the F Street crossing. The three future grade separated tracks are also used by the freight trains
that travel through this corridor.
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www.chulavistaca.gov/home/showpublisheddocument?id=16349
The completed Phase I and Phase II studies serve to identify an accurate project description for Phase III, which
commenced in FY 2013-14 for the environmental work and preliminary engineering of grade-separating the Palomar
Street railroad crossing near the intersection with Industrial Blvd. On January 28, 2020, the City Council approved the
Project Report for the Palomar Street Rail Grade Separation Project with Resolution 2020-015. A freight rail and LRT
grade-separation Environmental Impact Report (EIR) for the Palomar Street rail crossing commenced in FY 2013-14
and was completed during this phase.
www.chulavistaca.gov/departments/engineering/light-rail-corridor-improvements
This environmental and preliminary design work was the last phase of the I-5 Multi-modal Corridor Study. The
Palomar Street crossing is the highest priority LRT grade-separation project out of 27 study locations evaluated within
San Diego County. City staff worked with SANDAG staff to obtain the $5 million design phase funded in FY20 for the
next phase of work for Palomar Street. The construction phase is likely to get regional, State & Federal funding once
the design phase nears completion in late 2024. The design phase is estimated to take 24 to 30 months. Pending
SANDAG funding for the construction phase in FY24, construction could be up to 36 months in duration with a project
completion date sometime in FY2028.
The H Street and the E street locations rank fourth and sixth, respectively. Due to the proximity of the F Street crossing
and freight rail profile design constraints between the Sweetwater River and the J Street rail crossing, F Street must
be grade separated along with the E Street and H Street rail crossings. The updated April 2017 E Street & H Street
Grade Separation Project Alternatives Analyses/Feasibility Study (AA/FS) Report was completed with input from the
freight rail operator. This AA/FS report provides additional information on the extent of the work needed from south
of the Sweetwater River to a point south of the J Street crossing for this corridor. The AA/FS report also includes a
preliminary opinion of probable costs.
Ultimate improvements for this freight and LRT rail corridor are planned for in the SANDAG Regional Transportation
Plan and shown in Appendix A.
sdforward.com/previous-plan-dropdown/chapters-and-appendices
This project titled “Blue Line/Mid-Coast Frequency Enhancements and rail grade separations at 28th St, 32nd St, E St,
H St, Palomar St, at Taylor St and Ash St, and Blue/Orange Track Connection at 12th/Imperial” is included as in the
”2019 Federal Regional Transportation Plan” – Appendix A, as a two phased project with a planned completion date
of Year 2035 for the work within Chula Vista. No funding is yet identified for the E Street (& F Street) to H Street rail
corridor other than the current design phase of work at Palomar Street. As indicated below, the Chula Vista locations
are planned to be completed by year 2035. In FY21, staff submitted to SANDAG an application packet for all four
Chula Vista rail improvements so that they can be considered in the next Federal Transportation Act.
Phase I – Blue Line Frequency Enhancements and rail grade separations at 28th St, 32nd St, E St, H St, Palomar St,
and Blue/Orange Track Connection at 12th/Imperial (Year 2035).
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Phase II – Blue Line rail grade separations at Taylor St and Ash St (Year 2050).
Main Street Extension from Heritage Road to La Media Road.
The project is in coordination with the development community to consider several roadway alignments of which
one includes a bridge over Wolf Canyon and associated utilities. The initial work involves meeting with the resource
agencies and Caltrans, which will ultimately result in the completion of the environmental document and preliminary
level bridge and utility design. The development community continues their evaluation of various land use alternatives
that will determine the timing and alignment needs for this arterial roadway but more immediate needs are further
east along the SR-125 corridor.
On July 30, 2020, as new development continues in the southeastern portion of the City in Otay Ranch, the developer,
with approval by the City, initiated work with Caltrans on a future pair of $65M interchanges at SR-125/Main Street
and at SR-125/Otay Valley Road (La Media Road). Additional discussion with Caltrans has been conducted on the first
interchange with SR-125 at the easterly terminus of Main Street between Magdalena Avenue and westerly extension
of Hunte Parkway from Eastlake Parkway. In order to eventually proceed to the construction phase for the initial
interchange at Main Street, the developer has entered into a Highway Improvement Agreement which requires as the
initial phase a Project Initiation Document (PID) via a Project Study Report. The PID will take one year to complete.
The second location is an overcrossing planned south of Main Street at Otay Valley Road. Otay Valley Road is the
south-to-easterly extension of La Media Road across the SR-125 corridor. This overcrossing is needed but may be
constructed as a secondary interchange pending the traffic and geometric studies.
The phase of work and completion of work timeline for the SR-125 interchanges are:
1. Project Initiation Document/Project Study Report (FY23)
2. Project Report/Environmental Document (FY24)
3. Construction Phase (Begin FY24 – Open to Public FY27)
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I-805 South Express Lanes Project (from “www.keepsandiegomoving.com” website):
The I-805 South Express Lanes Project area is roughly 11 miles, between East Palomar Street in Chula Vista and
the I-805/SR 15 interchange in San Diego. The project includes the addition of carpool (HOV)/Express Lanes within
the freeway median. Additionally, the project includes the construction of a Direct Access Ramp (DAR) at East
Palomar Street in Chula Vista that connects to the carpool/Express Lanes, as well as intermediate access points,
direct connectors, in-line transit stations, and park & ride locations. The I-805 South Express Lanes Project will be
constructed in two major phases.
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Phase I – COMPLETED
Phase I Improvements included the addition of one carpool or HOV lane, in each direction along an eight-mile
segment stretching from East Naples Street in Chula Vista to State Route 94 (SR 94) in San Diego. Phase I also
included a new DAR, Transit Station and Park & Ride lots at East Palomar Street in Chula Vista, which opened on
January 4, 2017, and the addition of 10 sound walls along the route to help mitigate freeway noise and enhance the
quality of life for neighboring communities.
Phase II
The second phase of the I-805 South Express Lanes Project will further expand transportation choices by expanding
the carpool lanes into Express Lanes, allowing for solo drivers using FasTrak®. Phase II also includes the addition
of in-line transit stations and direct freeway-to-freeway HOV connectors.
■Express Lanes* – The carpool lanes will be converted into Express Lanes between East Palomar Street and
the I-805/SR 15 interchange. The Express Lanes will serve the South Bay Rapid, carpools, vanpools, buses,
motorcycles, permitted clean air vehicles, and solo drivers using FasTrak®.
■Transit Stations* – In-line transit stations will be constructed at East H Street in Chula Vista and East Plaza
Boulevard in National City. These stops will provide convenient access to the South Bay Rapid system and reduce
travel times by eliminating the need for vehicles to exit the freeway. A transit station along State Route 94 and
an in-line transit station along I-805 near the 47th Street Trolley Station are planned as parts of other projects.
■Direct Connectors* – Direct freeway-to-freeway HOV connectors between I-805 and SR 15 will allow seamless
transitions between the carpool lanes. The direct connectors will help maintain consistent traffic speed within
the Express Lanes. A direct connector at SR 94 is planned as part of a separate project.
■Sound Walls – Phase II of the I-805 South Express Lanes Project will include the construction of five additional
sound wall segments between East Naples Street and Bonita Road. Walls will abate freeway noise by at least five
decibels and will improve the quality of life for nearby residents. Construction of the first stage of sound walls
began in the fall 2018 and is scheduled to be completed in late 2021.
* Construction of these improvements will be scheduled as funding becomes available.
www.keepsandiegomoving.com/I-805-corridor/I-805-south-segment.aspx
The South Bay Bus Rapid Transit (SBBRT) Project
Significant construction work was completed for South Bay Rapid in FY 2017/18 and FY 2018/19. This project
includes 12 stations along a 26-mile route from the Otay Mesa Port of Entry to Downtown San Diego via eastern Chula
Vista, connecting to employment and activity centers in Downtown San Diego and South County. This project also
will include a nearly six-mile-long transit-only guideway within the center median of East Palomar Street and along
Eastlake Parkway in Chula Vista. Construction of one of the four segments (from Heritage Road to Olympic Parkway)
was completed at the end of 2017. Two segments (Olympic Parkway to Birch Road & Otay Mesa Transit Center) were
completed in 2018. Due to extensive utility relocation work between Oleander Avenue and Paseo Ladera, the last
segment, Oleander Avenue to Heritage Road, was completed in early 2021. Rapid service began on January 27, 2019.
Construction through Chula Vista will be completed in three (3) phases by SANDAG plus one (1) phase by the
developer:
1. Phase 1A – from Oleander Avenue to Heritage Road. This segment is under construction now and has provided
a new traffic signal at Oleander Avenue/East Palomar Street. Except for the landscaping maintenance period, all
construction was completed in FY 2020/21.
2. Phase 1B – from Heritage Road to Olympic Parkway. Construction began in February 2016 and was completed
in fiscal year 2018.
3. Phase 2 – from Olympic Parkway and across the SR-125 Toll Road via a new pedestrian and bus bridge
overcrossing. Then around the northerly and easterly frontage of the Otay Ranch Mall to Birch Road. Construction
began in September 2016. This phase was completed in fiscal year 2019.
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4. Millenia Station – work by the developer south of Birch Road within the Millenia project area was generally
completed in fiscal year 2019.
Updates to the regional projects can be found on the following weblink:
www.keepsandiegomoving.com
Future I-5 (Blue Line), SR 125 & I-805 (Purple Line) Corridor System Management Plans
In late 2019, the SANDAG Board of Directors took two actions that ultimately approved an amendment to the FY 2020
Program Budget, adding $593.4 million in formula funds for numerous region wide projects. For Chula Vista, the
freeway corridors listed below have commenced and will conclude with recommendations for various transportation
improvements that could be implemented in phases over many years:
■Complete Corridor: Blue Line Express/I-5 South & Palomar St Rail Xing
■Complete Corridor: High Speed Transit/SR 125
■Complete Corridor: Purple Line Corridor/I-805
City staff has been working with SANDAG on the Comprehensive Multimodal Corridor Plan (CMCP) known as the
South Bay to Sorrento (SB2S) Study. The CMCP evaluates all travel modes and transportation facilities in a defined
corridor – highways and freeways, parallel and connecting roadways, transit (bus, bus rapid transit, light rail, intercity
rail, etc.), pathways, and bikeways to accommodate more efficient movement of people and goods through the
southern portion of San Diego County.
The completed CMCP will help the San Diego region compete for local, state, and federal funds, including SB1. The
SB2S Study was completed in September 2022.
https://www.sandag.org/regional-plan/comprehensive-multimodal-corridor-plans/south-bay-to-sorrento-cmcp
CIP Document
The initial proposed capital improvement project detail sheets are posted annually in April of each year on the Public
Works website for public comment and review.
www.chulavistaca.gov/departments/public-works/projects
The proposed CIP is presented at a Council Budget Workshop and adopted in May of every year.
Additionally, the Engineering & Capital Projects Department publishes an annual adopted CIP budget. The document
is made available at the City Clerk’s Office, the Civic Center Library, Otay Ranch Mall Library, the South Chula Vista
Library, and the City’s website.
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CIP BUDGET
SUMMARY
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CAPITAL IMPROVEMENT BUDGET
Funding Summary by Project Type
BUILDING
FY 2023-24
Proposed
GGV0232 Police Facility Repairs (Measure P) $ 100,000
GGV0233 Recreation and Senior Center Repairs (Measure P) $ 100,000
GGV0234 Public Building Repairs (Measure P) $ 326,000
GGV0268 Building Access Control System Upgrades $ 100,000
BUILDING TOTAL $ 626,000
DRAINAGE
FY 2023-24
Proposed
DRN0219 CMP Rehab Outside of Right of Way Phase III - Measure P $ 2,540,201
DRN0220 Erosion Repair - Outside Right of Way Near Fresno Ave/Main St $ 800,000
DRAINAGE TOTAL $ 3,340,201
GENERAL GOVERNMENT
FY 2023-24
Proposed
CTY0202 CIP Advance Planning $ 60,000
GENERAL GOVERNMENT TOTAL $ 60,000
PARKS
FY 2023-24
Proposed
PRK0326 Park Infrastructure (Measure P) $ 525,000
PRK0342 Veterans Park Wall Repair $ 1,797,715
PARKS TOTAL $ 2,322,715
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CAPITAL IMPROVEMENT BUDGET
Funding Summary by Project Type
ROADWAY
FY 2023-24
Proposed
CTY0219 Pavement Management System $ 240,000
STL0442 Street Improvements for Alpine Ave between Emerson St. & Naples St. $ 595,000
STL0451 Bayshore Bikeway Segment 6A $ 3,810,000
STL0464 F street Promenade Phase 1 $ 9,787,000
STL0465 RMRA Pavement Rehabilitation FY2023/24 $ 1,300,000
STL0466 Pavement Maintenance FY2023/24 $ 1,600,000
STL0467 Pavement Repair Program FY2023/24 $ 200,000
STL0468 ADA Pedestrian Curb Ramps Program - FY2023/24 $ 250,000
STL0469 Sidewalk Replacement Program - FY2023/24 $ 300,000
STL0470 Sidewalk Panel Replacement Citywide $ 2,126,813
STM0386 Heritage Road Bridge Replacement Project $ 15,608,000
STM0388 Main Street Widening FY2015/16 $ 8,170,000
STM0413 RMRA Pavement Rehabilitation FY2023/24 $ 5,542,191
STM0414 Pavement Major Rehabilitation FY2023/24 $ 7,485,164
TRF0321 Citywide Traffic Data Program $ 20,000
TRF0325 Traffic Monitoring Program $ 20,000
TRF0327 Neighborhood Road Safety Program $ 400,000
TRF0332 Signing and Striping Program $ 20,000
TRF0345 School Zone Traffic Calming Program $ 200,000
TRF0350 Traffic Signal System Optimization Program $ 300,000
TRF0354 Traffic Congestion Relief Program $ 200,000
TRF0366 Traffic Signal and Streetlight Systems Upgrade Program $ 250,000
TRF0415 Telegraph Canyon Road Raised Median Improvements $ 55,000
TRF0416 Intersection Safety Improvements $ 220,000
TRF0427 North Second Avenue Shoulder Improvements $ 240,000
TRF0429 Pedestrian and Guardrail Improvements at Various Locations $ 50,000
TRF0430 ADA Pedestrian Push Button Improvements $ 100,000
TRF0435 East H St/Otay Lakes Rd Pedestrian Improvements $ 300,000
TRF0436 Pedestrian Hybrid Beacon Upgrade - Fourth Av/Orsett St $ 400,000
ROADWAY TOTAL $ 59,789,168
Page 527 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Capital Improvement Program → CIP BUDGET SUMMARY
256
CAPITAL IMPROVEMENT BUDGET
Funding Summary by Project Type
WASTEWATER
FY 2023-24
Proposed
SWR0324 Wastewater Master Plan Update $ 250,000
SWR0327 Sewer Collection System Monitoring $ 150,000
SWR0328 Asset Management Plan - Wastewater $ 50,000
WASTEWATER TOTAL $ 450,000
GRAND TOTAL – ALL PROJECTS: $ 66,588,084
Page 528 of 690
May 09, 2023 Post Agenda
FIVE-YEAR CIP
PROJECT SUMMARY
SCHEDULE
Page 529 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Capital Improvement Program → FIVE-YEAR CIP PROJECT SUMMARY SCHEDULE
258
2023/24 – 2027/28 Capital Improvement Program
CIP #Project Name 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 Total
CTY0202 CIP Advanced Planning $ 60,000 60,000 60,000 60,000 60,000 300,000
CTY0219 Pavement Management System $ 240,000 120,000 120,000 120,000 120,000 720,000
DRN0219 CMP Rehab Outside of Right of Way
Phase III - Measure P
$ 2,540,201
-
-
-
-
2,540,201
DRN0220 Erosion Repair - Outside Right of Way
Near Fresno Ave / Main St
$ 800,000
-
-
-
-
800,000
GGV0232 Police Facility Repairs (Measure P) $ 100,000 - - - - 100,000
GGV0233 Recreation and Senior Center Repairs
(Measure P)
$ 100,000
-
-
-
-
100,000
GGV0234 Public Building Repairs (Measure P) $ 326,000 - - - - 326,000
GGV0268 Building Access Control System
Upgrades
$ 100,000
133,333
133,333
133,334
-
500,000
PRK0326 Park Infrastructure (Measure P) $ 525,000 - - - - 525,000
PRK0342 Veterans Park Wall Repair $ 1,797,715 - - - - 1,797,715
STL0442 Street Improvements for Alpine Ave
between Emerson St. & Naples St.
$ 595,000
-
-
-
-
595,000
STL0451 Bayshore Bikeway Segment 6A $ 3,810,000 - - - - 3,810,000
STL0464 F Street Promenade Phase 1 $ 9,787,000 - - - - 9,787,000
STL0465 RMRA Pavement Maintenance
FY2023/24
$ 1,300,000
1,300,000
1,300,000
1,300,000
1,300,000
6,500,000
STL0466 Pavement Maintenance FY2023/24 $ 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 8,000,000
STL0467 Pavement Repair Program
FY2023/24
$ 200,000
-
-
-
-
200,000
STL0468 ADA Pedestrian Curb Ramps
Program - FY2023/24
$ 250,000
-
-
-
-
250,000
STL0469 Sidewalk Replacement Program -
FY2023/24
$ 300,000
-
-
-
-
300,000
STL0470 Sidewalk Panel Replacement
Citywide
$ 2,126,813
2,126,813
2,126,813
-
-
6,380,439
STM0386 Heritage Road Bridge Replacement
Project
$ 15,608,000
-
-
-
-
15,608,000
STM0388 Main Street Widening FY2015/16 $ 8,170,000 - - - - 8,170,000
STM0413 RMRA Pavement Rehabilitation
FY2023/24
$ 5,542,191
5,500,000
5,500,000
5,500,000
5,500,000
27,542,191
STM0414 Pavement Major Rehabilitation
FY2023/24
$ 7,485,164
7,700,000
7,700,000
7,700,000
7,700,000
38,285,164
SWR0324 Wastewater Master Plan Update $ 250,000 - - - - 250,000
SWR0327 Sewer Collection System Monitoring $ 150,000 - - - - 150,000
SWR0328 Asset Management Plan -
Wastewater
$ 50,000
-
-
-
-
50,000
TRF0321 Citywide Traffic Data Program $ 20,000 20,000 20,000 20,000 20,000 100,000
TRF0325 Traffic Monitoring Program $ 20,000 20,000 20,000 20,000 20,000 100,000
TRF0327 Neighborhood Road Safety Program $ 400,000 400,000 400,000 400,000 400,000 2,000,000
TRF0332 Signing and Striping Program $ 20,000 50,000 50,000 50,000 50,000 220,000
TRF0345 School Zone Traffic Calming Program $ 200,000 200,000 200,000 200,000 200,000 1,000,000
TRF0350 Traffic Signal System Optimization
Program
$ 300,000
300,000
300,000
300,000
300,000
1,500,000
TRF0354 Traffic Congestion Relief Program $ 200,000 200,000 200,000 200,000 200,000 1,000,000
TRF0366 Traffic Signal and Streetlight Systems
Upgrade Program
$ 250,000
250,000
250,000
250,000
250,000
1,250,000
Page 530 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Capital Improvement Program → FIVE-YEAR CIP PROJECT SUMMARY SCHEDULE
259
2023/24 – 2027/28 Capital Improvement Program
CIP #Project Name 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 Total
TRF0415 Telegraph Canyon Road Raised
Median Improvements
$ 55,000
-
-
-
-
55,000
TRF0416 Intersection Safety Improvements $ 220,000 - - - - 220,000
TRF0427 North Second Avenue Shoulder
Improvements
$ 240,000
-
-
-
-
240,000
TRF0429 Pedestrian and Guardrail
Improvements at Various Locations
$ 50,000
-
-
-
-
50,000
TRF0430 ADA Pedestrian Push Button
Improvements
$ 100,000
-
-
-
-
100,000
TRF0435 East H St/Otay Lakes Rd Pedestrian
Improvements
$ 300,000
-
-
-
-
300,000
TRF0436 Pedestrian Hybrid Beacon Upgrade
- Fourth Av/Orsett St
$ 400,000
-
-
-
-
400,000
Total: 53 $ 66,588,084 19,980,146 19,980,146 17,853,334 17,720,000 142,121,710
Page 531 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 260
Measure A Fund Summary
The Measure A fund accounts for revenues and expenditures related to the approved ballot measure adopting a
one-half (½) cent Public Safety General Transactions and Use Tax (Sales Tax) in the City of Chula Vista.
In December 2017, City staff presented the Public Safety Staffing Strategies Report to the City Council. This report
outlined staffing proposals for the Police and Fire Department that addressed critical needs. After discussions
regarding the critical needs and funding options, the City Council directed the City Manager to return with a proposal
for Council consideration to place a half-cent sales tax measure before the voters to fund public safety critical needs.
In February 2018, City staff presented the City Council with a ballot measure to consider for placement to address
public safety staffing on the ballot in June 2018. The tax will remain in place, Measure A sales tax does not have a
sunset date. Concurrent with the approval of placing the measure on the ballot, the City Council adopted an Intended
Public Safety Expenditure Plan for the anticipated revenues generated from the measure.
On June 5, 2018 Chula Vista voters approved Measure A, authorizing the one-half cent sales tax increase. Collection
of the sales tax began October 1, 2018.
The sales tax will allow the Chula Vista Fire and Police Departments to provide faster responses to 9-1-1 emergency
calls, increase neighborhood police patrols, reduce gang and drug-related crimes, address homelessness, and
improve firefighter, paramedic and emergency medical response times.
The City has established a separate fund to track and account for income and expenses and appointed a Citizen’s
Oversight Committee (“COC”) to ensure transparency in the use of Measure A Funds.
Revenues
The fiscal year 2024 Proposed Budget reflects the allocation of approximately $27.5 million in Measure A sales tax
revenues and approximately $0.1 million is from U.S. Department of Justice COPS grant reimbursement for the Police
Department for a total of $27.6 million in revenues. Sales tax revenues are received in the City’s General Fund, and
then transferred into the Measure A Fund.
The following table reflects the Measure A revenues by category.
Measure A Fund Revenues
Category
FY 2023
Adopted
FY 2024
Proposed Change % Change
Revenue from Other Agencies $ 250,000 $ 83,334 $ (166,666) -66.7%
Transfers In $ 25,687,904 $ 27,515,604 $ 1,827,700 7.1%
Use of Money and Property $- $ 40,000 $ 40,000 -%
Total $ 25,937,904 $ 27,638,938 $ 1,701,034 13.4%
Expenditures
The fiscal year 2024 Proposed Measure A Budget includes approximately $26.4 million in expenditures for the Fire
and Police Departments, to follow are the major categories for each department as noted within the Spending Plan:
Police Department
■Personnel Costs – The budget includes funding for the costs related to the approved Measure A positions.
■Sworn Non-Personnel Costs – Funding included for equipment and supplies to support sworn staff.
■Civilian Non-Personnel Costs – Funding included for equipment and supplies to support civilian staff.
■Computers and Other Equipment – Includes funding for computers and equipment used by staff within the fund.
■Police Vehicles, Outfitting, Maint., Fuel, etc. – Funding included for Police vehicles and the costs associated with
their operation.
Page 532 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 261
■Reimbursement for Support Staff (IT, Fin, HR, City Attorney) – Includes funding for the departments that provide
the Measure A support to the Police Department.
■Transfers Out – This category reflects funding for the 2021 Pension Obligation Bonds debt service payment and
Section 115 Trust for OPEB contributions, and contributions to the Vehicle Replacement Fund.
Fire Department
■Personnel Costs – The budget includes funding for costs related to Measure A positions.
■Academy Costs – Funding for the Fire Academy.
■PPE Maintenance – Includes funding for the maintenance of personal protection equipment.
■Computers and Other Equipment – Includes funding for computers and equipment used by staff within the fund.
■Fire Vehicles, Outfitting, Maint., Fuel, etc. – Funding included for Fire vehicles and the associated costs of
operation.
■Reimbursement for Support Staff (IT, Fin, HR, City Attorney) – Includes funding the departments that provide
Measure A support to the Fire Department.
■Transfers Out – This category reflects funding for the 2021 Pension Obligation Bonds debt service payment,
Section 115 Trust for OPEB contributions, and contributions to the Vehicle Replacement Fund.
The following table provides the detailed breakdown of the Measure A expenditures by category.
Measure A Fund Expenditures
Category
FY 2023
Adopted
FY 2024
Proposed Change
Police Department:
Personnel Services $ 9,238,911 $ 10,727,319 $ 1,488,408
Supplies & Services $ 669,619 $ 1,307,004 $ 637,385
Other Expenses $ 480,129 $ 515,918 $ 35,789
Internal Service Charges $ 60,973 $ 151,231 $ 90,258
Other Capital $ -$-$-
Transfers Out $ 1,135,363 $ 1,781,700 $ 646,337
Total Police Department Expenditures $ 11,584,995 $ 14,483,172 $ 2,898,177
Fire Department:
Personnel Services $ 5,456,111 $ 7,905,622 $ 2,449,511
Supplies & Services $ 938,551 $ 1,176,812 $ 238,261
Utilities $ 4,976 $ 60,000 $ 55,024
Other Capital $ -$1,500,000 $ 1,500,000
Other Expenses $ 480,129 $ 515,918 $ 35,789
Internal Service Charges $ 79,556 $ 92,487 $ 12,931
Transfers Out $ 797,187 $ 672,261 $ (124,926)
Total Fire Department Expenditures $ 7,756,510 $ 11,923,100 $ 4,166,590
Total Expenditures $ 19,341,505 $ 26,406,272 $ 7,064,767
Page 533 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 262
Staffing
The fiscal year 2024 budgeted staffing totals are 111.00 FTE, of which 44.00 are in the Fire Department and 67.00
are in the Police Department. The below table summarizes the staffing changes.
Measure A Fund Staffing
Measure A Fund
FY 2023
Adopted
Staffing
FY 2023
Mid Year
Changes
FY 2024
Changes
FY 2024
Proposed
Staffing
Deputy Fire Chief 1.00 - - 1.00
Fire Captain (80 hr)2.00 2.00 2.00 6.00
Fire Engineer -2.00 -2.00
Fire Inventory Specialist -1.00 -1.00
Firefighter (112 hr)27.00 -3.00 30.00
Firefighter/Paramedic -3.00 -3.00
Sr Application Support Specialist -1.00 -1.00
Fire Department Total 30.00 9.00 5.00 44.00
Civilian Background Investigator 1.00 - - 1.00
Community Services Officer 2.00 2.00 -4.00
Digital Forensics Analyst II - -2.00 2.00
Digital Forensics Tech II 2.00 -(2.00)-
Forensics Specialist 1.00 --1.00
Information Technology Tech 1.00 --1.00
Peace Officer 24.00 --24.00
Police Agent 8.00 --8.00
Police Captain 1.00 --1.00
Police Comm Systems Manager 1.00 --1.00
Police Dispatcher 7.00 --7.00
Police Lieutenant 1.00 --1.00
Police Sergeant 7.00 --7.00
Police Tech Spec 1.00 --1.00
Property & Evidence Specialist 3.00 --3.00
Property & Evidence Supervisor 1.00 --1.00
Public Information Spec 1.00 --1.00
Sr Police Records Specialist 3.00 --3.00
Police Department Total 65.00 2.00 -67.00
Measure A Fund Staffing Total 95.00 11.00 5.00 111.00
Page 534 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 263
2018 MEASURE A SALES TAX FUND (222)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Personnel Services 12,209,321 12,553,011 14,695,022 18,632,941
Supplies and Services 279,817 1,029,928 1,608,170 2,483,816
Other Expenses 885,517 1,026,274 960,258 1,031,836
Other Capital 592,412 270,751 -1,500,000
Utilities 49,581 52,811 4,976 60,000
Internal Service Charges 38,876 89,882 140,529 243,718
Transfers Out 218,942 1,788,920 1,932,550 2,453,961
Total Expenditures $ 14,274,466 $ 16,811,577 $ 19,341,505 $ 26,406,272
Revenues
Revenue from Other Agencies (221,651)(239,583)(250,000)(83,334)
Charges for Services (632)-- -
Other Revenue -(19)--
Transfers From Other Funds (23,918,802)(27,628,161)(25,687,904)(27,515,604)
Use of Money and Property -(73,831)-(40,000)
Total Revenues $ (24,141,085) $ (27,941,593) $ (25,937,904) $ (27,638,938)
Net Fund Activity $ (9,866,619) $ (11,130,016) $ (6,596,399) $ (1,232,666)
Page 535 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 264
Measure P Fund Summary
The Measure P fund accounts for revenues and expenditures related to the approved ballot measure adopting a
one-half (½) cent General Transactions and Use Tax (Sales Tax) in the City of Chula Vista.
On August 2, 2016, the City Council approved Ordinance 3371 (“Ordinance”) modifying the Municipal Code to establish
a temporary one-half cent Sales Tax if approved by the voters. As part of the action to approve the Ordinance, the City
Council approved a spending plan described as the Intended Infrastructure, Facilities and Equipment Expenditure
Plan (Expenditure Plan), which identified how the funds were to be allocated.
On November 8, 2016 Chula Vista voters approved Measure P, authorizing the one-half cent sales tax increase on
retail sales within the City for a period of ten (10) years.
Collection of the sales tax began April 1, 2017. The sales tax is anticipated to exceed the original estimated amount
of $186 million over the ten-year collection period. The proceeds of the tax will be used to upgrade police, fire,
paramedic and 9-1-1 equipment, vehicles and facilities; fund streets and sidewalks; replace storm drains to prevent
sinkholes; improve parks; repair recreation facilities; and repair or replace other City infrastructure.
The City has established a separate fund to track and account for income and expenses and appointed a Citizen’s
Oversight Committee (“COC”) to ensure transparency in the use of Measure P Funds.
Revenues
The fiscal year 2024 Proposed Budget reflects the allocation of approximately $27.5 million in Measure P sales tax
revenues. These sales tax revenues are received in the City’s General Fund, and then transferred into the Measure
P Fund.
The following table reflects the Measure P revenues by category.
Measure P Fund Revenues
Category
FY 2023
Adopted
FY 2024
Proposed Change % Change
Transfers From Other Funds 25,588,947 $ 27,515,846 $ 1,926,899 7.5%
Total $ 25,588,947 $ 27,515,846 $ 1,926,899 7.5%
Page 536 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 265
Expenditures
The fiscal year 2024 Proposed Measure P Budget includes approximately $16.5 million in expenditures for police
facility repairs, recreation centers, other public buildings, sports courts and fields, park infrastructure, other
infrastructure, equipment, fleet purchases and debt service. To follow are the major categories as noted within the
adopted Expenditure Plan:
The following table provides the breakdown of the Measure P expenditures by project category.
Measure P Fund Expenditures
Project
FY 2024
Proposed
Fire Vehicles $ 780,000
Police Vehicles $ 285,500
Non-Safety City Vehicles $ 322,387
Police Equipment $ 182,739
Police Communications & Dispatch System $ 374,704
Regional Communications System (RCS)$ 345,261
Police Facility Repairs $ 100,000
Recreation Centers and Senior Center $ 100,000
Other Public Buildings $ 426,000
Park Infrastructure $ 525,000
Other Infrastructure $ 5,567,014
Total Project Expenditures $ 9,008,605
Administrative Expenses $ 12,918
Annual Debt Service Payments $ 7,506,000
Total Expenditures $ 16,527,523
Page 537 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024 266
2016 MEASURE P SALES TAX FUND (220)
Fund Summary
Budget Category
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Expenditures
Supplies and Services 344,944 394,878 600,613 392,725
Other Expenses 9,031,874 1,281,359 1,295,499 1,295,499
Other Capital 2,293,571 4,454,453 3,072,500 607,887
Transfers Out -8,138,246 7,827,252 7,513,397
CIP Project Expenditures 21,344,037 16,658,485 9,659,500 6,618,014
Non-CIP Project Expenditures 100,000 43,350 100,000 100,000
Total Expenditures $ 33,114,425 $ 30,970,773 $ 22,555,364 $ 16,527,522
Revenues
Charges for Services (3,038)(1,920)--
Other Revenue -(1,233)--
Use of Money and Property (285,712)746,615 --
Transfers From Other Funds (23,629,265)(27,402,122)(25,588,947)(27,515,846)
Total Revenues $ (23,918,015) $ (26,658,660) $ (25,588,947) $ (27,515,846)
Net Fund Activity $ 9,196,411 $ 4,312,113 $ (3,033,583) $ (10,988,324)
Page 538 of 690
May 09, 2023 Post Agenda
Page 539 of 690
May 09, 2023 Post Agenda
SUMMARY TABLES
Fund Appropriations by Department and Expenditure Category
Schedule of Revenues
Authorized Positions by Department
Page 540 of 690
May 09, 2023 Post Agenda
FUND
APPROPRIATIONS
BY DEPARTMENT
AND EXPENDITURE
CATEGORY
Page 541 of 690
May 09, 2023 Post Agenda
summary Tables → FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY
City of Chula Vista
Proposed Budget FY 2024 270
EXPENDITURES BY DEPARTMENT/CATEGORY
Dept / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non-CIP
Projects
Total
FY 2024
100 General Fund
01 City Council 1,392,792 105,880 534 - 3,190 - - - - 1,502,396
02 Boards & Commissions - 2,088 - - - - - - - 2,088
03 City Clerk 1,242,820 2,185,901 461 - - - - - - 3,429,182
04 City Attorney 1,753,817 1,415,150 1,086 - 4,948 - - - - 3,175,001
05 Administration 2,325,278 265,739 675 - - - - - - 2,591,692
06 Information Technology 2,915,500 1,538,461 4,270 - 87,890 - - - - 4,546,121
07 Human Resources 2,790,688 734,286 1,871 - 2,500 - - - - 3,529,345
08 Finance 4,315,914 382,952 1,789 - 3,573 - - - - 4,704,228
09 Non-Departmental 389,700 7,093,612 7,148 1,587,377 - - 86,474,731 - - 95,552,568
10 Animal Care Facility 2,707,153 351,950 53,571 4,500 6,282 74,846 - - - 3,198,302
11 Economic Development 1,250,178 195,154 1,776 - - - - - 200,000 1,647,108
12 Development Services 2,538,781 170,003 1,533 11,000 - 33,476 - - - 2,754,793
13 Engineering/Capital Projects 8,665,106 353,517 1,118,427 95,000 5,000 262,312 201,018 - - 10,700,380
14 Police 50,526,834 2,555,280 791,845 100,930 25,000 1,414,637 - - - 55,414,526
15 Fire 30,416,759 2,126,219 316,094 - 25,000 1,568,874 78,299 - - 34,531,245
16 Public Works 13,089,214 4,830,359 3,786,912 11,400 3,000 1,085,707 - - - 22,806,592
17 Parks and Recreation 3,449,479 484,406 321,793 20,000 26,423 28,060 - - - 4,330,161
18 Library 3,122,609 418,427 260,278 400 - 4,719 - - - 3,806,433
19 Housing & Homeless Services - - - - - - - - - -
100 General Fund Total 132,892,622 25,209,384 6,670,063 1,830,607 192,806 4,472,631 86,754,048 - 200,000 258,222,161
105 Bayfront Lease Revenue - - - 2,045,827 - - - - - 2,045,827
220 2016 Measure P Sales Tax - 392,725 - 1,295,499 607,887 - 7,513,397 6,618,014 100,000 16,527,522
221 Transportation Grants-Gas Tax 240,706 - - - - 6,874 4,715,678 10,196,171 - 15,159,429
222 2018 Measure A Sales Tax 18,632,941 2,483,816 60,000 1,031,836 1,500,000 243,718 2,453,961 - - 26,406,272
223 Utility Tax Settlement - - - - - - - - - -
224 OR V2 Pub Benefit Contribution - - - - - - - - - -
225 CPF Benefit Funds - - - - - - - - - -
227 Transportation Sales Tax - - - - - - - 9,392,500 - 9,392,500
230 Developer Deposit - - - - - - - - - -
234 Advanced Life Support Program 919,324 271,260 - - 193,469 20,881 1,317,140 - - 2,722,074
235 Legislative Counsel Fund - - - - - - - - - -
241 Parking Meter - 360,700 28,454 198,500 - - 1,227 - - 588,881
243 Town Center I Parking District - - - - - - - - - -
245 Traffic Safety - 38,500 - - - - 399,140 - - 437,640
250 National Opioid Settlement - - - - - - - - - -
263
Econ Dev Developer
Contribution - - - - - - - - - -
264 Donations - - - - - - - - - -
Page 542 of 690
May 09, 2023 Post Agenda
summary Tables → FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY
City of Chula Vista
Proposed Budget FY 2024 271
EXPENDITURES BY DEPARTMENT/CATEGORY
Dept / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non-CIP
Projects
Total
FY 2024
266 Special Revenue Endowments - - - - - - - - - -
268
American Rescue Plan Act of
2021 1,096,000 - - - - - 23,000 - - 1,119,000
269 Other Grants 75,000 - - - - - - - - 75,000
270 Mobile Park Fee - 28,000 - 37,000 - - - - - 65,000
271 Local Grants 23,564 135,000 - - 100,000 - - - - 258,564
272 Federal Grants 1,238,229 1,705,424 - 239,238 320,000 - 1,186,278 363,934 - 5,053,103
273 State Grants 936,449 301,186 - 45,153 - 3,261 80,068 - - 1,366,117
282 Environmental Services 1,061,211 1,401,856 18,558 110,351 4,600 10,413 468,976 - - 3,075,965
301 Storm Drain - 348,100 - - - - 218,284 - - 566,384
311 CDBG Housing Program - - - 25,000 - - - - 75,000 100,000
313 Chula Vista Housing Authority 1,417,768 310,000 662 42,500 - - 452,803 - - 2,223,733
316 Public Educational & Govt Fee - 319,500 - - 168,500 - - - - 488,000
318 RDA Successor Agency Fund - 6,000 - 490,926 - - 2,797,612 - - 3,294,538
319 Housing Successor Agency - 57,900 - 2,008,500 6,000 - 9,858 - - 2,082,258
340 Section 115 Trust - - - - - - - - - -
341 Public Liability Trust - 984,908 - 1,499,170 - - - - - 2,484,078
342 CFD 11-M Rolling Hills McM - 169,846 32,915 45,000 - - - - - 247,761
343 CFD 12-M Otay Ranch Village 7 - 453,841 125,383 80,091 - - - - - 659,315
344 CFD 13-M Otay Ranch Village 2 - 813,972 555,730 184,680 - - - - - 1,554,382
345 CFD 12M Village 7 Otay Ranch - 435,746 176,738 85,356 - - - - - 697,840
346 CFD 14M-A-EUC Millenia - 88,362 5,041 31,203 - - 164,868 - - 289,474
347 CFD 14M-B-EUC Millenia - 60,305 129,360 453,920 - 3,403 - - - 646,988
348 CFD 18M Village 3 Otay Ranch - 563,477 222,164 92,700 - - - - - 878,341
349
CFD 19M Freeway Commercial
2 - 198,517 54,396 22,073 - - - - - 274,986
350 Bayfront Special Tax District - - - 15,000 - - - - - 15,000
352 Bay Blvd Landscape District - 326 5,058 4,176 - - - - - 9,560
353 Eastlake Maintenance Dist I - 262,789 109,592 63,682 - - - - - 436,063
354 Open Space District #01 - 44,947 40,378 11,313 - - - - - 96,638
355 Open Space District #02 - 7,368 5,507 3,918 - - - - - 16,793
356 Open Space District #03 - 30,377 17,517 11,000 - - - - - 58,894
357 Open Space District #04 - 83,487 19,295 12,998 - - - - - 115,780
358 Open Space District #05 - 27,206 23,142 10,322 - - - - - 60,670
359 Open Space District #06 - 21,965 14,532 6,317 - - - - - 42,814
361 Open Space District #07 - 14,609 5,241 4,665 - - - - - 24,515
362 Open Space District #08 - 53,000 15,891 14,623 - - - - - 83,514
363 Open Space District #09 - 27,823 33,147 14,049 - - - - - 75,019
364 Open Space District #10 - 46,640 32,755 15,568 - - - - - 94,963
365 Open Space District #11 - 91,308 71,700 29,622 - - - - - 192,630
367 Open Space District #14 - 183,609 161,138 54,690 - - - - - 399,437
Page 543 of 690
May 09, 2023 Post Agenda
summary Tables → FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY
City of Chula Vista
Proposed Budget FY 2024 272
EXPENDITURES BY DEPARTMENT/CATEGORY
Dept / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non-CIP
Projects
Total
FY 2024
368 Open Space District #15 - 9,532 8,290 4,954 - - - - - 22,776
369 Open Space District #17 - 6,909 - 3,289 - - - - - 10,198
371 Open Space District #18 - 101,609 73,624 35,442 - - - - - 210,675
372 Open Space District #20 - 1,185,846 402,303 236,298 - - - - - 1,824,447
373 Open Space District #23 - 47,971 9,364 9,611 - - - - - 66,946
374 Open Space District #24 - 14,628 13,813 5,993 - - - - - 34,434
375 Open Space District #26 - 6,529 2,654 3,859 - - - - - 13,042
376 Open Space District #31 - 152,271 48,523 23,756 - - - - - 224,550
378
CFD 07M Eastlake Woods &
Vista - 651,329 139,354 183,900 - - - - - 974,583
379 CFD 08M Vlg 6 McMillin & OR - 1,123,082 309,670 239,882 - - - - - 1,672,634
380
CFD 09M ORV II Brookfield-
Shea - 956,350 209,806 177,000 - - - - - 1,343,156
381 CFD 14M-2-EUC Millenia - 86,422 4,843 29,634 - - 158,403 - - 279,302
382
CFD 99-2 Otay Ranch Vlg 1
West - 754,373 212,095 120,002 - - - - - 1,086,470
386 Otay Ranch Preserve - 691,680 - 88,647 - - - - - 780,327
387 CFD 98-3 Sunbow 2 - 939,337 206,583 130,428 - - - - - 1,276,348
388 CFD 97-1 Otay Ranch - 2,672,590 531,055 378,538 - - - - - 3,582,183
391 Central Garage Fund 1,375,440 4,134,127 98,576 91,385 - 31,170 143,324 - - 5,874,022
394 Vehicle Replacement Fund - - - - - - - - - -
398 Workers Compensation Fund - 1,380,427 - 3,702,709 - - - - - 5,083,136
405 City Jail - - - - - - - - - -
406 Chula Vista Muni Golf Course 1,241,484 - - 1,671,084 - - - - - 2,912,568
407 Living Coast Discovery Center - 4,713 69,133 - - 7,898 - - - 81,744
408 Development Services Fund 8,590,220 1,019,184 3,073 1,182,597 85,500 65,938 2,861,577 - - 13,808,089
409 CV Elite Athlete Training Ctr - 160,800 - 39,500 - - 54,226 - - 254,526
410 Transport Enterprise 7,033,442 4,159,593 - 935,635 - 190,924 3,081,138 - - 15,400,732
411 Sewer Income - - - - - - 1,809 - - 1,809
413 Trunk Sewer Capital Reserve - - - 150,000 - - 53,895 - - 203,895
414 Sewer Service Revenue 4,987,332 28,851,529 155 569,826 1,393,473 525,169 3,929,268 150,000 64,600 40,471,352
428 Sewer Facility Replacement - - - - - - 160,644 325,000 - 485,644
430 Sewer DIFs - 120,000 - 528,490 - - - - - 648,490
442 CDBG Section 108 Loan - - - 669,863 - - - - - 669,863
451 Long Term Debt - City of CV - 4,581 - 15,286,168 - - - - - 15,290,749
452 Equipment Lease Fund - - - 208,019 - - - - - 208,019
453 Energy Conservation Loans - - - 305,966 - - - - - 305,966
475 2014 COP Refunding - 7,000 - 3,612,582 - - - - - 3,619,582
476 2015 Refunding COP - 5,002 - 2,921,768 - - - - - 2,926,770
477 2016 Ref COP Civic Ctr/Nature - 5,000 - 282,552 - - - - - 287,552
478 2016 LRRB PFDIF/COP - 5,000 - 2,148,475 - - - - - 2,153,475
Page 544 of 690
May 09, 2023 Post Agenda
summary Tables → FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY
City of Chula Vista
Proposed Budget FY 2024 273
EXPENDITURES BY DEPARTMENT/CATEGORY
Dept / Fund
Personnel
Services
Supplies &
Services Utilities
Other
Expenses
Other
Capital
Internal
Service
Charges
Transfers
Out
CIP
Projects
Non-CIP
Projects
Total
FY 2024
479 2017 CREBs LRBs - 5,001 - 681,574 - - - - - 686,575
480 2017 Measure P LRBs - 7,397 - 7,506,000 - - - - - 7,513,397
542 Drainage DIF - - - 10,000 - - 3,291 - - 13,291
560 Public Facilities DIF - 57,000 - 1,547,953 - - 5,222,754 - - 6,827,707
580 Pedestrian Bridge DIFs - - - 95,500 - - 4,779 - - 100,279
590 Transportation DIFs - - - 529,000 - - 23,443 24,972,750 15,000 25,540,193
666 2016 TARBs - 5,000 - 2,790,101 - - - - - 2,795,101
713 Capital Improvement Projects - - - - - - 1,434 1,797,715 - 1,799,149
715 Parkland Acquisition & DevFees - 50,000 - 35,000 - - 29,975 - - 114,975
716 Western-Park Acquisition & Dev - - - 210,000 - - 51,768 - - 261,768
717 Residential Construction Tax - - - - - - 667,267 - - 667,267
736 Other Transportation Program - - - - - - - 12,772,000 - 12,772,000
Grand Total, All Funds 181,761,732 87,415,591 10,977,271 61,550,053 4,572,235 5,582,280 125,005,333 66,588,084 454,600 543,907,179
Page 545 of 690
May 09, 2023 Post Agenda
SCHEDULE OF
REVENUES
Page 546 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
275
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
100 General Fund
Property Taxes
4001 Current Taxes Secured (38,248,156) (37,861,038) (38,671,021) (43,314,015)
4002 State Secured Unitary (955,881) (950,075) (869,400) (1,052,243)
4003 Current Taxes Unsecured (1,149,210) (1,031,290) (1,133,222) (1,410,692)
4004 Delinquent Taxes (324,213) (278,294) (190,702) (208,046)
4005 Prop Tax in Lieu (15,728) (8,583) (12,498) (16,000)
4006 Property Tax in Lieu of VLF (24,950,254) (25,867,256) (26,771,668) (29,290,041)
4007 Successor Agency Property Tax - (2,147,574) - (2,314,103)
4531 St Motor Vehicle Licenses (199,643) (317,058) (114,764) (255,738)
Property Taxes Total (65,843,085) (68,461,167) (67,763,275) (77,860,878)
Other Local Taxes
4011 Sales and Use Taxes (38,178,984) (44,865,095) (42,332,415) (45,797,459)
4015 Sales Tax - Measure P (23,804,145) (27,627,862) (25,886,643) (27,835,960)
4016 Sales Tax - Measure A (23,783,704) (27,619,701) (25,904,809) (27,835,715)
4021 Franchise Fees (13,130,357) (13,852,030) (14,517,177) (14,807,521)
4031 Utility Taxes (3,915,862) (3,731,224) (3,819,000) (3,838,095)
4041 Business License Tax (1,640,048) (1,943,670) (1,496,161) (1,526,084)
4042 Business License Tax Penalty (40,427) (36,173) (70,000) (71,400)
4051 Transient Occupancy Taxes (4,571,695) (6,415,029) (4,583,168) (7,724,829)
4052 Short-Term Rentals TOT (105,664) (201,351) (110,000) (843,891)
4053 RV Park TOT (593,440) (802,544) (543,085) (781,000)
4071 Real Property Transfer Tax (1,485,762) (1,891,067) (1,377,000) (1,418,310)
Other Local Taxes Total (111,250,090) (128,985,745) (120,639,458) (132,480,264)
Licenses & Permits
4201 Animal Licenses (114,378) (130,516) (140,000) (142,800)
4202 Bicycle Licenses - (100) - -
4204 Cannabis Compliance Insp Fee (311,100) (277,904) (197,470) (282,100)
4215 Utility Permits (42,410) (52,890) (50,000) (51,000)
4221 Fire Permits (647,160) (611,273) (589,000) (600,780)
4222 Security Alarm Permits (238,623) (214,230) (241,170) (245,993)
4223 Housing Permits (469,996) (475,896) (450,000) (459,000)
4224 Parking Permits (2,199) (6,198) (10,500) (10,710)
4241 Cannabis Application Fees (11,604) (35,255) - -
Licenses & Permits Total (1,837,469) (1,804,262) (1,678,140) (1,792,383)
Fines and Penalties
4301 Negligent Veh. Impound Proc. Fee (163,625) (191,673) (180,000) (183,600)
4302 Code Enforcement Violations (180,993) (276,001) (160,000) (281,521)
4312 False Alarm Penalty (162,177) (92,032) (200,000) (204,000)
4314 Ordinance Violation Fines (52,142) (129,426) (129,000) (130,200)
4331 Parking Citation (267,475) (331,214) (245,000) (249,900)
4341 Library Fines (12,630) (19,679) (42,914) -
Fines and Penalties Total (839,042) (1,040,026) (956,914) (1,049,221)
Page 547 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
276
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
Use of Money & Property
4401 Investment Earnings City Pool (1,136,179) (1,296,247) (1,001,000) (1,001,000)
4402 Investment Earnings Others (34,584) (20,716) (68,000) (68,000)
4404 Change in Fair Value of Invts. 1,349,843 3,771,415 - -
4421 Sale of Other Personal Prop (98,712) (123,682) (3,000) -
4431 Coin Operated Machine Revenue (3,764) (16,557) (24,637) (16,620)
4432 Rentals Leases of Equipment - (12) - -
4433 Film Video Insurance Charge (71) (1,028) (11,270) (1,650)
4442 Rental Leases Picnic Shelters (91,725) (444,148) (300,000) (452,625)
4443 Rentals Leases Baseball Fields (117,493) (246,570) (109,490) (207,083)
4446 Rentals Leases Land Space (24,618) (327,012) - -
4447 Rental Telecom Site Lic. Fee (1,310,359) (1,234,262) (1,200,000) (1,250,000)
4461 Rental Leases P R Centers (196,283) (744,184) (550,786) (634,047)
4462 Rentals Leases Buildings (234,016) (281,945) (250,495) (250,495)
Use of Money & Property Total (1,897,960) (964,946) (3,518,678) (3,881,520)
Revenue from Other Agencies
4511 State Grant (442,504) (188,552) (407,346) (407,346)
4521 State Homeowners Prop.Tax Relief (220,072) (215,691) (228,246) (228,246)
4551 Reimb. State Mandated Costs (447,258) (234,857) (200,000) (163,904)
4552 Reimb. Human Services Agen. (11,026) - (11,000) -
4625 CARES CRF Federal (5,728,942) 31 - -
4626 FEMA Reimbursement 404,061 - - -
4701 Grant - Other Agency (3,000) (8,910) - -
4711 Contributions - Other Agencies (612,582) (57,045) - -
4921 Reimb. fr Other Agencies-Jail 3,095 - - -
Revenue from Other Agencies Total (7,058,229) (705,023) (846,592) (799,496)
Charges for Services
4751 Planning Fees (13,076) (2,597) (3,500) (3,528)
4752 Dev Fees - Deposit Based (1,558,475) (1,497,608) (1,582,377) (1,553,072)
4761 Sale of Maps & Publication (354) (2,685) (1,624) (1,656)
4762 GIS Information Sales 8,000 - - -
4763 Passport Fees (689,315) (790,326) (971,833) (976,692)
4764 Lien Release Fees (1,300) (1,225) (1,500) (1,530)
4771 Plan Checking Fees (158,244) (160,481) (15,000) (165,075)
4781 Engineering Fees (128,688) (193,476) (260,430) (261,732)
4782 Fire Construction Fees (461,845) (525,792) (400,000) (402,000)
4784 State Mobilehome Park Act Fee (50,120) (57,345) (11,000) (11,055)
4785 Microfilming Fees - (140) (400) (408)
4811 Subdivision Traffic Sign Fees - (3,080) - -
4901 National City - Impounds (6,754) (11,141) (10,000) (10,050)
4902 Imperial Beach - Impounds (100) (20) - -
4903 Lemon Grove - Impounds (3,210) (2,965) (4,500) (4,590)
4911 Port District Fees (1,103,646) (1,136,756) (1,075,678) (1,381,057)
4921 Reimb fr Other Agencies-Jail 3,095 - - -
4951 Swimming Pool Fees (124,891) (272,792) (240,600) (356,813)
4952 Recreation Program Fees (71,154) (769,447) (593,382) (596,386)
Page 548 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
277
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
4953 Other Recreation Fees (11,964) (68,815) (18,394) (18,628)
4961 Special Interest Class Fees (104,993) (503,462) (319,500) (321,347)
4971 Tow Referral Fee (197,663) (191,585) (184,795) (200,924)
5061 Special Police Department Serv (26,927) (37,215) (53,150) (53,463)
5062 Police Reimbursements (1,243,858) (2,075,277) (1,303,762) (1,552,398)
5064 Witness Fee (275) (275) (500) (510)
5065 City Staff Time & Cost Recover (624,583) (266,400) (628,042) (1,459,688)
5066 Live Scan Services (301) (1,652) (30,000) (30,150)
5201 Animal Shelter Fees (169,402) (408,491) (283,200) (284,616)
5220 Measure P Reimbursements (606,173) (704,859) (453,000) (461,760)
5222 Measure A Reimbursements (885,517) (1,026,274) (846,487) (923,502)
5231 Traffic Control Plan Fee (43,425) (42,750) (33,000) (43,165)
5241 Distressed Property Mgt Fee (210) (70) (3,000) (3,060)
5251 Special Event Fees - (600) (3,000) (3,060)
5252 Block Party Fees (50) (250) (500) (510)
5253 Professional Filming Fees (1,350) - (1,500) (1,530)
Charges for Services Total (8,276,765) (10,755,852) (9,333,654) (11,083,955)
Other Revenue
4012 Sales Tax Pub Safety Augment (1,001,282) (1,205,296) (1,227,231) (1,277,388)
4017 Sales Tax - RV Park - (15,511) - (15,000)
4211 Building Permits (147,580) (158,706) (198,489) (202,459)
4111 Cannabis Excise Tax (245,356) (2,300,656) (4,021,000) (2,777,510)
4503 PD State Grant RATT (303,054) (40,141) (335,000) (335,000)
4602 PD Fed Grant - HIDTA (CBAG) - (102,498) (117,084) (117,084)
4603 PD Fed Grant-HIDTA Task Force (254,280) (145,367) (287,000) (287,000)
4611 Federal Grant - Other (111,397) (60,889) (56,356) (56,356)
4621 PD POST Reimb. Prog (112,815) (42,997) (35,000) (35,000)
5301 Reimb. - DIF (51,986) (8,569) (48,006) (47,235)
5331 Reimb. - RDA Housing (3,688) (161) - -
5332 Reimb. - CHIP (5,691) - - -
5341 Reimb. - Open Space Dist (457,445) (386,434) (470,327) (448,516)
5342 Reimb. - Assessment Dist (17,871) (6,195) (94,549) (6,989)
5343 Reimb. - Comm Fac Distr (1,595,893) (1,779,987) (1,468,209) (1,739,650)
5351 Reimb. - CIP Projects (4,021,317) (3,527,790) (4,877,250) (4,682,112)
5352 Reimb. - DIF CIP (947,549) (636,550) (668,000) (671,340)
5361 Reimb. - CDBG Admin (8,344) (413) (6,500) (6,532)
5362 Reimb. - HOME Prog (5,831) (1,334) (1,000) -
5363 Reimb. - CDBG CIP (240,705) (223,637) (112,000) (111,555)
5364 Reimb. - CDBG Others - (50,000) (50,100) (50,350)
5365 Reimb. - ESG Program - (284) - -
5371 Reimb. - Other (4,030,228) (2,342,249) (1,242,596) (1,262,354)
5372 Reimb. - Other City Funds (840,404) (317,870) (583,182) (289,692)
5373 Reimb. - Parking Meter (24,970) (47,669) (60,000) (60,300)
5451 Proceeds of Long Term Debt - (4,350,316) - -
5463 Recoveries on Damaged Property (127,127) (2,436,063) (105,000) (105,525)
5481 Entertainment Facility Contrib. (7,037) (592,970) (614,000) (617,070)
5491 P.Y. Revenue (18,936) (20,088) - -
Page 549 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
278
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
5492 Cash Overage (6,977) (12,222) - -
5501 Donations (62,035) (62,450) (140,651) (158,676)
5511 Rebates/Refunds (360,088) (143,240) (85,000) (85,425)
5521 Miscellaneous Revenues (244,648) (88,294) (516,125) (150,330)
5523 City Administration Fee (304,398) (172,718) (127,780) (128,419)
5651 Service Charge - A/R (20,346) (22,847) (60,000) (60,300)
5656 Service Chg - Returned Cks (2,289) (2,740) (5,000) (5,025)
5702 Sales - Food/Beverage - (899) (1,200) (1,206)
5703 Sales - Supplies - - (7,200) (7,236)
Other Revenue Total (15,581,568) (21,306,048) (17,620,835) (15,798,634)
Transfers In
5999 Transfers In (12,991,888) (14,693,028) (26,575,137) (13,475,810)
Transfers In Total (12,991,888) (14,693,028) (26,575,137) (13,475,810)
100 GENERAL FUND Total (225,576,097) (248,716,097) (248,932,683) (258,222,161)
105 Bayfront Lease Revenue
5999 Transfers In - - - (2,045,827)
105 Bayfront Lease Revenue Total - - - (2,045,827)
220 2016 Measure P Sales Tax
4401 Investment Earnings City Pool (563,429) (496,852) - -
4403 Trustee Investment Earnings (53,634) 21 - -
4404 Change in Fair Value of Invts 331,350 1,243,445 - -
5220 Measure P Reimbursements (3,038) (1,920) - -
5371 Reimb - Other - (1,233) - -
5999 Transfers In (23,629,265) (27,402,122) (25,588,947) (27,515,846)
220 2016 Measure P Sales Tax Total (23,918,015) (26,658,660) (25,588,947) (27,515,846)
221 Transportation Grants-Gas Tax
4401 Investment Earnings City Pool (228,902) (262,815) - -
4404 Change in Fair Value of Invts (144,257) 694,597 - -
4522 St Gas Tax Section 2105 (1,386,776) (1,523,753) (1,770,704) (1,816,260)
4523 St Gas Tax Section 2106 (878,597) (981,281) (1,102,892) (1,166,635)
4524 St Gas Tax Section 2107 (1,876,542) (1,822,021) (2,419,065) (2,181,570)
4525 St Gas Tax Section 2107 5 (10,000) (10,000) (10,000) (10,000)
4526 St Gas Tax Section 2103 (1,816,058) (2,170,578) (2,703,046) (2,742,754)
4527 St Gas Tax RMRA (5,046,228) (5,541,000) (6,255,972) (6,842,191)
4625 CARES CRF Federal (2,124) - - -
5999 Transfers In - (4,000) (2,000) (2,000)
221 Transportation Grants-Gas Tax Total (11,389,484) (11,620,850) (14,263,679) (14,761,410)
222 2018 Measure A Sales Tax
4402 Investment Earnings Others - (73,831) - (40,000)
4601 PD Fed Grant-Cops Univ Hiring (177,083) (239,583) (250,000) (83,334)
4625 CARES CRF Federal (45,710) - - -
4626 FEMA Reimbursement 1,143 - - -
Page 550 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
279
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
4752 Dev Fees - Deposit Based (632) - - -
5999 Transfers In (23,918,802) (27,628,161) (25,687,904) (27,515,604)
222 2018 Measure A Sales Tax Total (24,141,085) (27,941,575) (25,937,904) (27,638,938)
223 Utility Tax Settlement
4401 Investment Earnings City Pool (1,931) (1,600) - -
4404 Change in Fair Value of Invts 1,418 4,387 - -
223 Utility Tax Settlement Total (513) 2,787 - -
224 OR V2 Pub Benefit Contribution
4401 Investment Earnings City Pool (7,232) (5,986) - -
4404 Change in Fair Value of Invts 5,318 16,423 - -
224 OR V2 Pub Benefit Contribution Total (1,914) 10,438 - -
225 CPF Benefit Funds
227 Transportation Sales Tax
4013 Sales Tax for Transportation (6,883,741) (3,867,096) (6,673,500) (6,673,500)
4401 Investment Earnings City Pool 3,642 (12,674) - -
4701 Grant - Other Agency (613,178) (54,703) - -
227 Transportation Sales Tax Total (7,493,277) (3,934,473) (6,673,500) (6,673,500)
234 Advanced Life Support Program
4625 CARES CRF Federal (45,740) - - -
4711 Contributions - Other Agencies (1,686,581) (77,370) (214,000) (214,000)
5999 Transfers In - (2,285,208) (2,256,076) (2,295,522)
234 Advanced Life Support Program Total (1,732,321) (2,362,578) (2,470,076) (2,509,522)
241 Parking Meter
4231 Parking Permits Space Rental (20,873) - (25,000) (25,000)
4331 Parking Citation (142,067) (267,274) (200,000) (200,000)
4401 Investment Earnings City Pool (28,077) (23,610) - -
4404 Change in Fair Value of Invts 25,679 64,181 - -
4444 Parking Meters On Street (133,833) (257,214) (220,000) (220,000)
4445 Parking Meters Off Street (83,287) (154,288) (145,000) (145,000)
241 Parking Meter Total (382,458) (638,205) (590,000) (590,000)
243 Town Center I Parking District
4401 Investment Earnings City Pool (2,984) (2,759) - -
4404 Change in Fair Value of Invts 2,028 8,213 - -
5391 Town Ctr I in Lieu Parking (8,050) (75,076) - -
243 Town Center I Parking District Total (9,006) (69,622) - -
245 Traffic Safety
4313 Vehicle Code Fines (345,745) (264,647) (437,640) (437,640)
4401 Investment Earnings City Pool (4,506) (2,074) - -
4404 Change in Fair Value of Invts 8,240 12,615 - -
245 Traffic Safety Total (342,012) (254,106) (437,640) (437,640)
Page 551 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
280
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
256 Asset Seizure
4401 Investment Earnings City Pool 8 7 - -
4404 Change in Fair Value of Investments 389 - - -
256 Asset Seizure Total 398 7 - -
266 Special Revenue Endowments
4401 Investment Earnings City Pool 84,096 - - -
4404 Change in Fair Value of Invts 40,881 - - -
266 Special Revenue Endowments Total 124,978 - - -
267 Permanent Endowments
4401 Investment Earnings City Pool (240) (198) - -
4404 Change in Fair Value of Invts 327 393 - -
267 Permanent Endowments Total 88 194 - -
268 American Rescue Plan Act 2021
4401 Investment Earnings City Pool - (53,470) - -
4404 Change in Fair Value of Invts - (341,217) - -
268 American Rescue Plan Act 2021 Total - (394,687) - -
269 Other Grants
4401 Investment Earnings City Pool 61 223 - -
4625 CARES CRF Federal (4,686) - - -
4701 Grant - Other Agency (704,533) (76,260) - -
4711 Contributions - Other Agencies (57,000) (68,800) (80,000) (75,000)
5065 City Staff Time & Cost Recover (140,352) (143,273) - -
5371 Reimb - Other (10,608) - - -
5453 Loan Repayments (16,217) (281) (22,333) -
5521 Miscellaneous Revenues (11) - - -
269 Other Grants Total (933,346) (288,390) (102,333) (75,000)
270 Mobile Park Fee
5065 City Staff Time & Cost Recover (28,356) (32,180) (65,000) (65,000)
270 Mobile Park Fee Total (28,356) (32,180) (65,000) (65,000)
271 Local Grants
4401 Investment Earnings City Pool (3,782) (4,526) - -
4404 Change in Fair Value of Invts (2,566) 12,891 - -
4441 Pay Phones Revenue (12,119) (6,762) (20,000) -
4711 Contributions - Other Agencies (729) (3,466) (5,000) (5,000)
5524 Confiscated Funds (53,228) (124,002) (10,000) (10,000)
5701 Sales - Sundries (61,724) (44,741) (40,000) -
271 Local Grants Total (134,148) (170,606) (75,000) (15,000)
272 Federal Grants
4401 Investment Earnings City Pool 9,573 (115,710) - -
4402 Investment Earnings Others (308,714) (128,508) - -
Page 552 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
281
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
4403 Trustee Investment Earnings (48) - - -
4404 Change in Fair Value of Invts (26,814) 185,048 - -
4446 Rentals Leases Land Space (52,382) (72,203) (28,000) -
4602 PD Fed Grant - HIDTA (CBAG) (2,514,104) (1,818,689) (2,667,576) (2,667,576)
4604 PD Fed Grant - OTS (451,758) (351,887) (230,522) (127,500)
4610 Federal Grant Project Revenue (4,633,181) (34,666,613) - (39,255)
4611 Federal Grant - Other (7,834,580) (7,008,244) (7,315,178) (374,556)
4612 PD DOJ (167,286) (80,487) (60,000) (60,000)
4613 PD Treasury (70,534) (54,998) - -
4625 CARES CRF Federal (22,997) - - -
5062 Police Reimbursements (98,692) (86,115) (141,930) (141,930)
5453 Loan Repayments (655,542) (148,558) - -
5999 Transfers In (104,436) (636,026) (465,959) (79,299)
272 Federal Grants Total (16,931,494) (44,982,990) (10,909,165) (3,490,116)
273 State Grants
4401 Investment Earnings City Pool (25,051) (12,012) - -
4402 Investment Earnings City Pool (7,550) (24,300) - -
4404 Change in Fair Value of Invts 8,983 34,767 - -
4501 State Grant SLESF (646,831) (673,855) (401,014) (650,000)
4510 State Grant Project Revenue (448,806) (125,022) - (23,935)
4511 State Grant (1,196,026) (488,345) (567,308) (390,163)
4625 CARES CRF Federal (7,479) - - -
5453 Loan Repayments (111,600) (167,253) - -
5511 Rebates/Refunds 1,318 - - -
273 State Grants Total (2,433,042) (1,456,021) (968,322) (1,064,098)
282 Environmental Services
4625 CARES CRF Federal (177,705) - - -
4626 FEMA Reimbursement 587 - - -
4752 Dev Fees - Deposit Based (10,535) (31,903) - -
5065 City Staff Time & Cost Recover (1,575) (560) - -
5220 Measure P Reimbursements (484) (244) - -
5221 Trash/Recyc. AB939 Admin Fee (1,516,137) (1,541,134) (1,416,799) (1,416,799)
5371 Reimb - Other (316,382) (398,221) (110,000) (110,000)
5372 Reimb - Other City Funds (1,133) (2,174) (29,726) (29,726)
5999 Transfers In - (15,000) (7,000) (7,000)
282 Environmental Services Total (2,023,365) (1,989,235) (1,563,525) (1,563,525)
301 Storm Drain
4321 Storm Drain Ord Violation Fee (900) (200) (5,000) (5,000)
4401 Investment Earnings City Pool (29,376) (33,539) - -
4404 Change in Fair Value of Invts 13,959 90,411 - -
5011 Storm Drain Fees (589,446) (625,970) (585,000) (585,000)
5491 P.Y. Revenue (762) - - -
5651 Service Charge - A/R (3,733) 1,279 - -
301 Storm Drain Total (610,257) (568,020) (590,000) (590,000)
Page 553 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
282
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
311 CDBG Housing Program
4611 Federal Grant - Other (27,988) - (100,000) (100,000)
5453 Loan Repayments (15,000) (33,310) - -
311 CDBG Housing Program Total (42,988) (33,310) (100,000) (100,000)
313 Chula Vista Housing Authority
4401 Investment Earnings City Pool (70,807) (94,309) - -
4402 Investment Earnings Others (78,284) 10,207 - -
4404 Change in Fair Value of Invts (12,117) 258,007 - -
4625 CARES CRF Federal (36,387) - - -
4752 Dev Fees - Deposit Based - (59,956) - -
4801 Dev Fees - Others (2,981,368) - - -
5065 City Staff Time & Cost Recover (28,992) (15,241) - (1,395,342)
5242 Bond Administrative Fees (291,654) (331,215) (150,000) (150,000)
5331 Reimb - RDA Housing (44,440) (25,528) - -
5332 Reimb - CHIP (16,187) (16,131) (25,000) (25,000)
5361 Reimb - CDBG Admin (324,300) (174,106) (419,735) (419,735)
5362 Reimb - HOME Prog (71,425) (85,258) (86,630) (86,630)
5364 Reimb - CDBG Others - - (50,000) (50,000)
5365 Reimb - ESG Program (29,398) (8,915) (1,042) (1,042)
5371 Reimb - Other (56,929) (81,302) (20,000) (20,000)
5372 Reimb - Other City Funds (26,057) (20,494) (45,000) (45,000)
5453 Loan Repayments (577,431) (414,545) - -
5651 Service Charge - A/R (717) (664) - -
5999 Transfers In - (15,000) (3,000) (3,000)
313 Chula Vista Housing Authority Total (4,646,495) (1,074,450) (800,407) (2,195,749)
316 Public Educational & Govt Fee
4022 Public Educational & Govt. Fee (512,593) (463,961) (540,000) (488,000)
4625 CARES CRF Federal (139) - - -
4626 FEMA Reimbursement 112 - - -
5371 Reimb - Other (80,000) - - -
316 Public Educational & Govt Fee Total (592,620) (463,961) (540,000) (488,000)
318 RDA Successor Agency Fund
4005 Prop Tax in Lieu (299,988) (305,988) - -
4081 Property Tax Increment TCI (436,856) (607,543) (1,206,866) (1,206,866)
4082 Property Tax Increment Bayfront (314,366) (337,531) (1,343,080) (1,343,080)
4083 Prop Tax Increment Southwest (561,394) (823,520) (666,328) (666,328)
4084 Property Tax Increment TC II (208,620) (266,596) (480,043) (480,043)
4085 Property Tax Increment Otay Vl (377,649) (485,851) (697,538) (697,538)
4086 Prop Tax Increment Merged Proj (523,976) (713,977) (573,295) (573,295)
4401 Investment Earnings City Pool (57,457) (47,367) - -
4404 Change in Fair Value of Invts 82,631 161,868 - -
318 RDA Successor Agency Fund Total (2,697,676) (3,426,504) (4,967,150) (4,967,150)
Page 554 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
283
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
319 Housing Successor Agency
4401 Investment Earnings City Pool (225,584) (183,287) - -
4402 Investment Earnings Others (838,307) (118,639) (200,000) (200,000)
4404 Change in Fair Value of Invts 143,390 501,836 - -
4446 Rentals Leases Land Space (21,631) (23,597) (15,000) (15,000)
5065 City Staff Time & Cost Recover (1,044) - - -
5453 Loan Repayments (1,334,234) (138,420) (255,000) (255,000)
319 Housing Successor Agency Total (2,277,410) 37,893 (470,000) (470,000)
340 Section 115 Trust
5999 Transfers In - (10,751,979) (9,007,333) (10,848,629)
340 Section 115 Trust Total - (10,751,979) (9,007,333) (10,848,629)
341 Public Liability Trust
5371 Reimb - Other (159,703) (123,096) - -
5999 Transfers In (1,234,450) (1,240,788) (1,284,078) (2,484,078)
341 Public Liability Trust Total (1,394,153) (1,363,884) (1,284,078) (2,484,078)
342 CFD 11-M Rolling Hills McM
4401 Investment Earnings City Pool (8,714) (8,165) - -
4404 Change in Fair Value of Invts 5,862 23,944 - -
5601 District Assessments (196,518) (199,004) (209,602) (226,688)
342 CFD 11-M Rolling Hills McM Total (199,370) (183,225) (209,602) (226,688)
343 CFD 12-M Otay Ranch Village 7
4401 Investment Earnings City Pool (19,665) (18,772) - -
4404 Change in Fair Value of Invts 15,113 55,784 - -
5601 District Assessments (561,408) (567,601) (594,169) (610,828)
343 CFD 12-M Otay Ranch Village 7 Total (565,960) (530,588) (594,169) (610,828)
344 CFD 13-M Otay Ranch Village 2
4401 Investment Earnings City Pool (34,639) (37,616) - -
4404 Change in Fair Value of Invts 21,112 108,567 - -
5371 Reimb - Other (91) - - -
5601 District Assessments (768,482) (919,002) (822,427) (1,721,829)
344 CFD 13-M Otay Ranch Village 2 Total (782,100) (848,051) (822,427) (1,721,829)
345 CFD 12M Village 7 Otay Ranch
4401 Investment Earnings City Pool (23,500) (21,801) - -
4404 Change in Fair Value of Invts 17,922 63,403 - -
5601 District Assessments (585,525) (597,128) (625,580) (676,572)
345 CFD 12M Village 7 Otay Ranch Total (591,104) (555,526) (625,580) (676,572)
346 CFD 14M-A-EUC Millenia
4401 Investment Earnings City Pool (12,606) (11,289) - -
4404 Change in Fair Value of Invts 9,709 32,384 - -
5601 District Assessments (292,500) (295,303) (309,297) (334,507)
346 CFD 14M-A-EUC Millenia Total (295,396) (274,208) (309,297) (334,507)
Page 555 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
284
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
347 CFD 14M-B-EUC Millenia
4401 Investment Earnings City Pool (6,342) (9,330) - -
4404 Change in Fair Value of Invts 1,346 29,395 - -
5999 Transfers In (475,546) (486,716) (482,722) (646,542)
347 CFD 14M-B-EUC Millenia Total (480,542) (466,651) (482,722) (646,542)
348 CFD 18M Village 3 Otay Ranch
4401 Investment Earnings City Pool (45,692) (70,847) - -
4404 Change in Fair Value of Invts 11,216 200,063 - -
5601 District Assessments (1,548,037) (1,653,388) (1,579,988) (1,787,149)
348 CFD 18M Village 3 Otay Ranch Total (1,582,513) (1,524,172) (1,579,988) (1,787,149)
349 CFD 19M Freeway Commercial 2
4401 Investment Earnings City Pool (7,791) (11,268) - -
4404 Change in Fair Value of Invts 2,750 31,632 - -
5601 District Assessments (210,953) (278,557) (223,952) (297,637)
349 CFD 19M Freeway Commercial 2 Total (215,994) (258,193) (223,952) (297,637)
350 Bayfront Special Tax District
4401 Investment Earnings City Pool (1,699) (5,264) - -
4404 Change in Fair Value of Invts (1,924) 5,230 - -
5601 District Assessments (251,795) (609,104) (200,000) (200,000)
350 Bayfront Special Tax District Total (255,418) (609,138) (200,000) (200,000)
351 Town Center Landscape Dist I
4401 Investment Earnings City Pool (521) (432) - -
4404 Change in Fair Value of Invts 383 1,184 - -
351 Town Center Landscape Dist I Total (138) 753 - -
352 Bay Blvd Landscape District
4401 Investment Earnings City Pool (850) (870) - -
4404 Change in Fair Value of Invts 586 2,432 - -
5601 District Assessments (14,876) (12,756) (13,043) (12,851)
352 Bay Blvd Landscape District Total (15,140) (11,194) (13,043) (12,851)
353 Eastlake Maintenance Dist I
4401 Investment Earnings City Pool (12,163) (11,954) - -
4404 Change in Fair Value of Invts 8,163 35,387 - -
5601 District Assessments (356,856) (366,418) (397,772) (368,280)
5999 Transfers In (31,280) (31,280) (28,200) (54,226)
353 Eastlake Maintenance Dist I Total (392,135) (374,265) (425,972) (422,506)
354 Open Space District #01
4401 Investment Earnings City Pool (1,316) (1,348) - -
4404 Change in Fair Value of Invts 1,214 4,283 - -
5601 District Assessments (93,254) (94,896) (95,202) (95,953)
354 Open Space District #01 Total (93,355) (91,961) (95,202) (95,953)
Page 556 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
285
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
355 Open Space District #02
4401 Investment Earnings City Pool 135 26 - -
4404 Change in Fair Value of Invts - 77 - -
5601 District Assessments (16,407) (17,041) (16,714) (16,847)
355 Open Space District #02 Total (16,272) (16,938) (16,714) (16,847)
356 Open Space District #03
4401 Investment Earnings City Pool (614) (778) - -
4404 Change in Fair Value of Invts 326 2,492 - -
5601 District Assessments (57,130) (57,560) (58,612) (59,074)
356 Open Space District #03 Total (57,418) (55,845) (58,612) (59,074)
357 Open Space District #04
4401 Investment Earnings City Pool (2,017) (1,548) - -
4404 Change in Fair Value of Invts 1,865 4,871 - -
5601 District Assessments (98,168) (102,159) (101,389) (102,189)
357 Open Space District #04 Total (98,321) (98,836) (101,389) (102,189)
358 Open Space District #05
4401 Investment Earnings City Pool (1,407) (1,501) - -
4404 Change in Fair Value of Invts 948 4,445 - -
5601 District Assessments (56,716) (57,316) (57,991) (58,447)
358 Open Space District #05 Total (57,174) (54,372) (57,991) (58,447)
359 Open Space District #06
4401 Investment Earnings City Pool (1,358) (1,423) - -
4404 Change in Fair Value of Invts 879 4,061 - -
5601 District Assessments (37,490) (38,984) (38,082) (38,381)
359 Open Space District #06 Total (37,970) (36,346) (38,082) (38,381)
361 Open Space District #07
4401 Investment Earnings City Pool (529) (321) - -
4404 Change in Fair Value of Invts 538 1,044 - -
5601 District Assessments (16,057) (15,972) (16,420) (16,548)
361 Open Space District #07 Total (16,048) (15,249) (16,420) (16,548)
362 Open Space District #08
4401 Investment Earnings City Pool (1,303) (1,483) - -
4404 Change in Fair Value of Invts 796 4,539 - -
5601 District Assessments (80,345) (81,973) (82,520) (83,172)
362 Open Space District #08 Total (80,852) (78,917) (82,520) (83,172)
363 Open Space District #09
4401 Investment Earnings City Pool (428) (842) - -
4404 Change in Fair Value of Invts 185 2,745 - -
5601 District Assessments (80,286) (80,797) (81,845) (82,498)
363 Open Space District #09 Total (80,528) (78,894) (81,845) (82,498)
Page 557 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
286
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
364 Open Space District #10
4401 Investment Earnings City Pool (1,984) (2,297) - -
4404 Change in Fair Value of Invts 1,353 6,892 - -
5601 District Assessments (92,793) (93,381) (95,725) (94,963)
364 Open Space District #10 Total (93,424) (88,785) (95,725) (94,963)
365 Open Space District #11
4401 Investment Earnings City Pool (4,210) (4,071) - -
4404 Change in Fair Value of Invts 4,075 12,246 - -
5371 Reimb - Other (296) - - -
5601 District Assessments (188,036) (190,206) (190,294) (193,309)
365 Open Space District #11 Total (188,468) (182,031) (190,294) (193,309)
366 Open Space District #13
4401 Investment Earnings City Pool (11) (9) - -
366 Open Space District #13 Total (11) (9) - -
367 Open Space District #14
4401 Investment Earnings City Pool (4,132) (5,620) - -
4404 Change in Fair Value of Invts 2,156 17,691 - -
5601 District Assessments (405,700) (399,721) (402,298) (405,475)
367 Open Space District #14 Total (407,676) (387,650) (402,298) (405,475)
368 Open Space District #15
4401 Investment Earnings City Pool 252 22 - -
4404 Change in Fair Value of Invts - 154 - -
5601 District Assessments (24,523) (25,798) (25,522) (25,723)
368 Open Space District #15 Total (24,270) (25,622) (25,522) (25,723)
369 Open Space District #17
4401 Investment Earnings City Pool (176) (184) - -
4404 Change in Fair Value of Invts 265 424 - -
5601 District Assessments (9,871) (9,782) (9,859) (9,937)
369 Open Space District #17 Total (9,783) (9,542) (9,859) (9,937)
371 Open Space District #18
4401 Investment Earnings City Pool (7,104) (6,567) - -
4404 Change in Fair Value of Invts 5,539 19,435 - -
5601 District Assessments (188,139) (189,828) (191,796) (188,962)
371 Open Space District #18 Total (189,703) (176,961) (191,796) (188,962)
372 Open Space District #20
4401 Investment Earnings City Pool (39,524) (35,673) - -
4404 Change in Fair Value of Invts 34,954 112,886 - -
5371 Reimb - Other (860) (1,550) - -
5601 District Assessments (1,631,377) (1,639,651) (1,649,327) (1,661,464)
372 Open Space District #20 Total (1,636,807) (1,563,988) (1,649,327) (1,661,464)
Page 558 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
287
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
373 Open Space District #23
4401 Investment Earnings City Pool (2,305) (1,700) - -
4404 Change in Fair Value of Invts 1,799 5,386 - -
5371 Reimb - Other (3,759) - - -
5601 District Assessments (57,511) (58,360) (58,792) (59,257)
373 Open Space District #23 Total (61,776) (54,674) (58,792) (59,257)
374 Open Space District #24
4401 Investment Earnings City Pool (61) (293) - -
4404 Change in Fair Value of Invts - 890 - -
5601 District Assessments (33,102) (36,697) (34,709) (34,983)
374 Open Space District #24 Total (33,163) (36,100) (34,709) (34,983)
375 Open Space District #26
4401 Investment Earnings City Pool 93 (25) - -
4404 Change in Fair Value of Invts - 146 - -
5601 District Assessments (12,656) (12,843) (12,939) (13,042)
375 Open Space District #26 Total (12,562) (12,722) (12,939) (13,042)
376 Open Space District #31
5601 District Assessments (200,936) (199,586) (204,114) (201,097)
376 Open Space District #31 Total (200,936) (199,586) (204,114) (201,097)
378 CFD 07M Eastlake Woods & Vista
4401 Investment Earnings City Pool (35,154) (36,895) - -
4404 Change in Fair Value of Invts 21,768 107,257 - -
5601 District Assessments (973,653) (986,701) (986,312) (995,933)
378 CFD 07M Eastlake Woods & Vista Total (987,040) (916,339) (986,312) (995,933)
379 CFD 08M Vlg 6 McMillin & OR
4401 Investment Earnings City Pool (85,982) (83,691) - -
4404 Change in Fair Value of Invts 58,094 239,028 - -
5601 District Assessments (1,643,511) (1,656,951) (1,666,696) (1,701,311)
379 CFD 08M Vlg 6 McMillin & OR Total (1,671,399) (1,501,614) (1,666,696) (1,701,311)
380 CFD 09M ORV II Brookfield-Shea
4401 Investment Earnings City Pool (57,100) (54,380) - -
4404 Change in Fair Value of Invts 43,808 156,740 - -
5601 District Assessments (1,439,645) (1,455,351) (1,465,062) (1,491,357)
380 CFD 09M ORV II Brookfield-Shea Total (1,452,937) (1,352,991) (1,465,062) (1,491,357)
381 CFD 14M-2-EUC Millenia
4401 Investment Earnings City Pool - (927) - -
4404 Change in Fair Value of Invts - 2,551 - -
5601 District Assessments (78,541) (261,922) (293,609) (335,452)
381 CFD 14M-2-EUC Millenia Total (78,541) (260,298) (293,609) (335,452)
Page 559 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
288
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
382 CFD 99-2 Otay Ranch Vlg 1 West
4401 Investment Earnings City Pool (42,911) (41,590) - -
4404 Change in Fair Value of Invts 30,700 122,137 - -
5601 District Assessments (1,103,723) (1,123,722) (1,121,646) (1,121,628)
382 CFD 99-2 Otay Ranch Vlg 1 West Total (1,115,934) (1,043,176) (1,121,646) (1,121,628)
383 Town Ctr Business Improv Dist
4401 Investment Earnings City Pool (1,890) 166 - -
4404 Change in Fair Value of Invts 129 2,713 - -
5601 District Assessments 5,457 11,460 - -
383 Town Ctr Business Improv Dist Total 3,697 14,339 - -
386 Otay Ranch Preserve
4401 Investment Earnings City Pool (29,577) (21,750) - -
4404 Change in Fair Value of Invts 20,434 66,338 - -
5601 District Assessments (802,336) (807,396) (822,171) (840,661)
386 Otay Ranch Preserve Total (811,479) (762,807) (822,171) (840,661)
387 CFD 98-3 Sunbow 2
4401 Investment Earnings City Pool (26,494) (22,311) - -
4404 Change in Fair Value of Invts 25,878 70,520 - -
5601 District Assessments (1,090,322) (1,102,798) (1,112,090) (1,120,846)
387 CFD 98-3 Sunbow 2 Total (1,090,938) (1,054,590) (1,112,090) (1,120,846)
388 CFD 97-1 Otay Ranch
4401 Investment Earnings City Pool (150,082) (140,596) - -
4404 Change in Fair Value of Invts 110,669 407,945 - -
5371 Reimb - Other (1,034) (19,143) - -
5601 District Assessments (3,342,864) (3,405,089) (3,411,335) (3,422,177)
388 CFD 97-1 Otay Ranch Total (3,383,310) (3,156,882) (3,411,335) (3,422,177)
389 Otay Ranch Village 1,2,6,7,12
4401 Investment Earnings City Pool (3,157) (2,616) - -
4404 Change in Fair Value of Invts 2,319 7,173 - -
389 Otay Ranch Village 1,2,6,7,12 Total (839) 4,558 - -
391 Central Garage Fund
4421 Sale of Other Personal Prop (7,951) (4,220) - -
4625 CARES CRF Federal (1,914) - - -
4626 FEMA Reimbursement (131) - - -
5065 City Staff Time & Cost Recover (137,751) (120,141) (85,000) (85,000)
5222 Measure A Reimbursements - - (113,771) (108,334)
5371 Reimb - Other (5,496) - - -
5463 Recoveries on Damaged Property (78,616) (104,583) (20,168) (20,168)
5471 Billings to Other Departments (3,372,857) (4,622,447) (4,542,097) (5,516,097)
5511 Rebates/Refunds (2,279) (2,698) - -
Page 560 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
289
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
5999 Transfers In - (26,000) (9,000) (9,000)
391 Central Garage Fund Total (3,606,995) (4,880,088) (4,770,036) (5,738,599)
394 Vehicle Replacement Fund
5462 Gain on Disposal of Property (105,741) (192,543) - -
5999 Transfers In (218,942) (231,982) (313,760) (681,314)
394 Vehicle Replacement Fund Total (324,683) (424,525) (313,760) (681,314)
398 Workers Compensation Fund
5371 Reimb - Other (121,601) (168,274) (25,000) (25,000)
5461 Recoveries on Lien & W/C Overp - - (25,000) (25,000)
5471 Billings to Other Departments (4,817,981) (4,679,723) (4,780,231) (5,033,136)
398 Workers Compensation Fund Total (4,939,582) (4,847,997) (4,830,231) (5,083,136)
401 Bayfront Trolley Station
4401 Investment Earnings City Pool (1,688) (1,399) - -
4404 Change in Fair Value of Invts 1,240 3,836 - -
401 Bayfront Trolley Station Total (448) 2,437 - -
402 Chula Vista Transit
4401 Investment Earnings City Pool 1,693 1,402 - -
402 Chula Vista Transit Total 1,693 1,402 - -
403 Transit Capital Projects
4401 Investment Earnings City Pool (3,405) (2,821) - -
4404 Change in Fair Value of Invts 2,501 7,737 - -
403 Transit Capital Projects Total (904) 4,916 - -
405 City Jail
4311 Booking Fees (18,027) (155) - -
4315 CVHF Booking Fees (710) - - -
4622 PD STC Reimb Prog (9,664) (6,934) (6,000) -
4625 CARES CRF Federal 406 - - -
4626 FEMA Reimbursement 3,384 - - -
4921 Reimb fr. Other Agencies-Jail (1,394,698) (1,364,153) (1,478,250) -
5999 Transfers In - (25,000) (518,193) -
405 City Jail Total (1,419,309) (1,396,241) (2,002,443) -
406 Chula Vista Muni Golf Course
4462 Rentals Leases Buildings - - (132,580) (132,580)
5101 Operating Revenue - (3,300,593) - (3,300,593)
5371 Reimb - Other (10,226) - - -
406 Chula Vista Muni Golf Course Total (10,226) (3,300,593) (132,580) (3,433,173)
407 Living Coast Discovery Center
5999 Transfers In (101,112) (118,750) (80,608) (80,608)
407 Living Coast Discovery Center Total (101,112) (118,750) (80,608) (80,608)
Page 561 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
290
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
408 Development Services Fund
4101 State Fee SB1186 (44,886) (114,335) (14,000) (50,000)
4211 Building Permits (3,698,055) (3,970,251) (3,355,895) (3,731,410)
4212 Plumbing Permits (315,625) (337,678) (333,785) (333,785)
4213 Electrical Permits (91,231) (129,182) (82,115) (100,000)
4214 Sewer Connection Permits (29,845) (29,010) (30,000) (30,000)
4215 Utility Permits (540) (22,320) (27,700) (27,700)
4401 Investment Earnings City Pool (14,886) (36,174) - -
4404 Change in Fair Value of Invts 3,724 100,648 - -
4421 Sale of Other Personal Prop (2,325) (8,894) - -
4625 CARES CRF Federal (215,755) - - -
4626 FEMA Reimbursement (157) - - -
4751 Planning Fees (239,321) (321,672) (248,384) (298,384)
4752 Dev Fees - Deposit Based (3,161,240) (2,407,978) (3,285,345) (3,459,345)
4761 Sale of Maps & Publication - (3,610) (500) (500)
4771 Plan Checking Fees (2,216,991) (2,506,338) (2,182,510) (2,657,033)
4781 Engineering Fees (107,203) (99,556) (93,040) (125,000)
4783 Strong Motion Instrument Prog (74,143) (110,316) (95,000) (95,000)
4813 Certificate of Occupancy Fee - - (2,000) (2,000)
5065 City Staff Time & Cost Recover - (83,703) - (22,860)
5220 Measure P Reimbursements (18,310) (17,355) - -
5301 Reimb - DIF (524,534) (604,793) (450,000) (450,000)
5341 Reimb - Open Space Dist - (732) - -
5342 Reimb - Assessment Dist (2,319) - - -
5343 Reimb - Comm Fac Distr (59,710) (15,529) (145,000) (145,000)
5351 Reimb - CIP Projects (41,001) (21,130) (87,000) (87,000)
5352 Reimb - DIF CIP (11,693) (8,760) (32,500) (32,500)
5363 Reimb - CDBG CIP (3,382) - - -
5371 Reimb - Other (14,802) (111,023) - -
5372 Reimb - Other City Funds (25,814) - (23,485) (23,485)
5999 Transfers In (538,892) (661,343) (1,582,991) (588,991)
408 Development Services Fund Total (11,448,934) (11,521,034) (12,071,250) (12,259,993)
409 CV Elite Athlete Training Ctr
4401 Investment Earnings City Pool 6,715 8,470 - -
4421 Sale of Other Personal Prop (1,010) (6,150) - -
5371 Reimb - Other (121,679) (62,647) (51,800) (51,800)
5999 Transfers In (117,406) (120,679) (176,700) (176,700)
409 CV Elite Athlete Training Ctr Total (233,380) (181,007) (228,500) (228,500)
410 Transport Enterprise
4401 Investment Earnings City Pool 16,546 (13,654) - -
4404 Change in Fair Value of Invts - 49,334 - -
4625 CARES CRF Federal (6,478) - - -
4931 Medical Transport Fee (6,649,889) (19,980,980) (13,800,212) (15,629,539)
5999 Transfers In - (106,000) (95,000) -
410 Transport Enterprise Total (6,639,822) (20,051,301) (13,895,212) (15,629,539)
Page 562 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
291
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
411 Sewer Income
4401 Investment Earnings City Pool (41,388) (33,760) - -
4404 Change in Fair Value of Invts 30,994 92,694 - -
5005 Sewer Income Assessments - (3,912) - -
411 Sewer Income Total (10,394) 55,021 - -
412 Special Sewer
4401 Investment Earnings City Pool (9) (7) - -
412 Special Sewer Total (9) (7) - -
413 Trunk Sewer Capital Reserve
4401 Investment Earnings City Pool (1,233,239) (1,146,893) - -
4402 Investment Earnings Others (403,139) (301,524) (606,000) (967,000)
4404 Change in Fair Value of Invts 821,548 3,071,157 - -
5002 Sewerage Facility Participant (3,683,262) (6,283,618) (4,000,000) (4,000,000)
5999 Transfers In - (5,391) - -
413 Trunk Sewer Capital Reserve Total (4,498,091) (4,666,269) (4,606,000) (4,967,000)
414 Sewer Service Revenue
4214 Sewer Connection Permits (86,346) (18,920) (40,000) (40,000)
4401 Investment Earnings City Pool (896,627) (771,727) - -
4404 Change in Fair Value of Invts 671,079 2,075,758 - -
4421 Sale of Other Personal Prop (13,469) (18,924) - -
4625 CARES CRF Federal (9,114) - - -
4626 FEMA Reimbursement (4,390) - - -
4752 Dev Fees - Deposit Based (13,609) (738) (20,000) (20,000)
5001 Sewer Service Charges (32,809,295) (37,060,784) (32,000,000) (37,000,000)
5006 Montgomery Sewer Charges (3,426,822) (3,583,522) (3,500,000) (3,500,000)
5065 City Staff Time & Cost Recover (73,149) (17,975) - -
5220 Measure P Reimbursements (852) - - -
5301 Reimb - DIF (2,346) - - -
5351 Reimb - CIP Projects (5,456) (4,843) (5,000) (5,000)
5352 Reimb - DIF CIP (16,127) - - -
5462 Gain on Disposal of Property (11,425) (47,609) - -
5491 P.Y. Revenue (64,894) (452) - -
5511 Rebates/Refunds - (33) - -
5521 Miscellaneous Revenues - (61) - -
5651 Service Charge - A/R (329,298) 171,424 - -
5652 Past Due A/R - General 68,858 (3,949) - -
5999 Transfers In (150,000) (244,000) (198,000) (199,000)
414 Sewer Service Revenue Total (37,173,281) (39,526,356) (35,763,000) (40,764,000)
428 Sewer Facility Replacement
4401 Investment Earnings City Pool (243,564) (200,390) - -
4402 Investment Earnings Others - - (51,726) (51,726)
4404 Change in Fair Value of Invts 199,321 545,107 - -
5003 Sewer Facility Replacement Fee (2,051,176) (2,065,163) (2,250,000) (2,250,000)
5491 P.Y. Revenue (635) - - -
Page 563 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
292
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
5651 Service Charge - A/R (26,094) 7,913 - -
428 Sewer Facility Replacement Total (2,122,148) (1,712,533) (2,301,726) (2,301,726)
430 Sewer DIFs
4401 Investment Earnings City Pool (81,740) (73,054) - -
4402 Investment Earnings Others - - 17,000 402,000
4404 Change in Fair Value of Invts 73,575 206,630 - -
5792 DIF - Swr. Basin Salt Creek (512,520) (863,570) (625,000) (750,000)
5793 DIF - Swr. Basin Poggi Cyn (82,187) (22,459) (18,000) (10,000)
430 Sewer DIFs Total (602,872) (752,452) (626,000) (358,000)
442 CDBG Section 108 Loan
5999 Transfers In (633,650) (644,746) (657,214) (669,863)
442 CDBG Section 108 Loan Total (633,650) (644,746) (657,214) (669,863)
449 SD County Regional Comm System
4401 Investment Earnings City Pool (7) (6) - -
449 SD County Regional Comm System Total (7) (6) - -
451 Long Term Debt - City of CV
4404 Change in Fair Value of Invts - (0) - -
5452 Proceeds from Bond Sale (308,476,104) (12,194,805) - -
4404 Change in Fair Value of Invts - (0) - -
5999 Transfers In - (14,918,334) (15,741,641) (15,270,192)
451 Long Term Debt - City of CV Total (308,476,104) (27,113,140) (15,741,641) (15,270,192)
452 Equipment Lease Fund
4401 Investment Earnings City Pool (1,923) (1,233) - -
4404 Change in Fair Value of Invts 1,365 4,222 - -
5371 Reimb - Other (23,994) (18,431) (12,700) (7,000)
5999 Transfers In (283,986) (280,821) (283,718) (201,019)
452 Equipment Lease Fund Total (308,538) (296,263) (296,418) (208,019)
453 Energy Conservation Loans
5371 Reimb - Other - - (258,000) -
5999 Transfers In (490,071) (484,644) (309,824) (305,966)
453 Energy Conservation Loans Total (490,071) (484,644) (567,824) (305,966)
475 2014 COP Refunding
4401 Investment Earnings City Pool (60) 2 - -
4403 Trustee Investment Earnings (7,752) (127,374) - -
4404 Change in Fair Value of Invts - (78) - -
5999 Transfers In (3,608,695) (3,607,758) (3,611,082) (3,619,582)
475 2014 COP Refunding Total (3,616,507) (3,735,208) (3,611,082) (3,619,582)
476 2015 Refunding COP
4401 Investment Earnings City Pool 0 - - -
4403 Trustee Investment Earnings (9,193) (286,510) - -
Page 564 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
293
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
4404 Change in Fair Value of Invts - (94) - -
5999 Transfers In (2,935,981) (2,924,761) (2,923,768) (2,926,770)
476 2015 Refunding COP Total (2,945,173) (3,211,365) (2,923,768) (2,926,770)
477 2016 Ref COP Civic Ctr/Nature
4401 Investment Earnings City Pool (3) (0) - -
4403 Trustee Investment Earnings (4,160) (129,764) - -
4404 Change in Fair Value of Invts - (43) - -
5999 Transfers In (288,320) (288,795) (287,551) (287,552)
477 2016 Ref COP Civic Ctr/Nature Total (292,483) (418,602) (287,551) (287,552)
478 2016 LRRB PFDIF/COP
4401 Investment Earnings City Pool 2 (558) - -
4403 Trustee Investment Earnings (3) (84) - -
4404 Change in Fair Value of Invts - 17 - -
5999 Transfers In (2,157,676) (2,146,671) (2,149,276) (2,153,475)
478 2016 LRRB PFDIF/COP Total (2,157,678) (2,147,297) (2,149,276) (2,153,475)
479 2017 CREBs LRBs
4403 Trustee Investment Earnings (3) (20) - -
4404 Change in Fair Value of Invts - (0) - -
5371 Reimb - Other (318,145) (314,851) (246,000) (243,000)
5999 Transfers In (376,210) (360,278) (435,646) (443,575)
479 2017 CREBs LRBs Total (694,357) (675,150) (681,646) (686,575)
480 2017 Measure P LRBs
5999 Transfers In - (8,138,246) (7,827,252) (7,513,397)
480 2017 Measure P LRBs Total - (8,138,246) (7,827,252) (7,513,397)
507 Otay Valley Rd AD 90-2 Impvt
4401 Investment Earnings City Pool (1,727) (1,431) - -
4404 Change in Fair Value of Invts 1,269 3,925 - -
507 Otay Valley Rd AD 90-2 Impvt Total (459) 2,494 - -
508 Assessment District 97-2
4401 Investment Earnings City Pool (136) (112) - -
4404 Change in Fair Value of Invts - 222 - -
508 Assessment District 97-2 Total (136) 110 - -
511 OV Rd Fee Recovery District
4401 Investment Earnings City Pool (19,032) (15,751) - -
4404 Change in Fair Value of Invts 14,002 43,218 - -
511 OV Rd Fee Recovery District Total (5,031) 27,467 - -
512 EL Greens II AD 94-1 Improvement
5372 Reimb - Other City Funds (2,738) - - -
512 EL Greens II AD 94-1 Improvement Total (2,738) - - -
Page 565 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
294
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
518 AD2005-1 Tobias Drive
4401 Investment Earnings City Pool (47) (39) - -
4404 Change in Fair Value of Invts - 78 - -
518 AD2005-1 Tobias Drive Total (47) 39 - -
542 Drainage DIF
4401 Investment Earnings City Pool (75,297) (59,336) - -
4404 Change in Fair Value of Invts 57,269 162,804 - -
542 Drainage DIF Total (18,029) 103,468 - -
560 Public Facilities DIF
4401 Investment Earnings City Pool (384,896) (392,926) - -
4404 Change in Fair Value of Invts 455,684 1,474,081 - -
5463 Recoveries on Damaged Property (54,492) - - -
5751 DIF PF - Admin (465,032) (593,870) (564,000) (564,000)
5752 DIF PF - Civic Ctr Expansion (2,153,435) (2,840,478) (2,600,000) (2,600,000)
5753 DIF PF - Police Fac Remodel (1,434,867) (1,880,291) (1,770,000) (1,770,000)
5754 DIF PF - Corp Yard Relocation (357,874) (565,315) (364,000) (364,000)
5755 DIF PF - Libraries-East Terr (1,270,101) (1,604,110) (1,560,000) (1,560,000)
5756 DIF PF - Fire Supp Sys Exp (911,269) (1,157,334) (1,030,000) (1,030,000)
5771 DIF PF - Recreation Facilities (965,414) (1,188,679) (1,300,000) (1,300,000)
560 Public Facilities DIF Total (7,541,697) (8,748,924) (9,188,000) (9,188,000)
580 Pedestrian Bridge DIFs
4401 Investment Earnings City Pool (109,349) (98,712) - -
4404 Change in Fair Value of Invts 76,834 269,014 - -
5811 DIF - Ped Bridge - Otay Ranch (234,760) (492,426) (584,000) (85,000)
580 Pedestrian Bridge DIFs Total (267,275) (322,124) (584,000) (85,000)
590 Transportation DIFs
4401 Investment Earnings City Pool (536,435) (536,435) - -
4402 Investment Earnings Others - - (173,700) (164,000)
4404 Change in Fair Value of Invts (443,300) 1,541,676 - -
4812 Traffic Signal Fee (542,234) (601,571) (250,000) (250,000)
5781 DIF - Transportation (4,763,601) (8,829,571) (3,900,000) (6,300,000)
590 Transportation DIFs Total (6,285,570) (8,425,901) (4,323,700) (6,714,000)
666 2016 TARBs
4401 Investment Earnings City Pool (7) 0 - -
4403 Trustee Investment Earnings (7) (16) - -
5999 Transfers In (2,796,337) (2,794,881) (2,798,401) (2,795,101)
666 2016 TARBs Total (2,796,351) (2,794,897) (2,798,401) (2,795,101)
692 Long-Term Advances DSF-RDA SA
5999 Transfers In - (52,173) - -
692 Long-Term Advances DSF-RDA SA Total - (52,173) - -
Page 566 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → SCHEDULE OF REVENUES
295
SCHEDULE OF REVENUES
Fund/Account
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
FY 2024
Proposed
713 Capital Improvement Projects
4401 Investment Earnings City Pool (32,820) (18,245) - -
4403 Trustee Investment Earnings (15,020) (67,790) - -
4404 Change in Fair Value of Invts 51,334 60,531 - -
5371 Reimb - Other (341,569) (1,015,924) - -
5999 Transfers In - (91,496) (11,700,000) -
713 Capital Improvement Projects Total (338,075) (1,132,925) (11,700,000) -
715 Parkland Acquisition & DevFees
4401 Investment Earnings City Pool (685,886) (632,285) - -
4402 Investment Earnings Others - - (196,500) (185,000)
4404 Change in Fair Value of Invts 488,686 1,693,660 - -
5801 Park Dedication Fee (897,175) (3,889,161) (300,000) (600,000)
5999 Transfers In - - (50,000) (50,000)
715 Parkland Acquisition & DevFees Total (1,094,375) (2,827,786) (546,500) (835,000)
716 Western-Park Acquisition & Dev
4401 Investment Earnings City Pool (40,470) (52,476) - -
4404 Change in Fair Value of Invts 17,728 138,321 - -
5801 Park Dedication Fee (888,225) (444,314) (50,000) (200,000)
716 Western-Park Acquisition & Dev Total (910,967) (358,469) (50,000) (200,000)
717 Residential Construction Tax
4061 Residential Construction Tax (540,025) (432,425) (325,505) (325,505)
4401 Investment Earnings City Pool 8,916 11,941 - -
717 Residential Construction Tax Total (531,109) (420,484) (325,505) (325,505)
725 Industrial Development Auth.
4401 Investment Earnings City Pool (1) (1) - -
725 Industrial Development Auth. Total (1) (1) - -
735 Transportation Partnership
4401 Investment Earnings City Pool (2) (2) - -
4404 Change in Fair Value of Invts - 3 - -
735 Transportation Partnership Total (2) 2 - -
736 Other Transportation Program
4611 Federal Grant - Other (3,265,995) (327,187) - (12,772,000)
4701 Grant - Other Agency (1,985) - - -
5999 Transfers In (960) - - -
736 Other Transportation Program Total (3,268,939) (327,187) - (12,772,000)
741 Prop 1B Highway Safety
4401 Investment Earnings City Pool (21) (18) - -
4404 Change in Fair Value of Invts - 30 - -
741 Prop 1B Highway Safety Total (21) 12 - -
Grand Total, All Funds (764,773,005) (573,527,677) (522,007,689) (548,300,569)
Page 567 of 690
May 09, 2023 Post Agenda
AUTHORIZED
POSITIONS BY
DEPARTMENT
Page 568 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
297
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Administration – General Fund
Asst City Manager/Admin 1.00 0.00 0.00 1.00
City Manager 1.00 0.00 0.00 1.00
Communications/Special Events Coordinator 1.00 0.00 0.00 1.00
Community Engagement Specialist 0.00 1.00 0.00 1.00
Deputy City Manager 2.00 0.00 0.00 2.00
Executive Secretary 1.00 0.00 0.00 1.00
Marketing & Communications Mgr 1.00 0.00 0.00 1.00
Public Information Specialist 1.00 0.00 0.00 1.00
Special Projects Manager 1.00 1.00 0.00 2.00
Sr Management Analyst 1.00 (1.00) 0.00 0.00
Administration – General Fund Total 10.00 1.00 0.00 11.00
Animal Care Facility – General Fund
Animal Care Facility Manager 1.00 0.00 0.00 1.00
Animal Care Facility Supervisor 1.00 0.00 0.00 1.00
Animal Care Specialist 4.00 0.00 0.00 4.00
Animal Care Supervisor 1.00 0.00 0.00 1.00
Animal Control Officer 3.00 0.00 0.00 3.00
Animal Ctrl Officer Supervisor 1.00 0.00 0.00 1.00
Animal Services Specialist 2.00 0.00 0.00 2.00
Director of Animal Services 1.00 0.00 0.00 1.00
Management Analyst II 1.00 0.00 0.00 1.00
Office Specialist 2.00 0.00 0.00 2.00
Registered Veterinary Tech 4.50 0.00 0.00 4.50
Sr Animal Care Specialist 2.00 0.00 0.00 2.00
Sr Fiscal Office Specialist 1.00 0.00 0.00 1.00
Sr Office Specialist 1.00 0.00 0.00 1.00
Veterinarian (Permitted) 1.75 0.00 0.00 1.75
Animal Care Facility – General Fund Total 27.25 0.00 0.00 27.25
City Attorney – General Fund
Asst City Attorney 1.00 0.00 0.00 1.00
City Attorney (Elected) 1.00 0.00 0.00 1.00
City Attorney Investigator 1.00 0.00 0.00 1.00
Deputy City Attorney II 2.00 0.00 0.00 2.00
Deputy City Attorney III 5.00 0.00 0.00 5.00
Executive Secretary 1.00 0.00 0.00 1.00
Law Office Manager 1.00 0.00 0.00 1.00
Legal Assistant 1.00 0.00 0.00 1.00
Paralegal 1.00 0.00 0.00 1.00
Sr Asst City Attorney 1.00 0.00 0.00 1.00
Sr Legal Assistant 1.00 0.00 0.00 1.00
Sr Risk Management Specialist 1.00 0.00 0.00 1.00
City Attorney – General Fund Total 17.00 0.00 0.00 17.00
Page 569 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
298
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
City Clerk – General Fund
Assistant City Clerk 1.00 0.00 (1.00) 0.00
City Clerk 1.00 0.00 0.00 1.00
City Clerk Analyst 1.00 0.00 (1.00) 0.00
Deputy City Clerk II 2.00 1.00 0.00 3.00
Deputy Director, City Clerk Services 0.00 0.00 2.00 2.00
Fiscal Office Specialist 1.00 0.00 0.00 1.00
Records Manager 0.00 0.00 1.00 1.00
Sr Records Specialist 1.00 0.00 0.00 1.00
City Clerk – General Fund Total 7.00 1.00 1.00 9.00
City Council – General Fund
Admin Secretary (Mayor, At Will) - Frozen/Unfunded 1.00 0.00 0.00 1.00
Chief of Staff 1.00 0.00 0.00 1.00
Councilperson 4.00 0.00 0.00 4.00
Executive Secretary 1.00 0.00 0.00 1.00
Mayor 1.00 0.00 0.00 1.00
Policy Aide 1.00 0.00 0.00 1.00
Sr Council Asst 5.00 0.00 0.00 5.00
City Council – General Fund Total 14.00 0.00 0.00 14.00
Development Services – General Fund
Assistant Dir Development Srvcs 1.00 0.00 0.00 1.00
Associate Planner 2.00 0.00 0.00 2.00
Code Enforcement Manager 0.00 0.00 1.00 1.00
Code Enforcement Officer II 7.00 1.00 (1.00) 7.00
Development Srvcs Dept Director 1.00 0.00 0.00 1.00
Development Srvcs Tech II 1.00 0.00 0.00 1.00
Office Specialist 1.00 0.00 0.00 1.00
Principal Management Analyst 1.00 0.00 0.00 1.00
Principal Planner 1.00 0.00 0.00 1.00
Sr Administrative Secretary 1.00 0.00 0.00 1.00
Sr Code Enforcement Officer 2.00 0.00 0.00 2.00
Sr Office Specialist 1.00 0.00 0.00 1.00
Sr Planning Technician 1.00 0.00 0.00 1.00
Development Services – General Fund Total 20.00 1.00 0.00 21.00
CV Housing Authority Fund
Housing Manager 1.00 (1.00) 0.00 0.00
Management Analyst II 3.00 (3.00) 0.00 0.00
Principal Management Analyst 1.00 (1.00) 0.00 0.00
Sr Management Analyst 1.00 (1.00) 0.00 0.00
Sr Planner 1.00 (1.00) 0.00 0.00
CV Housing Authority Fund Total 7.00 (7.00) 0.00 0.00
Page 570 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
299
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Development Services Fund
Assistant Planner 1.00 0.00 0.00 1.00
Assoc Engineer 5.00 0.00 0.00 5.00
Assoc Plan Check Engineer 4.00 0.00 0.00 4.00
Associate Planner 5.00 0.00 0.00 5.00
Building Inspection Mgr 1.00 0.00 0.00 1.00
Building Inspector II 7.00 0.00 0.00 7.00
Building Inspector III 2.00 0.00 0.00 2.00
Building Off/Code Enf Mgr 1.00 0.00 0.00 1.00
Development Automation Spec 1.00 0.00 0.00 1.00
Development Project Manager 0.00 1.00 0.00 1.00
Development Services Counter Mgr 1.00 0.00 0.00 1.00
Development Services Tech I 1.00 0.00 0.00 1.00
Development Services Tech II 5.00 0.00 0.00 5.00
Development Services Tech III 3.00 0.00 0.00 3.00
Facilities Financing Manager 1.00 0.00 0.00 1.00
Landscape Architect 4.00 0.00 0.00 4.00
Landscape Inspector 1.00 0.00 0.00 1.00
Management Analyst II 1.00 0.00 0.00 1.00
Plan Check Supervisor 1.00 0.00 0.00 1.00
Planning Manager 1.00 0.00 0.00 1.00
Principal Civil Engineer 1.00 0.00 0.00 1.00
Principal Landscape Architect 1.00 0.00 0.00 1.00
Principal Planner 1.00 0.00 0.00 1.00
Secretary 1.00 0.00 0.00 1.00
Sr Building Inspector 1.00 0.00 0.00 1.00
Sr Civil Engineer 2.00 0.00 0.00 2.00
Sr Engineering Technician 1.00 0.00 0.00 1.00
Sr Landscape Inspector 1.00 0.00 0.00 1.00
Sr Plan Check Technician 1.00 0.00 0.00 1.00
Sr Planner 5.00 0.00 0.00 5.00
Sr Project Coordinator 1.00 0.00 0.00 1.00
Sr Secretary 1.00 0.00 0.00 1.00
Transportation Engineer W/Cert 1.00 0.00 0.00 1.00
Development Services Fund Total 64.00 1.00 0.00 65.00
Development Services – General Fund Total 20.00 1.00 0.00 21.00
Development Services – Non-General Fund Total 71.00 (6.00) 0.00 65.00
Economic Development – General Fund
Administrative Technician 1.00 0.00 0.00 1.00
Chief Sustainability Officer 1.00 0.00 0.00 1.00
Conservation Specialist II 5.00 0.00 (2.00) 3.00
Director of Econ Development - Frozen/Unfunded 1.00 (1.00) 0.00 0.00
Economic Development Manager 0.00 1.00 0.00 1.00
Environmental Sustainability Mgr 1.00 0.00 0.00 1.00
Page 571 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
300
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Principal Economic Development Specialist 1.00 0.00 0.00 1.00
Sr Economic Dev Specialist 1.00 0.00 0.00 1.00
Economic Development – General Fund Total 11.00 0.00 (2.00) 9.00
Environmental Services Fund
Conservation Specialist II 0.00 0.00 2.00 2.00
Environmental Services Mgr 1.00 0.00 0.00 1.00
Recycling Specialist I 1.00 0.00 (1.00) 0.00
Recycling Specialist II 5.00 0.00 0.00 5.00
Sr Recycling Specialist 1.00 0.00 0.00 1.00
Environmental Services Fund Total 8.00 0.00 1.00 9.00
Economic Development – General Fund Total 11.00 0.00 (2.00) 9.00
Economic Development – Non-General Fund Total 8.00 0.00 1.00 9.00
Engineering and Capital Projects – General Fund
Administrative Services Manager 1.00 0.00 0.00 1.00
Assoc Engineer 19.00 4.00 0.00 23.00
Assoc Land Surveyor 1.00 0.00 0.00 1.00
Director of Engineering 1.00 0.00 0.00 1.00
Management Analyst II 1.00 0.00 0.00 1.00
Principal Civil Engineer 3.00 0.00 0.00 3.00
Principal Traffic Engineer 1.00 0.00 0.00 1.00
Public Works Insp II 7.00 (3.00) 0.00 4.00
Sr Administrative Secretary 1.00 0.00 0.00 1.00
Sr Building Inspector 1.00 (1.00) 0.00 0.00
Sr Civil Engineer 7.00 0.00 0.00 7.00
Sr Engineering Technician 2.00 0.00 0.00 2.00
Sr Fiscal Office Spec 1.00 0.00 0.00 1.00
Sr Land Surveyor 0.00 1.00 0.00 1.00
Sr Management Analyst 1.00 0.00 0.00 1.00
Sr Public Works Insp 2.00 (1.00) 0.00 1.00
Stormwater Environmental Specialist II 2.00 0.00 0.00 2.00
Stormwater Compliance Inspector II 1.00 0.00 0.00 1.00
Stormwater Program Manager 1.00 0.00 0.00 1.00
Survey Technician II 1.00 0.00 0.00 1.00
Traffic Signal & Lighting Supervisor 1.00 0.00 0.00 1.00
Traffic Signal & Lighting Technician II 4.00 0.00 0.00 4.00
Engineering and Capital Projects – General Fund Total 59.00 0.00 0.00 59.00
Sewer Funds
Assoc Engineer 1.00 0.00 0.00 1.00
Engineering Tech II 2.00 0.00 0.00 2.00
Sr Civil Engineer 1.00 0.00 0.00 1.00
Sr Fiscal Office Specialist 1.00 0.00 0.00 1.00
Sewer Funds Total 5.00 0.00 0.00 5.00
Page 572 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
301
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Engineering and Capital Projects – General Fund Total 59.00 0.00 0.00 59.00
Engineering and Capital Projects – Non-General Fund Total 5.00 0.00 0.00 5.00
Finance – General Fund
Accountant 1.00 0.00 0.00 1.00
Accounting Assistant 5.00 0.00 0.00 5.00
Accounting Technician 5.00 (2.00) 0.00 3.00
Accounts Payable Supervisor 1.00 0.00 0.00 1.00
Associate Accountant 1.00 (1.00) 0.00 0.00
Asst Dir of Finance 1.00 0.00 0.00 1.00
Budget & Analysis Manager 1.00 0.00 0.00 1.00
Business License Rep 1.00 0.00 0.00 1.00
Director of Finance 1.00 0.00 0.00 1.00
Finance Manager 1.00 0.00 0.00 1.00
Fiscal & Management Analyst 4.00 (1.00) 0.00 3.00
Fiscal Debt Mgmt Analyst 1.00 0.00 0.00 1.00
Fiscal Office Specialist 1.00 0.00 0.00 1.00
Fiscal Services Analyst 0.00 1.00 0.00 1.00
Payroll Specialist 0.00 2.00 0.00 2.00
Payroll Supervisor 0.00 1.00 0.00 1.00
Principal Accountant 1.00 0.00 0.00 1.00
Procurement Services Analyst 1.00 0.00 (1.00) 0.00
Procurement Specialist 1.00 0.00 0.00 1.00
Purchasing Agent 0.00 0.00 1.00 1.00
Revenue Manager 1.00 0.00 0.00 1.00
Sr Accountant 1.00 1.00 0.00 2.00
Sr Management Analyst 3.00 0.00 0.00 3.00
Sr Procurement Specialist 0.00 1.00 0.00 1.00
Finance – General Fund Total 32.00 2.00 0.00 34.00
Sewer Funds
Collections Supervisor 0.00 1.00 0.00 1.00
Management Analyst II 1.00 (1.00) 0.00 0.00
Sewer Funds Total 1.00 0.00 0.00 1.00
Finance – General Fund Total 32.00 2.00 0.00 34.00
Finance – Non-General Fund Total 1.00 0.00 0.00 1.00
Fire – General Fund
Deputy Fire Chief 1.00 1.00 0.00 2.00
EMS Inventory Specialist 1.00 (1.00) 0.00 0.00
Fire Battalion Chief - A (112 hr) 6.00 0.00 0.00 6.00
Fire Battalion Chief - C (80 hr) 1.00 (1.00) 0.00 0.00
Fire Captain - A (112 hr) 36.00 0.00 3.00 39.00
Page 573 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
302
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Fire Captain - C (80 hr) 2.00 1.00 0.00 3.00
Fire Chief 1.00 0.00 0.00 1.00
Fire Division Chief 1.00 0.00 0.00 1.00
Fire Engineer - A (112 hr) 36.00 0.00 3.00 39.00
Fire Engineer - C (80 hr) 1.00 0.00 0.00 1.00
Fire Insp/Invest I 1.00 0.00 0.00 1.00
Fire Insp/Invest II 6.00 0.00 0.00 6.00
Fire Inventory Specialist 0.00 1.00 0.00 1.00
Fire Prev Eng/Invest 1.00 (1.00) 0.00 0.00
Fire Prevention Specialist - Frozen/Unfunded 1.00 0.00 0.00 1.00
Firefighter - A (112 hr) 9.00 0.00 0.00 9.00
Firefighter/Paramedic - A (112 hr) 36.00 0.00 3.00 39.00
Public Safety Analyst 1.00 0.00 0.00 1.00
Sr Administrative Secretary 1.00 0.00 0.00 1.00
Sr Fire Insp/Invest 1.00 1.00 0.00 2.00
Sr Management Analyst 1.00 0.00 0.00 1.00
Sr Office Specialist 1.00 0.00 0.00 1.00
Training Programs Spec 1.00 0.00 0.00 1.00
Fire – General Fund Total 146.00 1.00 9.00 156.00
Advanced Life Support Fund
Deputy Fire Chief 1.00 0.00 0.00 1.00
EMS Educator 1.00 0.00 0.00 1.00
Management Analyst II 0.00 0.00 1.00 1.00
Multimedia Designer 0.00 1.00 0.00 1.00
Multimedia Production Specialist 1.00 (1.00) 0.00 0.00
Principal Management Analyst 1.00 0.00 0.00 1.00
Advanced Life Support Fund Total 4.00 0.00 1.00 5.00
Grant Funds
Emergency Svcs Manager 1.00 0.00 0.00 1.00
Grant Funds Total 1.00 0.00 0.00 1.00
Measure A Fund
Deputy Fire Chief 1.00 0.00 0.00 1.00
Fire Captain - C (80 hr) 2.00 2.00 2.00 6.00
Fire Engineer 0.00 2.00 0.00 2.00
Fire Inventory Specialist 0.00 1.00 0.00 1.00
Firefighter - A (112 hr) 27.00 0.00 3.00 30.00
Firefighter/Paramedic 0.00 3.00 0.00 3.00
Sr Application Support Specialist 0.00 1.00 0.00 1.00
Measure A Fund Total 30.00 9.00 5.00 44.00
Transport Enterprise Fund
Delivery Driver 1.00 0.00 0.00 1.00
Emergency Medical Tech (Non-Safety) 23.00 (2.00) 0.00 21.00
Fire Battalion Chief - A (112 hr) 3.00 0.00 0.00 3.00
Page 574 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
303
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Management Analyst II 1.00 0.00 (1.00) 0.00
Paramedic (Non-Safety) 35.00 2.00 0.00 37.00
Transport Enterprise Fund Total 63.00 0.00 (1.00) 62.00
Fire – General Fund Total 146.00 1.00 9.00 156.00
Fire – Non-General Fund Total 98.00 9.00 5.00 112.00
Housing and Homeless Services - CV Housing Authority Fund
Director of Housing and Homeless Services 0.00 1.00 0.00 1.00
Homeless Solutions Manager 0.00 1.00 0.00 1.00
Housing Manager 0.00 1.00 0.00 1.00
Management Analyst II 0.00 4.00 0.00 4.00
Principal Management Analyst 0.00 1.00 0.00 1.00
Sr Fiscal Office Specialist 0.00 1.00 0.00 1.00
Sr Planner 0.00 1.00 0.00 1.00
Housing and Homeless Services – Non-General Fund Total 0.00 10.00 0.00 10.00
Human Resources – General Fund
Benefits Manager 1.00 0.00 0.00 1.00
Dir of Human Resources/Risk Management 1.00 0.00 0.00 1.00
Fiscal Office Specialist 0.50 0.00 0.00 0.50
Hr Analyst 2.00 0.00 0.00 2.00
Hr Technician 4.00 0.00 0.00 4.00
Human Resources Manager 2.00 0.00 0.00 2.00
Risk Management Specialist 0.50 0.00 0.00 0.50
Sr Fiscal Office Specialist 2.00 0.00 0.00 2.00
Sr Hr Analyst 6.00 0.00 0.00 6.00
Sr Hr Tech 0.00 1.00 0.00 1.00
Sr Risk Management Specialist 2.00 0.00 0.00 2.00
Human Resources – General Fund Total 21.00 1.00 0.00 22.00
Information Technology Srvcs – General Fund
Application Support Manager 0.00 1.00 0.00 1.00
Application Support Specialist 0.00 1.00 0.00 1.00
Chief Info Security Officer 1.00 0.00 0.00 1.00
Director of Info Tech Srvcs 1.00 0.00 0.00 1.00
GIS Analyst 0.00 2.00 0.00 2.00
GIS Manager 1.00 0.00 0.00 1.00
GIS Specialist 2.00 (2.00) 0.00 0.00
Info Tech Support Specialist 1.00 0.00 0.00 1.00
Info Technology Technician 1.00 0.00 0.00 1.00
Information Technology Manager 1.00 0.00 0.00 1.00
Information Technology Project Manager 0.00 1.00 0.00 1.00
Ops & Telecom Mgr 1.00 (1.00) 0.00 0.00
Sr Application Support Spec 1.00 1.00 0.00 2.00
Sr Info Tech Support Spec II/Sr Police Tech Spec 4.00 0.00 0.00 4.00
Page 575 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
304
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Sr Network Engineer 1.00 0.00 0.00 1.00
Sr Programmer Analyst 2.00 (1.00) 0.00 1.00
Sr Webmaster 1.00 0.00 0.00 1.00
VolP/Video Conf Specialist 0.00 1.00 0.00 1.00
Information Technology Srvcs – General Fund Total 18.00 3.00 0.00 21.00
Library – General Fund
City Librarian 1.00 0.00 0.00 1.00
Director Of Community Services 0.50 0.00 0.00 0.50
Librarian II 6.00 0.00 0.00 6.00
Librarian III 2.00 0.00 0.00 2.00
Library Associate 7.50 0.00 0.00 7.50
Management Analyst II 1.00 0.00 0.00 1.00
Principal Librarian 2.00 0.00 0.00 2.00
Sr Librarian 3.00 0.00 0.00 3.00
Library – General Fund Total 23.00 0.00 0.00 23.00
Parks And Recreation – General Fund
Director of Community Services 0.50 0.00 0.00 0.50
Administrative Secretary 1.00 0.00 0.00 1.00
Administrative Technician 1.00 0.00 0.00 1.00
Aquatic Supv I 0.00 0.00 1.00 1.00
Aquatic Supv II 2.00 0.00 0.00 2.00
Aquatic Supv III 1.00 0.00 0.00 1.00
Fiscal Office Specialist 1.00 0.00 0.00 1.00
Park Ranger Program Manager 1.00 (1.00) 0.00 0.00
Park Ranger Supervisor 1.00 (1.00) 0.00 0.00
Parks & Recreation Administrator 1.00 0.00 0.00 1.00
Parks Manager 1.00 (1.00) 0.00 0.00
Parks Maint Worker II 24.00 (24.00) 0.00 0.00
Parks Supervisor 4.00 (4.00) 0.00 0.00
Principal Recreation Manager 2.00 0.00 0.00 2.00
Recreation Supervisor II 0.00 0.00 1.00 1.00
Recreation Supervisor III 8.00 0.00 0.00 8.00
Sr Management Analyst 1.00 (1.00) 0.00 0.00
Sr Park Ranger 1.00 (1.00) 0.00 0.00
Sr Parks Maint Worker 10.00 (10.00) 0.00 0.00
Parks And Recreation – General Fund Total 60.50 (43.00) 2.00 19.50
Police – General Fund
Assistant Chief of Police 0.00 1.00 0.00 1.00
Automated Fingerprint Tech 1.00 0.00 0.00 1.00
Chief of Police 1.00 0.00 0.00 1.00
Civilian Background Investigator 1.00 0.00 0.00 1.00
Community Service Officer 8.00 0.00 0.00 8.00
Crime Laboratory Manager 1.00 0.00 0.00 1.00
Detention Facility Manager 0.00 1.00 0.00 1.00
Page 576 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
305
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Detention Officer 0.00 8.00 0.00 8.00
Forensics Specialist 2.00 0.00 0.00 2.00
Latent Print Examiner 2.00 0.00 0.00 2.00
Management Analyst I 1.00 0.00 0.00 1.00
Parking Enforcement Officer 1.00 0.00 0.00 1.00
Peace Officer 148.00 1.00 6.00 155.00
Peace Officer - Frozen/Unfunded 6.00 0.00 (6.00) 0.00
Police Admin Svcs Administrator 1.00 0.00 0.00 1.00
Police Agent 48.00 0.00 0.00 48.00
Police Captain 3.00 (1.00) 0.00 2.00
Police Dispatcher 21.00 0.00 0.00 21.00
Police Dispatcher Supervisor 5.00 0.00 0.00 5.00
Police Facility & Supply Coordinator 1.00 0.00 0.00 1.00
Police Lieutenant 10.00 0.00 0.00 10.00
Police Records Specialist 10.00 0.00 0.00 10.00
Police Records & Support Supervisor 2.00 0.00 0.00 2.00
Police Sergeant 25.00 0.00 0.00 25.00
Police Support Services Mgr 1.00 0.00 0.00 1.00
Police Technology Manager 1.00 0.00 0.00 1.00
Police Technology Specialist 1.00 0.00 0.00 1.00
Principal Management Analyst 1.00 0.00 0.00 1.00
Public Safety Analyst 1.00 0.00 0.00 1.00
Secretary 2.00 0.00 0.00 2.00
Sr Administrative Secretary 1.00 0.00 0.00 1.00
Sr Fiscal Office Specialist 1.00 0.00 0.00 1.00
Sr Latent Print Examiner 1.00 0.00 0.00 1.00
Sr Office Specialist 3.00 0.00 1.00 4.00
Sr Parking Enforcement Officer 1.00 0.00 0.00 1.00
Sr Prop & Evidence Specialist 2.00 0.00 0.00 2.00
Sr Public Safety Analyst 2.00 0.00 0.00 2.00
Sr Records Specialist 1.00 0.00 (1.00) 0.00
Supv Public Safety Analyst 1.00 0.00 0.00 1.00
Training Programs Spec 1.00 0.00 0.00 1.00
Police – General Fund Total 319.00 10.00 0.00 329.00
City Jail Fund
Detention Facility Manager 1.00 (1.00) 0.00 0.00
Detention Officer 12.00 (12.00) 0.00 0.00
Detention Supervisor 2.00 (2.00) 0.00 0.00
City Jail Fund Total 15.00 (15.00) 0.00 0.00
Grant Funds
FA Cyber Security Program Manager 1.00 0.00 0.00 1.00
FA Deputy Director LECC 3.00 0.00 0.00 3.00
FA Deputy Executive Director 1.00 0.00 0.00 1.00
FA Director of SD LECC 1.00 0.00 0.00 1.00
FA Finance Manager 1.00 0.00 0.00 1.00
Page 577 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
summary Tables → AUTHORIZED POSITIONS BY DEPARTMENT
306
Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
FA Geospatial Intel Analyst 1.00 0.00 0.00 1.00
FA Graphic Designer/Webmaster 1.00 0.00 0.00 1.00
FA Intelligence Analyst 3.00 0.00 0.00 3.00
FA IVDC - LECC Exec Director 1.00 0.00 0.00 1.00
FA LECC IT Manager 1.00 0.00 0.00 1.00
FA Network Administrator II 3.00 0.00 0.00 3.00
FA Network Administrator III 1.00 0.00 0.00 1.00
FA Prog Asst Supervisor 1.00 1.00 0.00 2.00
FA Pub Prvt Part Exer Prg Mgr 1.00 0.00 0.00 1.00
FA RCFL Network Engineer 2.00 0.00 0.00 2.00
FA Sr Intelligence Analyst 8.00 0.00 0.00 8.00
FA Sr Program Assistant 2.00 0.00 0.00 2.00
FA Supv Intelligence Analyst 3.00 (3.00) 0.00 0.00
FA Supv Intelligence Analyst I 0.00 1.00 0.00 1.00
FA Supv Intelligence Analyst II 0.00 2.00 0.00 2.00
Peace Officer 4.00 1.00 0.00 5.00
Police Comm Relations Spec 1.00 0.00 0.00 1.00
Police Sergeant 1.00 0.00 0.00 1.00
Grant Funds Total 41.00 2.00 0.00 43.00
Measure A Fund
Civilian Background Investigator 1.00 0.00 0.00 1.00
Community Services Officer 2.00 2.00 0.00 4.00
Digital Forensics Analyst II 0.00 0.00 2.00 2.00
Digital Forensics Tech II 2.00 0.00 (2.00) 0.00
Forensics Specialist 1.00 0.00 0.00 1.00
Information Technology Tech 1.00 0.00 0.00 1.00
Peace Officer 24.00 0.00 0.00 24.00
Police Agent 8.00 0.00 0.00 8.00
Police Captain 1.00 0.00 0.00 1.00
Police Comm Systems Manager 1.00 0.00 0.00 1.00
Police Dispatcher 7.00 0.00 0.00 7.00
Police Lieutenant 1.00 0.00 0.00 1.00
Police Sergeant 7.00 0.00 0.00 7.00
Police Technology Specialist 1.00 0.00 0.00 1.00
Property & Evidence Specialist 3.00 0.00 0.00 3.00
Property & Evidence Supervisor 1.00 0.00 0.00 1.00
Public Information Specialist 1.00 0.00 0.00 1.00
Sr Police Records Specialist 3.00 0.00 0.00 3.00
Measure A Fund Total 65.00 2.00 0.00 67.00
Police – General Fund Total 319.00 10.00 0.00 329.00
Police – Non-General Fund Total 121.00 (11.00) 0.00 110.00
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Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Public Works General Fund
Administrative Secretary 1.00 0.00 0.00 1.00
Asst Dir of Public Works 1.00 0.00 0.00 1.00
Building Project Manager 2.00 0.00 0.00 2.00
Building Services Manager 1.00 0.00 0.00 1.00
Building Services Supervisor 1.00 0.00 0.00 1.00
Carpenter 1.00 0.00 0.00 1.00
Construction & Repair Supervisor 1.00 0.00 0.00 1.00
Custodial Supervisor 1.00 0.00 0.00 1.00
Custodian 8.00 0.00 (1.00) 7.00
Director of Public Works 1.00 0.00 0.00 1.00
Electrician 2.00 0.00 0.00 2.00
Equipment Operator 3.00 0.00 0.00 3.00
Facilities Manager 1.00 0.00 0.00 1.00
HVAC Technician 2.00 0.00 0.00 2.00
Lead Custodian 4.00 0.00 (2.00) 2.00
Locksmith 1.00 0.00 0.00 1.00
Maintenance Worker II 10.00 0.00 0.00 10.00
Management Analyst II 2.00 0.00 0.00 2.00
Open Space Inspector 5.00 0.00 0.00 5.00
Open Space Manager 1.00 0.00 0.00 1.00
Parks Maintenance Worker II 0.00 24.00 0.00 24.00
Parks Manager 0.00 1.00 0.00 1.00
Park Ranger Program Manager 0.00 1.00 0.00 1.00
Park Ranger Supervisor 0.00 1.00 0.00 1.00
Parks Supervisor 0.00 4.00 0.00 4.00
Plumber 1.00 1.00 0.00 2.00
Principal Management Analyst 1.00 0.00 0.00 1.00
Public Works Manager 2.00 0.00 0.00 2.00
Public Works Specialist 1.00 0.00 0.00 1.00
Public Works Superintendent 1.00 0.00 0.00 1.00
Public Works Supervisor 4.00 0.00 0.00 4.00
Pump Maintenance Supervisor 1.00 0.00 0.00 1.00
Pump Maintenance Technician 5.00 0.00 0.00 5.00
Secretary 1.00 (1.00) 0.00 0.00
Sr Electronics Technician 1.00 0.00 0.00 1.00
Sr Fiscal Office Specialist 2.00 1.00 0.00 3.00
Sr HVAC Technician 1.00 0.00 0.00 1.00
Sr Maintenance Worker 9.00 0.00 0.00 9.00
Sr Management Analyst 1.00 1.00 0.00 2.00
Sr Office Specialist 1.00 0.00 0.00 1.00
Sr Open Space Inspector 1.00 0.00 0.00 1.00
Sr Park Ranger 0.00 1.00 0.00 1.00
Sr Parks Maintenance Worker 0.00 10.00 0.00 10.00
Tree Trimmer Supervisor 1.00 0.00 0.00 1.00
Public Works General Fund Total 83.00 44.00 (3.00) 124.00
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Classification
FY 2023
Adopted
Budget
FY 2023
Midyear
Changes
FY 2024
Proposed
Changes
FY 2024
Proposed
Budget
Fleet Management Fund
Equipment Mechanic 6.00 0.00 0.00 6.00
Fire Apparatus Mechanic 1.00 0.00 0.00 1.00
Fleet Inventory Control Specialist 1.00 0.00 0.00 1.00
Fleet Manager 1.00 0.00 0.00 1.00
Fleet Supervisor 0.00 1.00 0.00 1.00
Sr Equipment Mechanic 1.00 0.00 0.00 1.00
Sr Management Analyst 1.00 0.00 0.00 1.00
Fleet Management Fund Total 11.00 1.00 0.00 12.00
Gas Tax Fund
Maintenance Worker II 1.00 0.00 0.00 1.00
Sr Maintenance Worker 1.00 0.00 0.00 1.00
Gas Tax Fund Total 2.00 0.00 0.00 2.00
Sewer Funds
Equipment Operator 3.00 0.00 0.00 3.00
Maintenance Worker II 19.00 0.00 0.00 19.00
Public Works Specialist 1.00 0.00 0.00 1.00
Public Works Supervisor 4.00 0.00 0.00 4.00
Sr Maintenance Worker 15.00 0.00 0.00 15.00
Sewer Funds Total 42.00 0.00 0.00 42.00
Public Works – General Fund Total 83.00 44.00 (3.00) 124.00
Public Works – Non-General Fund Total 55.00 1.00 0.00 56.00
General Fund Subtotal 867.75 21.00 7.00 895.75
Non-General Fund Subtotal 359.00 3.00 6.00 368.00
Total Authorized Positions 1,226.75 24.00 13.00 1,263.75
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APPENDIX
Fiscal Policies
Investment Policies
General Fund Reserve Policy
Measure A Fund Reserve Policy
Pension Reserve Policy
Debt Administration
Accounting Systems and Budgetary Control
List of Acronyms
Glossary
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FISCAL POLICIES
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Fiscal Policies
This section of the budget document reiterates the fiscal policies that were reviewed, acknowledged, or approved/
adopted by the City Council. These policies form the overall framework within which the operating budget was
formulated. The fiscal policies, most of which are already codified in one form or another, are not considered new
or controversial, but are summarized here to assist you to better understand the basis for the resource allocation
decisions that were made.
General
1. The City’s financial assets will be managed in a sound and prudent manner in order to ensure the continued
viability of the organization.
2. A comprehensive operating and capital budget for all City funds will be developed annually and presented to the
City Council for approval. The purpose of the annual budget will be to:
a) Identify community needs for essential services.
b) Identify the programs and specific activities required to provide these essential services.
c) Establish program policies and goals that define the nature and level of program services required.
d) Identify alternatives for improving the delivery of program services.
e) Identify the resources required to fund identified programs and activities and enable accomplishment of
program objectives.
f) Set standards to facilitate the measurement and evaluation of program performance.
3. The City’s annual operating budget will be balanced whereby planned expenditures do not exceed anticipated
revenues.
4. Recurring revenues will fund recurring expenditures. One-time revenues will be used for capital, reserve
augmentation, or other non-recurring expenditures.
5. Accounting systems will be maintained in accordance with Generally Accepted Accounting Principles.
6. Investment policy and practice will be in accordance with State statues that emphasize safety and liquidity over
yield, including quarterly status reports to the City Council. (Council Policy)
7. City operations will be managed, and budgets prepared with the goal of maintaining an available fund balance in
the General Fund of no less than fifteen percent of the General Fund operating budget. (Council Policy)
8. General Fund fiscal status reports reflecting comparisons of actual and projected performance with budget
allocations for both revenue and expenditures will be presented to the City Council on a quarterly basis. (City
Charter)
Revenue
1. The City will endeavor to maintain a diversified and stable revenue base in order to minimize the impact to
programs from short-term economic fluctuations.
2. Revenue projections will be maintained for the current year and four future fiscal years, and estimates will be
based on a conservative, analytical, and objective process.
3. In order to maintain flexibility, except as required by law or funding source, the City will avoid earmarking any
restricted revenues for specific purpose or program.
4. The City has established user fees to best ensure that those who use a proprietary service pay for that service
in proportion to the benefits received. With few exceptions, such as those services provided for low-income
residents, fees have been set to enable the City to recover the full cost of providing those services. (Citywide Cost
Recovery Policy, Council Policy Number 159-03)
5. User fees will be reviewed and updated on an ongoing basis to ensure that program costs continue to be recovered
and that the fees reflect changes in levels of service delivery. (Master Fee Schedule)
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6. The City will recover the cost of new facilities and infrastructure necessitated by new development consistent
with State law and the City’s Growth Management Program. Development Impact Fees will be closely monitored
and updated to ensure that they are maintained at a level adequate to recover costs. (GMOC Ordinance)
7. When considering new development alternatives, the City will attempt to determine the fiscal impact of proposed
projects, annexations, etc. and ensure that mechanisms are put in place to provide funding for any projected
negative impacts on City operations. (GMOC Ordinance)
Expenditures
1. Budgetary control will be exercised at the Department/category level, meaning that each department is authorized
to spend up to the total amount appropriated for that department within the expenditure categories of Personnel
Costs, Supplies & Services, Other Charges, Utilities, and Capital. Transfers of appropriations between expenditure
categories of up to $75,000 may be approved by the City Manager. Transfers of appropriations between
expenditure categories in excess of $75,000, between departments, and transfers from CIP projects require City
Council approval. (City Charter & Council Policy)
2. Appropriations, other than for capital projects, remaining unspent at the end of any fiscal year will be canceled
and returned to Available Fund Balance with the exception of any appropriations encumbered as the result of
a valid purchase order or as approved for a specific project or purpose by the City Council or the City Manager.
Appropriations for capital projects will necessarily be carried over from year to year until the project is deemed
to be complete. (Council Policy)
3. The City will establish and maintain equipment replacement and facility maintenance funds as deemed necessary
to ensure that monies are set aside and available to fund ongoing replacement needs.
4. The City will attempt to compensate non-safety employees at rates above the middle of the labor market as
measured by the median rate for similar jurisdictions. (Council Policy)
Capital Improvement Program (CIP)
1. Major capital projects will be included in a CIP Budget reflecting a five-year period. The CIP budget will be updated
annually and presented to City Council for approval. Resources will be formally appropriated (budgeted) for the
various projects on an annual basis in accordance with the five-year plan.
City Debt Policy & Debt Management
1. The City will consider the use of debt financing primarily for capital improvement projects (CIP) when the project’s
useful life will exceed the term of the financing and when resources are identified sufficient to fund the debt service
requirements. Some exceptions to this CIP driven focus are the issuance of debt such as Pension Obligation
Bonds, where the financial benefits are significantly greater than the costs and where the benefits are determined
to be a financially prudent option; and short-term instruments such as tax and revenue anticipation notes, which
are to be used for prudent cash management purposes. Bonded debt should not be issued for projects with
minimal public benefit or support, or to finance normal operating expenses. (Council Policy)
If a department has any project which is expected to use debt financing, the department director is responsible
for expeditiously providing the Finance Department with reasonable cost estimates, including specific revenue
accounts that will provide payment for the debt service. This will allow the Finance Department to do an analysis
of the project’s potential impact on the City’s debt capacity and limitations. (Council Policy)
2. Debt capacity and affordability will be determined by conducting various analyses prior to the issuance of bonds.
The analysis of debt capacity should cover a broad range of factors including but limited to the following:
●Statutory or constitutional limitations affecting the amount that can be issued, such as legally authorized
debt limits and tax or expenditure ceilings
●Other legal limitations, such as coverage requirements or additional bonds tests imposed by bond covenants
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●Evaluation of trends relating to the government’s financial performance, such as revenues and expenditures,
net revenues available after meeting operating requirements, reliability of revenues expected to pay debt
service and unreserved fund balance levels
●Debt service as a percentage of total General Fund Revenues
The City will attempt to limit the total amount of annual debt service payments payable by the General Fund to
no more than 10% of estimated total General Fund revenues. Under State Law, general obligation bonds shall not
exceed 15% of total assessed valuation within the City.
An analysis using current market rates and conservative projections showing compliance with the debt affordability
limitations included in this Debt Policy shall be conducted before the issuance of any debt with a maturity longer
than two years from date of issue.
Data showing direct and overlapping debt levels for the City of Chula Vista and surrounding agencies that affect
the residents of the City shall be compiled for inclusion in the Comprehensive Annual Financial Report of the
City. (Council Policy)
3. In order to maximize the financial options available to benefit the public, it is the policy of the City of Chula Vista
to allow for the consideration of issuing all generally accepted types of debt, including, but not exclusive to the
following:
●General Obligation (GO) Bonds: General Obligation Bonds are suitable for use in the construction or acquisition
of improvements to real property that benefit the public at large. Examples of projects include libraries, parks,
and public safety facilities. All GO bonds require a 2/3 vote in order to pass.
●Revenue Bonds: Revenue Bonds are limited-liability obligations tied to a specific enterprise revenue stream
where the projects financed clearly benefit or relate to the enterprise. An example of projects that would be
financed by a Revenue Bond would be improvements to the sewer system, which would be paid back with
money raised from the property owner’s sewer bills. Generally, no voter approval is required to issue this type
of obligation but must comply with proposition 218 regarding rate adjustments.
●Lease-Backed Debt/Certificates of Participation (COP): Issuance of COP debt is a commonly used form
of debt that allows a City to finance projects where the debt service is secured via a lease or installment
agreement and where the payments are budgeted in the annual budget appropriation by the City from the
general fund. Lease-Backed debt does not constitute indebtedness under the state or the City’s constitutional
debt limit and does not require voter approval.
●Special Assessment/Special District Debt: the City will consider requests from developers for the use of
debt financing secured by property based assessments or special taxes in order to provide for necessary
infrastructure for new development only under strict guidelines adopted by City Council, which may include
minimum value-to-lien ratios and maximum tax burdens. Examples of this type of debt are Assessment
Districts (AD) and Community Facilities Districts (CFD) or more commonly known as Mello-Roos Districts. In
order to protect bondholders as well as the City’s credit rating, all Rate and Method of Apportionment (RMA)
documents must include the provision that the maximum projected annual special tax revenues must equal
110% of the projected annual gross debt service on any bonds of the community facilities district. The City
will also comply with all State guidelines regarding the issuance of special district or special assessment
debt. For further information, refer to the City of Chula Vista Statement of Goals and Policies Regarding the
Establishment of Community Facility Districts.
●Industrial Development Bonds – Industrial Development Bonds (IDBs) are tax-exempt securities which can
fund manufacturing businesses or energy development projects which provides a public benefit. While the
authorization to issue IDBs is provided by a state statute, the tax-exempt status of these bonds is derived
from federal law (IRS Code Section 103(b) (2).
●Tax Allocation Bonds – Tax Allocation Bonds are special obligations that are secured by the allocation of tax
increment revenues that were generated by increased property taxes in the designated redevelopment area.
Tax Allocation Bonds are not debt of the City. Due to changes in the law affecting California Redevelopment
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agencies with the passage of ABX1 26 as codified in the California Health and Safety Code, the City of Chula
Vista Redevelopment Agency (RDA) was dissolved as of February 1, 2012, and its operations substantially
eliminated but for the continuation of certain enforceable RDA obligations to be administered by the City of
Chula Vista Successor Agency. The terms of ABX1 26 requires successor agencies perform all obligations
with respect to enforceable debt obligations, which include Tax Allocation Bonds.
●Multi-Family Mortgage Revenue Bonds – The City Housing Authority is authorized to issue mortgage revenue
bonds to finance the development, acquisition and rehabilitation of multi-family rental projects. The interest
on the bonds can be exempt from Federal and State taxation. As a result, bonds provide below market
financing for qualified rental projects. In addition, the bonds issued can qualify projects for allocations of
Federal low-income housing tax credits, which can provide a significant portion of the funding necessary to
develop affordable housing. For further information, refer to the Chula Vista Housing Authority – Multi-Family
Administrative Bond Policies.
●HUD Section 108 Loan Guarantee Program – The U.S. Department of Housing and Urban Development (HUD)
Section 108 Loan Guarantee Program allows cities to use their annual Community Development Block Grant
(CDBG) entitlement grants to obtain federally guaranteed funds large enough to stimulate or pay for major
community development and economic development projects. The program does not require a pledge of the
City’s General Fund, only of future CDBG entitlements. By pledging future CDBG entitlement grants as security,
the City can borrow at favorable interest rates because of HUD’s guarantee of repayment to investors. (Council
Policy)
4. The City will strive to minimize borrowing costs by:
●Seeking the highest credit rating possible;
●Maintaining transparency and excellent communications with credit rating agencies regarding the City’s fiscal
condition;
●Purchasing bond insurance or taking action to upgrade the City’s current credit rating (Council Policy)
5. The City will comply with Rule 15(c) 2-12 of the Securities Exchange Commission (SEC) and provide timely
disclosure of relevant information on an annual basis as well as any material event notices as required. (Council
Policy)
6. In addition to externally financed debt, the City utilizes inter-fund loans whenever possible to reduce borrowing
costs or provide for shorter term loans. When interest is charged on internal loans, it is done at the same rate
the City earns from its pooled investments.
Sewer Service Revenue Fund Reserve Policy
1. Working Capital and Rate Stabilization Reserve
Working Capital and Rate Stabilization reserves in the Sewer Service Revenue Fund will be restricted to maintaining
operating the wastewater collection system and paying treatment charges to City of San Diego Metropolitan
Wastewater (“Metro”). The reserve will be funded from revenues accumulated in the Sewer Service Revenue
Fund. It is intended to accommodate any natural variability in revenues and expenditures, including potential
disruptions of cash flows due to varied billing methodology, short term fluctuations and annual cycles. The
reserve will also assist in addressing shortfalls which may occur due to unanticipated cost increases in labor or
energy and other consumption based goods and services, such as wastewater treatment services provided by
Metro. The reserves represent unrestricted resources available for appropriation by the City Council addressing
unforeseen needs for sewer services.
The Working Capital and Rate Stabilization Reserves will assist the City in addressing the following items:
●Rate Stabilization – the reserves will allow the City the flexibility to “smooth” rates and phase increases in over
multiple years, which is prudent given the potential variability in the City’s payments to Metro.
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●Revenue Collection Fluctuations – the reserves will be used to protect the City from natural fluctuations in
revenue and expenditure cycles which is prudent given that the City bills customers at different points in time
but incurs expenses continuously throughout the year.
●Rates of delinquencies – delays in collection of outstanding revenues.
●Payroll cycles – the timing of fixed cash requirement for payroll, as related to the timing of revenue cycles.
●Unanticipated expenses – expenses whose characteristics make accurate estimation difficult, such as
increases in wastewater treatment services provided by the City of San Diego, energy costs, labor benefits
and other consumption based goods and services.
The City shall maintain a Sewer Revenue reserve equivalent to 90 days of operating expenditures and a Rate
Stabilization reserve equivalent to 90 days of operating expenditures for a minimum combined total of 180 days
and a maximum reserve balance of 125% of the minimum balance.
If funds are appropriated from the Sewer Revenue Working Capital and Rate Stabilization Reserves, the funds
should be replenished in the budget process during subsequent fiscal years to the minimum reserve balance. If
the magnitude of the event caused the Sewer Revenue Working Capital and a Stabilization Reserves to be less
than 30 days of operating and maintenance budget, the Finance Director shall provide the City Council with a plan
to incrementally replenish the reserves to the 180 days minimum reserve balance. (Council Policy)
2. Emergency Reserve
The Sewer Service Revenue Fund Emergency Reserve is necessary to secure funding for insurance deductibles,
unforeseen liabilities/litigation and settlement costs related to the City’s wastewater system.
The City shall maintain a minimum Sewer Service Revenue Fund Emergency Reserve target level of 5% of the
operating and maintenance budget and a maximum reserve balance of 125% of the minimum balance. If the
funds are appropriated from the Sewer Revenue Emergency Reserves due to unanticipated needs, the Finance
Director shall provide the City Council with a plan to incrementally replenish the reserves to the minimum reserve
balance. (Council Policy)
3. Vehicle Replacement Reserve
The Sewer Service Revenue Fund Vehicle Replacement Reserves represents monies set aside to fund the
replacement of aging vehicles. The allocation is funded from revenues accumulated in the Sewer Service Revenue
Fund.
The City shall maintain a minimum Sewer Services Fund Vehicle Replacement Reserve target of 2% of the
operating and maintenance budget. This reserve will ensure that vehicles utilized for sewer operations are
replaced as scheduled and available to deploy as needed.
To achieve a minimum impact to cost of services and rates, funds will be included in the proposed budget on an
annual basis as identified in the City’s Vehicle Replacement schedule. The cost of replacing all vehicles will be
averaged over the lifespan of the existing fleet. This will generate a more normalized cost of services by evenly
distributing revenue requirements on a year-to year-basis offsetting temporary cash flow deficiencies and avoid
significant increases in rate charges to customers in the years the replacement costs are incurred. (Council Policy)
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INVESTMENT
POLICIES
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Investment Policies
1.0 Purpose
This “Investment Policy and Guidelines” (the “Investment Policy”) Policy is intended to provide guidelines for the
prudent investment of the City of Chula Vista’s (the “City”) cash balances, and outline policies to assist in maximizing
the efficiency of the City’s cash management system, while meeting the daily cash flow demands of the City.
2.0 Policy
The investment practices and policies of the City of Chula Vista are based upon state law and prudent money
management.
3.0 Scope
This Investment Policy applies to all financial assets of the City of Chula Vista, as indicated in 3.1 below. These funds
are accounted for in the City’s Comprehensive Annual Financial Report.
3.1 Funds
The Director of Finance/Treasurer is responsible for investing the unexpended cash in the City Treasury for all
funds, except for the employee’s retirement funds, which are administered separately, and those funds which are
managed separately by trustees appointed under indenture agreements. The Director of Finance/Treasurer will strive
to maintain the level of investment of this cash as close as possible to 100%. These funds are described in the City’s
annual financial report and include:
■General Fund
■Special Revenue Funds
■Capital Project Funds
■Enterprise Funds
■Trust and Agency Funds
■Any new fund created by the legislative body, unless specifically exempted
This Investment Policy applies to all transactions involving the financial assets and related activity of the foregoing
funds.
Bond proceeds shall be invested in the investments permitted by the applicable bond documents. If the bond
documents are silent as to the permitted investments, the bond proceeds will be invested in the securities permitted
by this Policy. Notwithstanding the other provisions of this Policy, the percentage limitations listed elsewhere in this
Policy do not apply to bond proceeds.
4.0 Prudence
The standard of prudence to be used by the Director of Finance/Treasurer shall be the “prudent investor standard”.
This shall be applied in the context of managing an overall portfolio. The “prudent investor standard” is applied to
local agencies, pursuant to California Government Code Section 53600.3 which provides, in pertinent part:
“… all governing bodies of local agencies or persons authorized to make investment decisions on behalf of those
local agencies investing public funds pursuant to this chapter are trustees and therefore fiduciaries subject to the
prudent investor standard. When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public
funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including,
but not limited to, the general economic conditions and the anticipated needs of the agency, that a prudent person
acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and
with like aims, to safeguard the principal and maintain the liquidity needs of the agency…”
4.1 Personal Responsibility
The Director of Finance/Treasurer, Assistant Director of Finance, Treasury Manager and Finance Manager as
investment officers acting in accordance with written procedures and the Investment Policy and exercising due
diligence, shall be relieved of personal responsibility for an individual security’s credit risk or market price changes,
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provided deviations from expectations are reported to the City Council in a timely fashion and appropriate action is
taken to control adverse developments.
5.0 Objective
Consistent with this aim, investments are made under the terms and conditions of California Government Code
Section 53600, et seq. Criteria for selecting investments and the absolute order of priority are:
5.1 Safety
Safety of principal is the foremost objective of the investment program. Investments of the City of Chula Vista shall
be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. To attain this
objective, diversification is required in order that potential losses on individual securities do not exceed the income
generated from the remainder of the portfolio.
5.2 Liquidity
The City of Chula Vista’s investment portfolio will remain sufficiently liquid to enable the City to meet all operating
requirements which might be reasonably anticipated and to maintain compliance with any indenture agreement, as
applicable. Liquidity is essential to the safety of principal.
5.3 Return on Investments
The City of Chula Vista’s investment portfolio shall be designed with the objective of attaining a market-average rate
of return throughout budgetary and economic cycles (market interest rates), within the City’s Investment Policy’s
risk parameters and the City’s cash flow needs. See also Section 16.0.
6.0 Delegation of Authority
The City Council delegates responsibility for the investment program to the Director of Finance/Treasurer for a period
of one year. Subject to review, the City Council may renew the delegation of authority each year. The Director of
Finance/Treasurer shall be responsible for all transactions undertaken and shall establish a system of controls and
written procedures to regulate the activities of subordinate officials. The responsibility for the day-to-day investment
of City funds will be delegated to the Assistant Director of Finance or their designee. The Director of Finance/
Treasurer may delegate day-to-day investment decision making and execution authority to an investment advisor.
The advisor shall follow the Investment Policy and such other written instructions as are provided.
7.0 Ethics and Conflicts of Interest
In addition to state and local statutes relating to conflicts of interest, all persons involved in the investment process
shall refrain from personal business activity that could conflict with proper execution of the investment program,
or which could impair their ability to make impartial investment decisions. Employees and investment officers,
including investment advisors, are required to file annual disclosure statements as required for “public officials who
manage public investments” [as defined and required by the Political Reform Act and related regulations, including
Government Code Sections 81000, et seq., and the rules, regulations and guidelines promulgated by California’s Fair
Political Practices Commission (FPPC)].
8.0 Authorized Financial Dealers and Institutions
For any transactions executed by the City, the City’s Director of Finance/Treasurer will maintain a list of the financial
institutions and brokers/dealers authorized to provide investment and depository services and will perform an
annual review of their financial condition. The City will utilize Moody’s Securities or other such services to determine
financially sound institutions with which to do business. The City shall annually send a copy of the current Investment
Policy to all financial institutions and brokers/dealers approved to do business with the City.
As far as possible, all money belonging to, or in the custody of, a local agency, including money paid to the City’s
Director of Finance/Treasurer or other official to pay the principal, interest, or penalties of bonds, shall be deposited
for safekeeping in state or national banks, savings associations, federal associations, credit unions, or federally
insured industrial loan companies in this state selected by the City’s Director of Finance/Treasurer; or may be invested
in the investments set forth in Section 9.0. To be eligible to receive local agency money, a bank, savings association,
federal association, or federally insured industrial loan company shall have received an overall rating of not less than
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“satisfactory” in its most recent evaluation by the appropriate federal financial supervisory agency of its record of
meeting the credit needs of California’s communities, including low- and moderate-income neighborhoods.
To provide for the optimum yield in the investment of City funds, the City’s investment procedures shall encourage
competitive bidding on transactions. Any transactions not executed directly with the issuer shall be made with
approved brokers/dealers. In order to be approved by the City, the broker/dealer must meet the following criteria: (i)
the broker/dealer must be a “primary” dealer or regional broker/dealer that qualifies under Securities and Exchange
Commission Rule 15C3-1 (Uniform Net Capital Rule); (ii) the broker/dealer must be experienced in institutional trading
practices and familiar with the California Government Code as related to investments appropriate for the City; and
(iii) all other applicable criteria, as may be established in the investment procedures. All brokers/dealers and financial
institutions who desire to become qualified bidders for investment transactions must submit documents relative to
eligibility including U4 form for the broker, proof of Financial Industry Regulatory Authority (FINRA) certification and a
certification of having read and understood the City’s Investment Policy and agreeing to comply with the Investment
Policy. The City’s Director of Finance/Treasurer shall determine if they are adequately capitalized (i.e., minimum
capital requirements of $10,000,000 and five years of operation).
If the City has an investment advisor, the investment advisor may use its own list of authorized issuers and broker/
dealers to conduct transactions on behalf of the City.
9.0 Authorized & Suitable Investments
The City is authorized by California Government Code Section 53600, et. seq., to invest in specific types of securities.
Where this section specifies a percentage limitation for a particular security type, that percentage is applicable
only on the date of purchase. Credit criteria listed in this section refers to the credit rating at the time the security
is purchased. If an investment’s credit rating falls below the minimum rating required at the time of purchase, the
Director of Finance/Treasurer will perform a timely review and decide whether to sell or hold the investment.
Investments not specifically listed below are deemed inappropriate and prohibited:
A. BANKERS’ ACCEPTANCES. A maximum of 40% of the portfolio may be invested in bankers’ acceptances. The
maximum maturity is 180 days. No more than 30% of the agency’s moneys may be invested in the bankers’
acceptances of any one commercial bank. See Government Code Section 53601(g).
B. NEGOTIABLE CERTIFICATES OF DEPOSIT. A maximum of 30% of the portfolio may be invested in negotiable
certificates of deposit (NCD’s). The maximum maturity of a NCD issue shall be 5 years. These are issued by
commercial banks and thrift institutions against funds deposited for specified periods of time and earn specified
or variable rates of interest. Negotiable certificates of deposit (NCD’s) differ from other certificates of deposit by
their liquidity. NCD’s are traded actively in secondary markets. See Government Code Section 53601(i).
C. COMMERCIAL PAPER. Per Government Code Section 53601(h), a maximum of 25% of the portfolio may be
invested in commercial paper. No more than 10% of the outstanding commercial paper of any single issuer may
be purchased. The maximum maturity is 270 days. Commercial paper of prime quality of the highest ranking or
of the highest letter and number rating as provided for by a NRSRO. The entity that issues the commercial paper
shall meet all of the following conditions in either paragraph (1) or paragraph (2):
a) The entity meets the following criteria:
i. Is organized and operating in the United States as a general corporation.
ii. Has total assets in excess of five hundred million dollars ($500,000,000).
iii. Has debt other than commercial paper, if any, that is rated in a rating category of “A” or higher, or the
equivalent, by a NRSRO.
b) The entity meets the following criteria:
i. Is organized within the United States as a special purpose corporation, trust, or limited liability company.
ii. Has program wide credit enhancements including, but not limited to, over collateralization, letters of credit,
or surety bond.
iii. Has commercial paper that is rated in a rating category of “A-1” or higher, or the equivalent, by a NRSRO.
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D. BONDS ISSUED BY THE CITY OR ANY LOCAL AGENCY WITHIN THE STATE OF CALIFORNIA. There is no limit on
the percentage of the portfolio that can be invested in this category. See Government Code Section 53601(a)
and 53601(e).
E. OBLIGATIONS OF THE UNITED STATES TREASURY. United States Treasury Notes, bonds, bills or certificates
of indebtedness, or those for which the faith and credit of the United States are pledged for the payment of
principal and interest. There is no limit on the percentage of the portfolio that can be invested in this category.
See Government Code Section 53601(b).
F. FEDERAL AGENCIES. Federal agency or United States government-sponsored enterprise obligations, participations,
or other instruments, including those issued by or fully guaranteed as to principal and interest by federal agencies
or United States government-sponsored enterprises. There is no limit on the percentage of the portfolio that can
be invested in this category. See Government Code Section 53601(f).
G. REPURCHASE AGREEMENT, maximum term 1 year. Investments in repurchase agreements may be made, on
any investment authorized in this section, when the term of the agreement does not exceed 1 year. A Master
Repurchase Agreement must be signed with the bank or broker/dealer who is selling the securities to the City.
There is no limit on the percentage of the portfolio that can be invested in this category. See Government Code
Section 53601(j).
H. REVERSE-REPURCHASE AGREEMENTS (Requires Council approval for each transaction). Per Government Code
Section 53601(j), reverse repurchase agreements or securities lending agreements may be utilized only when all
of the following conditions are met:
a) The security to be sold on reverse repurchase agreement or securities lending agreement has been owned
and fully paid for by the local agency for a minimum of 30 days prior to sale.
b) The total of all reverse repurchase agreements and securities lending agreements on investments owned by
the local agency does not exceed 20% of the base value of the portfolio.
c) The agreement does not exceed a term of 92 days, unless the agreement includes a written codicil guaranteeing
a minimum earning or spread for the entire period between the sale of a security using a reverse repurchase
agreement or securities lending agreement and the final maturity date of the same security.
d) Funds obtained or funds within the pool of an equivalent amount to that obtained from selling a security to a
counter party by way of a reverse repurchase agreement or securities lending agreement, shall not be used to
purchase another security with a maturity longer than 92 days from the initial settlement date of the reverse
repurchase agreement or securities lending agreement, unless the reverse repurchase agreement or securities
lending agreement includes a written codicil guaranteeing a minimum earning or spread for the entire period
between the sale of a security using a reverse repurchase agreement or securities lending agreement and
the final maturity date of the same security.
e) Investments in reverse repurchase agreements, securities lending agreements, or similar investments in
which the local agency sells securities prior to purchase with a simultaneous agreement to repurchase the
security shall only be made with primary dealers of the Federal Reserve Bank of New York or with a nationally
or state-chartered bank that has or has had a significant banking relationship with a local agency.
f) For purposes of this policy, “significant banking relationship” means any of the following activities of a bank:
i. Involvement in the creation, sale, purchase, or retirement of a local agency’s bonds, warrants, notes, or
other evidence of indebtedness.
ii. Financing of a local agency’s activities.
iii. Acceptance of a local agency’s securities or funds as deposits.
I. MEDIUM-TERM CORPORATE NOTES. A maximum of 30% of the portfolio may be invested in medium-term
corporate notes, with a maximum remaining maturity of five years or less. Notes eligible for investment shall be
rated in a rating category of “A,” its equivalent or better by a NRSRO. See Government Code Section 53601(k). No
more than 10% of the City’s total investment assets may be invested in the commercial paper and the medium-
term notes of any single issuer.
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J. NON-NEGOTIABLE CERTIFICATES OF DEPOSIT. The maximum maturity is 5 years. Certificates of deposit are
required to be collateralized as specified under Government Code Section 53630 et seq. The City, at its discretion,
may waive the collateralization requirements for any portion that is covered by Federal Deposit Insurance
Corporation (FDIC) insurance. There is no limit on the percentage of the portfolio that can be invested in this
category.
K. OBLIGATIONS OF THE STATE OF CALIFORNIA. Including bonds payable solely out of revenues from a revenue
producing property owned, controlled or operated by the state, or by a department, board, agency or authority
of the state. The maximum maturity is 5 years. There is no limit on the percentage of the portfolio that can be
invested in this category. See Government Code Section 53601(d).
L. OBLIGATIONS OF THE OTHER 49 STATES. Including bonds payable solely out of revenues from a revenue
producing property owned, controlled or operated by any of these states, or by a department, board, agency or
authority of the state. The maximum maturity is 5 years. There is no limit on the percentage of the portfolio that
can be invested in this category. See Government Code Section 53601(d).
M. MONEY MARKET FUNDS. A maximum of 20% of the portfolio may be invested in money market funds. No more
than 10% of the agency’s funds may be invested in shares of beneficial interest of any one mutual fund. Local
agencies may invest in “shares of beneficial interest” issued by diversified management companies which invest
in the securities and obligations as authorized by California Government Code Section 53601, subdivisions (a)
to (k), inclusive, and subdivisions (m) to (q), inclusive. They must have the highest rating from two NRSRO’s or
have retained an investment advisor registered or exempt from registration with the Securities and Exchange
Commission with not less than five years of experience managing money market mutual funds and with assets
under management in excess of $500,000,000. The purchase price of the shares may not include commission.
See Government Code Section 53601(l).
N. San Diego County Treasurer’s Pooled Money Fund. Also known as the San Diego County Investment Pool, the
pool is a local government money fund created to invest the assets of the County of San Diego and other public
agencies located within the County. The three primary objectives of the County Pool are to safeguard principal; to
meet liquidity needs of Pool participants; and to achieve an investment return on the funds within the guidelines of
prudent risk management. Investment in the County Pool is highly liquid, and the City may invest with no portfolio
percentage limit. See Government Code Section 27133.
O. THE LOCAL AGENCY INVESTMENT FUND (LAIF). LAIF is a special fund of the California State Treasury through
which any local government may pool investments. The City may invest up to $75 million in this fund. Investments
in LAIF are highly liquid and may be converted to cash within 24 hours. See Government Code Section 16429.1.
P. SHARES OF BENEFICIAL INTEREST ISSUED BY A JOINT POWERS AUTHORITY (Local Government Investment
Pools [LGIP]). Per Government Code Section 53601(p), there is no limit on the percentage of the portfolio that
can be invested in this category. LGIP’s organized pursuant to Government Code Section 6509.7 that invests in
the securities and obligations authorized in subdivisions (a) to (q) of California Government Code Section 53601,
inclusive. Each share will represent an equal proportional interest in the underlying pool of securities owned by
the joint powers authority. To be eligible under this section the joint powers authority issuing the shares will have
retained an investment adviser that meets all of the following criteria:
●The adviser is registered or exempt from registration with the Securities and Exchange Commission.
●The adviser has not less than five years of experience investing in the securities and obligations authorized
in subdivisions (a) to (q) Government Code Section 53601, inclusive.
●The adviser has assets under management in excess of five hundred million dollars ($500,000,000).
Q. ASSET BACKED SECURITIES (ABS). A maximum of 20% of the portfolio may be invested in ABS. The maximum
maturity is five years. Securities eligible for investment under this subdivision shall be rated in a rating category
of “AA” or its equivalent or better by an NRSRO. ABS constitutes a mortgage pass-through security, collateralized
mortgage obligation, mortgage-backed or other pay-through bond, equipment lease-backed certificate, consumer
receivable pass-through certificate, or consumer receivable-backed bond. See Government Code Section
53601(o).
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R. SUPRANATIONALS. A maximum of 30% of the portfolio may be invested in supranationals. The maximum maturity
is five years. Securities eligible for purchase under this subdivision shall be United States dollar denominated
senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for
Reconstruction and Development, International Finance Corporation, or Inter-American Development Bank that
are eligible for purchase and sale within the United States. Investments under this subdivision shall be rated in a
rating category of “AA,” its equivalent or better by an NRSRO. See Government Code Section 53601(q).
S. PLACEMENT SERVICE DEPOSITS. A maximum of 30% of the portfolio may be invested in placement service
deposits. The maximum maturity is 5 years. Deposits placed through a deposit placement service shall meet
the requirements under Government Code Section 53601.8 and 53635.8. The full amount of the principal and
the interest that may be accrued during the maximum term of each certificate of deposit shall at all times be
insured by federal deposit insurance.
T. COLLATERALIZED BANK DEPOSITS. Notes, bonds, or other obligations that are at all times secured by a valid first
priority security interest in securities of the types listed by California Government Code Section 53651 as eligible
securities for the purpose of securing local agency deposits having a market value at least equal to that required
by California Government Code Section 53652 for the purpose of securing local agency deposits. The securities
serving as collateral shall be placed by delivery or book entry into the custody of a trust company or the trust
department of a bank that is not affiliated with the issuer of the secured obligation. The maximum maturity is 5
years. There is no limit on the percentage of the portfolio that can be invested in this category. See Government
Code Section 53601(n) and 53630 et seq.
9.1 Investment Pools
The City’s Director of Finance/Treasurer or designee shall be required to investigate all local government investment
pools and money market mutual funds prior to investing and performing at least a quarterly review thereafter while
the City is invested in the pool or the money market fund. LAIF is authorized under provisions in Section 16429.1 of
the California Government Code as an allowable investment for local agencies even though some of the individual
investments of the pool are not allowed as a direct investment by a local agency.
10.0 Portfolio Adjustments
Should any investment listed in section 9.0 exceed a percentage-of-portfolio limitation due to an incident such
as fluctuation in portfolio size, the affected securities may be held to maturity to avoid losses. When no loss is
indicated, the Director of Finance/Treasurer shall consider reconstructing the portfolio basing his or her decision on
the expected length of time the portfolio will be unbalanced. If this occurs, the City Council shall be notified.
11.0 Collateralization
Under provisions of the California Government Code, California banks, and savings and loan associations are required
to secure the City’s deposits by pledging letters of credit issued by the Federal Home Loan Bank of San Francisco
with a value of 105% of the principal and accrued interest, government securities with a value of 110% of principal
and accrued interest or first trust deed mortgage notes having a value of 150% of the City’s total deposits. Collateral
will be handled as required by the California Government Code. The Director of Finance/Treasurer, at his or her
discretion, may waive the collateral requirement for deposits that are fully insured up to $250,000 by the Federal
Deposit Insurance Corporation.
The market value of securities that underlay a repurchase agreement shall be valued at 102% or greater of the funds
borrowed against those securities and the value shall be adjusted no less than quarterly. Since the market value of
the underlying securities is subject to daily market fluctuations, the investments in repurchase agreements shall be
in compliance if the value of the underlying securities is brought back up to 102% no later than the next business day.
Collateral will always be held by an independent third party. A clearly marked evidence of ownership (safekeeping
receipt) must be supplied to the City and retained. The right of collateral substitution is granted.
12.0 Safekeeping and Custody
All City investments shall identify the City of Chula Vista as the registered owner, and all interest and principal
payments and withdrawals shall indicate the City of Chula Vista as the payee. All securities shall be safe kept with
the City itself or with a qualified financial institution, contracted by the City as a third party. All agreements and
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statements will be subject to review annually by external auditors in conjunction with their audit. In the event that the
City has a financial institution hold the securities, a separate custodial agreement shall be required. All deliverable
securities shall be acquired by the safekeeping institution on a “Delivery-Vs-Payment” (DVP) basis. For Repurchase
Agreements, the purchase may be delivered by book entry, physical delivery or by third-party custodial agreement
consistent with the Government Code. The transfer of securities to the counter party bank’s customer book entry
account may be used for book entry delivery.
13.0 Diversification
The City’s investment portfolio will be diversified to avoid incurring unreasonable and avoidable risks associated
with concentrating investments in specific security types, maturity segment, or in individual financial institutions.
No more than 5% of the investment portfolio shall be in securities of any one issuer except for U.S. Treasuries, U.S.
Government Agency issues, and investment pools such as LAIF, the San Diego County Pool, money market funds,
and local government investment pools (LGIP’s).
A. Credit risk, defined as the risk of loss due to failure of the insurer of a security, shall be mitigated by investing
in those securities with an “A” or above rating and approved in the Investment Policy and by diversifying the
investment portfolio so that the failure of any one issuer would not unduly harm the City’s cash flow.
B. Market risk, defined as the risk of market value fluctuations due to overall changes in the general level of interest
rates, shall be mitigated by implementing a long-term investment strategy. It is explicitly recognized herein,
however, that in a diversified portfolio, occasional measured losses are inevitable and must be considered within
the context of overall investment return. The City’s investment portfolio will remain sufficiently liquid to enable
the City to meet all operating requirements which might be reasonably anticipated.
14.0 Maximum Maturities
To the extent possible, the City will attempt to match its investments with anticipated cash flow requirements.
The City will not directly invest in securities maturing more than five (5) years from the date of purchase, unless
the legislative body has granted express authority to make that investment either specifically, or as a part of an
investment program approved by the City Council at least three (3) months prior to the investment.
15.0 Internal Control
The Director of Finance/Treasurer shall establish a system of internal controls designed to prevent loss of public
funds due to fraud, employee error, or misrepresentation by third parties. No investment personnel, including
an investment advisor, may engage in an investment transaction except as provided for under the terms of this
Investment Policy and the procedure established by the Director of Finance/Treasurer.
The external auditors shall annually review the investments with respect to the Investment Policy. This review
will provide internal control by assuring compliance with policies and procedures for the investments that are
selected for testing. Additionally, account reconciliation and verification of general ledger balances relating to the
purchasing or maturing of investments and allocation of investments to fund balances shall be performed by the
Finance Department and approved by the Director of Finance/Treasurer. To provide further protection of City funds,
written procedures prohibit the wiring of any City funds without the authorization of at least two of the following six
designated City staff:
1. Director of Finance/Treasurer
2. Assistant Director of Finance
3. Treasury Manager
4. Finance Manager
5. Revenue Manager
6. Budget and Analysis Manager
16.0 Performance Standards
The investment portfolio shall be managed to attain a market-average rate of return throughout budgetary and
economic cycles, taking into account the City’s investment risk constraints and cash flow. Investment return becomes
a consideration only after the basic requirements of investment safety and liquidity have been met. In evaluating the
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performance of the City’s portfolio in complying with this policy, the City shall establish an appropriate performance
benchmark and compare the return of its portfolio to the return of the benchmark.
17.0 Reporting
The Director of Finance/Treasurer shall submit a quarterly investment report to the City Council and City Manager
following the end of each quarter. This report will include the following elements:
■Type of investment
■Institutional issuer
■Purchase date
■Date of maturity
■Amount of deposit or cost of the investment
■Face value of the investment
■Current market value of securities and source of valuation
■Rate of interest
■Interest earnings
■Statement relating the report to its compliance with the Statement of Investment Policy or the manner in which
the portfolio is not in compliance
■Statement on availability of funds to meet the next six month’s obligations
■Monthly and year-to-date budget amounts for interest income
■Percentage of portfolio by investment type
■Days to maturity for all investments
■Comparative report on interest yields
■Monthly transactions
■Compare portfolio total return to market benchmark total return
In addition, a commentary on capital markets and economic conditions may be included with the report.
18.0 Investment Policy Review and Adoption
This Investment Policy shall be reviewed at least annually by the Director of Finance/Treasurer to ensure its
consistency with the overall objective of preservation of principal, liquidity, and return, and its relevance to current
law and financial and economic trends. Each fiscal year, the Finance Director shall provide a copy of the City’s current
Investment Policy and Guidelines to the City Council. By virtue of a resolution of the City Council of the City of Chula
Vista, the Council shall acknowledge the receipt of the Policy for the respective fiscal year.
Council Policy 220-01, Last updated March 7, 2023 via Council Resolution 2023-024
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RESERVE POLICY
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General Fund Reserve Policy
The City Council specifically amended this policy on November 3, 2020 with the adoption of Pension & Other Post-
Employment Benefits (OPEB) Reserve Fund Policy No. 220-09, which provides, in relevant part, that:
1. Allocations for the Pension Reserve Fund (“PRF”) will only occur after the full funding of the 15% General Fund
Operating Reserves; and
2. Upon meeting the 15% General Fund Operating Reserves, 75% of all future surplus funds will be transferred to
the PRF, and the remaining 25% will be allocated to the Economic Contingency Reserves and Catastrophic Event
Reserves in accordance with this Policy; and
3. In the event all three General fund reserve accounts are fully funded at the stated policy percentage, 100% of
surplus funds will be transferred to the PRF until it reaches 15% of General Fund Expenses (excluding Measure
A & P, identical dollar amount to the General Fund Operating Reserves).
The City Council amended this policy on November 5, 2009 with the acknowledgement that the reserve level
established by this policy is a long-term goal.
Purpose:
Public entities purposely accumulate and then maintain adequate reserves to help ensure both financial stability
and the continued ability to provide core services in difficult times. Sufficient reserves create financial stability,
improve credit quality, and allow the public entity to better weather downturns in the economy and the impacts of
negative events, both major and minor. Properly funded reserves allow for the continued maintenance of property,
the replenishment of vehicles and equipment, and payment of expenses beyond the amount of the funds available
for a single fiscal year.
Background:
The General Fund Reserve policy is established to ensure that the City’s finances are managed in a manner which
will (1) continue to provide for the delivery of quality services, (2) maintain and enhance service delivery as the
community grows in accordance with the General Plan, (3) minimize or eliminate the need to raise taxes and fees
because of temporary revenue shortfalls, and (4) establish the reserves necessary to meet known and unknown
future obligations and ability to respond to unexpected opportunities.
Fiscal stability is an important factor in operating a City. Establishing certain financial reserves would protect the City
against unexpected interruptions in revenues, vulnerability to Federal or State actions, adverse economic conditions,
unpredictable one-time costs, and exposure to natural disasters and emergencies.
There are additional benefits to establishing a minimum General Fund reserve. Credit rating agencies carefully
monitor levels of reserves in a government’s General Fund to evaluate a government’s continued creditworthiness.
A higher credit rating results in savings to the taxpayer when the City issues debt or participates in short-term
borrowing. Finally, reserve levels are a crucial consideration in long-term financial planning.
The Government Finance Officers Association (GFOA), an international organization that promotes the professional
financial management of governments for the public interest, recommends maintaining a minimum unreserved fund
balance (reserves) in the General Fund of no less than 5% to 15% of general fund operating revenues, or no less
than one to two months of regular general fund operating expenditures. A government’s particular situation may
require levels of unreserved fund balance in the general fund significantly in excess of these recommended minimum
levels. Cities with higher reserve levels are better positioned to protect public services during economic downturns.
GFOA recommends that in establishing a policy governing the level of unreserved fund balance in the general fund,
a government should consider a variety of factors, including:
■The predictability of its revenues and the volatility of its expenditures (i.e., higher levels of unreserved fund
balance may be needed if significant revenue sources are subject to unpredictable fluctuations or if operating
expenditures are highly volatile.)
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■The availability of resources in other funds as well as the potential drain upon general fund resources from other
funds (i.e., the availability of resources in other funds may reduce the amount of reserves needed in the general
fund, just as deficits in other funds may require that a higher level of reserves be maintained in the general fund).
■Liquidity (i.e., a disparity between when financial resources actually become available to make payments and the
average maturity of related liabilities may require that a higher level of resources be maintained).
■Designations (i.e., governments may wish to maintain higher levels of unreserved fund balance to compensate
for any portion of unreserved fund balance already designated for a specific purpose).
Policy:
This Policy establishes three (3) distinct General Fund Reserves:
1. General Fund Operating Reserves – minimum 15% total General Fund operating expenditures
2. Economic Contingency Reserves – minimum 5% total General Fund operating expenditures
3. Catastrophic Event Reserves – 3% total General Fund operating expenditures
The total recommended minimum reserve level for the three categories combined is 23% of total General Fund
operating expenditures.
General Fund Operating Reserves
The General Fund Operating Reserves represent unrestricted resources available for appropriations by the City
Council to address extraordinary needs of an emergency nature.
The City shall maintain General Fund Operating Reserve levels of no less than 15% of the annual operating budget.
This level of reserves represents approximately 1.8 months of General Fund operating expenditures. The reserves
may be used to provide temporary financing for unanticipated extraordinary needs of an emergency nature, such
as major storm drain repairs, litigation or settlement costs or an unexpected liability created by Federal or State
legislative action.
If funds are appropriated (spent) from the operating reserves due to unanticipated needs, the funds should be
replenished in the budget process during the subsequent fiscal year to maintain the minimum reserve balance. If
the magnitude of the event caused the General Fund Operating Reserves to be deeply reduced, the City Manager and
Finance Director shall provide the City Council with a plan to incrementally replenish the reserves to the minimum
15% level.
Authorized use (mid-year appropriations) of the General Fund Operating Reserves will require approval by at least
four of five votes of the City Council.
Economic Contingency Reserve
The Economic Contingency Reserve represents monies set aside to mitigate service impacts during a significant
downturn in the economy which impacts City revenues such as sales tax, property tax, business license tax, etc.
The City shall maintain General Fund Economic Contingency Reserve levels of no less than 5% of the annual operating
budget to provide for unexpected financial impacts related to a significant economic slowdown.
Funds may be appropriated from the Economic Contingency Reserves only after the City Manager and the Finance
Director have prepared an analysis providing sufficient evidence that the remaining reserves are adequate to offset
potential downturns in revenue sources and provide sufficient cash balance for the daily financial needs of the City
for the remainder of the fiscal year. Once the analysis has been presented to the City Council, action to appropriate
from the reserves will require a declaration that a fiscal emergency or extraordinary need exists through an affirmative
vote by at least four of five votes of the City Council.
If the Economic Contingency Reserves should ever drop below the minimum reserve level, the City Manager and
Finance Director will develop a plan to replenish the reserves. The plan will be included in the adoption of the City’s
annual operating budget and Long-Term Financial Plan.
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Catastrophic Event Reserves
The Catastrophic Event Reserves are monies set aside to fund unanticipated expenses related to a major natural
disaster in the City.
A reserve level of 3% of the General Fund operating budget should be maintained as Catastrophic Event Reserves.
These funds are associated with the City’s Disaster Preparedness Program. The City is susceptible to earthquakes,
fires, floods, and terrorist threats. In the event that the City Council proclaims a local emergency, the Catastrophic
Event Reserves can be utilized to fund recovery costs until reimbursements from federal and/or state agencies can
be recovered.
Authorized use of the Catastrophic Event Reserves will require a Proclamation of a Local Emergency by the City
Council or Director of Emergency Services. In addition, authorized use (mid-year appropriations) of the Catastrophic
Event Reserves will require approval by at least four of five votes of the City Council.
Calculation of Reserves
The reserves will be calculated using the following year’s Adopted General Fund budgeted operating expenditures.
Reserves will be evaluated annually in conjunction with the development of the City’s 10-Year General Fund Long-
Term Financial Plan and Annual Operating Budget process. There is no maximum reserve level as any additional
reserves would provide a greater level of fiscal security.
Council Policy 220-03, Last updated November 3, 2020 via Council Resolution 2020-254
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RESERVE FUND
POLICY
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Measure A Reserve Fund Policy
Background
On June 15, 2018, Chula Vista voters approved Measure A Sales and Use Tax, a one-half (½) cent Public Safety
General Transactions and Use Tax (Sales Tax) in the City of Chula Vista. The Measure A Reserve Fund policy is
established to avoid any impacts to the General Fund due to temporary sales tax revenue shortfalls, and to establish
the reserves necessary to meet known and unknown future obligations for the City’s Police and Fire Departments.
Purpose
To establish a formal Measure A Sales Tax Reserve Fund Policy.
Policy
This policy establishes s Measure A Fund Economic Contingency Reserve:
Measure A Fund Economic Contingency Reserve
The City shall maintain a Measure A Fund Economic Contingency Reserve levels of no less than 60 days (approximately
16% of the annual operating budget) of operations to provide for unexpected financial impacts related to a significant
economic slowdown. The reserve level is defined as the number of days of operation in its normal course of business
and shall be calculated based on the annual operating budget for the fiscal year, less any budgeted debt service.
If funds are appropriated (spent) from the operating reserves due to unanticipated needs, the funds should be
replenished by that department in the budget process during the subsequent fiscal year to maintain the minimum
reserve balance. If the magnitude of the event caused the Measure A Fund Economic Contingency Reserve to be
deeply reduced, the City Manager and Finance Director shall provide the City Council with a plan to incrementally
replenish the reserves to the minimum level.
Authorized use (mid-year appropriations) of the Measure A Economic Contingency Reserve will require approval by
a (4/5) vote of the City Council.
Calculation of Reserves
The reserves will be calculated using the following year’s Adopted Measure A Fund budgeted operating expenditures.
Reserves will be evaluated annually in conjunction with the development of the Annual Budget process. There is no
maximum reserve level as any reserves above the required minimum would provide a greater level of fiscal security
in the case of an unexpected economic slowdown. Any reserves above the required minimum could also be used
to support public safety, consistent with the Measure A Public Safety Expenditure Plan through the application of
Measure A sales tax revenues that will ensure the best return on investment in terms of staffing improvements for
the improved deployment of resources and include the uses of these non-recurring funds for one-time essential
public safety purchases (i.e., capital, consulting, software, etc.).
Council Policy 220-10, Last updated May 24, 2022 via Council Resolution 2022-130
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PENSION RESERVE
POLICY
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Pension Reserve Policy
Background
The following policy has been developed in response to large annual pension cost increases as a result of current
and retired employees living longer, lower than anticipated investment returns by CalPERS over the last several years,
and CalPERS policies which require all cities to pay for the existing unfunded liability over a thirty-year period, and
for any new unfunded liabilities to be paid over a twenty-year period. The CalPERS valuation utilized for the pension
obligation bonds issuance was for the period June 30, 2019: the total Miscellaneous plan Unfunded Actuarial Liability
(UAL) was $190,478,272 and the total Safety plan UAL was $163,766,889. This policy will formalize a funding
mechanism for the establishment of a Pension Reserve Fund (PRF) to be used at the City’s discretion to help offset
future pension cost increases.
The City also provides certain Other Pension Employment Benefits (OPEB) in the form of subsidized health care
rates for Tier 1 retirees. As of June 30, 2019, the total OPEB liability for the City is $15,938,213. The City budgets the
implied subsidy amounts on an annual basis.
Purpose
To establish a formal City Pension Reserve Fund Policy and OPEB Reserve Fund Policy.
Policy
Allocation Methodology
This policy amends the General Fund Reserve Policy – Fiscal Health Plan, all allocations for the PRF will only occur
after the full funding of the 15% General Fund Operating Reserves.
Upon meeting the 15% General Fund Operating Reserves 75% (seventy-five percent) of all future surplus funds shall
be transferred to the PRF for the purposes of that fund while the remaining 25% (twenty-five percent) is allocated to
the Economic Contingency Reserves and Catastrophic Event Reserves in accordance with the General Fund Reserve
Policy- Fiscal Health Plan. In the event all three General fund reserve accounts are fully funded at the stated policy
percentage, 100% of surplus funds will be transferred to the PRF until it reaches 15% of General Fund Expenses
(excluding Measure A & P, identical dollar amount to the General Fund Operating Reserves).
Ongoing surplus funds are determined upon the close of the fiscal year if revenues exceed actual expenditures
within the General Fund. Special consideration shall be made by the Finance Director each year when determining
potential Surplus Funds so as not to leave any General Fund supported funds (Workers Compensation, Public Liability,
Insurance Fund) with a negative fund balance.
In addition, if Pension Obligation Bonds are issued, the City shall budget a minimum of 75% of the net annual
savings (determined at bond issuance for years 1-10, not adjusted annually for any new unfunded liability or change
in actuarial assumptions) for bond fiscal years 1 through 10 to be transferred to the Pension Reserve Fund on an
annual basis. This fund will take the form of a Section 115 Trust and will replace the Pension Reserve Fund described
above. Upon full funding of the 15% Pension Reserve Fund in the 115 Trust, all surplus funds will be allocated 50%
to an OPEB Reserve Fund and 50% to an POB Bond Call Fund. Once 75% funding of outstanding OPEB liability is
achieved, all remaining surplus funds will be deposited into the POB Bond Call Fund. The Finance Department shall
provide a comprehensive reserve fund status report, including five-year reserve fund balance projections, annually
to the City Council along with the Comprehensive Annual Financial Report.
In the event of an economic hardship, or other unanticipated fiscal emergency, the City Council may make an
emergency declaration to reduce the annual transfer to the PRF, only if all funds in the Emergency Reserve and
Economic Contingency Reserve have been depleted. This declaration will only apply to the fiscal year in which it was
made. Ongoing fiscal challenges will require a second or third emergency declaration.
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Other Provisions
PRF funds may be used toward: repayment of future CalPERS unfunded liability in part or whole; the issuance of debt
for the purposes of refinancing or issuing pension obligation bonds or other similar debt instruments; establishment
of an OPEB reserve fund; to pay off any outstanding POB’s; and any other unanticipated pension related cost or
charge. The Finance Department shall create the PRF in the fiscal year in which the first scheduled transfer is to occur.
It is anticipated that pension fund contributions will eventually stabilize around the year 2030 and will slowly be
reduced until the outstanding unfunded pension liability is paid in full by the year 2045. Pension Obligation Bonds
may be considered to smooth the impacts over that twenty-four-year period. This PRF will remain in place until such
time pension contributions have stabilized and the City has no remaining unfunded liability or projected liability in
the future.
If any part of this Policy conflicts with Federal or State laws, or the City of Chula Vista Municipal Code, or Charter,
those laws will take precedence over this Pension Reserve Fund Policy.
Definitions:
Surplus Funds – Actual revenues exceeding expenditures, if applicable, for each fiscal year. The surplus funds
determination is typically made around October of each year for the prior fiscal year.
Bond Fiscal Year – Begins the first fiscal year immediately following the issuance of pension obligation bonds.
Council Policy 220-09, Last updated November 3, 2020 via Council Resolution 2020-254
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DEBT
ADMINISTRATION
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Debt Administration
Debt Portfolio
The City of Chula Vista periodically utilizes various mechanisms for borrowing to finance large capital assets such
as infrastructure, buildings, and large equipment. The City’s Debt Portfolio is a summary of its outstanding bonded
indebtedness by issuance. The purpose of this report is to provide Chula Vista citizens, investors, and the general
public information on the City’s bonded indebtedness. Also included within the report are Redevelopment Agency/
Successor Agency obligations, and other City debt such as Special Tax District liabilities and HUD Section 108 Loan
repayments.
The City’s debt portfolio can be accessed at the following link:
www.chulavistaca.gov/departments/finance/financial-reports
Based on the estimated balances for the year ending June 30, 2023, the City and the former Redevelopment Agency
(Agency) borrowed funds through several long-term debt issues and held other obligations which are to be funded
for a period of time exceeding one year. A summary of the City’s current debt obligations is categorized in the
following table.
Long Term Debt
Description Principal Interest Total
Outstanding
Principal
Balance
Final
Maturity Purpose
General Fund Obligations
2014 Refunding COP 45,920,000 22,832,196 68,752,196 29,425,000 2032 Police Facility Project
2015 Refunding COP 34,330,000 13,315,468 47,645,468 20,930,000 2034 Civic Center Project
2016 Refunding COP 8,600,000 4,309,945 12,909,945 8,600,000 2036 Civic Center Project
2016 Lease Revenue Refunding
Bonds 25,885,000 8,128,865 34,013,865 16,040,000 2033
Capital Lease Refunding
Project
2017 Lease Revenue Bonds 61,355,000 16,879,834 78,234,834 26,620,000 2027 Measure P Projects
Lease Revenue Bonds Series 2017A 12,045,000 10,966,567 23,011,567 11,955,000 2049 CREBs (Taxable)
Lease Revenue Bonds Series 2017B 1,085,000 279,747 1,364,747 660,000 2029 CREBs (Tax-Exempt)
2021 Taxable Pension Obligation
Bonds 350,025,000 134,166,096 484,191,096 334,725,000 2045 CalPERS UAL
Subtotal 539,245,000 210,878,718 750,123,718 448,955,000
RDA/Successor Agency Bonded
Indebtedness
2016 Tax Allocation Refunding Bonds 29,315,000 12,279,980 41,594,980 19,010,000 2036
Refinance Tax Allocation
Bonds
Subtotal 29,315,000 12,279,980 41,594,980 19,010,000
Other Debt
HUD Section 108 Loan 5,886,000 862,631 6,748,631 3,868,000 2029 CDBG CIP
Financed Purchases * 12,190,070 1,504,004 13,694,074 6,661,097 Financed purchases
Notes/Loan Payable ** 4,229,995 Various
Miscellaneous Claims Payable 31,232,407 Various
Compensated Absences 10,244,609 Employee leave
Subtotal 12,190,070 1,504,004 13,694,074 52,368,108
Total Long Term Debt 586,636,070 225,525,333 812,161,403 524,201,108
* Capital Leases were reclassified into two new categories in FY 2022. One of the categories is now known as GASB 87 Leases, while the
other category is known as Financed Purchases. Financed Purchases will continue to be reported as long-term debt, while GASB 87 Leases
are not reported as long-term debt per GASB 87. For more information on GASB 87 Leases, please refer to Note 12 of the FY 2022 ACFR.
** DHCD ERAP Loan (Note) was issued in FY2022 totaling $3,426,935.00
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Bond Ratings
Description Rating Agency Bond Rating
2014 Refunding COP Moody’s Aa3
2015 Refunding COP Moody’s Aa3
2016 Refunding COP Moody’s Aa3
2016 Lease Revenue Refunding Bonds Standard & Poor’s AA-
2017 Lease Revenue Bonds Standard & Poor’s AA-
Lease Revenue Bonds Series 2D17A Standard & Poor’s AA-
Lease Revenue Bonds Series 2D17B Standard & Poor’s AA-
2021 Taxable Pension Obligation Bonds Standard & Poor’s AA
2016 Tax Allocation Refunding Bonds Standard & Poor’s A+
This section discusses the various types of long-term debt that the City has incurred. Bond financings, notes
payable, capital leases and advances from other funds are the traditional forms of long-term debt that the City has
incurred. However, also captured in this section are professional estimates derived from actuarial studies for workers
compensation and general liability claims. In addition, the Finance Department provides an estimate of the City’s
liability for compensated absences as of the end of each fiscal year. The following sections discuss the details of
the City’s long-term debt.
Tax Allocation Bonds ($19.0 million)
Tax Allocation Bonds (TABS) are issued by the Agency and utilize tax increment revenue for debt service. The 2016
Tax Allocation Refunding Bonds were issued to refund the 2006 Senior Tax Allocation Refunding Bonds, Series
A, the 2006 Subordinate Tax Allocation Refunding Bonds, Series B and the 2008 Tax Allocation Refunding Bonds.
Certificates of Participation / Lease Revenue Bonds ($114.2 million)
As of June 30, 2023, the City currently has three outstanding Certificates of Participation and four outstanding
Lease Revenue Bonds. In February 2014, the Chula Vista Public Financing Authority (CVPFA) issued the 2014 COP to
refund the 2002 COP (Police Facility Project), fund a reserve fund, and pay the costs incurred in connection with the
execution and delivery of the Certificates. In September 2015, the CVPFA issued the 2015 COP to refund the 2004
COP (Civic Center Project Phase I) and partially refund the 2006 COP (Civic Center Project Phase II), fund a reserve
fund, and pay the costs incurred in connection with the execution and delivery of the Certificates. In July 2016, the
CVPFA issued the 2016 COP to refund the remaining 2006 COP (Civic Center Project Phase II), fund a reserve fund
and to pay the costs incurred in connection with the execution and delivery of the Certificates. In July 2016, the Chula
Vista Municipal Financing Authority (CVMFA) issued the 2016 Lease Revenue Refunding Bonds (LRRB) to refund
the 2010 COP (Capital Facilities Refunding Projects) and to fund a reserve fund. In July 2017, the CVMFA issued the
2017 Lease Revenue Bonds (LRB) to finance infrastructure, facilities and equipment and pay the costs incurred in
connection with the issuance of the Bonds using Measure P Sales Tax as the dedicated revenue source for the debt
service payments. In December 2017, the CVMFA issued the Lease Revenue Bonds Series 2017A and the Lease
Revenue Bonds Series 2017B to finance photovoltaic energy systems at various City facilities, capitalize interest on
the Bonds and pay the costs incurred in connection with the issuance of the Bonds.
Pension Obligation Bonds ($334.7 million)
In February 2021, the City of Chula Vista issued the Series 2021 Taxable Pension Obligation Bonds to pay all of the
City’s currently unamortized, unfunded accrued actuarial liability to the California Public Employees Retirement
System with respect to the City’s defined benefit retirement plans for City employees, to pay the premium for a
municipal bond insurance policy for the Insured Bonds, and to pay costs of issuance of the Bonds.
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Bond Premium ($111.9 million)
The premium is composed of seven bond issuances. One premium is in connection with the 2014 COP refunding
bonds. The original amount of the premium is $3,537,111 and will be amortized over the life of the bonds. The
second premium is related to the 2015 COP refunding bonds. The original amount of the premium is $2,262,493
and will be amortized over the life of the bonds. The third premium is related to the 2016 COP refunding bonds. The
original amount of the premium is $319,652 and will be amortized over the life of the bonds. The fourth premium
is related to the 2016 LRRB. The original amount of the premium is $2,516,621 and will be amortized over the life
of the bonds. The fifth premium is related to the 2016 TARBs. The original amount of the premium is $4,687,799
and will be amortized over the life of the bonds. The sixth premium is related to the 2017 LRB. The original amount
of the premium is $10,008,509 and will be amortized over the life of the bonds. The seventh premium is related to
the Lease Revenue Bonds Series 2017B. The original amount of the premium is $135,516 and will be amortized
over the life of the bonds.
Financed Purchases ($6.7 million)
In July 2013, the City Council authorized a 16-year lease purchase agreement with Banc of America to fund various
solar energy projects for City facilities. The original amount of the loan was $2,121,500 and will be repaid through
future energy savings.
In August 2016, the City entered into a 10-year capital lease agreement with JPMorgan Chase Bank for the acquisition
of one Pierce Aerial Ladder Truck. The original amount of the lease is $1,229,470.
In June 2017, the City entered into a 10-year Capital Lease Agreement with Motorola Solutions, Inc. for the acquisition
of a PSA System. The original amount of the lease is $1,351,409.
In September 2018, the City entered into a 10-year Capital Lease Agreement with JP Morgan Chase Bank N.A. for
one Pierce Arrow XT Triple Combination Pumper/Fire Engine. The original amount of the loan was $720,785.92
In July 2020, the City entered into a 5-year Capital Lease Agreement with Banc of America Public Capital Corporation
for one Pierce Aerial Ladder Truck and one Pierce Arrow XT Triple Combination Pumper/Fire Engine. The original
amount of the loan was $2,273,805.24
In July 2020, the City entered into a 5-year Capital Lease Agreement with Banc of America Public Capital Corporation
for additional equipment related to the $2,273,805.24 lease agreement above. The original amount of the loan was
$4,493,100.00.
Notes/Loans Payable ($4.2 million)
In September 2007, the City Council authorized the City’s participation in the California Energy Commission and
San Diego Gas and Electric On-Bill Financing program. The loans were to bridge the financial gap between energy
conservation project capital costs and available rebates for energy conservation equipment. The original loan
amount, which is paid in full, was $665,884 for the On-Bill Financing program. In fiscal year 2012 additional loans,
totaling $3.7 million were entered into with the California Energy Commission.
In December 2012, the City entered into a lease purchase agreement with Banc of America to purchase certain
energy conservation equipment. The agreement would bridge the financial gap between the Municipal Streetlight
Retrofit Project capital costs and the available rebates for energy conservation equipment. The original loan amount
was $2.7 million.
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Proposed Budget FY 2024
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CDBG Section 108 Loan ($3.9 million)
The City entered into a contract for Loan Guarantee Assistance with the U.S. Department of Housing and Urban
Development (HUD) as part of the Section 108 Loan Program in the amount of $9,500,000 in June 2008. The Section
108 Loan is an “advance” of future CDBG entitlement funds and as such is repaid with a portion of the City’s annual
entitlement. Proceeds of the loan will be used to fund multiple capital improvement projects. Debt service payments
will be made with future CDBG entitlements for 20 years.
On November 27, 2018, the City received notice from HUD regarding the opportunity to refinance the existing loan
with a lower interest rate. On December 6, 2018, the City notified HUD of its election to redeem the current note. The
City signed the agreement for the refinancing on January 23, 2019. This refinancing will result in cost savings to the
City from lower interest rates received during the remaining life of the loan.
Miscellaneous Claims Payable ($31 million)
The Miscellaneous Claims Payable represents the probable amount of loss as estimated by legal counsel and risk
management staff due to worker’s compensation and general liability claims filed against the City.
Compensated Absences ($11 million)
The obligation for Compensated Absences represents the estimated dollar value of accumulated leave balances,
primarily vacation leave, for employees that would have to be paid off if all permanent employees were terminated
as of June 30, 2022.
Advances From Other Funds ($38.2 million)
Per Resolution 2015-035 of the City Council, interfund loans from the Transportation Development Impact Fee to
the Fire Suppression System expansion component of the Public Development Impact Fee were consolidated into
one loan totaling $10,500,000. The principal balance for the loan was $8,150,862 as of June 30, 2022. In accordance
with Council Policy No. 220-06, approved via Resolution 2015-028, the financing costs shall be calculated using the
City’s pooled investment earning rate on a quarterly basis.
City Council authorized a loan to Western PAD from Eastern PAD in the amount of $9,630,000 to acquire the 14.41
acre site located in the lower Sweetwater Valley owned by the Redevelopment Agency and $310,000 to acquire
the 1.89 acre site located at Auto Park Place, Chula Vista. Per Resolution 2015-035 of the City Council, these loans
were consolidated. The loan will be repaid as funds become available, either as a result of credit acquisitions by
the Agency or the payment of PAD fees by developers in western Chula Vista; in conjunction with Council Policy No
200-06, approved via Resolution 2015-028, the financing costs shall be calculated using the City’s pooled investment
earning rate on a quarterly basis. The principal balance was $9,219,238 as of June 30, 2022. The Agency will ensure
that PAD funds are repaid to fully fund the development of the park for which they were originally collected.
The City Council authorized and set terms for loans from the Trunk Sewer fund to Salt Creek for $16,848,381, to
the Storm Drain fund for $744,612, and $803,331 from the Sewer Facility fund for capital improvement projects, via
Resolution 2015-035. In accordance with Council Policy No. 220-06, approved via Resolution 2015-028, the financing
costs shall be calculated using the City’s pooled investment earning rate on a quarterly basis. The principal balance
was $18,001,404 on June 30, 2022, of which all $18,001,404 is outstanding from the Sewer Fund to the Sewer
Development Impact Fees Fund and the portion due from the Sewer Fund to the Storm Drain Fund has been paid
in full.
On June 23, 2020, The City Council authorized a loan from the Measure A Fund to the Enterprise Transport Program
Fund to cover start-up costs related to the new Ambulance Transport Services Program in the amount of $4,881,710,
via Resolution 2020-152. The total loan utilized was only $3,209,317.49. The loan will be repaid from the final
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Proposed Budget FY 2024
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339
reimbursement under the City’s expiring ambulance services contract plus revenues generated from the initial
years of the Fire Department’s Ambulance Services Operations, but no later than after 5 years of ambulance service
operations. The principal balance was $2,783,148.65 as of June 30, 2022.
General Fund Long-Term Debt for Fiscal Year 2023
The General Fund’s annual debt service “commitment” for the Certificates of Participation and the Lease Revenue
Bonds and Pension Obligation Bonds in fiscal year 2024 is approximately $33.8 million, or 13.1% of the General Fund
operating budget. However, it must be noted that although this amount is truly a General Fund commitment, only
$23.6 million will actually be paid from General Fund resources, with the remaining amount paid from available
development impact fees and residential construction tax. The $23.6 million represents approximately 9.1% of the
General Fund operating budget. The $33.8 million represents ongoing level debt service payments as depicted in
the following chart.
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Proposed Budget FY 2024
Appendix → DEBT ADMINISTRATION
340MillionsFiscal Years 2024 through 2044
Notes:
(1) Actual payments are funded by the General Fund, Development Impact Fee Funds, Residential Construction Tax, Gas Tax, City
Jail, Advance Life Support Program, Federal Grants, Environmental Services, Chula Vista Housing Authority, Central Garage Fund,
Development Services Fund and Sewer Service Fund, however all debt service obligations are backed by the General Fund.
(2) The 2002 COP was refunded in FY2013 and became the 2014 Refunding COP. The 2004 COP was refunded and the 2006 was
partially refunded and became the 2015 Refunding COP. The 2006 COP was refunded and became the 2016 Refunding COP. The
2010 COP was refunded and became the 2016 Lease Revenue Refunding Bonds.
Annual Debt Service Obligation of the General Fund
2014 Ref COP 2015 Ref COP 2016 Ref COP 2016 LRBB 2017 LRB
2017A LRB 2017B LRB 2021 POBFY 2024FY 2025FY 2026FY 2027FY 2028FY 2029FY 2030FY 2031FY 2032FY 2033FY 2034FY 2035FY 2036FY 2037FY 2038FY 2039FY 2040FY 2041FY 2042FY 2043FY 2044$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
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SERVICE IMPACTS
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Service Impacts
The service level impacts of an annual operating budget are the changes in the quantity and quality of the services
provided by a City year over year. As economic cycles occur and City revenues rise and fall, it becomes a challenge
to maintain service levels and implement a sustainable budget. In accordance with the City of Chula Vista’s budget
priorities and Strategic Plan, the fiscal year 2024 Proposed Budget includes various changes in how services are
funded and delivered. Departmental service impacts are highlighted in the Department Summary Reports section of
this document under Significant Budget Adjustments & Service Impacts. Highlights of changes in services funding
are described below.
Services Funding
In general, local governments provide many services to the general population at no charge, such as public safety,
libraries, and roadways and park maintenance. These services are paid for with general revenues that the City
receives, including taxes, charges for services, user fees and a variety of other smaller types of general revenues.
Tax Changes
Tax revenue is generally unrestricted and allocated to the City’s General Fund for programming expenditures. The
City collects several types of tax revenue, such as property tax, sales tax, utility users’ tax, business license tax and
transient occupancy tax. A discussion on the City’s major revenue sources, legislative factors and trends impacting
these revenues is provided in the General Fund Revenue Summary section of this document.
There are no changes in tax rates planned for Fiscal Year 2024.
Fees Changes
Cities also offer many services that provide a specific benefit to the requesting party, for which a fee is assessed.
Development plans review, building inspections, golf greens, and public park space rentals are examples of some of
the services the City provides that are paid for directly by the public—residents, non-residents, businesses, developers,
etc.–based on receiving a specific benefit.
The City’s Master Fee Schedule was adopted to set the fees for a variety of services the City provides directly to the
public. Fees levels are generally regulated by state laws (Propositions 13, 26 and 218) and the Citywide Cost Recovery
Policy 159-03. City fees may not exceed the reasonable cost of providing a service/benefit (with exceptions) and
are to be periodically reviewed in order to keep pace with changes in the cost of living (Consumer Price Index) and
methods or levels of service delivery. All changes to the Master Fee Schedule are approved by City Council.
The full Master Fee Schedule can be accessed at the following link: www.chulavistaca.gov/departments/finance/
master-fee-schedule.
A summary of the changes made to the Master Fee Schedule during the Fiscal year 2023 and during the development
of the Fiscal Year 2024 Proposed Budget is outlined below.
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Description Change Fund Impact Justification
Development & In-Lieu
Fees
Varies; See Master
Fee Schedule
- Chapter 16:
Development & In-
Lieu Fees
The City of Chula Vista has
experienced tremendous growth
in recent decades that brings
demand for additional public
facilities to meet the needs of
residents, workers, consumers,
and all those who visit our
beautiful City. To ensure new
growth pays its proportionate
share of needed expansions
and upgrades to infrastructure
and facilities, the City assesses
Development Impact Fees (DIFs)
and in-lieu fees on building
permits for new development in
the City.
In California, the Mitigation Fee Act (Government Code
§§66000-66025) and the Quimby Act (Government
Code §66477) allow the City to assess development
impact fees (DIFs) and in-lieu fees. The fee rates
are calculated to ensure that they are assessed
proportional to the impact created by new development,
and the proceeds from these fees can only be spent on
expanding or upgrading infrastructure that can be used
by the occupants of the new development in the DIF’s
“area of benefit.”
Several City administered DIF and in-lieu fees are
subject to an annual automatic rate increase, as
determined by a given published index. Fees are
calculated by identifying a connection between the need
for the new or expanded public facilities paid for by the
DIF and the forecasted impact of growth in that DIF’s
area of benefit. Fees are adjusted annually, effective
October 1, usually using Engineering News Record’s
(ENR) Historical Construction Cost Indices (CCI). DIFs
may be periodically reviewed and updated by City
Council to accommodate rising construction costs and
changes in growth or need for facilities.
Sewer Service Charge
(Sewer Rates)
Rate increase of 5%
starting July 1, 2023,
an increase of 5%
starting July 1, 2024,
and an increase of
5.5% starting July 1,
2025.
Sewer Service Revenue and
Trunk Sewer Capital Funds will
increase revenues for FY 2022-
23 through FY 2025-26 to ensure
sewer expenses are covered and
reserves met.
Based on an independent financial rate study of the
City’s sewer services, rate increases are needed to fund
the cost of operating and maintaining the City’s sewer
collection system, investment in the infrastructure
needed to provide the service consistent with applicable
federal, state, and local laws, and to ensure adequate
financial reserves.
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ACCOUNTING
SYSTEMS AND
BUDGETARY
CONTROL
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345
Each fund is considered an autonomous accounting entity. Funds are used to separate the various financial activities
of the City and to demonstrate compliance with specific regulations, restrictions, or limitations. This may include
demonstrating that restricted revenues are spent only for allowable purposes.
Budgetary Funds
Proprietary FundsGovernmental Funds
Enterprise
Funds
Internal
Service Funds
Debt Service
Funds
Capital Project
Funds
Special
Revenue FundsGeneral Fund
Sewer Funds
Development
Services Fund
Transport
Enterprise
Accounting Systems and Budgetary Control
The City of Chula Vista’s budget provides an overview of the fiscal and operational status of the City, highlighting
policy issues, decisions, and changes in service levels. The budget is comprised of a series of funds used to account
for revenues and expenditures. These funds are generally categorized as governmental or proprietary funds.
Funds Structure
Governmental funds include activities associated with the operations of the City such as the provision of library,
recreation, and public safety services. Special revenue funds, capital project funds, debt service funds, and the City’s
general fund are different types of governmental funds.
Proprietary funds are used to account for activities often found in the private sector including two fund types:
enterprise funds and internal service funds. Operations of the development service and sewer systems are accounted
for as enterprise funds. Examples of functions accounted for by internal service funds include fleet management
and worker’s compensation.
Budget Book Organization
The budget document is organized around the following major funds – General Fund, Development Services Fund,
Redevelopment Retirement Obligation Fund and Successor Agency to the Redevelopment Agency Funds, Sewer
Funds, Fleet Service Funds, Capital Projects Funds, Debt Service Funds, and Other Funds. Details about each of these
funds can be found in the corresponding sections of the document.
City of Chula Vista Fund Structure
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City of Chula Vista
Proposed Budget FY 2024
Appendix → ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
346
Basis of Accounting & Budgeting
The City’s accounting records and budget are prepared and maintained using a modified accrual basis of accounting–
less unrealized gains or losses resulting from the change in fair value of investments–which follows the accounting
practices for governmental units as recommended by the Governmental Accounting Standards Board. Basic City
operations are accounted for in the City’s General Fund, with other activities accounted for in separate funds as
required by law or determined by management discretion. Generally, revenues are recorded when measurable and
available, and liabilities are recorded when incurred.
Internal Controls
In administering the City’s accounting systems, primary consideration is given to the adequacy of internal accounting
controls, which include an array of administrative procedures. These controls are designed to provide reasonable,
but not absolute, assurance regarding the safeguarding of assets against loss from unauthorized use or disposition,
as well as the reliability of financial records for accurate and fair presentation of financial reports. The concept of
reasonable assurance recognizes that the cost of specific controls should not exceed the benefits likely to be derived
from exercising the controls, and that this evaluation necessarily involves estimates and judgments by management.
It is believed that the City’s internal accounting controls adequately safeguard City assets and provide reasonable
assurance of proper recording of financial transactions.
Budgetary Control
The City Charter charges the Director of Finance with the responsibility to supervise and be responsible for the
disbursement of all monies and have control over all expenditures to ensure that budget appropriations are not
exceeded. The level of budgetary control, that is the level at which expenditures are not to exceed Council approved
appropriations, is established at the department and expenditure category level (e.g., personnel services, supplies
and services, capital).
Budget Modifications
Any budget modification that would result in an appropriation increase requires City Council approval. The City
Manager and Finance Director are jointly authorized to transfer up to $75,000 of appropriations between expenditure
categories within a departmental budget. Any appropriations transfer between departments, in excess of $75,000,
and transfers from CIP projects, require City Council approval.
Encumbrances
An encumbrance (commitment) accounting system is utilized as a technique to enhance budgetary control during the
fiscal year. Appropriations encumbered (committed) at year-end may be carried forward with City Manager approval
and are available to be used for those commitments during the subsequent fiscal year. Unspent and unencumbered
appropriations lapse at year-end and become generally available for re-appropriation the following fiscal year.
Page 618 of 690
May 09, 2023 Post Agenda
LIST OF ACRONYMS
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City of Chula Vista
Proposed Budget FY 2024
Appendix → LIST OF ACRONYMS
348
List of Acronyms
A
ACFR: Annual Comprehensive Financial Report
ADA: Americans with Disabilities Act
ADR: Alternative Dispute Resolution
ALS: Advanced Life Support
AMP: Asset Management Plan
AMS: Asset Management System
ARRA: American Recovery and Reinvestment Act
ARPA: American Rescue Plan Act of 2021
ATP: Active Transportation Program
B
BIG: Business Improvement Grant
BFDIF: Bayfront Development Impact Fee
BMS: Building Management System
BRT: Bus Rapid Transit
BTA: Bicycle Transportation Account
C
CAD: Computer Aided Dispatch
CalPERS: California Public Employees Retirement System
CALTRUST: Investment Trust of California
CAPPO: California Association of Public Purchasing Officers
CBAG: California Border Alliance Group
CDBG: Community Development Block Grant
CEC: California Energy Commission
CES: Conservation Environmental Services
CFD: Community Facility District
CIP: Capital Improvement Plan/Project/Program
CLSA: California Library Services Act
CMP: Corrugated Metal Pipe
CMT: Constant Maturity Treasury
CONF: Confidential
COP: Certificate of Participation
CPI: Consumer Price Index
CREBS: Clean Renewable Energy Bonds
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Appendix → LIST OF ACRONYMS
349
CTC: California Transportation Commission
CVBMP: Chula Vista Bayfront Master Plan
CVACF: Chula Vista Animal Care Facility
CVEA: Chula Vista Employee’s Association
CVPD: Chula Vista Police Department
CVT: Chula Vista Transit
D
DAR: Direct Access Ramp
DASH: Dynamic After School Hours
DIF: Development Impact Fee
DMS: Drainage Management System
DVP: Delivery Versus Payment
E
EEBG: Energy Efficiency Block Grant
EOC: Emergency Operation Center
ERAF: Educational Revenue Augmentation Fund
ESL: English as a Second Language
EUC: Eastern Urban Center
F
FCIP: Fire Company Inspection Program
FDIC: Federal Deposit Insurance Corporation
FF: Firefighters
FHLB: Federal Home Loan Bank
FHLMC: Federal Home Loan Mortgage Corporation
FHWA: Federal Highway Administration
FICB: Federal Intermediate Credit Bank
FLB: Federal Land Bank
FLSA: Fair Labor Standards Act
FMS: Fleet Management System
FNMA: Federal National Mortgage Association
FPPC: Fair Political Practices Commission
FREBE: Free Resource Energy Business Evaluation
FSE: Fire Safety Engineering
FTA: Federal Transit Administration
FTE: Full-Time Equivalent
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City of Chula Vista
Proposed Budget FY 2024
Appendix → LIST OF ACRONYMS
350
FY: Fiscal Year
G
GAAP: Generally Accepted Accounting Principles
GDP: Gross Domestic Product
GFOA: Government Finance Officers of America
GGMS: General Government Management System
GIS: Geographic Information System
GMOC: Growth Management Oversight Committee
GNMA: Government National Mortgage Association
GUC: General Use Certificates
H
HBP: Highway Bridge Program
HOV: High Occupancy Vehicle
HR: Human Resources
HRIS: Human Resources Information System
HSIP: Highway Safety Improvement Program
HUD: Housing and Urban Development
HVAC: Heating\Ventilation\Air Conditioning
I
IAFF: International Association of Firefighters
ITS: Information Technology Services
L
LAIF: Local Agency Investment Fund
LAN: Local Area Network
LRT: Light Rail Trolley
M
MGD: Million Gallons per Day
MHZ: Megahertz
MLA: Master Lease Agreement
MOU: Memorandum of Understanding
MSCP: Multiple Species Conservation Plan
MTDB: Metropolitan Transit Development Board
MTS: Metropolitan Transit System
Page 622 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Appendix → LIST OF ACRONYMS
351
N
NCD: Negotiable Certificate of Deposit
NEP: Neighborhood Reinvestment Program
NFPA: National Fire Protection Association
O
OPEB: Other Post-Employment Benefits
OSMS: Open Space Management System
P
PACE: Parcel Assessed Clean Energy
PAD: Park Acquisition and Development
PCI: Pavement Condition Index
PFDIF: Public Facilities Development Impact Fees
PLF: Public Library Foundation Act
PLTP: Point Loma Treatment Plant
PMS: Parks Management System
POA: Police Officers Association
POB: Pension Obligation Bond
PUC: Public Utilities Commission
R
RCS: Regional Communications System
RCT: Residential Construction Tax
RDA: Redevelopment Agency
RFP: Request for Proposals
RMS: Roadway Management System
ROI: Return on Investment
RTIP: Regional Transportation Improvement Program
RWQCB: Regional Water Quality Control Board
S
SANDAG: San Diego Association of Governments
SANDPIPA: San Diego Pooled Insurance Policy Association
SBA: Small Business Association
SBBRT: South Bay Bus Rapid Transit
SDAR: San Diego Association of Realtors
SGIP: Smart Growth Initiative Program
SHOPP: State Highway Operations and Protection Program
Page 623 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Appendix → LIST OF ACRONYMS
352
SLMA: Student Loan Marketing Association
SLFRF: State and Local Fiscal Recovery Funds
SR2s: Safe Routes to School
SRO: School Resource Officer
STRETCH: Safe Time For Recreation, Enrichment And Tutoring
SWBAMLA: Southwest Border Anti-Money Laundering Alliance
T
TABS: Tax Allocation Bonds
TARBS: Tax Allocation Refunding Bonds
TDA: Transportation Development Act
TDIF: Transportation Development Impact Fee
TOT: Transient Occupancy Tax
TUT: Telephone Users’ Tax
TVA: Tennessee Valley Authorities
U
UUT: Utility Users’ Tax
V
VLF: Vehicle License Fee
W
WCE: Western Council of Engineers
WWMP: Wastewater Master Plan
WMS: Wastewater Management System
W-TDIF: Western Transportation Development Impact Fee
Page 624 of 690
May 09, 2023 Post Agenda
GLOSSARY
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Appendix → GLOSSARY
354
Glossary
A
Accrual Basis of Accounting – A method of accounting by which transactions are recognized when they occur,
regardless of the timing of cash receipts and disbursements.
Accounting System – The collective set of records and procedures used to record, classify, and report information
on the financial status and operations of the City.
Accounts Payable – Amounts owed by the City to external entities for goods and services received.
Accounts Receivable – Amounts due to the City from external entities for goods and services furnished.
Adopted Budget – The title of the budget following its formal adoption by resolution of the City Council.
Ad Valorem – In proportion to value, a basis for levy of taxes on property.
Amended Budget – The title of the budget version that includes all amendments to the Adopted Budget approved
by Council throughout the fiscal year.
Amortization – Accounting technique used to spread out the costs for the use of a long-term asset over the expected
period the long-term asset will provide value. Amortization schedules are used to present a repayment schedule on
a specific maturity (due) date.
Appropriation – A legislative act by the City Council authorizing the expenditure of a designated amount of public
funds for a specific purpose.
Audit – An examination of City records and accounts by an external source to check their validity and accuracy.
B
Balanced Budget – The amount of budgeted expenditures is equal to or less than the amount of budgeted revenues
plus other available sources. For budgeting purposes, the use of contingency reserves or use of fund balance will
be considered revenue in defining a balanced budget.
Bond – A certificate of debt issued by a government or corporation guaranteeing payment of the original investment
plus interest by a specified future date.
Bond Premium – Occurs when the interest rate on the bond (“coupon rate”) is more than the market interest rate.
Investors are willing to pay more for the bond than its face value, creating a premium. The excess investors pay for
the bond is classified as a premium and is amortized over the life of the bond.
Budget – A spending plan and policy guide comprising an itemized summary of the City’s probable expenditures
and revenues for a given fiscal year.
C
Calendar Year (CY) – The 12-month period from January through December.
Capital Expenditures – A specific undertaking involving procurement, construction or installation of facilities or
related equipment which improves, preserves, enhances or modernizes the City’s provision of municipal services,
has a useful life of at least five years, and costs in excess of $10,000.
Capital Improvement Program – An ongoing five-year plan of single and multiple-year capital expenditures which
is updated annually.
Capital Improvement Project (CIP) – Any major capital investment with a value of $50,000 or more and a minimum
useful life of five years at a fixed location. CIPs may include construction or major repair of City buildings and facilities
such as streets, roads, storm drains, traffic signals, parks, community centers, etc.
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May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Appendix → GLOSSARY
355
Capital Project Funds – Funds that are utilized to account for resources used for the acquisition and construction
of capital facilities by the City, with the exception of those assets financed by proprietary funds.
Clean Renewable Energy Bonds (CREBs) – A certificate of debt issued by a government to finance renewable energy
projects.
Community Development Block Grant (CDBG) Funds – Funds received from the federal government and expenditures
as prescribed under the Community Development Grant Program.
D
Debt Service Funds – Funds used for payment of interest and principal to holders of the City’s various debt
instruments.
Deferred Maintenance – A backlog of needed repairs to City facilities including facility maintenance, painting and
structural repairs.
Depreciation – The expense incurred with the expiration of a capital asset.
Direct Costs – Operational expenditures exclusive to a specific service or program.
Discretionary Revenue – Revenues that are generated by general or specific taxing authority such as Property or
Sales Taxes.
E
Encumbrance – The designation or reserving of funds to buy an item or service.
Enterprise Funds – Funds established to account for specific services funded directly by fees and charges to users
such as sewer services. These funds are intended to be self-supporting.
Expenditure – The actual outlay of monies set aside by appropriation for identified goods and services.
F
Fiscal Year (FY) – The twelve-month period beginning July 1st and ending June 30th of the subsequent calendar year.
Fixed Assets – An asset with a useful life greater than three years.
Fringe Benefits – This consists of the costs to provide employee benefits that include the flexible benefit program,
insurance, and retirement.
Full-time Equivalent Positions (FTE) – The conversion of part-time, temporary, or volunteer positions to a decimal
equivalent of a full-time position based on an annual amount of 2,080 hours worked.
Fund – A set of interrelated accounts to record revenues and expenditures.
Fund Balance – The excess of an entity’s assets over its liabilities. A negative fund balance is sometimes referred
to as a fund deficit.
G
Generally Accepted Accounting Principles – A uniform set of minimum standards for external financial accounting
and reporting.
Gann Appropriation Limit – A State of California mandated appropriation limit imposed on local jurisdictions.
General Fund – The City’s main operating fund that is used to pay for City services.
General Plan – The fundamental policy document that guides the City’s future growth and development.
General Revenue – See Discretionary Revenue.
Page 627 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Appendix → GLOSSARY
356
Governmental Funds – Funds that are typically used to account for tax-supported activities. These include the
general fund, special revenue funds, debt service funds, and capital project funds.
Grants – A contribution by a government or other organization to provide funding for a specific project. Grants can
either be classified as capital projects or programmatic, depending on the grant.
I
Indirect Cost – Costs that are essential to the operation of the City but not exclusive to any specific service or program.
Indirect costs are primarily associated with support departments such as City Clerk, City Attorney, Administration,
Information Technology Services (ITS), Human Resources, and Finance.
Infrastructure – Basic physical assets such as buildings, streets, sewers, and parks.
Interest Expense – Interest costs paid by the City of Chula Vista on loans and bonds.
Internal Service Funds – Funds that are used to finance and account for goods, special activities, and services
performed by one City department for other City departments on a cost reimbursement basis.
L
Levy – To impose or collect a tax, special assessments, or charges for the support of City services.
Liability – Debt or other legal obligations arising out of past transactions that will be liquidated, renewed, or refunded
at some future date.
M
Major Fund – Funds whose revenues, expenditures/expenses, assets or liabilities are at least 10% of the total for
their fund category (governmental or enterprise) and 5% of the aggregate of all governmental and enterprise funds
in total. The general fund is always considered a major fund.
Memorandum of Understanding (MOU) – A document detailing the outcomes of labor negotiations between the
City and its various bargaining units.
Modified Accrual Basis of Accounting – A method of accounting in which revenues are recognized in the period they
become available and measurable, and expenditures are recognized in the period the associated liability is incurred.
Municipal Code – A collection of ordinances approved by City Council.
N
Non-Capital Improvement Project Expenditures – Expenditures in this category are for large maintenance costs,
studies, and various community outreach programs. By their nature, these maintenance upkeeps and programs are
expended beyond a one-year period. Recording these types of expenditures in an operating type budget would skew
the comparison of budgets from year to year, because of this, the City finds it more efficient to record these types
of expenditures in the Non-Capital Improvement Project category.
Non-Major Fund – All funds which do not meet the criteria for a major fund. Major funds are funds where revenues,
expenditures/expenses, assets or liabilities are at least 10% of the total for their fund category (governmental or
enterprise) and 5% of the aggregate of all governmental and enterprise funds in total.
O
Operating Budget – Costs associated with the ongoing municipal services.
Ordinance – A formal legislative enactment by the City Council.
Other Expenditures – All budgeted expenditures that do not fall into one of the following primary expenditure
categories: Personnel, Supplies and Services, Utilities, Transfers Out, CIP and Non-CIP Projects, and Capital.
Page 628 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Proposed Budget FY 2024
Appendix → GLOSSARY
357
P
Personnel Services Expenditures – Expenses related to employee compensation including salaries, wages, and
benefits.
Program Revenue – Revenues generated by a given activity.
Proposed Budget – The title of the budget prior to its formal adoption by resolution of the City Council.
Proprietary Funds – Funds used to account for a government’s business-type activities, which are supported, at
least in part, by fees or charges.
R
Reserves – The portion of the General Fund balance set aside for contingencies.
Resolution – A special order of the City Council that requires less legal formality than an Ordinance.
Revenue – Funds received from various sources to finance expenditures.
S
Salary Savings – A budgeting tool, shown as negative expenses, which lowers the total Personnel Services budget
based on the likelihood of unfilled positions during the year. The target amount varies based on vacancy trends,
normal attrition, leaves of absence and under-filled positions.
Sewer Funds – Funds that account for revenues and expenditures related to the City’s sewer programs, including
maintenance and expansion of the City’s conveyance system and payment of Metro Sewer treatment costs.
Special Revenue Funds – Funds that are used to account for proceeds derived from specific revenues sources,
which are legally restricted to expenditures for special purposes. (e.g., Transportation Funds, Parking Funds, Public
Safety Funds)
Spending Plan – A preliminary budget approved by Council contingent upon subsequent adoption of appropriations.
Supplies and Services Expenditures – Expenditures for supplies required for the daily operation of the City and for
contractual and professional services.
T
Transfers Out Expenditures – Expenditures in this category are the authorized exchanges of cash, positions, or other
resources between organizational units.
U
Utilities Expenditures – Expenses related to the consumption of services including electricity, natural gas, water,
and telephone services.
Y
Yield – The rate of return earned on an investment based on the price paid.
Page 629 of 690
May 09, 2023 Post Agenda
City of Chula Vista
Fiscal Year 2024
Proposed Budget
Overview
1Page 630 of 690
May 09, 2023 Post Agenda
Agenda
FISCAL YEAR 2024
PROPOSED BUDGET
FISCAL YEAR 2024 CAPITAL
IMPROVEMENT PROGRAM
NEXT STEPS
2Page 631 of 690
May 09, 2023 Post Agenda
Budget Process Overview
3
•Development of a preliminary baseline budget; Departmental requests and
adjustmentsJan. -April 2023
•Staff conducted two Community Budget Workshops at Civic & Otay Ranch
LibrariesApril 19 & 26, 2023
•City Manager’s Proposed Budget Document was submitted to City Council at least
35 days prior to the beginning of the fiscal year, as required by City CharterMay 4, 2023
•Presentation to City Council of the Fiscal Year 2024 City Manager’s Proposed
BudgetMay 9, 2023
•Public hearing and Council vote to adopt the Fiscal Year 2024 Proposed BudgetMay 23, 2023
•Fiscal Year 2024 begins, Adopted Budget is implementedJuly 1, 2023
Page 632 of 690
May 09, 2023 Post Agenda
Fiscal Year 2024 Outlook
4
Economic indicators
are mixed
•Interest rate hikes,
strong job growth,
inflation,
manufacturing decline
Recession in FY 2024
is likely
Timing and depth
uncertain
Budget may be
adjusted throughout
the year for economic
impacts
Any revisions to the
budget require a 4/5
vote of the City
Council
Page 633 of 690
May 09, 2023 Post Agenda
Key Economic Factors
•Gross Domestic Product
•Inflation
•Federal interest rates
•Housing Data
•Employment levels
5Page 634 of 690
May 09, 2023 Post Agenda
National Growth –Gross Domestic Product
6Page 635 of 690
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Consumer Prices / Inflation
7Page 636 of 690
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Federal Interest Rates
8Page 637 of 690
May 09, 2023 Post Agenda
National Housing Market
9Page 638 of 690
May 09, 2023 Post Agenda
San Diego Housing Market Overview
10
Source: Greater San Diego Association of Realtors –Monthly Indicators
Key Metrics March 2021 March 2022 March 2023 Year over Year
Change
Median Sales
Price
$700,000 $845,000 $825,000 (2.4%)
Days on Market 22 18 36 100%
Months Supply 0.7 0.8 1.1 37.5%
Page 639 of 690
May 09, 2023 Post Agenda
National Unemployment Rate
11Page 640 of 690
May 09, 2023 Post Agenda
San Diego Unemployment Rate
12Page 641 of 690
May 09, 2023 Post Agenda
Fiscal Year 2024 Service Impacts
13
Improved community
services
•Loma Verde
Community Center
staffing and
programming
•Expansion of
Passport Services to
three Libraries
•New Housing &
Homeless Services
Department
Expanded public safety
•Fire
•Otay Ranch Village
8 West Fire Station
•Fuels Reduction/
Mitigation Program
•Police
•Community Service
Officers
•Drone Program
•Additional Vehicles
Privacy policy
implementation
•Records Manager
position
•Information
Technology Dept.
position
Maintenance of City
assets and
infrastructure
•Measure P funded,
repairs and
improvements to
various public
facilities
•Increases to Public
Works Department
•Parks Maintenance
and Rangers
•CIP Program of $66.6
Million funding
multiple projects
Page 642 of 690
May 09, 2023 Post Agenda
General
Fund
14Page 643 of 690
May 09, 2023 Post Agenda
15
General Fund
Revenue and Expenditures
(in millions)
Page 644 of 690
May 09, 2023 Post Agenda
General Fund Revenues
(in millions)
16Page 645 of 690
May 09, 2023 Post Agenda
General
Fund
Revenue
Assumptions
17
$9.3 million increase in General Fund Revenues
Property Tax and MVLF growth of 5.0%
Sales Tax growth is expected taper in FY 2024
TOT is expected to grow by $4 million over prior year
$12.6 million decrease in Other General Fund
Revenues
Page 646 of 690
May 09, 2023 Post Agenda
General Fund Expenditures
(in millions)
18Page 647 of 690
May 09, 2023 Post Agenda
General Fund Expenditure Assumptions
19
Personnel
$6.0M
•Contracted
salary
increases
•Increased
staffing levels
•21.0 FTE’s
Mid-Year
•7.0 FTE’s
FY2024 Adds
Supplies &
Services $6.6M
•Election costs
•Insurance
premium
increases
Utilities/Internal
Service $1.3M
•Rising gas,
electric, and
water costs
•Increase fuel &
maintenance
costs for the
City Fleet
Transfers
($2.4M)
•Reduction in
one-time
transfer
•Increased
Measure A & P
•Increase to
Public Liability
Page 648 of 690
May 09, 2023 Post Agenda
General Fund Departments
(in thousands)
20Page 649 of 690
May 09, 2023 Post Agenda
General Fund
Expenditures by
Departments
(Excluding Non-
Departmental)
21Page 650 of 690
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Other Funds
22Page 651 of 690
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All Funds Summary
23Page 652 of 690
May 09, 2023 Post Agenda
All Funds by Fund Category
Revenue and Expenditures
(in thousands)
24Page 653 of 690
May 09, 2023 Post Agenda
All Funds Staffing Summary
25
FTE –Full Time Equivalent positions
FTE –Full Time Equivalent positions Page 654 of 690
May 09, 2023 Post Agenda
Fiscal Year 2024 Position Summary
26FTE –Full Time Equivalent positions Page 655 of 690
May 09, 2023 Post Agenda
Fiscal Year 2024 Position Summary
27FTE –Full Time Equivalent positions Page 656 of 690
May 09, 2023 Post Agenda
Fiscal Year 2024 Position Summary
28FTE –Full Time Equivalent positions Page 657 of 690
May 09, 2023 Post Agenda
2018 Measure A Sales Tax Fund
Revenues and Expenditures
(in thousands)
29Page 658 of 690
May 09, 2023 Post Agenda
2016 Measure P Sales Tax Fund
Revenues and Expenditures
(in thousands)
30Page 659 of 690
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Development Services Fund
Revenues and Expenditures
(in thousands)
31Page 660 of 690
May 09, 2023 Post Agenda
Transport Services Fund
Revenues and Expenditures
(in thousands)
32Page 661 of 690
May 09, 2023 Post Agenda
CAPITAL IMPROVEMENT PROGRAM
SUMMARY
33Page 662 of 690
May 09, 2023 Post Agenda
Capital Improvement Program $66.6M
by Asset Management System
Building
0.94%
Drainage
5.02%
General Gov't
0.09%
Parks
3.49%
Roadway
89.79%
Wastewater
0.68%
34Page 663 of 690
May 09, 2023 Post Agenda
Capital Improvement Program $66.6M
by Funding Source
Active Trans Program,
19.18%
CDBG, 0.55%
CIP Fund, 2.70%
Gas Tax, 15.31%
Measure P, 9.94%
Sewer Facility, 0.49%Sewer Service, 0.23%
TDIF, 35.74%
Traffic Signal, 1.61%
TransNet, 14.11%
WTDIF, 0.16%
35Page 664 of 690
May 09, 2023 Post Agenda
PRIOR YEAR HIGHLIGHTS
36Page 665 of 690
May 09, 2023 Post Agenda
Major Projects
Building
•Loma Verde Community Center
•Multi-Purpose Gymnasium
•Dance, Crafts & Fitness Rooms
•Competition Pool
•Therapy Pool
•Splashpad
•Playground
•Sports Lighting
37Page 666 of 690
May 09, 2023 Post Agenda
Major Projects
Parks
•Lauderbach Park Rehabilitation
•Sports Field with Synthetic Turf
•Basketball Court
•Walking Path
•Sports Lighting
•Picnic Area
38Page 667 of 690
May 09, 2023 Post Agenda
FISCAL YEAR 2024 PROJECTS
39Page 668 of 690
May 09, 2023 Post Agenda
Major Projects
Roadway
•Street Pavement & Rehab ($15.9M)
•Resurfacing
•Pavement Overlays
•Slurry Seals
40Page 669 of 690
May 09, 2023 Post Agenda
•Transportation DIF Projects
($23.7M)
–Widen Main Street ($8.1M)
•Nirvana Avenue to Heritage Road
•6-Lane Major
–Widen Heritage Road ($15.6M)
•Main Street to Entertainment Circle
•Heritage Road Bridge Replacement
•4 Lanes to 6 Lanes
•Sidewalk
•Bike Lanes
Main Street –Nirvana Ave to Heritage Rd
Heritage Road Bridge Replacement
Major Projects -Roadway
41Page 670 of 690
May 09, 2023 Post Agenda
•Active Transportation Program
Grants ($12.8M)
–F Street Promenade Phase 1 ($9.8M)
•Bay Boulevard to Broadway
•Public Right of Way Improvements
•Round-a-bout at Bay Blvd/Lagoon Dr/F St
–Bayshore Bikeway Segment 6A ($3M)
•Class 1 Bike Path
•Prefabricated Bridge
•High-Visibility Crosswalk
•Pedestrian/Bike Signal (HAWK)
Major Projects -Roadway
Bayshore Bikeway Segment 6A
F Street Promenade Phase 1
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Major Projects
Roadway
•Traffic Signal Projects ($2.7M)
•Upgrades
•Modifications
•Pedestrian Improvements
•Sidewalk Replacement Projects ($2.4M)
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Major Projects
Drainage
•Drainage Rehabilitation Projects ($3.3M)
•Outside of Right-of-Way
•Measure P
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Capital Improvement Program
5-Year Period
by Asset Management System
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
FY20 FY21 FY22 FY23 FY24
Building Drainage General Gov't Parks Roadway Wastewater TOTAL CIP
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Challenges to Maintaining
a Balanced Budget
46
•Looming Recession
•Impacts from inflation
•CalPERS investment losses
•Labor Negotiations (Spring/Fall 2024)
•Measure P sunset (April 2027)
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Next Steps
47
MAY 23RD –STAFF RECOMMENDS CITY COUNCIL
ACCEPT CITY MANAGER’S PROPOSED BUDGET AS
THEIR OWN AND SET MAY 23, 2023, FOR A PUBLIC
HEARING AND ADOPTION OF THE BUDGET
ADDITIONAL COMMENTS CAN BE SUBMITTED ON
CITY’S WEBSITE (CHULAVISTACA.GOV/BUDGET)
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Comments / Feedback?
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MEMORANDUM
OFFICE OF COUNCILMEMBER ANDREA CARDENAS
DATE:
TO:
FROM:
SUBJECT:
May 9, 2023
City Manager, Mayor and City Councilmembers
Councilmember Andrea Cardenas
Report on findings and recommenda1ons from the Labor Rela1ons Ad-Hoc
Subcommi<ee
Background
On March 28, 2023, the Chula Vista City Council approved the establishment of a Labor
RelaLons Ad-Hoc SubcommiOee comprising of Deputy Mayor Jose Preciado, and
Councilmember Andrea Cardenas. Since then, the subcommiOee has held a series of meeLngs
with various stakeholders to discuss issues regarding safety condiLons and enhancements for
traffic control workers, the potenLal need for a contractor transparency ordinance, and the
process to adopt a citywide project labor agreement (PLA).
Safety Enhancements
RepresentaLves from Laborers Local 89 brought forward an issue relaLng to safety hazards
affecLng workers performing traffic control duLes. They have requested that our City follow the
lead of both the City and the County of San Diego who have recently began the process of
addressing these issues through policy amendments.
Contractor Transparency Ordinance
JurisdicLons throughout San Diego County have recently adopted Contractor Transparency
Ordinances to protect workers and promote transparency in relaLon to City construcLon and
right-of way projects. For the City of Chula Vista, this would primarily mean that contractors
would be required to disclose subcontractor informaLon on projects being permiOed by the City
of Chula Vista and that both contractors and subcontractors are following legal, safety, and labor
standards.
Citywide Project Labor Agreement (PLA)
In March of 2020 with 68% of the vote, the voters of Chula Vista approved ballot measure “E”
rescinding the ban on the city to enter into project labor agreements and authorized the city to
conduct such negoLaLons and agreements. Measure E removed inconsistencies between City
laws, and state laws that generally operate to disqualify ciLes with anL-PLA laws from receiving
state funding for local infrastructure projects.
Item 12.1
Additional Information
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Conclusion
As a result of a series of meeLngs with interested parLes, and the supporLng documents we
received, it is the recommendaLon of this commiOee that Council supports that a referral be
made to the City Manager’s office for the following:
- Draa a municipal code amendment to address safety condiLons and enhancements
impacLng traffic control workers.
- Develop a labor transparency ordinance to be consistent with similar policies across the
County of San Diego, and idenLfy City needs for ordinance enforcement.
- Formally engage in the process to develop a citywide Project Labor Agreement (PLA)
with input from the San Diego Building and ConstrucLon Trades Council.
AOachments:
City of San Diego Staff Report RE: Transparency Ordinance
Subcontractor Transparency Models
Laborers Local 89 LeOer to Council, 01/06/2023
Item 12.1
Additional Information
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Item 12.1
Additional Information
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Item 12.1
Additional Information
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Item 12.1
Additional Information
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Item 12.1
Additional Information
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Subcontractor Transparency Models
This type of provision can be added to city code sections concerning right-of-way permits or
construction permits, or changes can be made administratively to manuals, regulations, or
forms. The practicalities of implementation can be just as important - issues such as forms, how
information is stored in databases and if that information is accessible to the public, and what a
locality’s resources are for inspections and permitting enforcement.
Subcontractors and safety in the public rights-of-way
(a) As a requirement of obtaining a Public Right-of-Way Permit, all applicants shall disclose to
the City prior to the issuance of the Permit the identity of each contractor, subcontractor, or agent
that will perform work authorized by the permit in the right-of-way, whether a sole proprietor,
independent contractor, company, or other entity. If there are any changes to the entities that will
perform permitted work in the right-of-way after submission, the applicant shall update the City
with new information within 24 hours.
(b) The applicant shall provide documentation demonstrating that each contractor, subcontractor,
or agent that will perform permitted work in the right-of-way is properly licensed to work in the
state and has legally required workers’ compensation coverage. The applicant shall verify if a
contractor, subcontractor, or agent has any pending enforcement actions for California Labor
Code violations.
(c) The applicant shall state in its application whether the work to be performed requires certain
safety certifications, safety trainings, professional certifications, or professional licenses
(collectively, “certifications”). If so, the applicant shall specify the certifications required for the
specific work, and affirm that applicant’s employees or the employees of the relevant contractor,
subcontractor, or agent have such certifications, specifying the contractor, subcontractor or agent
if applicable.
(d) A copy of the permit obtained shall be maintained on the job site by the contractor or anyone
performing work and it shall be made available for inspection upon request by any officer or
employee of the city.
(e) Enforcement
a. Any work performed prior to satisfying the requirements of this Section shall be
deemed performed without the required permits. Failure to abide by the requirements of
this Section shall result in (1) revocation of any permit issued by the City; (2) issuance of
a stop work order.
b. Any violation of this Section shall be deemed a misdemeanor violation. The
applicant shall pay applicable penalties or fines prior to the issuance of any new permit.
c. The Office of Labor Standards has non-exclusive authority to enforce this Section.
The OLSE will promulgate regulations regarding enforcement as necessary, including
Item 12.1
Additional Information
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rules creating a mechanism for community organizations to file complaints and
participate in enforcement.
Item 12.1
Additional Information
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Item 12.1
Additional Information
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Item 12.1
Additional Information
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From: Bobby Godinez <
Sent: Tuesday, May 09, 2023 9:54 AM
To: CityClerk <CityClerk@chulavistaca.gov>
Subject: Council Meeting Public Comment
Warning: External Email
5/9/23
Re: Agenda Item 14.1
Greetings Honorable Mayor McCann and Distinguished Councilmembers.
I am a 39 year resident of Chula Vista and a current 6 year member of our Human Relations
Commission.
I address you today as an advocate for our public safety and well being. In 2017 I stood before City
Council to address the need for Measure A. It was a wonderful endeavor to see our city and the
community rally behind police and fire. I personally knocked on doors and pushed for the passage
of Measure A.
My family and I have seen the direct benefit of Measure A. Just a few years after its passage, I had a
fire at my home. It was the response of our city fire department that saved my home including my
neighbors. I saw familiar faces in the police officers and fire fighters that responded.
I felt a sense of pride and now I feel a sense of responsibility.
When Police and Fire are one of our most important public resources we cannot disregard the
disparity in worth or pay. When I use the word “worth” vs pay, it should take on a new meaning.
I ask you all as you consider fair and equal pay to retain and recruit the best for our city, and to ask
yourself, what are our fire fighters “worth” to our city? The voters have spoken before.
Please support wage parity and show America that our fire fighters are just as equally valuable as
our police officers.
Respectfully,
Bobby Godinez
Written Communications
Item #14.1 - Godinez
Received 5/9/2023
mailto:bobbygodinez@y
ahoo.com
mailto:CityClerk@chulavi
staca.gov
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Written Communications
Item 14.1 - Korgan
Received 5/9/2023
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From: Leticia Munguia <
Sent: Tuesday, May 9, 2023 6:53 PM
To: CityClerk <CityClerk@chulavistaca.gov>
Subject: May 9,2023 Chula Vista City Council - Electronic Comment Submission
Good evening Mayor McCann and City Council Members:
Re: Agenda Ítem 14.1
14.1
Conference with Labor Negotiators Pursuant to Government Code Section 54957.6
My name is Leticia Munguía, and I am a resident of District 3 and support Chula Vista
Fire Fighters without exception
First, the City of Chula Vista and it’s city government should not pit any public servants
against each other for resources, but we definitely shouldn't do it with our first responders.
Secondly, Chula Vista firefighters deserve no different. When our firefighters get cancer, it is
presumed by law to be a result of their work keeping us all safe. Yet here in Chula
Vista, firefighters are battling cancer and raising money on GoFundMe. I urge the City
of Coronado to address this issue and all wage parity issues comprehensively.
In summary, Chula Vista has fewer firefighters per capita than any large city in
California, yet it has some of the busiest companies of any city. As climate change
worsens and wildfires become stronger and more frequent, it will only worsen. It’s not
sustainable to continue this way, it is not fair to ask of our firefighters, and it’s not fair
to the public to churn through committed first responders in a way that risks their
safety, impacts their families and creates instability in the city workforce and lowers
employee morale.
Respectfully submitted,
Leticia Munguía
Sent from my iPhone
Warning:
External
Email
mailto:lmunguialabor@
yahoo.com
mailto:CityClerk@chula
vistaca.gov
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