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HomeMy WebLinkAbout2024-07-25-MP COC Agenda **POST-MEETING AGENDA** Date:Thursday, July 25, 2024 Time:6:00 p.m. Location:John Lippitt Public Works, Center Lunchroom 1800 Maxwell Rd., Chula Vista Measure P Citizens' Oversight Committee Regular Meeting     Public Comments: Public comments may be submitted to the Measure P Citizens' Oversight Committee in the following ways: In-Person comments during the meeting. Join us for the Measure P Citizens' Oversight Committee meeting at the time and location specified on this agenda to make your comments. • Submit an eComment. Visit www.chulavistaca.gov/boardmeetings, locate this meeting and click on the comment bubble icon. Click on the item you wish to comment on, and then click on "Leave Comment." • Email comments. Submit comments via email to PCOC@chulavistaca.gov.• The commenting period will close at noon on the day of the meeting. All comments will be made available to the committee and the public. Accessibility: Individuals with disabilities are invited to request modifications or accommodations in order to access and/or participate in a Measure P Citizens' Oversight Committee meeting by contacting us at PCOC@chulavistaca.gov (California Relay Service is available for the hearing impaired by dialing 711) at least forty-eight hours in advance of the meeting. Pages 1.CALL TO ORDER 2.ROLL CALL Committee Members Enriquez, Freels, Ilyas, Martinez, Redo, and Chair Garcias 3.PUBLIC COMMENTS The public may address the Committee on any subject matter within the Committee’s jurisdiction that is not listed as an item on the agenda. State law generally prohibits the Committee from discussing or taking action on any issue not included on the agenda. The Committee may schedule the topic for future discussion or refer the matter to staff. 4.ACTION ITEMS 4.1 Approval of Meeting Minutes 4 Recommended Action: To approve the minutes dated: April 25, 2024. The motion was carried by the following vote: 4.2 Appointment of Committee Chair and Vice Chair for Fiscal Year 2024/25 Recommended Action: To appoint Garcias as Chair and Enriquez as Vice Chair for Fiscal Year 2024/25. The motion was carried by the following vote: 4.3 Consider Authorizing the Chair of the Measure P Citizens’ Oversight Committee to Sign the Argument in Support of the Ballot Measure on Behalf of the Committee Recommended Action: To authorize the Chair of the Measure P Citizens’ Oversight Committee to sign the argument in support of the ballot measure on behalf of the Committee. The motion was carried by the following vote: 5.PRESENTATIONS The following item(s) will be presentations given to the Committee. Action on these item(s) is typically limited to the Committee receiving the presentation and providing direction or feedback to staff, as appropriate. 5.1 Presentation on Ballot Measure to Extend the Measure P One-Half Cent General Sales Tax for 10 Years 8 Recommended Action: Hear the presentation by Deputy City Manager Courtney Chase on the City Council-approved ballot measure that will appear on the November 5, 2024, ballot. City of Chula Vista Measure P COC July 25, 2024 Agenda Page 2 of 63 5.2 Presentation of the Fiscal Year 2023-24 Measure P Sales Tax Financial Report as of June 30, 2024 (Quarter 4) 34 Recommended Action: Hear the presentation. 6.STAFF COMMENTS 51 7.COMMITTEE MEMBERS' COMMENTS 8.ADJOURNMENT To the regular meeting on October 24, 2024, at 6:00 p.m. Materials provided to the Measure P Citizens' Oversight Committee related to any open-session item on this agenda are available for public review at www.chulavistaca.gov/boardmeetings or by contacting the Office of the City Clerk at PCOC@chulavistaca.gov. Sign up at www.chulavistaca.gov/residents/enotification to receive email notifications when agendas are published online. City of Chula Vista Measure P COC July 25, 2024 Agenda Page 3 of 63 Page 1 REGULAR MEETING OF THE MEASURE P CITIZENS' OVERSIGHT COMMITTEE Meeting Minutes April 25, 2024, 6:00 p.m. John Lippitt Public Works, Center Lunchroom 1800 Maxwell Rd., Chula Vista Present: Committee Member Enriquez, Committee Member Martinez, Committee Member Redo, Chair Garcias Absent: Committee Member Freels, Committee Member Ilyas Also Present: Deputy City Manager Chase, Secretary Rodriguez Minutes are prepared and ordered to correspond to the agenda. _____________________________________________________________________ 1. CALL TO ORDER The meeting was called to order at 6:21 p.m. 2. ROLL CALL Secretary Rodriguez called the roll. 3. PUBLIC COMMENTS There were none. 4. ACTION ITEMS 4.1 Discussion Regarding the Fiscal Year 2022 Annual Activity Report and Authorize Staff to Finalize and Submit Budget and Analysis Manager Prendell shared that there were no changes made to the 2022 Annual Activity Report. Moved by Committee Member Redo Seconded by Committee Member Martinez To authorize staff to finalize and submit the Annual Activity Report for fiscal year 2022. The motion was carried by the following vote: Page 4 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 2024-04-25 Measure P COC Regular Meeting Minutes Page 2 Yes (4): Committee Member Enriquez, Committee Member Martinez, Committee Member Redo, and Chair Garcias Result: Carried (4 to 0) 4.2 Discussion Regarding the Fiscal Year 2023 Annual Activity Report and Authorize Staff to Finalize and Submit Budget and Analysis Manager Prendell shared the draft of the 2023 Annual Activity Report and asked the committee members to provide any comments or updates. Moved by Committee Member Martinez Seconded by Committee Member Redo To authorize staff to finalize and submit the Annual Activity Report for fiscal year 2023. The motion was carried by the following vote: Yes (4): Committee Member Enriquez, Committee Member Martinez, Committee Member Redo, and Chair Garcias Result: Carried (4 to 0) 4.3 Consideration of Amendments to the FY23/27 Measure P Spending Plan Budget and Analysis Manager Prendell shared that due to the timing and cancelled meetings, amendments were made and presented to the City Council for approval. Some of the amendments included $150,000 added to Recreation and Senior Center repairs, $200,000 added to non-safety vehicles, and $1,250,000 in park infrastructure added to Harborside Park. Moved by Committee Member Enriquez Seconded by Committee Member Redo To approve the amendments to the FY23/27 Measure P spending plan. The motion was carried by the following vote: Yes (4): Committee Member Enriquez, Committee Member Martinez, Committee Member Redo, and Chair Garcias Result: Carried (4 to 0) Page 5 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 2024-04-25 Measure P COC Regular Meeting Minutes Page 3 4.4 Consideration of the Finance Department Report (Fiscal Year 2024/25 Budget) Budget and Analysis Manager Prendell shared the fiscal year 2025 budget from the 10-year expenditure plan and that there was an additional $500,000 added for the ballot measure of Measure P 2.0. Moved by Committee Member Redo Seconded by Committee Member Martinez To approve the fiscal year 2024-2025 budget report. The motion was carried by the following vote: Yes (4): Committee Member Enriquez, Committee Member Martinez, Committee Member Redo, and Chair Garcias Result: Carried (4 to 0) 5. PRESENTATIONS 5.1 Measure P Accounting and Administration Budget and Analysis Manager Prendell shared the accounting and administration report. 5.2 Fiscal Year 2023 Measure P Compliance Audit Director of Finance Schoen briefly went over the independent auditor report on compliance. Committee me mber had a question regarding city staff time charged to Measure P. 5.3 Measure P Project Updates Director of Public Works Little shared an update on Measure P projects. 6. STAFF COMMENTS Deputy City Manager Chase shared information on the Measure P 2.0 roadshow. 7. COMMITTEE MEMBERS' COMMENTS Committee member Enriquez thanked staff. 8. ADJOURNMENT The meeting was adjourned at 7:23 p.m. Minutes prepared by: Monica Rodriguez, Secretary Page 6 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 2024-04-25 Measure P COC Regular Meeting Minutes Page 4 _________________________ Monica Rodriguez, Committee Secretary Page 7 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Item 6.4 Ballot Initiative Continuation of the One -Half Cent General Sales Tax for 10 YearsPresented by: Courtney Chase Deputy City Manager Page 8 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Background on Measure P ½ Cent Sales Tax on Retail Sales Voter Approved on November 8, 2016 Collection Began April 1, 2017 10-Year Period, Set to Expire in 2027 Instituted the Citizens’ Oversight Committee Established the Infrastructure, Facilities and Equipment Expenditure Plan which established the most critical priority items for funding Key Highlights Page 9 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Background on Measure P Approved Expenditure Plan Priorities Pave, maintain and repair residential streets and fix potholes Upgrade or replace aging police, fire and 911 emergency response facilities, vehicles and equipment Replace storm drains to prevent sinkholes Upgrade irrigation systems to conserve water and save energy Make essential repairs to older libraries, senior center and recreation centers Improve our Traffic Signal Systems Page 10 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Measure P Citizens’ Oversight Committee The committee is comprised of nine members appointed to four- year terms, consisting of five At-Large members, with at least one from each Council district, and four designated members selected from candidates nominated by the following Nominating Authorities: Chula Vista Chamber of Commerce Alliance of Californians for Community Empowerment San Diego & Imperial Counties Labor Union San Diego Taxpayers Association Parks and Recreation Commission Sustainability Commission Page 11 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Measure P Citizens’ Oversight Committee The main function of the Measure P Citizens’ Oversight Committee (COC) is to review and report on City compliance with the provisions of Measure P, particularly with respect to the City’s accounting and expenditure of Measure P revenues. Specific duties include: Review and comment on each year’s Finance Department Report, Measure P Spending Plan, and Auditor Report. Prepare an annual report regarding the Finance Department Report for presentation to the City Council at a Public Meeting Work with City staff to identify and apply ‘best practices’ for tracking and reporting on Measure P revenues and expenditures relative to other City revenue and expenditures. Role & Function Page 12 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Delivering on the Promise... Page 13 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Delivering on the Promise Streets – Repaired or replaced all streets of PCI 0-33 (originally anticipated PCI 0-25) Page 14 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Delivering on the Promise Delivering on the Promise Storm Drains – 20,000 Linear Feet replaced or repaired (80% of CMP) Page 15 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Delivering on the Promise Fire Stations - Relocation of two aging fire stations for improved response times Page 16 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Delivering on the Promise Recreation Centers, Parks, Fields & Courts – upgrades and repairs at over 40 facilities and parks Page 17 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Delivering on the Promise Vehicles - 138 Public Safety/142 Non-Public Safety Page 18 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda General Fund Long-Term Financial Plan FY 2025-2034 (in millions) FY FY FY FY FY FY FY FY FY FY FY 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Adopted Major Discretionary Revenues 1 207.3 219.0 229.3 231.5 217.6 224.7 232.1 239.7 247.6 255.7 264.1 Other Revenues 2 50.9 55.2 55.9 56.7 57.5 57.8 58.0 58.8 59.6 60.5 61.4 New Development Revenues 3 0.0 0.0 2.7 3.5 3.8 4.0 4.1 4.2 4.4 4.5 4.7 Total General Fund Revenues 258.2 274.1 287.9 291.7 278.9 286.5 294.1 302.7 311.6 320.7 330.2 Year-over-Year Change 6.2%5.0%1.3%-4.4%2.7%2.6%2.9%2.9%2.9%3.0% Personnel Services Expenditures 132.9 147.3 157.2 165.9 173.0 179.9 185.4 190.3 195.7 201.2 206.7 Other Expenditures 4 125.3 126.8 125.7 120.1 97.7 98.2 100.1 102.6 105.0 108.2 108.3 New Development Expenditures 3 0.0 0.0 5.3 6.4 7.0 7.4 7.7 8.0 8.2 8.4 8.5 Total General Fund Expenditures 258.2 274.1 288.2 292.4 277.7 285.4 293.3 300.9 308.9 317.8 323.5 Year-over-Year Change 0.1 5.1%1.5%-5.0%2.8%2.7%2.6%2.7%2.9%1.8% General Fund Surplus / (Deficit)0.0 0.0 -0.3 -0.7 1.2 1.1 0.8 1.8 2.7 3.0 6.7 Surplus / (Deficit) as a % of Budget 0.0%0.0 -0.1%-0.2%0.4%0.4%0.3%0.6%0.9%0.9%2.1% Revenues Expenditures Page 19 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda COMMUNITY INPUT AND EDUCATION ASSESSMENT OF CURRENT INFRASTRUCTURE PUBLIC OPINION SURVEY (FALL 2023) LOCAL SERVICE ORGANIZATIONS LOCAL BUSINESS GROUPS CHULA VISTA BOARDS AND COMMISSIONS RESIDENT SURVEY TO 92,000 HOUSEHOLDS (MAY 2024) Page 20 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 1414 o Gauge the feasibility of renewing the Measure P sales tax at the current rate o Identify how to create a measure consistent with community priorities o Gather information needed for communications & outreach PURPOSE OF STUDY Page 21 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 1515 QUALITY OF LIFE Excellent 17.6 Good 53.5 Fair 25.6 Poor 1.8 Very poor 1.5 Not sure/Prefer not to answer 0.1 Page 22 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 1616 Prefer not to answer 0.8 Not sure 4.2 Very dissatisfied 7.4 Somewhat dissatisfied 17.8 Somewhat satisfied 52.7 Very satisfied 17.1 OVERALL SATISFACTION Page 23 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 1717 INITIAL BALLOT TEST Definitely yes 42.1 Probably yes 30.2 Probably no 8.4 Definitely no 12.4 Not sure 6.2 Prefer not to answer 0.7 72% 21% Page 24 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 1818 PROJECTS & SERVICES TIER 1 69.8 70.7 67.8 64.6 65.3 65.3 70.2 60.2 54.5 52.8 21.9 19.5 22.4 25.3 24.0 24.0 18.9 27.7 29.1 30.7 0 10 20 30 40 50 60 70 80 90 100 Keep existing parks and recreation facilities safe, clean, and well-maintained Fix potholes Repair infrastructure including sidewalks, curbs, and storm drains Pave and maintain local streets Repair or replace aging underground stormwater pipes that are at risk of collapse and creating sinkholes Make improvements to roads and intersections to better manage traffic congestion on city streets Clean up piles of trash and litter that people dump along streets, sidewalks, and in public areas Keep newer and recently repaired streets in good condition, before they become more costly to repair Upgrade 911 emergency equipment and community facilities Improve access for residents with special needs or disabilities % Respondents Strongly favor Somewhat favor Page 25 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 1919 PROJECTS & SERVICES TIER 2 69.7 48.9 50.3 50.5 50.9 45.6 29.5 37.8 34.0 13.4 33.2 31.2 30.4 29.5 32.8 41.5 28.3 28.9 0 10 20 30 40 50 60 70 80 90 100 Address homelessness Install sidewalks, where needed Repair older community facilities including fixing roofs, plumbing, electrical, and structural problems Upgrade recreation facilities and equipment so they meet current health and safety standards Remove graffiti Install restrooms at community parks, where needed Create new multi-purpose sports fields for soccer, baseball, softball, and lacrosse Attract a 4-year University to Chula Vista Create new outdoor sports courts for tennis, pickleball, basketball, and volleyball % Respondents Strongly favor Somewhat favor Page 26 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 2020 INTERIM BALLOT TEST Prefer not to answer 0.2 Not sure 5.0 Definitely no 10.4 Probably no 8.5 Probably yes 29.2 Definitely yes 46.8 76% 19% Page 27 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 2121 FINAL BALLOT TEST Definitely yes 38.4 Probably yes 31.1 Probably no 11.9 Definitely no 11.4 Not sure 7.1 Prefer not to answer 0.1 69% 23% Page 28 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 22 COMMUNITY INPUT AND EDUCATION ASSESSMENT OF CURRENT INFRASTRUCTURE PUBLIC OPINION SURVEY (FALL 2023) LOCAL SERVICE ORGANIZATIONS LOCAL BUSINESS GROUPS CHULA VISTA BOARDS AND COMMISSIONS RESIDENT SURVEY TO 92,000 HOUSEHOLDS (MAY 2024) Page 29 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda RESIDENT SURVEY – MAY/JUNE 2024 Page 30 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Ballot Measure Planning Voter Survey Election Timing Tax Rate Political Landscape Non-Advocacy Communication Existing comms Informational mailers / digital ads Internal and external audiences Seek feedback Refine proposal Community readiness? Ballot Resolution/ Ordinance 75 words Projects & Programs Ballot Argument & Signers Official Vote (>88 days before Election) Volunteer leaders Fundraising Website/Social Endorsements Grassroots Lawn Signs Mailers Digital Ads Get Out the Vote © 2023 We are Here Page 31 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Ballot Question Shall the measure to continue funding City of Chula Vista services including fixing potholes; keeping streets, sidewalks, infrastructure, parks, public facilities safe, clean, well-maintained; repairing aging storm drains; managing traffic congestion; and removing trash/graffiti from public spaces, by renewing City of Chula Vista’s half-cent transactions and use tax at the current rate (no increase), continuing an estimated $37,000,000 annually for general government use for 10 years, with citizen oversight, independent audits, and all money locally controlled, be adopted? Page 32 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Staff Recommendation A.Adopt an Ordinance amending Title 3, Chapter 3.33 of the Chula Vista Municipal Code to continue a temporary one -half cent general transactions and use tax to be administered by the California Department of Tax and Fee Administration. (First Reading) (4/5 vote required) B.Adopt a Resolution 1) amending Resolution No. 2024-054 calling a general municipal election to be held on Tuesday, November 5, 2024; 2) ordering submission to the qualified voters of the city, a proposed ordinance relating to the extension of a one -half cent general transactions and use tax; 3) authorizing the Mayor to submit ballot arguments in favor of the measure; and 4) directing the City Attorney to prepare an impartial analysis of the measure. (4/5 vote required) Page 33 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan Funding Critical Priorities for a Stronger, Safer Chula Vista Page 34 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   1  Amendment #14  July 2024  Introduction    The City of Chula Vista, like many cities throughout the country, is struggling to properly fund our  infrastructure needs. The City of Chula Vista (City) has been developing and implementing its Asset  Management Program to operate and maintain the City’s natural and built infrastructure.  Staff has  provided several updates to the City Council on the Asset Management Program. The presentations and  related publications can be found at www.chulavistaca.gov/infrastructure.      To address the City’s infrastructure needs and other City facilities and services, the City Council placed a  funding measure on the November 2016 ballot to address high priority infrastructure projects.  On  November 8, 2016, Chula Vista voters approved Measure P, authorizing a temporary ½ cent sales tax  increase on retail sales within the City for a period of ten (10) years. Staff prepared the Infrastructure,  Facilities and Equipment Expenditure Plan to identify the recommended allocation of the temporary ½  cent sales tax revenues which were originally estimated to generate $16 million per year. The updated  2024 revenue estimates are projected to generate $28+ million per year.  The recommended funding is  based on the criteria established through the Asset Management Program which identifies the major  citywide infrastructure systems considered in critical need of repair or replacement.  Analysis conducted  by consultants experienced in evaluating infrastructure system conditions, ranked infrastructure from  lowest to highest probability of failure, identified a timeline for repair and replacement, and estimated  associated cost.  The sales tax revenues generated over the 10‐year timeframe could address all  infrastructure assets designated with the highest probability of failure which, if not addressed, could  result in significant impact to public safety response or availability of highly used community  infrastructure.       Given the needs and limited availability of funds, the items proposed for funding under this plan  represent one‐time allocations of funds and not ongoing commitments. Funding of ongoing  commitments, such as salary and benefit increases, is not included in the Plan as they would result in  continuing financial obligations beyond the ten‐year temporary tax period.  Therefore, this Plan focuses  on the areas where one‐time funds could be used to address critical deferred maintenance or  replacement of city infrastructure improving safety and reducing risk to the City as well as strengthening  the City’s overall financial condition by avoiding costly emergency repairs or further deterioration of  existing failing infrastructure.    The following are the highest priority items for funding:    Pave, maintain and repair neighborhood streets and fix potholes    Upgrade or replace aging police, fire and 9‐1‐1 emergency response facilities, vehicles and  equipment    Replace storm drains to prevent sinkholes   Upgrade irrigation systems to conserve water and save energy    Make essential repairs to older libraries, senior center and recreation centers    Improve our Traffic Signal Systems  Page 35 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   2  Amendment #14  July 2024   Repair our Sports Fields and Courts and Park Infrastructure  This Infrastructure, Facilities and Equipment Expenditure Plan also includes long‐term financing of  approximately $70.8 million in order to expedite the most critically needed repairs or replacements of  citywide infrastructure.  City Council approved the issuance bonds via Resolution 2017‐089 on June 6,  2017. This Plan also provides a component which identifies the potential annual allocations to projects  which could be included in the annual City Manager proposed Capital Improvement Budget for City  Council consideration and action.  Process for Creation of the Plan  Asset Management Program (AMP)   Since March 2014, the City has been working to enhance its asset management practices to promote  effective use of financial and physical resources and to develop a proactive approach to managing  infrastructure assets. As part of this effort, the City embarked on developing a comprehensive, citywide  Asset Management Program that includes the following asset management systems:    Wastewater Management System    Urban Forestry Management System    Building Management System    Drainage Management System    Parks Management System    Roadway Management System    Fleet Management System   AMP Goals  The goal of the City’s Asset Management Program is to shift from reactive to proactive planning and  management of our infrastructure assets. The effort has helped the City to:   Gain better understanding of the current state of the infrastructure and its future needs    Proactively identify the asset replacement and rehabilitation needs and plan the budget and  resources accordingly    Understand the probability and consequence of failure of each asset so that the City can  manage high risk assets before failure and minimize the City’s overall risk profile    Minimize the life‐cycle cost by incorporating latest technological advances in infrastructure to  develop efficient and effective preservation and restoration strategies    Develop a consistent and defendable methodology for prioritizing work and budget expenditure    Focus on high benefit‐to‐cost ratio to ensure the budget is spent in the right place, for the right  reason, at the right time, at the right cost    Be transparent by involving the City Council and the public in the development of the Asset  Management Program and the associated decisions   Page 36 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   3  Amendment #14  July 2024  It is important for the City to gain a better understanding and quantify current and future asset needs,  asset risk profile, appropriate levels of service, cost to provide services, and financial requirements to  sustain the delivery of services. City staff has worked to communicate this improved understanding of  the infrastructure status with the public and decision makers. This analysis and information has enabled  City staff to develop management strategies that deliver the established levels of service while  managing individual assets to minimize life‐cycle cost with an acceptable level of risk.   With this information, the City can better answer the following questions:    Catch Up – What levels of work, resources, and budget are required to bring the asset back to  required conditional state to meet the safety, regulatory, and level of service requirements?    Keep Up – Once the asset is caught up, what levels of work, resources, and budget are required  to keep up the level of service?    Moving Forward – What levels of work, resources, and budget are required to sustain the level  of service?  Asset Management Program Advisory Committee   To help identify the needs of our community and to evaluate the state of our infrastructure, the City  formed the Asset Management Program Advisory Committee (AMPAC) in March 2014. The committee  continues to provide input into setting priorities for the Asset Management Program.  Members of the AMPAC are residents, business owners, community leaders, and stakeholders.  AMPAC  members visited various asset management systems and observed and discussed the issues associated  with each system.  AMPAC reviewed the City’s overall Asset Management Program methodology and  helped to guide and reach consensus on how to address infrastructure deficits.  A technical committee was formed within AMPAC to further engage the public in the understanding and  review of the asset management methodologies and logic used to define preservation and restoration  costs and schedules.   A comprehensive inventory of assets took place for each asset management system. Where accessible,  assets were visited and their conditions were assessed. Based on the condition, actions required to  restore the asset were identified, and the cost and timing were estimated. Through assessment of risk  (probability and consequence of failures), activities were prioritized and communicated regarding  urgency and the financial and resource requirements.  Public Outreach and Public Opinion Surveys  In July and August 2015, the City of Chula Vista engaged a research firm to conduct a public opinion  survey to identify resident priorities and secure input on potential local funding mechanisms (bond or  sales tax) to upgrade, repair and maintain critical infrastructure. In addition, a survey mailer was  distributed to 54,000 households and an online version posted on the City website from January through  Page 37 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   4  Amendment #14  July 2024  May 2016 to secure broad public input on infrastructure priorities. More than 3,000 responses were  received.   Public Opinion on Prioritizing Infrastructure Projects    Infrastructure, Facilities and Expenditure Plan   With the information gathered through the Asset Management process and community input, staff  developed this Plan taking into account projected available funding, priorities and timing considerations.  The actual allocations will be dependent on updated engineering cost estimates, project specific criteria  and available funding at the time the individual projects are proposed.    The following table presents the Infrastructure, Facilities and Expenditure Plan by Major Category.  On  page 14 of this Plan is a 10‐year outlook by fiscal year which includes long‐term financing to expedite the  most critically needed repairs/replacement of citywide infrastructure.                  Page 38 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   5  Amendment #14  July 2024  Infrastructure, Facilities and Equipment Expenditure Plan (By Major Category)    Plan Implementation   The ballot measure approved by the voters is anticipated to generate an estimated $249 million over a  10‐year period.  The projected revenues from the sales tax measure will address the items which are  considered high risk and in critical need of repair or replacement.  The estimated revenues will also  address approximately 11% of the assets identified as having medium probability of failure.    The measure provides that any proposed expenditures of new sales tax revenues in the initial year will  be presented in a form consistent with this Plan as budget amendments for City Council consideration.   For each subsequent year, the spending plan, after review by a Citizen Oversight Committee, will be  included in the City Manager’s proposed budget for Council consideration as part of the annual budget  process.   The measure requires that expenditure of new sales tax revenues be tracked in a variety of ways.  First  all new revenues will be accounted for in the General Fund as a separate line item.  Second, an  independent audit of measure revenues and expenditures will be performed and presented for public  review.  Finally, a Citizen’s Oversight Committee will review all proposed expenditure plans and all  audits.  Note:  This Plan is intended to guide City expenditures consistent with its terms.  It does not, however,  constitute a binding legal commitment on the City Council to approve any of the expenditures proposed  Page 39 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   6  Amendment #14  July 2024  herein.  Provided that all proposed expenditures continue to be for City infrastructure, facilities and/or  equipment, this Plan may also be updated or amended from time to time by City staff, or by action of  the City Council, in order to address changed priorities, standards and/or funding availability.  There  shall be no third‐party beneficiaries to the terms of this Plan.  This Plan does not modify the terms of the  sales tax measure.  To the extent of any conflict between the terms of this Plan and the sales tax  measure, the terms of the sales tax measure shall govern.  Summary Description of Major Infrastructure Categories  To follow are descriptions of the major infrastructure categories within the Expenditure Plan. Included  within several of the categories described below is an emphasis on repairing and replacing existing  inefficient systems and equipment with newer, more efficient systems.  Funding for efficient systems  has been incorporated into the existing funding for police facility repairs, sports courts and fields, park  infrastructure, recreation and senior centers, libraries, and other public buildings.  Specific projects will  include: citywide lighting upgrades; citywide irrigation upgrades; citywide HVAC equipment  replacement; and other facility and park efficiency upgrades.  The projects will be consistent with the  priorities laid out in the original Measure P Expenditure Plan as well as the City's Smart Cities Plans.  The  projects will extend the life of the City's facilities and parks, allow for easier and more efficient  maintenance, and provide flexibility to allocate proper maintenance funds are in place to "keep up" with  ongoing maintenance on newly repaired facilities. Measure P funds will not be used to provide ongoing  maintenance.  Street Pavement:  One of the greatest challenges a City faces is maintaining, preserving and restoring its paved streets.   The City of Chula Vista utilizes the Streetsaver Pavement Management System to develop a multi‐year  pavement preservation program. The program has primarily been focused on sustaining more heavily  traveled major arterial and collector streets in good condition.  Through the Pavement Management  System, city streets are given a Pavement Condition Index (PCI).  The purpose of the pavement  management system is to enable the City to use its pavement dollars in the most cost‐effective manner  so that the overall pavement condition is as good as possible.  The pavement preservation approach  significantly prolongs the life of existing pavements for a fraction of what it would cost to rehabilitate  the street once it reached failure.  Unfortunately, local/residential streets have reached a failed state (0‐ 25 PCI) and the typical strategies used for preventative maintenance would be inadequate.  These  residential streets would require major rehabilitation.  The Measure P funding for Street Pavement  repair is intended repair these failed residential streets.  Additional information is available in the  Roadway Assessment Plan located at www.chulavistaca.gov/infrastructure.   Page 40 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   7  Amendment #14  July 2024  Pavement Condition Index PCI = 21 PCI = 40 PCI = 68 PCI = 75 PCI = 95     Other Infrastructure (Storm Drains, Sidewalks, Trees, Drainage Systems)  Much of the City’s storm drain system is more than 50 years old.  There are approximately 13 miles of  corrugated metal pipes (CMP) located in the City of Chula Vista.  Some of the CMP have been  deteriorating due to their age and corrodible nature of the material.  According to the 2005 condition  assessment data, 1.8 miles of CMPs were recommended to be lined with CIPP liner and 0.4 miles of CMP  were recommended to be replaced immediately.  In order to accelerate the replacement of CMP and  address infrastructure needs in Western Chula Vista, the City issued $10.5 million in debt but despite the  City’s effort to reline and replace as much as possible of the problematic CMP based on the 2005 study,  not all pipe failures could be predicted.  In February 2015, a CMP located near one of the elementary  schools failed and created a sinkhole.  In order to prevent future failures and to drive lower life‐cycle  cost, the City utilized the asset management strategies to identify which CMPs have a greater risk of  failing.  As a result, the City repurposed $1.2 million from streets to fund CMP replacement or lining.   Additional information on the City’s Drainage system is located in the Drainage Asset Management Plan  located at www.chulavistaca.gov/infrastructure.  The City is committed to the goal of increasing the maintenance and number of trees within the city.   Healthy trees provide many benefits to communities, such as reducing storm water runoff, removing air  pollution, lowering summer temperatures, and reducing energy use in buildings.   Page 41 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   8  Amendment #14  July 2024  Traffic Signal System:  Proposed funding could advance traffic signal replacements and upgrades that focus on improving two  major objectives: safety and performance. Each objective listed has a direct correlation to enhancing  safety at intersections or of City roadways while also improving efficiency and operability of the traffic  signal systems.  Tax measure funds could also be used as matching funds for federal, state and local  grants.  Improvements could include:   Replacement of aging or legacy traffic controllers and signal cabinet and equipment   Replacement of rusted, faded or missing traffic signal back‐plates or signal heads   Replacement of obsolete pedestal‐mounted traffic signals to overhead mounted traffic signals   Repair and/or replacement of broken inductive pavement loops and failing video cameras   Converting non‐actuated intersections to actuated   Installation of pedestrian countdown indications and ADA compliant push buttons citywide   Replacement of obsolete 8” traffic signal lamps to standard 12” traffic signal lamps   Installation of Bicycle Detection System Citywide   Replacement of legacy communications equipment and expansion of City Fiber Optics, Wireless,  and/or Twisted Pair Communications   Expansion of Adaptive Signal System   Installation of Traffic Monitoring Devices:  o Closed‐Circuit Television (CCTV) Cameras at intersection along Major Trolley, Freeway  interchanges, or major cross streets in the City of Chula Vista  o Expansion of Data Collection Systems to actively monitor Level‐of‐Service of City Streets  o Changeable Message Sign System along Main Street to mitigate special event traffic for  Sleep Train Amphitheater  o Installation of Traffic Calming Devices   Comprehensive Coordination Retiming Project Citywide  Fire Response Vehicles (Apparatus):   The Fire Department’s fire apparatus fleet is currently experiencing excessive years of service.  This has  led to increased downtime, decreased reliability, and obsolete safety features.  The Fire Department and  Public Works Department are challenged on a daily basis with maintaining an adequate fire apparatus  fleet (frontline and reserve) due to the above factors.  The current fleet downtime report shows, for  every five days a fire apparatus is in service, it then requires one full day out of service for maintenance  and repair.  Fire apparatus replacement standards call for 10 to 12 years for front line service with five  years in reserve capacity.  Over half (10 of 17 fire apparatus) of the fire apparatus fleet exceeds 12 years  of service, three of which are beyond 20 years of service.  Funds could be used to replace Fire Engines  and Fire Trucks that are overdue for replacement by excessive maintenance expenses or obsolete  equipment improving response times.    Page 42 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   9  Amendment #14  July 2024  Fire Equipment:   Major fire equipment needs include radio communications equipment, mobile data computer (MDC)  communications equipment, and respiratory protection breathing apparatus.  The City of Chula Vista participates in the Regional Communication System (RCS), which provides public  safety and public service radio communications to the San Diego County area.  Federal Regulations,  require the upgrade of the RCS to become compliant.  This requires its users to upgrade their handheld,  vehicle mounted, and dispatch radios to match the system backbone upgrade.  The Fire Department also uses mobile data computers (MDCs) to communicate critical emergency  incident information between response units and dispatch.  These MDCs are ruggedized, military grade  laptops to withstand use during emergency response.  These MDCs are beyond their useful life,  exceeding 10 years old and also no longer meet new operating system requirements to properly  communicate with dispatch.  The Fire Department is required to provide and maintain proper respiratory protection breathing  apparatus equipment for firefighting activity.   The current fleet of breathing apparatus is between 13 to  15 years old and beyond the useful life.  This has led to increased downtime, decreased reliability and  obsolete safety features.  Breathing apparatus are utilized when fighting fires and critical to the  protection of firefighter personnel.  Police Equipment:  Major equipment needs for the Police Department include body worn cameras, video management  system and replacement of network servers.  Use of body worn cameras has helped the Police  Department gather more evidence leading to successful prosecution of cases, as well as protecting both  the officer and citizens from allegations of excessive force or misconduct.  The video management  system will enable the Police Department to view recordings from different cameras when conducting  investigations and responding to calls.  In order to keep up with technology, network servers will be  updated in 5‐year increments.    Fire Station Repairs/Replacements:   The Fire Department currently operates nine fire stations to provide a network of emergency response  service delivery.  Three of these fire stations are well beyond their service life.  Fire bay doors must be  enlarged to accommodate new fire apparatus and extensive termite treatment and repair is needed. In  addition, these fire stations are not compliant with seismic building codes.  Also, as emergency response  volume increases beyond the current network of response capacity, existing Fire Station 4 will require  expansion to accommodate a secondary response unit in order to meet the service delivery demand.   Funding is needed in order for the expansion to move forward and improve response times to the  community.     Page 43 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   10  Amendment #14  July 2024  Police Vehicles:   There are 128 police vehicles in the Police Department. The vehicles in this fleet are technologically  complex and specially outfitted for law enforcement work. In addition to being very sophisticated pieces  of equipment they are subjected to very high levels of utilization. Approximately 41% of the fleet is  identified as needing replacement due to excessive repairs from high mileage and heavy use. The failure  of operating patrol vehicles would impact response times to the community.      Police Facility Repairs:   The Police facility is 12 years old and is in relatively good condition.  Although, the facility is in good  condition it is given the highest rating possible for Consequence of Failure. This is because the facility  operates 24 hours a day, 7 days a week.  The Asset Management Plan did identify a few items which  need immediate attention to avoid operational impacts with the most immediate being the replacement  of the heating and air conditioning system.  Failure of the system could cause disruption to critical  service delivery and the ability to dispatch police personnel.   Public Safety Computer Aided Dispatch System (CAD):    The Computer Aided Dispatch (CAD) system is a critical Information and Technology (IT) component,  which serves as the lynchpin of the 911 emergency service frame work for the police department.  CAD  is critical because it is used to dispatch police officers to citizens’ calls for service, and its efficiency and  performance directly impact response times and officer safety. In 2015, the police department  processed 97,632 calls for service in the CAD system.  The department’s CAD system is also the central  repository for all records and data related to calls for service. It is a key performance measurement tool  used by supervisors and managers to make important tactical and strategic decisions.  Finally, the CAD  system’s reliability and stability are critical because it must have continuous availability.  In short, CAD is  the virtual and technical heart of all police department operations, especially pertaining to emergency  service delivery.  Public Safety Regional Communications System (RCS):  The Regional Communications System (RCS) provides public safety and public service radio  communications service to San Diego County, Imperial County, 24 incorporated cities, and a multitude  of other local, state, federal and tribal government agencies in the San Diego County/Imperial County  Region. The RCS infrastructure is approaching the end of its life cycle and must be replaced. The County  of San Diego has been working with member RCS partner agencies to plan for the replacement of the  RCS system with a “Next Generation” public safety interoperable communications system which will  comply with Federal Communications System (FCC) and the national Association of Public Safety  Communications Officials standards. These regulations set in place standards for communication  systems which allow for interoperability between different cities, agencies, and various state and federal  agencies. This has been done to ensure that during emergency events, various public safety and  emergency response personnel can communicate with each other.  The City of Chula Vista currently has  Page 44 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   11  Amendment #14  July 2024  737 radios operating on the RCS. Based upon the radio count for the City, the approximate cost to the  City for participating in the Next Gen RCS project would be $4.5 million, not including financing cost. This  does not include the mandatory radio and equipment upgrades that would be needed at the City.   Other City Vehicles:  The “Other City Vehicles” comprises the remaining vehicles in the City’s inventory and supports all other  City provided services with the exception of those supporting the wastewater section.  These vehicle  replacements have been deferred for many years resulting in excessive repair costs.  The “out of  service” rates for many of these vehicles are at record highs impacting staff’s ability to provide services  to the community.  Funding is needed to replace these vehicles (including lawnmowers, pick‐ups, dump  trucks, forklifts, etc.) and help the City move toward a more environmentally friendly and economically  efficient fleet composition reducing emissions, fuel and related operating costs.  In addition, this  category includes the Fleet Infrastructure project for replacement of fuel systems, installation of EV  charging stations, a heavy duty in‐ground lift and replacement of the City’s obsolete fleet information  management system.   Sports Courts and Fields:  There is a high demand for use of the City’s various sports fields.  Most sports fields are reserved for City  programs coordinated through the Youth Sports Council.  The Youth Sports Council, which represents 22  member organizations in the City of Chula Vista, was formed in 1989 to assist the City in coordinating  youth sports programs and allocate field use in the City.  Due to the combination of budgetary cuts and  water use restrictions, the City’s sports fields are overdue for renovation including re‐seeding, aeration,  fertilizing, and in some cases sod replacement.  The Public Works department prepares a Field  Management Report which identifies the condition of the various fields.  The current Field Management  report, located at www.chulavistaca.gov/infrastructure identified four fields that are closed due to poor  condition of the fields.  Another 20 were classified as fair condition but at risk of deteriorating further.   This significantly limits the number of fields available to the various organizations providing youth sports  activities in the City of Chula Vista which includes participation of over 10,000 kids.       With additional funding, the sports fields could be brought back to good standings and available for field  allocation.  In addition, funds could be allocated to upgrade the irrigations systems to a smart system  allowing for efficient and effective water allocation which would assist in keeping the fields healthy even  through the drought.    In addition to the sports fields, there are a total of 62 tennis courts and basketball courts.  Based on the  most recent Court Management Report, located at www.chulavistaca.gov/infrastructure a total of 31  courts are considered in fair condition due to worn surfaces, visible cracks or separation and lifting  which will require replacement.       Page 45 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   12  Amendment #14  July 2024  Park Infrastructure:  The City owns and manages 56 parks that cover approximately 560 acres.  The largest park, Rohr Park,  covers nearly 60 acres.  The asset management study identified several assets under the Park  Infrastructure category which included items such as barbeque grills, benches, drinking fountains,  irrigation controls, lights, picnic tables, play structures, playground surfacing, signage, trash bins, etc.   This Infrastructure, Facilities and Equipment Expenditure Plan recommends funding assets identified in  the AMP which are beyond their service life and in need of repair or replacement.  Additional details are  available in the Parks Asset Management Plan located at www.chulavistaca.gov/infrastructure.   Recreation and Senior Centers:  In 2015, there were nearly 800,000 visits to our recreation facilities participating in sports, recreation,  senior programs and other activities.  With nine recreation centers, two aquatic facilities and 56 parks,  the Recreation Department offers a myriad of opportunities for everyone to enjoy. Due to the high  volume use of these facilities any interruption or reduction in their availability directly impacts the City’s  residents. Additional funds could be used to replace roofs, water and waste water plumbing, heating  and air conditioning elements that have all reached or exceeded your expected service life.    More specifically, at the Norman Park Senior Center the condition assessment indicates that there is a  need to repair the perimeter exterior eaves, paint the interior and exterior of the building, repair the  kitchen and the restroom.   At Loma Verde Recreation Center the pool pump system, decking, lighting  and shower areas are also in need of repair. The City’s newest recreation facilities, Salt Creek and  Montevalle, are now over 10 years old and are beginning to experience heating and air conditioning  failures and are in need of floor resurfacing throughout the gyms and classrooms.  Other facilities, such  as the Women’s Club, are also in critical need of repair or replacement.  Civic Center Library and South Chula Vista Library:  The Chula Vista Civic Center Library opened its doors in 1976 and is celebrating its 40th Anniversary.  The  Civic Center Library and South Chula Vista Library are highly valued and well used by the community.   Funding for the Library Department has been focused on increasing access to services and materials.   Over the years, through fundraising efforts by the Friends of the Chula Vista Library and Chula Vista  Public Library Foundation as well as State grants, the City has been able to do some cosmetic upgrades  to the interior of the buildings. At this point, there is a need to address some more significant  infrastructure repairs such as the roof, water and waste water plumbing, bathroom upgrades, heating  and air conditioning systems that have all reached or exceeded their expected useful life.   Other Public Buildings: (Animal Care Facility, Living Coast Discovery Center, Ken Lee Building)  In addition to the buildings discussed previously, there are other public buildings such as the Animal  Care Facility, Living Coast Discovery Center, and Ken Lee Building which are also in need of heating and  air conditioning replacements, roof and plumbing repairs, flooring replacements, restroom renovations  and upgrades to meet ADA standards.   Page 46 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   13  Amendment #14  July 2024  Citywide Network Replacement  The overall computer network which provides all the connectivity between PC’s, servers, phones and  other network attached devices throughout the City is outdated with 20% of the equipment beyond  end‐of‐life status, and a majority of the rest of the equipment within a year of end‐of‐life status. Due to  advancements in technology the City is proposing a complete restructuring of the City’s computer  network in order to bring it up to industry standards in terms of: 1) Capability to handle high‐volumes of  data traffic; 2) Provide industry standard reliability and redundancy to ensure near 100% up‐time across  the network; and 3) To ensure high levels of security and resistance to modern day malware/hacking  attacks. Measure P funds will be used to upgrade the network, which will directly benefit the community  by allowing for Smart City functionality which will reduce traffic congestion on streets, reduce associated  carbon emissions, enable enhanced energy savings in City buildings, provide advanced citizen  engagement through data sharing and capabilities of virtual City Hall, and enable enhanced security at  City parks and other locations.   In addition to updating the City’s network, the Public Works Department deploys approximately 45  laptops in the field in order for crews to be able to receive work orders in the field, and then capture  data regarding issues they see in the field back into our asset management systems. The current fleet of  laptops is over 5 years old and only has 3G wireless modems which allow them to transmit data back to  the Public Works Department. 3G’s data footprint in Chula Vista is shrinking due to wireless carriers  focusing on 4G and 5G deployments. There are many areas in the eastern portion of Chula Vista, which  do not have 3G connectivity. This means crews must return back to the Public Works Department to  enter data. Types of data transmitted include photos and videos which require high‐speed connections.  Additionally, older laptops are limited in terms of processing speed and memory, which affects overall  productivity of the laptop in a data rich environment. Measure P funds will be used to replace these  laptops which will provide time savings and better work productivity allocating more time for the crews  to be out in the field serving the public.  Citywide Telecommunications  Measure P funds will be used to upgrade its telecommunications system which is nearly 20 years old.  Although functioning, the back‐end equipment required to keep the phone system working is no longer  manufactured. This requires the City to find replacement parts through used equipment if any  equipment fails. Due to the age of the phone system, it is becoming extremely difficult to find used  equipment to keep the system working. The phone system is also very limited in terms of how it can be  used in a modern business environment. New modern systems are run over a computer network (Voice  Over I.P. – VOIP) rather than by an analogue system. Analogue systems have significant limitations on  how a phone system can be used, while more modern systems allow for video conferencing, computer  screen sharing, call following (“desk phone” can be accessed regardless of location), and other features  which increase productivity and responsiveness for employees to the public. An updated  telecommunications system will also significantly reduce the risk of systematic failure.    Page 47 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Expenditure Plan 2025   14  Amendment #14  July 2024    Page 48 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Measure P Citywide Infrastructure, Facilities and Equipment Expenditure Plan 1/2 cent Sales Tax Revenues over 10 year period Summary Table as of 6/30/24 10‐Year To Date To Date Total by Major Category  Timeframe Allocations Q1 Q2 Q3 Q4 Totals REVENUES: A Sales Tax Revenues 248,671,335$      168,955,027$      141,439,182$       ‐$                9,469,361$       7,594,835$       6,900,149$             165,403,527$       B Investment Earnings 3 ‐$                       ‐$                      5,238,407$           ‐$                 ‐$                   ‐$                  418,701$                5,657,108$           C Miscellaneous ‐$                       ‐$                      239,646$              ‐$                 ‐$                  31,140$             ‐$                         270,786$              Total Revenues 248,671,335$      168,955,027$      146,917,235$       ‐$                9,469,361$       7,625,975$       7,318,850$             171,331,421$       EXPENDITURES: D Fire Stations Repairs/Replacement 30,937,833$        30,937,833$        21,830,626$        95,288$          846,965$          2,079,843$       1,150,730$             26,003,453$         E Fire Response Vehicles 19,847,580$        17,164,131$        10,634,420$        372,792$        223,336$          388,489$           ‐$                         11,619,037$         F Fire Safety Equipment 5,197,913$          1,743,216$          950,157$              ‐$                12,171$            56,072$             ‐$                         1,018,400$           Total Fire Services 55,983,326$        49,845,180$        33,415,204$        468,080$        1,082,472$       2,524,405$       1,150,730$             38,640,890$         G Police Response Vehicles 12,951,470$        8,463,419$          6,295,769$          353,882$        336,649$          277,299$          554,337$                7,817,937$           H Public Safety Communication Systems 8,745,689$          6,523,463$          5,378,678$          374,704$         ‐$                   ‐$                  345,261$                6,098,643$           I Police Facility Repairs 2,700,656$          2,700,656$          1,248,407$           ‐$                51,157$             ‐$                   ‐$                         1,299,564$           J Police Equipment 544,318$             441,101$             186,295$              ‐$                9,349$               ‐$                  30,944$                   226,589$              Total Police Services 24,942,133$        18,128,639$        13,109,150$        728,586$        397,156$          277,299$          930,542$                15,442,733$         K Streets 22,906,310$        22,906,310$        19,917,851$         ‐$                 ‐$                   ‐$                   ‐$                         19,917,851$         L Other Public Infrastructure 25,925,179$        21,471,552$        12,606,259$        10,716$          45,870$            21,056$            29,234$                   12,713,135$         M Sports Fields and Courts 3,345,655$          2,945,655$          1,368,521$           ‐$                 ‐$                   ‐$                   ‐$                         1,368,521$           N Non‐Safety Vehicles 13,191,170$        13,191,170$        9,686,524$          424,170$        902,060$          673,454$          286,538$                11,972,747$         O Recreation and Senior Centers 27,887,071$        27,887,071$        25,737,784$        33,303$          49,409$            6,542$               ‐$                         25,827,037$         P Civic Center and South Libraries 4,781,227$          4,781,227$          2,661,337$           ‐$                 ‐$                   ‐$                   ‐$                         2,661,337$           Q Other Public Facilities 11,701,789$        8,706,789$          4,457,304$          132,344$        28,998$            109,120$          179,791$                4,907,556$           R Traffic Signal Systems 7,000,000$          5,475,000$          4,677,021$          12,411$          207,214$          396$                  ‐$                         4,897,042$           S Park Infrastructure 13,617,201$        11,117,201$        6,135,744$          9,500$            84,184$            212,650$          945,545$                7,387,623$           T Citywide Network Replacement 2,082,334$          2,082,334$          2,082,334$           ‐$                 ‐$                   ‐$                   ‐$                         2,082,334$           U Citywide Telecommunications 4,357,602$          4,227,616$          3,537,783$           ‐$                 ‐$                   ‐$                   ‐$                         3,537,783$           Total Infrastructure 136,795,538$      124,791,925$      92,868,463$        622,443$        1,317,735$       1,023,217$       1,441,108$             97,272,966$         Total Allocations 217,720,997$      192,765,744$      139,392,816$      1,819,109$     2,797,363$       3,824,921$       3,522,380$             151,356,589$       V City Staff Time ‐$                       ‐$                      3,869,845$          24,070$          39,789$            64,381$            61,542$                   4,059,627$           Total City Staff Time ‐$                      ‐$                      3,869,845$          24,070$          39,789$            64,381$            61,542$                   4,059,627$           W Debt Service Principal & Interest 78,234,834$        55,712,084$        48,191,383$         ‐$                665,500$           ‐$                  6,840,500$             55,697,383$         Total Debt Service Expenses 78,234,834$        55,712,084$        48,191,383$         ‐$                665,500$           ‐$                  6,840,500$             55,697,383$         X Audit/Admin 587,671$             31,541$               83,058$                ‐$                1,581$              1,445$              600$                        86,684$                Y Bond Administration 65,356$               42,264$               66,543$                ‐$                2,000$               ‐$                  4,200$                     72,743$                Z Banking/Investment Fees ‐$                       ‐$                      31,215$                ‐$                 ‐$                   ‐$                   ‐$                         31,215$                AA Cost of Issuance 563,210$             563,210$             553,023$              ‐$                 ‐$                   ‐$                   ‐$                         553,023$              Total Administrative Expenses 1,216,237$          637,015$             733,839$              ‐$                3,581$              1,445$              4,800$                     743,665$              Total Expenditures 297,172,068$      249,114,843$      1    192,187,882$      2    1,843,179$     3,506,233$       3,890,747$       10,429,222$           211,857,264$       Notes: 1 Audited Total 2 Unaudited Total   3 Prior FY Totals Does not include audited 4404 Change in Value book entries Page 49 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Infrastructure, Facilities and Equipment Spending Plan ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL REVISED ESTIMATED PROPOSED REVISED ESTIMATED ESTIMATED One‐half cent Sales Tax Revenues over 10 year period CHANGES July 2024 Revision Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 2016‐17 2017‐18 2018‐19  2019‐20 2020‐21 2021‐22 2022‐23 2023‐24  2024‐25  2024‐25  2024‐25 2025‐26 2026‐27 10 Year Term (1 Qtr Only)(3 Qtrs Only) Estimated Revenues: A Estimated 1/2 cent Sales Tax Revenues 3,906,919$      18,160,769$      20,016,492$      20,037,276$    23,629,265$    27,402,122$     28,286,339$     27,515,846$    28,978,965$     ‐$                  28,978,965$    28,624,735$    22,112,608$    248,671,335$      ESTIMATED TOTAL REVENUES 1   3,906,919$      1   18,160,769$      1   20,016,492$      1   20,037,276$    1   23,629,265$    1   27,402,122$     1   28,286,339$     27,515,846$    28,978,965$     ‐$                  28,978,965$    28,624,735$    22,112,608$    248,671,335$      Proposed Expenditures B Fire Vehicles 385,000$         1,730,680$        2,807,500$        626,500$         2,768,500$      1,292,450$       1,947,950$       1,866,151$      56,749$            ‐$                  56,749$           118,700$         810,050$         14,410,230$       5.8% C Police Vehicles 463,940$         1,798,760$        653,000$            494,850$         1,693,500$      1,547,200$       944,950$           867,219$         1,060,001$       ‐$                  1,060,001$      2,794,317$      633,733$         12,951,470$       5.2% Total Public Safety Vehicles 848,940$         3,529,440$        3,460,500$        1,121,350$      4,462,000$      2,839,650$       2,892,900$       2,733,370$      1,116,750$       ‐$                  1,116,750$      2,913,017$      1,443,783$      27,361,700$       11.0% D Non‐Safety City Vehicles (i.e. Public Works Crews) ‐$                  2,818,000$        749,000$            1,520,100$      1,674,000$      2,434,000$       2,000,000$       1,100,000$       ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  12,295,100$       4.9% E Fleet Infrastructure ‐$                  1,000,000$         ‐$                     ‐$                  96,070$            ‐$                    ‐$                    ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  1,096,070$          0.4% Total Non‐Safety City Vehicles ‐$                  3,818,000$        749,000$            1,520,100$      1,770,070$      2,434,000$       2,000,000$       1,100,000$       ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  13,391,170$       5.4% F Fire Equipment (i.e. breathing apparatus, Radios etc) 183,000$         1,202,000$         ‐$                     ‐$                   ‐$                   ‐$                   358,216$            ‐$                  272,356$          ‐$                  272,356$         1,435,251$      1,747,090$      5,197,913$          2.1% G Police Equipment (i.e. body worn cameras, video camera equip etc)‐$                   ‐$                    187,384$            28,000$           32,739$           68,116$             42,123$             82,739$           32,739$            ‐$                  32,739$           32,739$           37,739$           544,318$             0.2% H Police Communications & Dispatch System 17,660$           183,261$            86,153$              196,994$         205,459$         214,299$           194,862$           304,466$         214,530$          ‐$                  214,530$         225,076$         236,123$         2,078,883$          0.8% Total Public Safety Equipment 200,660$         1,385,261$        273,537$            224,994$         238,198$         282,415$           595,201$           387,205$         519,625$          ‐$                  519,625$         1,693,066$      2,020,952$      7,821,114$          3.1% I Fire Station Repair/Replacements 46,000$           13,000,000$      2,292,515$        7,331,943$      2,582,582$      957,409$           3,802,384$       925,000$          ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  30,937,833$       12.4% J Police Facility Repairs 9,000$              1,500,000$        492,000$            100,000$          ‐$                  474,656$           25,000$             100,000$          ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  2,700,656$          1.1% Total Public Safety Buildings  55,000$           14,500,000$      2,784,515$        7,431,943$      2,582,582$      1,432,065$       3,827,384$       1,025,000$       ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  33,638,489$       13.5% K Recreation Centers and Senior Center ‐$                  5,000,000$        (1,500,000)$       751,000$         608,942$         15,916,629$     6,860,500$       250,000$          ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  27,887,071$       11.2% L Civic Center and South Chula Vista Libraries ‐$                  3,000,000$        (1,000,000)$       250,000$         782,000$         1,749,227$        ‐$                    ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  4,781,227$          1.9% M Other Public Facilities (i.e. Animal Care Facility & Living Coast DC)‐$                  5,100,000$        (1,421,788)$        ‐$                  1,610,160$      1,622,417$       1,370,000$       426,000$         2,728,333$       ‐$                  2,728,333$      133,333$         133,334$         11,701,789$       4.7% Total Other Public Facilities  ‐$                  13,100,000$      (3,921,788)$       1,001,000$      3,001,102$      19,288,273$     8,230,500$       676,000$         2,728,333$       ‐$                  2,728,333$      133,333$         133,334$         44,370,087$       17.8% N Sports Courts and Fields 85,000$           4,500,000$        (1,000,000)$        ‐$                  (1,523,600)$    384,255$           500,000$            ‐$                  400,000$          ‐$                  400,000$          ‐$                   ‐$                  3,345,655$          1.3% O Park Infrastructure 250,000$         5,500,000$        (450,000)$          137,654$         1,028,815$      2,125,732$       750,000$           1,775,000$      1,000,000$      160,000$         1,160,000$      1,000,000$      500,000$         13,777,201$       5.5% P Street Pavement (Arterials/Collectors/Residential) 363,940$         15,518,626$      8,592,295$        (331,000)$        (1,237,551)$     ‐$                    ‐$                    ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  22,906,310$       9.2% Q Traffic Signal System (Fiber Network)‐$                  3,000,000$        2,000,000$         ‐$                   ‐$                   ‐$                   250,000$           225,000$         1,500,000$       ‐$                  1,500,000$      25,000$            ‐$                  7,000,000$          2.8% R Other Public Infrastructure (Storm Drains, Sidewalks, Trees etc)‐$                  9,400,000$        (1,000,000)$       2,831,000$      1,337,551$      2,781,986$       554,000$           5,567,014$      2,226,813$       ‐$                  2,226,813$      2,226,813$       ‐$                  25,925,179$       10.4% S Citywide Network Replacement ‐$                  2,045,000$        35,700$               ‐$                  1,634$               ‐$                    ‐$                    ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  2,082,334$          0.8% T Citywide Telecommunications ‐$                  2,000,000$        155,602$             ‐$                   ‐$                  2,072,014$        ‐$                    ‐$                   ‐$                   ‐$                   ‐$                  129,986$          ‐$                  4,357,602$          1.8% Total  Infrastructure  698,940$         41,963,626$      8,333,597$        2,637,654$      (393,151)$        7,363,987$       2,054,000$       7,567,014$      5,126,813$      160,000$         5,286,813$      3,381,799$      500,000$         79,394,281$       31.9% Projects to be Financed through Annual Capital Lease Payments U Police Communications & Dispatch System ‐$                  170,238$            86,377$              170,238$         170,238$         170,238$           170,238$           170,238$         170,240$          ‐$                  170,240$         170,238$         170,238$         1,618,521$          0.7% V Regional Communications System (RCS) 1,396,460$      535,000$            350,000$            350,000$         345,261$         345,261$           345,261$           345,261$         345,262$          ‐$                  345,262$         345,262$         345,262$         5,048,290$          2.0% W Fire Response Vehicles ‐$                  244,400$            385,000$            385,000$         385,000$         780,000$           780,000$           780,000$         780,000$          ‐$                  780,000$         780,000$         137,950$         5,437,350$          2.2% Total Public Safety Capital Lease Pmts 1,396,460$      949,638$            821,377$            905,238$         900,499$         1,295,499$       1,295,499$       1,295,499$      1,295,502$       ‐$                  1,295,502$      1,295,500$      653,450$         12,104,161$       4.9% TOTAL EXPENDITURES 3,200,000$      79,245,965$      12,500,738$      14,842,279$    12,561,300$    34,935,889$     20,895,484$     14,784,088$    10,787,023$    160,000$         10,947,023$    9,416,715$      4,751,519$      218,081,002$     87.7% Bond Proceeds: X Bond Proceeds ‐$                  71,363,509$       ‐$                     ‐$                   ‐$                   ‐$                    ‐$                    ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  71,363,509$        Y Cost of Issuance ‐$                  (563,210)$           ‐$                     ‐$                   ‐$                   ‐$                    ‐$                    ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  (563,210)$             TOTAL BOND PROCEEDS ‐$                  70,800,299$       ‐$                     ‐$                   ‐$                   ‐$                    ‐$                    ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  70,800,299$        Investment Earnings:  Z Investment Earnings ‐$                  1,020,436$        1,433,821$        1,138,316$      617,062$         496,830$           531,941$            ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  5,238,406$           TOTAL INVESTMENT EARNINGS 2, 3 ‐$                  1,020,436$        1,433,821$        1,138,316$      617,062$         496,830$           531,941$            ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  5,238,406$           Misc. Revenues: AA Miscellaneous Revenues ‐$                  398$                   152,440$            80,150$           3,038$              3,153$               468$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  239,646$              TOTAL MISCELLANEOUS REVENUES ‐$                  398$                   152,440$            80,150$           3,038$              3,153$               468$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                   ‐$                  239,646$              Bond Debt Service: AB Debt Service Principal ‐$                  5,550,000$        5,330,000$        5,605,000$      5,885,000$      6,185,000$       6,180,000$       6,175,000$      6,485,000$       ‐$                  6,485,000$      6,810,000$      7,150,000$      61,355,000$        AC Debt Service Interest ‐$                  2,324,334$        2,790,250$        2,523,750$      2,243,500$      1,949,250$       1,640,000$       1,331,000$      1,022,250$       ‐$                  1,022,250$      698,000$         357,500$         16,879,834$        TOTAL DEBT SERVICE ‐$                  7,874,334$        8,120,250$        8,128,750$      8,128,500$      8,134,250$       7,820,000$       7,506,000$      7,507,250$       ‐$                  7,507,250$      7,508,000$      7,507,500$      78,234,834$        Administrative Expenses: AD Audit/Admin ‐$                   ‐$                    5,000$                5,100$              5,202$              5,306$               5,412$               5,520$              505,631$          ‐$                  505,631$         25,000$           25,500$           587,671$              AE Bond Administration ‐$                   ‐$                    6,700$                6,834$              6,971$              7,110$               7,252$               7,397$              7,545$               ‐$                  7,545$              7,696$              7,850$              65,356$                TOTAL ADMINISTRATIVE EXPENSES ‐$                   ‐$                    11,700$              11,934$           12,173$           12,416$             12,664$             12,918$           513,176$          ‐$                  513,176$         32,696$           33,350$           653,027$              Annual Surplus/Deficit 706,919$         2,861,603$        970,065$            (1,727,221)$    3,547,393$      (15,180,450)$    90,599$             5,212,840$      10,171,515$    (160,000)$        10,011,515$    11,667,323$    9,820,239$      27,980,823$        1 Audited Total 2 Investment Returns are posted in arrears 3 Does not include audited total for 4404 ‐ Change in Value Page 50 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda MEASURE P 3-YEAR PROGRAM Department of Public Works CITIZENS’ OVERSIGHT COMMITTEE MEETING JULY 25, 2024 Matt Little Director of Public Works Page 51 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda COMPLETED PROJECTS Description Status Project Actuals 2 Park Resilient Surfacing Replacement Completed $ 179,377 LCDC Waterproofing Completed $ 115,346 Lauderbach Roof Replacement (Restroom)Completed $ 12,125 Fuel Management Upgrades Completed $ 912,299 Community Park Playground Completed $ 395,149 Animal Care Facility Security Cameras Completed $ 109,216 Third Avenue Sign LED Light Replacement Completed $ 162,963 Public Works Security Cameras Completed $ 235,763 Exterior Wood Surfaces – Fire Station 8 Completed $ 68,914 $ 2,191,1529 Total Projects Completed: Page 52 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda COMPLETED PROJECTS 3 LCDC HVAC ROOF MOUNTED HEAT PUMP FIRE STATION 8 WOOD DOORS PUBLIC WORKS SECURITY CAMERAS LAUDERBACH RESTROOM ROOF3RDAVE SIGN LED UPGRADE COMMUNITY PARK PLAYGROUND Page 53 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda PROJECTS IN PROGRESS Description Status Measure P Allocation 4 Removal of Dead/Dying Trees Citywide In Progress $ 300,000 Playground Renovations/Replacements In Progress $ 1,000,000 Irrigation & Controller Changeover Citywide In Progress $ 1,600,000 Park Tree Trimming/Signage In Progress $ 400,000 Park Pathway Lighting Replacement (Memorial) In Progress $ 300,000 Living Coast Deck and Rails In Progress $ 239,000 LCDC Other Projects (Life Support) In Progress $ 200,000 IT Server Room (BLDG C)- HVAC CRAC Unit In Progress $ 410,000 1301 Oleander Ave Building Repairs In Progress $ 750,000 Garage Plymovent Exhaust Recovery System In Progress $ 74,000 Page 54 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda PROJECTS IN PROGRESS Description Status Measure P Allocation 5 Fueling Tank Removal – Fire Station 2 In Progress $ 417,000 Sports Court Resurfacing at Heritage, Montevalle, Rohr, Salt Creek, Sunbow, Terra Nova, Veterans, and Harborside Parks In Progress $ 493,000 Lauderbach Park Waste Line Replacement In Progress $ 255,000 Friendship Park Light Pole Replacement In Progress $ 9,900 Community Park Light Pole Replacement In Progress $ 9,900 Kumeyaay Park Sports Light Pole Replacement In Progress $ 53,900 Harborside Park Modular Ranger’s Office In Progress $ 1,410,000 $ 7,382,700Total Projects In Progress:17 Page 55 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda PROJECTS IN PROGRESS 6 PARK SPORTS COURTS RESURFACING GARAGE PLYMOVENT RENOVATIONLIVING COAST DISCOVERY CENTER LIFE SUPPORT CHILLER REPLACEMENT Page 56 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda Project Description Measure P Allocation UPCOMING PROJECTS 7 Project Description Measure P Allocation Project Description Measure P Allocation $ 9,007,000Total Future Projects: Police Facility HVAC $ 1,000,000 Police Facility Control Panel Intercom $ 500,000 Various Energy Efficiency Project $ 25,000 Civic Center Library HVAC $ 1,200,000 Civic Center Library Exterior Stucco Repairs $ 50,000 South Library Flooring $ 329,000 South Library HVAC $ 265,000 Otay Recreation Roof Replacement $ 404,000 Salt Creek Roof Replacement Flat Section of Roof $ 195,000 Public Works Air Handlers $ 550,000 Solar Inverters Replacement and Restoration $ 356,000 Public Works Shops – New Air Compressor $ 100,000 Citywide Plumbing Retrofits Phases I and II $ 275,000 Animal Care Facility HVAC $ 200,000 IT Server Room (BLDG C)- HVAC CRAC Unit $ 410,000 Civic Center Building B - HVAC $ 63,000 Civic Center Building C - HVAC $ 500,000 Miscellaneous Electrical Maintenance Phases I and II $ 70,000 PW Building Roof Replacement $ 750,000 Living Coast Discovery Center Repairs II $ 100,000 Citywide Gate Replacements II $ 10,000 Miscellaneous HVAC Maintenance/ Repair Projects II $ 30,000 Path/Walkway Repairs/ADA Access - Citywide $ 850,000 Replace Distressed Park Pathway Lights $ 300,000 Park: LED Lighting Phases I and II $ 200,000 Rohr Fitness/Jogging Path $ 100,000 Dog Parks Renovation $ 100,000 Len Moore Skate Park $ 75,000 28 Page 57 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 33 9 28 $ 2,383,080 $ 7,969,890 $ 2,707,189 10 6 10 $ 860,921 $ 7,745,097 $ 830,611 Vehicle Category MEASURE P VEHICLE AND EQUIPMENT PURCHASES 8 Fire Police Non-Public Safety FY 2024 Received 23 3 18 $ 1,522,159 $ 1,876,578 Total:44 $ 3,623,530 26 $ 9,436,629 70 $ 13,060,159 FY 2024 Received & On OrderFY 2024 On Order $ 224,793 (18) 2023 Ford Interceptor Utility Hybrids Police $ 938,748 (1) 2025 Freightliner Dump Truck Public Works $ 233,449 (1) Altec AT48S Bucket Truck Engineering $ 234,910 (4) Pierce Arrow XT Ultimate Configuration (PUC)Fire $ 3,845,426 FY24 Vehicle  Highlights (includes received and on order) Page 58 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda MEASURE P 3-YEAR PROGRAM CITIZENS’ OVERSIGHT COMMITTEE MEETING April 25, 2024 Department of Engineering & Capital Projects Page 59 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 1 OF 1 CIP #Description Status Measure P Allocation PROJECTS $ 46,740,203 10 Total Projects: 6 DRN0219 CMP Rehab Outside Right of Way Phase III Design $ 4,676,187 STL0470 Sidewalk Panel Replacement Citywide Design $ 4,523,626 GGV0252 Fire Station #1 Repair/Replace Construction $ 8,758,760 GGV0247 Loma Verde Recreation Center Closeout Phase $ 22,486,629 PRK0329 Lauderbach Park Rehabilitation Complete $ 820,001 TRF0408 Traffic Signal System Complete $ 5,475,000 Page 60 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda LOMA  VERDE RECREATION CENTER CIP #Description Status Fund Allocation GGV0247 Closeout Phase $ 22,486,629 Measure P $ 8,235,000 ARPA Loma Verde Recreation Center 11 Final Completion (Warranty Work) ‐Fall  2024 Total Est. Project Cost: $30.7 M Park Re‐Opened July 12, 2023 Page 61 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda FIRE STATION 1 CIP #Description Status Measure P Allocation GGV0252 Construction $ 8,758,760Fire Station #1 Repair/Replace 12 Scheduled Completion ‐Late 2024     Total  Est. Project Cost $8.8M Station 1Operational During Construction Page 62 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda 13 Visit our website for more information https://www.chulavistaca.gov/measurep Stay Informed Page 63 of 63 City of Chula Vista Measure P COC July 25, 2024 Agenda