El Cajon City Council
June 13, 2023

RESOLUTION NO. __-23

RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF EL CAJON ADOPTING THE
FISCAL YEAR 2023-2024 ANNUAL BUDGET

WHEREAS, the City Council of the City of El Cajon review ed the proposed 2023- 2024 annual budget at the June 13, 2023 City Council meeting , and accept ed public comments to the proposed budget; and

WHEREAS, the annual budget includes all City grants and annual capital improvement budgets; and

WHEREAS, copies of the budget have been provided on the City’s website, at various City Hall locations, and made available to the public.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

The City Council does hereby approve and adopt the City of El Cajon budget titled City of El Cajon Annual Budget 2023-2024, incorporated herein by reference, and reaffirm all active grant and capital project budgets.

06/13/23 CC Agenda
Reso - Budget – Adopt City FY 23-24 050123

RESOLUTION NO. __-23

RESOLUTION APPROVING AND ADOPTING THE

ANNUAL APPROPRIATIONS LIMIT FOR
FISCAL YEAR 2023-2024

WHEREAS, Article XIII (B) of the State Constitution places various limitations on the appropriations of the state and local governments; and

WHEREAS, Article XIII (B) provides that the appropriations limit for the fiscal year 2023-2024 is calculated by adjusting the appropriations of the fiscal year 2022- 2023 for changes in the price and population; and

WHEREAS, the information necessary for making these adjustments is attached in Exhibit "A," and made a part hereof; and

WHEREAS, the City of El Cajon has complied with all of the provisions of Article XIII (B) in determining the appropriations limit for fiscal year 2023-2024.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

That the appropriations subject to limitations in fiscal year 2023- 2024 shall be $202,696,306 for the City of El Cajon.

06/13/23 CC Agenda
Reso - Budget – Annual Appropriations Limit for FY 23-24 050123

EXHIBIT "A"

DETERMINATION OF 2023-2024 APPROPRIATIONS LIMIT

CONSTITUTIONAL SPENDING LIMITS

Article XIII (B) of the California Constitution provides that the City’s annual appropriations be subject to certain State limitations. This appropriations limit is often referred to as the Gann Limitation. The City’s limitation is calculated each year and is established by a resolution of the City Council as a part of the Annual Operating Budget.

The Article XIII (B) limitation for Fiscal Year 2023-2024 is $202,696,306. The Gann spending limitation is calculated by taking the prior year’s limitation of $195,270,339 and adjusting it by the growth factor in the California Per Capita Personal Income and change in the population within the County of San Diego.

The Article XIII (B) limitation is not a restricting factor for the City of El Cajon due to the population growth during the past several years.

Basic References:

(1) City of El Cajon Reso lution No. 057 -22 (established 2022-2023 appropriations limit)

(2) Article XIII (B), State Constitution, as implemented by SB 1352 of 1980 and amended by Proposition 111 and SB 88 of 1990

(3) "Price and Population Data for Local Jurisdictions," Department of Finance, State of California, May 2023

Raw Data:

California Non-Residential Population Growth Population Growth per Capita New Construction County of San Diego City of El Cajon Personal Income

4.44% * -.13% -.61%

CORRECTED APPROPRIATIONS LIMIT 2021-2022 = $195,270,339 ______________________________________________________________________

Calculation:

2023-2024 1.0444 x 0.9939 = 1.03802916 x $195,270,339 = $202,696,306

* Unavailable at this time.

RESOLUTION NO. __-23

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EL CAJON APPROVING

DESIGNATION OF GENERAL FUND BALANCES

WHEREAS, maintaining appropriate levels of fund balance, commonly referred to as reserves, is a critical component of sound financial management and fiscal security; and

WHEREAS, the practice of maintaining reserves was formalized by El Cajon City Council adoption of the Fund Balance City Council Policy B -12 ("CCP B-12") on June 14, 2011, and reinforced by the Pension Reform and Fiscal Responsibility Plan Resolution No. 47-13 adopted on April 9, 2013 ("Resolution 47-13"); and

WHEREAS, by implementation of CCP B-12 and Resolution 47-13, as well as subsequent annual budgets, the following reserve accounts have been established and maintained at various levels:

1. Carryover Reserve (Unassigned Fund Balance): Funded by revenues received in excess of expenditures, and available for future appropriation;

2. Designated for Economic Uncertainty (Assigned Fund Balance): Established for the purpose of stabilizing delivery of City services during periods of structural budget deficits and to mitigate the effects of major economic uncertainties resulting from unforeseen changes in revenues and/or expenditures;

3. Designated for Unfunded PERS/Retirement Obligations (Assigned Fund Balance): Due to increasing retirement contribution rates to CalPERS and unfunded pension obligations, the City Council approved the Pension Reform and Fiscal Responsibility Plan, which includes making periodic additional payments to CalPERS, whenever fiscally prudent; and

4. Operating Reserve (Committed Fund Balance): A long-standing reserve established as 20% of annual expenditures for two purposes (1) to provide General Fund cash flow; and (2) to serve as a reserve of last resort against unexpected events or risks outside the City's control; and

WHEREAS, from time to time it becomes necessary to adjust reserve balances to reflect both changing economic conditions, as well as advance the City Council's commitment to sound financial management; and

WHEREAS, at the completion of Fiscal Year 2021-2022 the General Fund had reserves totaling $60.6 million, as detailed below:

Reserve Account Balance
Carryover Reserve $15,866,839
Designated for Economic Uncertainty 15,883,202
Reserve for Unfunded PERS/Retirement Obligations 13,000,000 Operating Reserve (20% of Expenditures) 15,883,202
Total General Fund Reserve Balance

$60,633,243

WHEREAS, General Fund Reserves are currently 74.9% or approximately nine (9) months of operating expenditures, which exceeds current requirements, and allows the opportunity to redirect funds to meet future City needs.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

1. The above recitals are true and correct, and are the findings of the City Council.

2. The City Council hereby approves the designation of general fund balances as set forth in the table below, to better prepare the City of El Cajon for future financial challenges.

Reserve Account Balance
Carryover Reserve $15,309,841
Designated for Economic Uncertainty 16,161,701
Reserve for Unfunded PERS/Retirement Obligations 13,000,000 Operating Reserve (20% of Expenditures) 16,161,701
Total General Fund Reserve Balance

$60,633,243

3. The City Manager and the Director of Finance are hereby authorized to designate general fund balances to balance reserve accounts as herein approved.

06/13/23 CC Agenda
Reso - Budget – Approve Designation of General Fund Balances FY 23-24 050123

RESOLUTION NO. ECHA-__

RESOLUTION OF THE EL CAJON HOUSING AUTHORITY
APPROVING THE FISCAL YEAR 2023-2024 BUDGET

WHEREAS, on March 9, 2011, the City Council for the City of El Cajon (the "City Council") established the El Cajon Housing Authority (the "Housing Authority") in order to transfer the affordable housing functions of the Agency, to the Housing Authority; and

WHEREAS, t he Housing Authority anticipates the periodic return of Low - and Moderate-Income Housing Asset Funds through the repayment of outstanding Agency contracts, loans, other receivables, or other sources borrowed or generated by the Housing Authority.

NOW, THEREFORE, BE IT RESOLVED BY THE EL CAJON HOUSING
AUTHORITY BOARD OF DIRECTORS AS FOLLOWS:

1. The foregoing recitals are true and correct and constitute findings of the Housing Authority Board of Directors.

2. The Housing Authority Board of Directors hereby further finds and determines that the planning and administrative costs paid with Low and Moderate Housing Asset Funds or other funds as may be received , as described in the Low - and Moderate-Income Housing Asset Fund Administration and Capital Improvement Budgets are necessary for the production, improvement or preservation of low - and moderate- income housing as required by subdivision (d) of section 33334.3 or 34200 et seq. of the California Health and Safety Code.

3. The Housing Authority Board of Directors hereby further finds and determines that it will follow section 34176 of the Health and Safety Code relating to expenditures of the Low and Moderate Income Housing Fund asset fund.

4. The Housing Authority Board of Directors hereby further finds and determines that the acquisition/development of properties to be owned by or assisted by the Authority, assistance to low and moderate income households and improvements to properties (including a rapid rehousing and/or homeless prevention project, the Lexington Square – Rental Subsidy Project, the Housing Authority Development and Revitalization Project, and the Acquisition/Rehab/New Construction project ) help to eliminate both physical and economic blight by producing and/or replacing affordable housing units, renovating facilities with substandard, defective or obsolete design or construction, and stimulating economic activity.

5. The Housing Authority Board of Directors hereby further finds and determines that no other reasonable means of financing the proposed activities are available to the community to fund these projects at this time.

6. The Fiscal Year 2023-2024 Low and Moderate-Income Housing Asset Fund Budget, including the Administration and Capital Improvement Budget included in the City

of El Cajon fiscal year 2023-2024 annual budget, incorporated herein by reference, is hereby approved.

06/13/23 CC Agenda
Reso - Budget – Adopt Housing Authority (ECHA) FY 23-24 050123

RESOLUTION NO. __-23

RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EL CAJON

AS THE SUCCESSOR AGENCY TO THE

EL CAJON REDEVELOPMENT AGENCY
ADOPTING THE FISCAL YEAR 2023-2024 BUDGET

WHEREAS, the City of El Cajon formed the El Cajon Redevelopment Agency (the "Agency"), which has continuously eng aged in redevelopment activities under the Community Redevelopment Law (Health and Safety Code sections 33000 et seq .) (the "Redevelopment Law"); and

WHEREAS, Assembly Bill 1X 26 (the "Dissolution Act") was enacted on June 28, 2011, to significantly modify the Redevelopment Law; and

WHEREAS, the Dissolution Act dissolved all redevelopment agencies in the state of California, including the El Cajon Redevelopment Agency, effective February 1, 2012; and

WHEREAS, section 3417 3 of the Redevelopment Law, as amended by the Dissolution Act, provides that the City, as the agency authorizing the creation of the Agency, is the successor entity to the Agency upon its dissolution (the "Successor Agency"), and is responsible for those obligations set forth in section 34177 of the Redevelopment Law, which include collecting obligations to the Agency, disposing of assets, winding down the affairs of the Agency, and otherwise performing such functions as required under the Dissolution Act; and

WHEREAS, the San Diego Countywide Redevelopment Successor Agency Oversight Board adopted a Recognized Obligation Payment Schedule ( "ROPS") for expenditures for the period of July 1, 2023 through June 30, 2024 on January 19, 2022; and

WHEREAS, in order for the Successor Agency to act as contemplated herein the Agency must adopt an operating budget for the Fiscal Year 2023-2024 of $4,418,705 for the Successor Agency; and

WHEREAS, the proposed budget is based on the anticipated level of responsibilities transferred to the Successor Agency; and

WHEREAS, the absence of any particular contract or other obligation, from a ROPS does not in any way waive the legal rights of the City of El Cajon to challenge the purported validity of such contracts or obligations under the Dissolution Act.

NOW, THEREFORE, BE IT RESOLVED BY THE EL CAJON CITY COUNCIL AS FOLLOWS:

Section 1. Recitals. The above recitals are true and correct.

Section 2. Approval of Budget. The City Council, solely in its capacity as the Successor Agency, hereby approves the operating budget of $ 4,418,705 for the Fiscal Year 2023-2024.

Section 3. Appropriations. The appropriations establishing the operating and project administrative and debt service budgets for the City of El Cajon as Successor Agency to the former El Cajon Redevelopment Agency, consistent with the ROPS for the period of July 1, 2023 through June 30, 2024, are to be made.

06/13/23 CC Agenda
Reso - Budget – Adopt Successor Agency FY 23-24 050123

Preliminary Annual
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CITY OF EL CAJON

CALIFORNIA

Fiscal Year 2023-24
Preliminary Annual Budget
Summary

CITY OF EL CAJON
Fiscal Year 2023-24
Preliminary Annual Budget Summary

TABLE OF CONTENTS

Letter of Transmittal .......................................................................................... 1

Budget Message ................................................................................................ 7

Budget Summaries
Fund Balances Summary ..................................................................................... 27 Revenue Summary .............................................................................................. 29 Expenditure Summary ......................................................................................... 32 Personnel by Function and Funding Source ......................................................... 36

General Fund Departments

General Government and Other
City Council .......................................................................................................... 41 City Manager ........................................................................................................ 43 City Attorney ........................................................................................................ 45 City Clerk ............................................................................................................. 47 Human Resources ................................................................................................ 49 Finance ................................................................................................................ 51 Information Technology ........................................................................................ 55

Police ................................................................................................................... 57 Fire ...................................................................................................................... 65 Public Works ...................................................................................................... 69 Parks & Recreation ............................................................................................ 74 Community Development ................................................................................... 77

Wastewater Fund ............................................................................................... 82

Capital Improvement Program ........................................................................... 85

City Manager’s Office

City of El Cajon ● 200 Civic Center Way ● El Cajon, CA 92020 (619) 441-1716 ● Fax (619) 441-1770
www.elcajon.gov

June 13, 2023

Honorable Mayor, City Council, and El Cajon Residents:

I am pleased to present the Annual Budget for the City of El Ca jon, covering the Fiscal Year 2023-2024 (FY 2023-24). This budget serves as a financial blueprint that establishes funding priorities for our community while aligning with the Ci ty Council's goals, policies, and objectives for the upcoming year. It is developed based on the Five-Year Business Plan and the Annual Comprehensive Financial Report, outlining the City's financial plan.

In this year's budget, our focus is on several key priorities: fiscal stability, public safety, public infrastructure, and comm unity enhancement, including rec reation, beautification, and public events. Additionally, we have identified five main p riorities through the City Council's 2023-24 Priorities & Implementation Plan process. The se priority areas are as follows:

1) City Beautification: Enhancin g the aesthetics and overall appeal of our city through various initiatives and improvements.
2) Citizen Engagement: Promoting active involvement and participation of our residents in civic affairs and decision-making processes. 3) Economic Development: Fosteri ng growth and prosperity in our local economy through strategic initiatives and partnerships.
4) Homelessness: Addressing the challenges associated with homelessness by implementing comprehensive strategies neighborhood clean-up services. 5) Public Safety: Ensuring the well-being and security of our residents through effective law enforcement and emergency response measures.

Furthermore, we have identified several miscellaneous goals for the year, which include the development of a new City Veteran's Memorial and advocating for restrooms at MTS trolley stops to better serve the community.

1 By allocating resources and focusing on these priorities, we ai m to create a thriving and inclusive city that meets the needs and aspirations of our residents.

Review of Fiscal Year 2022-23 Budget
The City has witnessed robust ec onomic expansion following the conclusion of the worldwide COVID-19 pandemic. Fo r FY 2022-2023, the City project s revenues surpassing expectations by $5.9 million. Also, by diligently ma naging expenses, the FY 22-23 budget is predicted to have $6.9 million lower expenditures than initially anticipated.

Summary of Fiscal Year 2023-24 Budget
The upcoming budget for FY 2023-24 anticipates a moderate slowd own in revenue growth compared to the previous fiscal year. However, the projected increase in revenue is expected to be sufficent t o support the City's proposed expe nditure plan. Outlined below are key aspects of the FY 2023-24 budget:

o Estimated General Fund revenues total $98.2 million, $8.1 million more than last year’s budgeted amount—a 9.0% increase.
o Projected General Fund expendit ures total $100.0 million, $1.0 million above last year’s budget.
o At the end of FY 2023-24, the budge t anticipates a combined General Fund balance and reserve of $63.0 million, which is approximately $1.7 million less than the current fund balance. This is primarily due to the City’s decision to over- hire ten police officers.
o An infusion of approximately $30 million in American Rescue Plan funds will continue to aid the City in its efforts to meet community needs through the next few years.
o The City’s 31 non-General Fund budget s, with combined expenditures of nearly $148.0 million in FY 2023-24, support many of the City’s objectives.

I am delighted to announce that the budget for the FY 2023-24 s uccessfully upholds service levels while addressing important priorities, including the support of the City Council's 2023-24 Priorities and Implementation Plan. The subsequent sections showcase how this budget effectively fulfills community objectives.

Fiscal Stability
The budget for FY 2023-24 ensures the preservation of a robust General Fund reserve of approximately $63.0 million, equivalent to 63.0% of the FY20 23-24 budgeted expenditures of the General Fund. This reserve serves as a safeguard for the City in the face of economic downturns or natural disasters, while also ena bling the City to sustain essential services. Throughout the upcoming fiscal year, the City will actively pursue cost- saving measures and explore oppor tunities for revenue growth th rough economic development initiatives.

2 Economic Development
The budget for the FY 2023-24 incorporates a total of $1.5 million from the General Fund for various economic development initiatives. A considerable po rtion of this allocation is designated for development agreements that have been establishe d in recent years to support crucial projects such as the Courtyard Marriott and the establishment of new car dealerships including BMW, Honda, and Mercedes Benz. Additional ly, funds have been set aside for business development endeavors associated with the City's Opportunity Zones, efforts to attract new businesses, opportunities for red evelopment, and an economic development assessment study.

Furthermore, the budget includes $3.8 million for business assi stance programs, which will be financed through the American Rescue Plan funds. These programs aim to provide support and aid to local businesses to bolster the local econom y by creating jobs and enhancing General Fund revenue.

Public Safety
The fiscal year 2023-24 budget high lights the priority of filli ng all vacant police positions and implementing compensation increases to attract and retain highly skilled and dedicated staff members. Furthermore, the budget acknowledges t he continued utilization of the Special Enfo rcement Unit by the Police Depar tment to tackle quality of life concerns, particularly those arising from the impact of ho melessness on the community. Recognizing the signif icance of addressing homelessn ess, the budget also includes increased funding dedicat ed to homeless programs as a continued priority for the FY 2023-24.

Public Infrastructure/ Enhanced Public Image
During the fiscal year 2023-24, t he City will persist in its pr oactive street maintenance program, directing various transportation funds towards essential initiatives such as street paving, sidewalk installation, and enhancements to drainage sys tems. Moreover, an impressive sum of $79.5 million in grant and non-General Fund resources will be utilized to bolster vehicle, pedestrian, and bicycle safety, as well as to implement ADA improvements. Noteworthy enhancem ents are planned for key projects on Jamacha Road ($2.5 million), Madison Av enue ($4.4 million), El Cajon Bo ulevard, ($6.2 million), Main Street ($2.6 million), and Oakdale Avenue ($7 million).

Additionally, the FY 2023-24 budg et encompasses several other f unded projects aimed at improving the community's overall infrastructure and amenities. These projects include the Broadway Creek Restoration pr oject, improvements to Wells P ark and Luke Lane, and a substantial endeavor focus ed on energy efficiency and sol ar power. These endeavors, coupled with ongoing initiatives addressing homeless ness, economic development, and code enforcement, seek to elevate the community's image and quality of life.

3 SANDAG Smart Growth Grant fundi ng ($5 million) and San Diego Ri ver Conservancy Prop 68 Grant funding ($500,000) was obtained for improvements along El Cajon Boulevard and Main Street to revitalize the areas surrounding the El Cajon Transit District and the Main Street corridor between Marshall Avenue and El Cajon Boulevard.

Of the approximate $82 million in appropriation for infrastruct ure improvements in FY 2023-24, about $79.5 million is from non-General Fund sources.

Homelessness
The FY 2023-24 budget demonstrat es a comprehensive approach to addressing homelessness through a range of f unding sources. The City is co mmitted to financing programs that aim to assist i ndividuals and households in secur ing permanent housing and to mitigate the adverse effects of homelessness within the community. In support of these objectives, the budget allocates resources to the following homelessness and homeless prevention programs during FY 2023-24:
o Homeless Outreach & Housing
Assistance,
o A Way Back Home Reunification
Program,
o Emergency Shelter,
o Emergency Rotational Shelter,
o Emergency Motel Bridge to
Permanent Housing,
o East County Homeless Task Force,
o Neighborhood Quality of Life Team,
o City Homeless Outreach Program,
o Emergency Rental/Mortgage/Utility
Assistance, and
o Support for various organizations
offering homelessness and
homelessness prevention services.

These programs collectively aim to provide essential support, resources, and assistance to individuals experiencing homelessness, with the ultimate goal of helping them secure stable housing and improve their overall well-being.

Community (Recreation, Culture, and Public Events)
The community events and recreation resources are allocated in the FY 2023-24 budget.

The budget provides funding for significant community events, including the Fourth of July Celebration, HauntFest, Americ a on Main Street/Foodie Fest, and movies in the park.

Additionally, the budget includes funds for ongoing improvements in various parks, such as Wells Park, Stoney's Neighborhood Park Playground Resurfacin g and fitness area, Renette Park Adult Fitness Area, and Kennedy Park enhancements. Additionally, there is capital outlay items to support smaller-scale events to rein vent the America on Your Street concept taken during COVI D and host smaller block party city events in council districts.

In support of the City's six community centers, four of which have gymnasiums, and a public swimming pool, the FY 2023-24 budget aims to expand core recreation classes.

These classes will cater to the diverse needs of the community, offering activities such as dance, tumbling, cheer, gymnastics, preschool, swim, youth sports, and adult enrichment classes. Thanks to the American Rescue Plan's funding, Dollar Days will continue one
final summer, allowing El Cajon residents to access swim lessons for $5.

4 To enhance the services provided to the local youth, the Rec Squad will increase its programming by offering activities at local schools immediately after school hours one day a week. This expansion aims t o create positive critical hou rs of service and provide diversionary activities for the area's youth. Additionally, with the new outdoor LED Screen, Parks & Recreation Staff are planning daytime movies in the park to grow the Rec Squad capabilities and services.

Communication/Civic Engagement
In order to enhance its communication with El Cajon residents a nd businesses, the City will persist in refining its approaches through feedback tools, with a particular focus on engaging its diverse community. The City will continue to work toward developing a freeway sign will serve as a helpful tool in this endeavor, com plemented by enhancements to its social media messaging. The City made significant strides in FY 2022-23 in its efforts to connect with its citizens—promoting s ignificant activities within the City and actively seeking input on ways to improve services for the community. FY 2023-24 will include enhanced activities in the area of engagement.

Conclusion
The FY 2023-24 budget presents a financially responsible plan that effectively addresses the fiscal challenges encountered by cities in California. It carefully allocates limited resources to meet the needs and priorities of the community. Ad ditionally, it establishes sustainable budgeting practices t hat will ensure the City's fis cal well-being in the long term.

This budget document is the culmination of the collective effor ts of the entire City of El Cajon team, led by the Finance Department. Collaborating with all City departments and the executive team, the Finance Department has crafted a budget that aligns with the values and vision set by the City Council. The City Council's u nwavering leadership, stability, and forward-thinking approach remain integral to El Cajon's success.

Moreover, as directed by the City Council, I am grateful for the opportunity to lead a team of dedicated municipal employees who are genuinely committed to serving the El Cajon community. Each year, I am inspi red by the unwavering dedicatio n of the City staff to meet the needs of the community. I eagerly anticipate the upcom ing year, which will be characterized by a renewed focus on addressing community needs and fulfilling the priorities set by the City Council.

Respectfully submitted,

Graham Mitchell
City Manager
5 









6 Budget Message

The City of El Cajon
The City of El Cajon, incorporated on November 12, 1912, is loc ated in the southern corner of California, just 15 miles east of San Diego and is the sixth largest of 18 cities in San Diego County. The City occupi es a land area of 14.4 square miles and serves a population of over 100,000. This vibrant community is home to over 34,000 households, 83 places of worship, 35 schools, 23 parks and recreation cente rs, and a flourishing business community.

The City provides a full range of services, including police an d fire protection, animal control, emergency medical services, construction and maintenance of civic facilities and infrastructure, right-of-way regulation, city planning and building regulation, recreational activities, cultural events, housing assistance, and wastewater services.

City Organization
The City became a charter city by the vote of the people in Jun e 2012, giving the City Council more local control of municipal affairs. Policy-making and legislative authority are vested in the City Council consisting of the Mayor and four oth er City Council members.

The Mayor is elected at large on a non-partisan basis, and each Councilmember is elected to represent one of four districts. The Mayor is electe d to serve a four-year term and councilmembers serve four-y ear staggered terms. The City Co uncil is responsible for, among other things, passing ordinances, adopting the budget, appointing committees, and hiring both the City Manager and City Attorney.

The City operates under the Council-Manager form of government. The City Manager is responsible for carrying out the policies and ordinances of the City Council, for overseeing the day-to-day operations of the City, and for appointing the d irectors of the various departments. A city-wide organizational chart is included on the following page.

7 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

City of El Cajon
Organizational Chart

Economic Outlook
A number of common economic measures are used to assess the health of the economy.

Taken together, one can form conclusions about the economy’s condition. While some economic indicators are mixed, overall concern grows from the potentially suppressive effects of elevated inflation.

Gross Domestic Product (GDP)
In its April 27th release, the Bureau of Economic Analysis (BEA ) stated “Real gross domestic product (GDP) increased at an annual rate of 1.1 perce nt in the first quarter of 2023.” The report continued “The i ncrease in real GDP reflected increases in consumer spending, exports, federal gover nment spending, state and local government spending, and nonresidential fixed investm ent that were partly offset by decreases in private inventory investment and residential fixed investment.”

8 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Employment
Another key measure of the strength of the economy is the rate at which the workforce is employed. The Bureau of Labor Statistics stated that “The national unemployment rate in April was 3.1 percent, not seasonally adjusted, down from 3.3 percent a year earlier.” In the same release for April, the unemployment rate for Californi a lagged slightly behind the national average at 4.3%, but the San Diego region parallel ed the national rate at

3.3%.

Housing
Housing is often expressed by two common measures: new home starts and new home sales. The US Census Bureau reporte d that in April, privately o wned housing starts decreased 22.3% over the past year. However, new home sales increased 11.8% during the same period.

Inflation
The Bureau of Labor Statistics reported in May 2022 that the Co nsumer Price Index for the preceding 12 months increased 4.9%. While this rate is high er than most would consider ideal, it does show improvement from previous years. In a May 3 press release the Federal Reserve summarized:

Economic activity expanded at a modest pace in the first quarte r. Job gains have been robust in recent months, and the unemployment rate has rem ained low.

Inflation remains elevated.

The U.S. banking system is sound and resilient. Tighter credit conditions for households and businesses are likely to weigh on economic activ ity, hiring, and inflation. The extent of these effects remains uncertain. The Committee remains highly attentive to inflation risks.

The Committee seeks to achieve maximum employment and inflation at the rate of 2 percent over the longer run.

In order to address inflation, the Reserve’s Federal Open Marke t Committee has increased the federal funds rate through a series of rate increases. These increases represent a progressive tightening as the Committee balances the need to control inflation while also stimulating growth. The measures taken to address eac h a r e o f t e n oppositional, and is a challenging tightrope for the Committee to walk: increase rates to address inflation while not moving fast enough to trigger a contraction in the economy.

Legislative Outlook
There are several areas of legisl ation that may impact the City of El Cajon. While the following is not a comprehensive list, it does briefly highligh t a few of the more relevant items.

9 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

American Rescue Plan Act
On March 11, 2021, President Biden signed into law the American Rescue Plan Act of 2021. The act makes significant funding available to municipalities to mitigate the impacts of the public health crisis related to the Covid-19 virus, incl uding the allocation of $30.4 million to the City of El Cajon for this purpose. This funding, while first appropriated in Fiscal Year 2020-21, continues to be a significant component of this year’s budget.

Proposition J
Voters approved this 20-year half-cent sales tax measure in 2008, during the most difficult economic climate since the Great Depression. This measure, along with prudent financial management, has stabilized the City’s ability to provide core services. However, the need of this “lifeline” remains critical to the City’s financial sta bility, provision of emergency services, and long-term replacement of much needed infrastructu re. This sales tax measure is expected to generat e $13.4 million, o r 13.6% of Gene ral Fund revenues, in Fiscal Year 2023-24. Proposition J is set to expire in 2029. We are deeply grateful to the community for their trust and continued support.

10 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Personnel
The proposed Fiscal Year 2023-24 Annual Budget authorizes 421.5 full time equivalent employees (FTE) throughout the City. The following chart illustrates the distribution of these positions by fund and General Fund department.

Compared to the Fiscal Year 2022-23 adopted budget, the Fiscal Year 2023-24 preliminary budget reflects a net increase of one budgeted full -time equivalent (FTE) positions. This increase is the result of the addition of a Bat talion Chief and a GIS Technician in the Fire Department along with a Facilities Technician in the Public Works Department. The addition of these positions are partially offset by the removal of the Fire Chief and a Deputy Fire Marshall, both are Heartland Fire and Rescue positions filled by City of La Mesa employees.

11 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

The following graph displays the number of budgeted positions o ver the past ten fiscal years.

*For the purpose of graphical representation FTEs are shown as whole numbers.

The City utilizes part-time staff in the Parks & Recreation Department to deliver a variety of programs and services. These part-time personnel are not con sidered budgeted full time equivalent positions and are not reflected in the graph above.

Labor Memoranda of Understanding
At the time of writing, the City has multi-year agreements in place with two its five collective bargaining groups for Fiscal Year 2023-24. Negotiations are in process with the remaining groups with the expectations of having agreements in place before the beginning of the fiscal year. T he financial impacts, known or e stimated, of these agreements have been included in this document.

12 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

El Cajon Pension Reform and Fiscal Responsibility Plan
The City Council has taken significant steps to ensure fiscal s ustainability. One of these steps was the Pension Reform and Fiscal Responsibility Plan (Re solution No. 47-13) adopted in 2013, and includes the following measures.

1. Make additional payments to CalPERS, whenever fiscally prude n t , i n o r d e r t o accelerate the "pay down" of the City’s unfunded pension obligations; and

2. Seek to implement pension cost-sharing for employees equal t o, but not less than, 50% of the total CalPERS’ "normal costs" by January 2018; and

3. Whenever fiscally prudent, pay down and prefund Other Post-Employment Benefit (OPEB) contributions; and

4. Seek to stabilize and contain the costs of other employee be nefits, in order to reduce unfunded long-term liabilities; and

5. Evaluate workforce efficiencies to explore opportunities to eliminate vacant, fully- benefitted positions and to replace them, if appropriate, with outside service contracts, while complying with the Meyers-Milias-Brown Act; and

6. Explore additional opportunities to coordinate services with o t h e r l o c a l p u b l i c agencies; and

7. Sustain General Fund operating reserves of at least 20% of e xpenditures in the annual budget; and

8. Present a balanced General Fund operating budget each fiscal year for adoption, whereby operational expenditures do not exceed ongoing operational revenues.

Employee Retirement – CalPERS
The City is a member of California Public Employees’ Retirement System (CalPERS). All City employees who work at least 1,000 hours per fiscal year are eligible to participate in CalPERS. Participants in the plan vest after five years of empl oyment. As of the most recent actuarial valuation (June 30, 2021), the City’s combined plans cover 1,697 current and former employees.

The Public Employees’ Pension Reform Act of 2012 (PEPRA), was signed into law by the Governor in September 2012, and became effective in January 201 3. PEPRA was enacted to create a sustainable pension system by reducing empl oyer pension liability and increasing employee contribut ions toward their pension bene fits. PEPRA only accomplishes this goal in the future since the majority of the changes apply only to employees who become “new” member s in the system on or after January 1, 2013. For public employers like El Cajon that face significant unfunded l iabilities for its current “classic” members, PEPRA does little to address the immediate needs for a reduction in pension liability.

Contributions to a pension plan are typically broken into two major components: the Normal Cost and an amortized portion of the Unfunded Liability. The Normal Cost represents the costs of the benefits being earned in the curren t period. The Unfunded 13 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Liability is the cost of benefits earned in previous periods wi thout equivalent assets. An Unfunded Liability can result from lower than anticipated inves tment returns, retroactive benefit increases, as well as changes in actuarial policies or results.

The following table presents projected required contribution rates for the next five years.

PROJECTED CALPERS EMPLOYER CONTRIBUTION RATES
2023-24 2024-25 2025-26 2026-27 2027-28
Miscellaneous Plan 22.3% 17.6% 21.8% 25.7% 29.4%
Safety Plan 40.6% 42.4% 44.1% 45.6% 46.4%

*The rates stated above are employer rates only; employee rates apply in addition to the above rates.

Total projected citywide employer contributions are expressed in the following table.

CALPERS PROJECTED TOTAL EMPLOYER CONTRIBUTIONS

A temporary reprieve in required CalPERS contributions resulted from the timing of the impacts of the application of $147.2 million in Pension Obligat ion Bond proceeds, exceptional CalPERS investment returns in Fiscal Year 2020-21, and disappointing CalPERS investment returns in Fiscal Year 2021-22. For the years affected (FY2023-24, FY2024-25, and FY 2025-26), required contributions are lower than anticipated prior to issuing the bonds. To take adv antage of this opportunity, and m aximize the benefits of issuing the bonds, the City plans to make a series of additional contributions towards its unfunded pension liability. During the course of Fiscal Year 2022-23 the City contributed an additional $5.9 million, and plans to contribute an additional $4.5 million in Fiscal Year 2023-24.

As of the June 30, 2021 actuaria l valuation, the total unfunded accrued liability totaled $23.7 million. This, however, do es not reflect the issuance of $147.2 million of pension obligation, additional payments authorized in Fiscal Year 2022- 23, or subsequent CalPERS investment performance.

Safety Misc Combined
Plan Plan Plans
2023-24 8,080,000$ 3,430,000 $ 11,510,000$
2024-25 8,680,000 2,780,000 11,460,000
2025-26 9,280,000 3,530,000 12,810,000
2026-27 9,870,000 4,290,000 14,160,000
2027-28 10,330,000 5,040,000 15,370,000
14 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Pension Funding Policy
In October 2020, the City Council adopted a Pension Funding Policy. This policy provides guidance and strategies for addre ssing the City’s retirement liabilities. The City recognizes unfunded pension liabilities can continue to cause f inancial stress in the organization and redirect precious resources away from programs a n d s e r v i c e s necessary for the City’s operations and service to the public.

As part of this process, the City will conduct an Annual Pension Review. After the release of the annual actuarial report, st aff shall present information of each plan’s status. This review, presented during a public City Council meeting, shall i nclude a summary of funding status, funding progress compared to prior years, as we ll as any recommended actions and/or budget adjustments to address areas of concern.

Additionally, to the extent that the City has excess reserves, generates an operating surplus, or receives significant one-time revenues, the City ma y apply a portion of such monies toward its unfunded retirement costs

PARS Section 115 Trust
In Fiscal Year 2020-21 the City established a Section 115 trust fund with Public Agency Retirement Services (PARS). This trust is used to pay employee retirement benefits, but also allows monies segregated for this purpose to earn higher y ields than other alternatives. Additionally, by retaining control of how these f unds are used, this trust’s most important purpose is pension rate stabilization. By having funding for this purpose available, the City can better weather unexpected changes in CalPERS contributions.

The trust was established with an initial deposit of $2.0 million. 15 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Pension Obligation Bonds
Unfunded pension obligations, and related higher annual contributions, have represented significant financial pressure for the City for many years. As one of the strategies explored to mitigate this pressure, the City issued Pension Obligations Bonds (POBs). This presented an opportunity for the City to borrow money at a rate significantly lower than interest “charged” by CalPERS on the unfunded liability. This has effectively “refinanced” a significant long-term liability.

In January 2021, the City issued $147.2 million of POBs to address a portion of the City’s CalPERS unfunded liability. Issued at a true interest cost of 2.84%, total savings over the 22-year term of the bonds are estimated to total $104.7 million. Total debt service for these bonds is $9.1 million in Fiscal Year 2023-24.

Debt Service
In addition to POBs discussed above, the City entered into an installment sale agreement with the California State Water Resources Control Board (CSWRCB ) to finance the construction of the Johnson Avenue Sewer Interceptor Project. The CSWRCB agreed to provide funding to the City, provided in full or in part by the Clean Water State Revolving Fund, for this project of up to $11.3 million. The CSWRCB agree s to forgive up to $2.0 million of the principal due under t his agreement. This activit y is included in the Wastewater Enterprise Fund annual budget.

Major Changes to the Budget
The proposed Fiscal Year 2023-24 Annual Budget contains a numbe r of significant changes from the previous year’s budget. The following list represents some of the most noteworthy changes.

 The City recently replaced its financial management program. The new system is an Enterprise Resource Planning ( ERP) system and, in addition t o addressing security concerns, it has enhanced efficiencies and productivit y in a number of areas. This system went live July 1, 2022 for Fiscal Year 2022- 23, and, while the City prepares to embark on the second year in the new system, a number of challenges remain as policies and procedures adapt to the new system.

 The City’s new ERP system offers a number of technical enhance ments. One of which is the ability to appropriate Multi-Year Funds. The major ity of the components of the City’s budget represent regular, ongoing oper ations. These ongoing operations are best managed, and appropriated, using an annual focus.

However, a number of areas are project based and are effectively one-time events.

New functionality allows the City to establish a budget for a specific type of activity, and that budget carries forward until the activity is completed or amended by the City Council. For the Fiscal Ye ar 2023-24 Annual Budget, this functionality is 16 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

applied to the City’s grant management functions, capital improvement programs, fleet replacement, and the American Rescue Plan Act funding. Th is not only facilitates improved administrat ion, but also improves transpar ency and understandability of projects.

 In March 2021, the American Rescue Plan Act (ARPA) was signed into law. ARPA made significant funding available to municipalities to mitigat e the impacts of the public health crisis related to the Covid-19 virus. The City of El Cajon was allocated $30.4 million for this purpose. This funding, first appropriated in Fiscal Year 2021, continues as a significant component of this year’s budget.

 The recruitment of Police Officers has been a challenge for ma ny municipalities over the past several years, inc luding the City of El Cajon. Recognizing the problem, and the City Council’s strong commitment to public saf ety, the City implemented a program of employ ing up to ten additional police officers above standard staffing levels as hiring opportunities emerge. This effort to keep the El Cajon Police Department fully staffed is funded by General Fund reserves, and is anticipated to cost up to $1.7 million in Fiscal Year 2023-24.

 The City continues to have significant employee turnover throu gh retirement and other attrition. In order to ensure efficient continuity of ong oing programs and services, the proposed Fiscal Year 2023-24 Annual Budget authorizes the limited hiring of new staff prior to the separation of the departing incumbent. The duration of the short training and devel opment overlap periods, and the positions to which they will apply, will be determined on a case-by-case basis by the City Manager.

 As a result of a temporary repr ieve in required CalPERS contri butions, the Fiscal Year 2023-24 Annual Budget includes an additional contribution towards the City’s unfunded pension liability of $4.5 million.

17 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

The Budget Program
The City of El Cajon’s annual budget is one part of an overall financial planning and monitoring program. Major components of the plan include the Five-Year Business Plan, the Annual Budget, and the Annual Comprehensive Financial Report. When viewed as a cycle, they represent long term pl anning, the implementation of that plan, and the measurement and execution of that plan.

Five-Year Business Plan
This document is a long range plan intended to clarify City goa ls and objectives. By forecasting five years, City decision makers can easily see the long term impacts of their decisions, as well as provide time to prepare for future challenges.

Annual Budget
The Annual Budget is the mechanism of transforming long term vision and priorities into a functional action plan. This document establishes service levels, as well as investments in capital needs. Additionally, it serves as the spending authority for the fiscal year.

All departments of the City are required to submit requests for appropriation to the City Manager in March of each year. The City Manager uses these requ ests as the starting point for developing a proposed budget. The City Manager then presents the proposed budget to the City Council for review. The City Council may hol d workshop meeting(s) and has a public hearing to adopt a final budget no later than June 30, the close of the City’s fiscal year. The appropriated budget is prepared by fund (e.g., general fund), function (e.g., Public Safety), department (e.g., Police), and activity (e.g., Patrol). The City Manager may transfer appropriations between departments within a fund. However, transfers of appropriations between funds require approval of the City Council.

Annual Comprehensive Financial Report
The Annual Comprehensive Financial Report provides vital feedback in the form of actual financial performance. In addition to detailing results, it als o discusses deviations from planned activity. It can be viewed as the report card for how well the City executed its plan.

Budget Award
In Fiscal Year 2022-23, the City received the California Society of Municipal Finance Officers certificate of award for Excellence in Operating Budgeting. This was the twenty- sixth consecutive year the City has received this prestigious a ward. In order to achieve this award, the City has had to present a comprehensive budget meeting “best practices” criteria of the profession, with evaluation being made by indep endent finance officers within the society.

18 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Performance Measures
Performance Measures serve as a valuable tool to communicate the level of government performance to the public. These measures may communicate the q uality, volume, or type of goods or services provided. They may also demonstrate the government’s priorities and goals, as well as the use of public resources. I n the context of viewing the City as a whole, they help paint a picture of the long-term service requirements of the City of El Cajon.

Function/Program 2020 2021 2022
Community Development
Building permits issued 2,520 1,976 2,064
Building inspections conducted 9,580 4,500 3,687
Police
Physical arrests 6,432 4,208 4,462
Traffic violations 1,907 1,593 1,186
Parking violations 2,266 1,955 2,026
Animal Control
Licenses issued 1,471 510 0
Adoptions 1,530 491 0
Fire
Emergency responses 14,993 15,753 16,840
Fires extinguished 360 496 407
Public works
Street resurfacing (miles) 27 19 17
Parks & Recreation
Facility rentals 182 8 397
Classes and other bookings 811 3,487 1,255
Attendance 113,552 117,600 106,887
Was tewater
Average daily sewage transportation
(thousands of gallons) 7,630 6,420 6,486
19 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Major Fund Overview

The City of El Cajon has a number of major funds: General Fund, Wastewater enterprise fund, Low-Moderate Income Housing Asset Fund special revenue fu nd, and the American Rescue Plan special revenue fund. A summary of each of these funds is presented below.

GENERAL FUND

The General Fund serves as the City’s primary operating fund. This fund accounts for all financial resources that are not accounted for in another fund. General Fund operations are primarily funded by taxes.

Fiscal Year 2022-23 Budget vs. Estimated Actual

Revenues – Estimated General Fund revenues and other financing sources are projected to be $96.0 million, which is appr oximately $5.9 million over t he $90.1 million amended budget. The majority of this difference is due to stronger than anticipated Sales Tax and Property Tax revenue.

Expenditures – Estimated General Fund expenditures and other financing uses are projected to be $92.0 million, w hich is $6.9 million under the $98.9 million amended budget. Vacancies in the Police Department and non-personnel ex penditures in the Public Works Department are the primary causes of the estimated savings.

As a result, the combined impact to General Fund reserve balanc es is an estimated increase of $4.1 million.

20 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Fiscal Year 2023-24 Preliminary Budget

Revenues – The Fiscal Year 2023-24 budget anticipates General Fund revenues totaling $98.2 million. This represents a $2.2 million (2.3%) increase f rom the previous year’s budget. The majority of this increase ($1.5 million) is attributable to property taxes growth.

Revenues are projected to change as shown on the following table:

Revenue Category
FY 2022-23
Estimated
Actual
FY 2023-24
Preliminary
Budget
Increase /
(Decrease)
Sales Tax $ 33,628,692 $ 33,513,222 $ (115,470) Sales Tax (Proposition J) 13,439,000 13,353,000 (86,000) Property Taxes 12,475,790 13,491,146 1,015,356 Property Taxes In Lieu - MLVF 11,744,226 12,213,995 469,769 Property Taxes - RPTTF Distribution 1,431,392 1,460,020 28,628 Franchise Fees 7,089,195 7,539,261 450,066 All Other Taxes 4,806,000 5,247,655 441,655 Permits & Fees 1,872,000 1,800,000 (72,000) Charges for Services 3,516,614 3,704,054 187,440
Use of Money and Property 3,442,900 3,378,500 (64,400) All Other Revenues 2,581,447 2,547,921 (33,526) TOTALS $ 96,027,256 $ 98,248,774 $ 2,221,518

Expenditures - Expenditures of $100.0 million are proposed in a ccordance with the guidelines of the Five-Year Business Plan. This is a $1.0 milli on increase, or 1.1%, compared to the revised Fiscal Year 2022-23 budget. The majority of this increase is the result of increases in the Public Safety departments.

General Fund
Department Expenditures
FY 2022-23
Amended
Budget
FY 2023-24
Preliminary
Budget
Increase /
(Decrease)
%
Change
General Government $ 10,276,662 $ 9,916,951 $ (359,711) (3.5)% Police 48,672,540 49,743,352 1,070,812 2.2% Fire 20,315,580 21,766,701 1,451,121 7.1% Public Works 10,297,209 9,968,864 (328,345) (3.2)% Parks & Recreation 4,966,199 4,757,514 (208,685) (4.2)% Community Development 3,627,061 3,301,507 (325,5 54) (9.0)% Other Financing Uses 750,000 500,000 (250,000) (33.3)%
TOTALS $ 98,905,251 $ 99,954,889 $ 1,049,638 1.1%

21 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Revenues over Expenditures - Proposed General Fund estimated re venues of $98.2 million are less than the proposed total expenditures of $100.0 million. This includes the planned use of $1.7 million of General Fund reserves for up to ten additional police officers.

F i s c a l Y e a r 2023-24
Revenues and Sources of Funds $ 98,248,774
Expenditures and Uses of Funds (99,954,889)
Planned Use of Reserves:

Temporary Hiring of Additional Police Officers 1,706,115 Uses Exceeding Sources $ 0

Fund Balance - The projected ending budgetary fund balance, wit h proposed fund balance designations, at June 30, 2024, is anticipated to be as follows:

C a r r y o v e r R e s e r v e $ 1 0 ,007,840
Designated for Economic Uncertainty 19,990,978
Reserve for Unfunded PERS/ Retirement 13,000,000
Operating Reserves (20% of Expenditures) 19,990,978 Estimated General F und Balance $ 62,989,796

The following defines the fund balance categories and the corresponding amount for each category shown above.

Unassigned Fund Balance for Carryover Reserve - This reserve is funded by revenues received in excess of expenditures, and is available for future appropriation.

Assigned Fund Balance Designated for Economic Uncertainty - This reserve is established for the purpose of stabilizing delivery of City ser vices during periods of structural budget deficits and to m itigate the effects of major economic uncertainties resulting from unforeseen changes in revenues and/or expenditures.

Assigned Fund Balance Designated for Unfunded PERS / Retirement Obligations - Due to increasing retirement contribution rates to CalPERS and unfunded pension obligations, the City Council approved the Pension Reform and Fiscal Respons ibility Plan, which includes making periodic additional payments to CalPERS, whenever fiscally prudent.

22 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Committed Fund Balance for Operating Reserve - This reserve is a long-standing reserve established as 20% of annual expenditures. The reserve serves t wo purposes: (1) to provide General Fund cash flow between July and December when expenditures typically exceed revenues until the City receives its first large revenue receipts later in the fiscal year; and (2) to serve as a reserve of last resort against unexpected events or risks outside the City’s control. Rating agencies look for adequate reserves as the single most important criteria in their rating of government agencies.

WASTEWATER FUND

The Wastewater Fund is responsib le for the management and dispo sal of wastewater, and is the City of El Cajon’s onl y enterprise fund. This fund is overseen by the City’s Public Works Department, and is funded primarily by fees charged to external customers.

In Fiscal Year 2023-24, the Wast ewater Fund anticipates operati ng revenues of $35.0 million. This is up $3.2 million, or 10.2%, from budgeted amounts in Fiscal Year 2022-23.

Operating expenses are anticipated at $28.5 million in Fiscal Year 2023-24. This is a $7.5 million increase from Fiscal Year 2022-23 estimated actual operating expenses of $21.1 million.

LOW-MODERATE INCOME HOUSING ASSET FUND/ HOME FUND

The Low-Moderate Income Housing Asset Fund (LMIHAF) and HOME Fund are special revenue funds used to manage the housing programs and projects to increase affordable housing opportunities for the City’s lower income households. T he fund is administered by the City’s Community Develop ment Department, and is funded p rimarily by federal grants and revenues generated from the housing assets transferr ed by the former redevelopment agency.

In Fiscal Year 2023-24, revenues for the LMIHAF are anticipated to total $508,151. This is consistent with amounts budget ed in Fiscal Year 2022-23. Hou sing administrative expenditures are anticipated at $258,885 in Fiscal Year 2023-24 , and housing project expenditures are anticipated to be $3.3 million for the acquisi tion and rehabilitation of multi-family residential properties. HOME expenditures are anticipated to total $3.9 million.

AMERICAN RESCUE PLAN ACT FUND

In March 2021 the American Rescue Plan Act (ARPA) was signed into law. ARPA makes significant funding available to municipalities to mitigate the impacts of the public health crisis related to the Covid-19 virus. The act included the allocation of $30.4 million to the City of El Cajon for this purpose.

23 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

Other City Funds

SPECIAL REVENUE FUNDS

CARES Act Fund
The Coronavirus Aid, Relief, and Economic Security Act is an economic stimulus bill signed into law in March 2020 as a response to the economic fal lout of the COVID-19 pandemic. This program was completed in Fiscal Year 2021-22, an d therefore not included in the proposed Fiscal Year 2023-24 Annual Budget.

Gas Tax and Transit (TDA)
Gas Tax funding is used for street maintenance operating costs, and TDA funding is proposed for qualifying bus shelters and related transit expend itures, including rehabilitating the pavement along heavily-traveled bus routes. Expenditures are proposed at $3.7 million and $124,931 respectively.

Federal and State Asset Forfeiture
This fund accounts for police asset forfeiture revenues and expenditures. Expenditures for law enforcement equipment and facility needs in the amount of $67,872 are proposed.

Local Public Safety
This fund accounts for the allocation of sales tax revenue (Proposition 172) restricted for public safety, including police and fire protection. Total funding in the amount of $805,426 is proposed for Fire Department ($270,000) and Police Department ($535,426) programs and equipment.

Federal, State, and Local Grants
The City operates a number of funds to manage the operating grants it receives.

Previously authorized, but unexpended, grants are automatically carried-forward into the new fiscal year. New grants are appropriated separately from the annual budget process.

Recreation Special Programs
The Recreation special programs fund is comprised of revenues and expenditures for user paid programs, fund-raisi ng activities, and student grant funding. Proposed expenditures of $957,807 will be funded through fees and donations.

Magnolia Performing Arts Center
This fund is used to administer the operations of the Magnolia Performing Arts Center.

Operating expenditures are budgeted at $1.0 million.

Community Development Block Grant (CDBG)
Rebudgeted funds carried over from the previous year total $2.7 million for programs and projects including the Housing Rehabilitation Program for mobile and single family homes, neighborhood park improvements, ADA Curb Ramps Program, support of several public 24 City of El Cajon
Budget Message
Fiscal Year 2023 – 2024 Annual Budget

facilities and community service programs, and CDBG administrat ion. Fiscal Year 2023- 24 entitlements are appropriated separately than the annual budget, consisted with other grant programs.

INTERNAL SERVICE FUNDS

Internal service funds are used to account for the financing of goods or services provided by one fund, or department, to other funds or departments, on a cost-reimbursement basis. The City operates six internal service funds. Annual utilization and amortized costs are charged to user departments/activities in accordance with r eplacement schedules, servicing needs, and insurance liability.

Fund/Activity FY 2023-24
Preliminary Budget
Vehicle/Equipment Maintenance $ 2,324,030 Vehicle/Equipment Replacement 1,373,400
Self-Insurance 3,437,135
Workers’ Compensation Self Insurance 2,587,000
Information Technology Services 4,468,926 Other Post-Employment Benefits 1,005,040

25 









26 CITY OF EL CAJON FY 2023-2024 BUDGETARY FUND BALANCE FISCAL YEAR 2022-2023 FISCAL YEAR 2023-2024 FUND 7/1/2022 REVENUE/ EXPENDITURE/ PROJ 6/30/2023 REVENUE/ EXPENDITURE/ PROJ 6/30/2024 # FUND NAME BUDGET BAL. OTHER SOURCES OTHER USES BUDGET BAL. OTHER SOURCES OTHER USES BUDGET BAL.

GENERAL FUND
101 General Fund:
20% Expenditure Reserve 15,883,202 15,883,202 19,990,978 Economic Uncertainty Reserve 15,883,202 15,883,202 19,990,978 Unfunded PERS/Retirement Obligations Rsv. 13,000,000 13,000,000 13,000,000 Carryover Reserve 15,866,839 19,929,507 10,007,840 GENERAL FUND 60,633,243 96,027,256 91,964,588 64,695,911 98,248,774 99,954,889 62,989,796

SPECIAL REVENUE FUNDS
201 American Rescue Plan 11,430 3,752,459 3,752,459 11,430 22,655,540 22,655,540 11,430 202 CARES Act - - - - - - - 211 Street Maintenance (Gas Tax) 3,292,383 2,743,360 2,742,031 3,293,712 3,046,062 3,672,108 2,667,666 213 Transit 587,865 134,223 97,448 624,640 138,518 124,931 638,227 215 COPS Grant 394,134 268,000 433,106 229,028 268,000 307,638 189,390 Federal/State/County Asset Forfeiture
222 Federal Asset Forfeiture 100,648 6,000 35,703 70,945 6,000 67,872 9,073 223 State/County Asset Seizures 44,872 23,868 - 68,740 11,000 - 79,740 - 224 Local Public Safety (Prop 172) 304,045 595,929 645,141 254,833 607,338 805,426 56,745 - Federal, State and Local Grants
209 Beverage Container Recycling 57,223 - - 57,223 - - 57,223 221 State Homeland Security Grants - - - - - - - 225 Misc Public Safety Grants-Police 56,311 - - 56,311 - - 56,311 253 UASI Grants - - - - - - - 265 Community Planning Grants (77,457) - - (77,457) - - (77,457) 226 Police Grant Fund - 191,147 191,147 - 1,038,626 1,038,626 - 251 Public Works Operating Grants - 144,439 144,439 - 2,238,530 2,238,530 - 254 Fire Department Grants - 17,145 17,145 - 142,446 142,446 - 260 CommunityDevelopment Grants - 35,430 35,430 - - - - 270/271 Community Dev. Block Grants (CDBG) 268,108 2,086,577 2,086,577 268,108 2,699,726 2,699,726 268,108 275/276 HOME Grants 12,096,326 127,869 127,869 12,096,326 3,899,054 3,899,054 12,096,326 280 CalHome Grant 713,124 52,000 - 765,124 100,000 64,588 800,536 - 240 Recreation (22,824) 997,091 579,013 395,254 777,752 957,807 215,199 241 Magnolia Performing Arts Center 1,437,655 600,000 636,037 1,401,618 500,000 1,018,000 883,618 266 CASP Services (AB1379) 112,109 28,000 3,730 136,379 29,664 9,200 156,843 298 Low/Mod Housing Asset Fund 17,594,541 5,051 550,252 17,049,340 508,151 3,581,635 13,975,856 299 Housing in Lieu Fees 306,413 245,520 - 551,933 - 303,000 248,933 SPECIAL REVENUE FUNDS 37,276,906 12,054,108 12,077,527 37,253,487 38,666,407 43,586,127 32,333,767 27 CITY OF EL CAJON FY 2023-2024 BUDGETARY FUND BALANCE FISCAL YEAR 2022-2023 FISCAL YEAR 2023-2024 FUND 7/1/2022 REVENUE/ EXPENDITURE/ PROJ 6/30/2023 REVENUE/ EXPENDITURE/ PROJ 6/30/2024 # FUND NAME BUDGET BAL. OTHER SOURCES OTHER USES BUDGET BAL. OTHER SOURCES OTHER USES BUDGET BAL.

CAPITAL PROJECTS FUNDS
501 City Capital Improvement Program 10,431,637 555,762 231,026 10,756,373 - 7,732,430 3,023,943 502 Public Safety Facility-Proposition O 3,661,773 80,000 283,461 3,458,312 75,000 3,529,952 3,360 503/512 TransNet 1 217,793 217,793 1 7,354,642 7,354,642 1 504/514 Specific Street Obligations 754,909 100,000 1,204 853,705 - 625,866 227,839 505 Parks & Rec Improvement Program (6,348) - - (6,348) - - (6,348) 506/516 Traffic Congestion Relief 366,709 - 10,751 355,958 - 362,249 (6,291) 515/517 Parks Impact Fees 138,939 5,937 - 144,876 - - 144,876 551 Capital Grants - 2,010,629 2,010,629 - 16,220,177 16,220,177 - 552 Federal Transportation Grants (411,586) - - (411,586) - - (411,586) 553/513 Regional Transportation Congestion 754,879 34,841 20,753 768,967 - 699,247 69,720 554/511 Road Maintenance & Rehabilitation Projects 2,845,447 2,044,392 942,818 3,947,021 2,572,690 2,757,615 3,762,096 CAPITAL PROJECTS FUNDS 18,536,360 5,049,354 3,718,435 19,867,279 26,222,509 39,282,178 6,807,610

ENTERPRISE FUND
650 Wastewater 32,342,908 34,636,308 23,774,824 43,204,392 35,049,443 40,809,024 37,444,811 Reserve for SDMWD Obligation - - ENTERPRISE FUND 32,342,908 34,636,308 23,774,824 43,204,392 35,049,443 40,809,024 37,444,811

DEBT SERVICE FUND
401 Pension Obligation Bonds 596,045 9,122,874 9,127,874 591,045 9,119,116 9,125,355 584,806 DEBT SERVICE FUND 596,045 9,122,874 9,127,874 591,045 9,119,116 9,125,355 584,806

INTERNAL SERVICE FUNDS
601 Vehicle / Equipment Maintenance 1,049,188 2,201,000 2,048,134 1,202,054 2,201,000 2,324,030 1,079,024 605 Vehicle & Equipment Replacement 3,635,499 250,000 769,482 3,116,017 500,000 1,373,400 2,242,617 610 Self Insurance 5,570,919 2,012,000 2,550,953 5,031,966 2,483,255 3,437,135 4,078,086 611 Worker's Comp - Self Insurance 1,486,461 2,200,000 1,855,013 1,831,448 2,000,000 2,587,000 1,244,448 615 Information Technology Services 2,250,005 3,725,491 3,708,039 2,267,457 3,817,788 4,468,926 1,616,319 620 Post Employment Benefits 734,109 1,200,000 1,135,021 799,088 1,200,000 1,005,040 994,048 TOTAL INTERNAL SERVICE FUNDS 14,726,181 11,588,491 12,066,642 14,248,030 12,202,043 15,195,531 11,254,542 TOTAL ALL FUNDS 164,111,643 168,478,391 152,729,890 179,860,144 219,508,292 247,953,104 151,415,332 28 REVENUES & OTHER FINANCIAL SOURCES
FY20-21 FY21-22 FY22-23 FY22-23 FY23-24
DESCRIPTION ACTUAL ACTUAL BUDGETED EST. ACTUAL PROPOSED

GENERAL FUND
TAXES
Sales and Use 30,163,598 32,265,584 32,470,477 33,628,692 33,513,222 Sales Tax - Proposition J 11,835,584 13,236,616 12,768,090 13,439,000 13,353,000 Property Tax 9,645,334 10,207,043 10,882,162 12,475,790 13,491,146 Property Tax - RPTTF Distribution 1,525,972 1,462,406 1,400,000 1,431,392 1,460,020 Property Tax - VLF In Lieu 10,452,431 10,832,372 11,265,271 11,744,226 12,213,995 Franchise 6,388,778 6,772,687 6,583,983 7,089,195 7,539,261 Transient Occupancy 2,126,234 2,797,309 2,700,000 3,113,000 3,532,995 Business Licenses 832,383 735,274 833,000 833,000 849,660 Real Property Transfer 478,805 984,158 500,000 500,000 500,000 Ambulance/Paramedic Benefit Tax 367,954 369,284 360,000 360,000 365,000 TOTAL TAXES 73,817,072 79,662,733 79,762,983 84,614,295 86,818,299

LICENSES AND PERMITS
Tobacco License 75,083 76,217 73,000 66,000 72,000 Building Permits 1,576,445 1,600,485 1,300,000 1,576,000 1,500,000 Other Licenses and Permits 49,908
263,089 226,000 230,000 228,000 TOTAL LICENSES AND PERMITS 1,701,436 1,939,791 1,599,000 1,872,000 1,800,000 INTERGOVERNMENTAL 1,168,359 1,945,819 1,137,700 1,327,500 1,296,500

CHARGES FOR SERVICES
Planning Fees 130,111 105,151 101,500 148,500 151,180 Engineering Fees 674,933 671,338 362,000 582,000 672,000 Contract Safety Services 449,603 555,708 460,000 460,000 460,000 Interfund Overhead Reimbursements 1,745,096 1,405,599 1,345,946 1,345,946 1,345,946 Miscellaneous 156,893
102,599 1,073,500 980,168 1,074,928 TOTAL CHARGES FOR SERVICES 3,156,635 2,840,395 3,342,946 3,516,614 3,704,054 INVESTMENT EARNINGS (21,245) (2,302,807) - - - USE OF MONEY AND PROPERTY - - 3,105,000 3,442,900 3,378,500 FINES AND FORFEITURES 363,311 471,784 698,500 607,500 738,500

MISCELLANEOUS
Rents & Concessions 1,771,682 1,904,685 - - - Facility Rent 9,778 158,174 - - - Expense Recovery 1,148,861 1,214,488 - - - Other 50,280
250,183 259,000 435,940 315,100 MISCELLANEOUS 2,980,601 3,527,530 259,000 435,940 315,100 TOTAL GENERAL FUND OPERATING BUDGET 83,166,170 88,085,245 89,905,129 95,816,749 98,050,953 NONRECURRING REVENUES-TRANSFERS IN 210,372 209,841 209,107 210,507 197,821 TOTAL GENERAL FUND 83,376,541 88,295,086 90,114,236 96,027,256 98,248,774 City of El Cajon FY2023-2024 Budget
29 REVENUES & OTHER FINANCIAL SOURCES
FY20-21 FY21-22 FY22-23 FY22-23 FY23-24
DESCRIPTION ACTUAL ACTUAL BUDGETED EST. ACTUAL PROPOSED City of El Cajon FY2023-2024 Budget

SPECIAL REVENUE FUNDS
AMERICAN RESCUE PLAN 572,368 4,373,509 26,407,999 3,752,459 22,655,540 CARES ACT 3,025,408 - - - - STREET MAINTENANCE (GAS TAX) 2,288,103 2,398,586 2,861,662 2,743,360 3,046,062 TRANSIT FUND 100,511 66,679 85,000 134,223 138,518 COPS GRANT 250,584 245,263 250,000 268,000 268,000 FEDERAL ASSET SEIZURES 5,029 2,184 10,000 6,000 6,000 STATE ASSET SEIZURES 1,164 26,708 1,000 23,868 11,000 TOTAL FEDERAL/COUNTY ASSET FORFEITURE 6,193 28,892 11,000 29,868 17,000 LOCAL PUBLIC SAFETY 522,867 561,546 525,000 595,929 607,338

FEDERAL, STATE AND LOCAL GRANTS
Beverage Container Recycling 26,530 41,081 - - - State Homeland Security Grants 64,838 (28) - - - Misc Public Safety Grants-Police 386,071 269,047 - - - UASI Grants 13,827 358,889 - - - Indian Gaming Grant (350) - - - - Community Planning Grants 84,020 783,608 - - - Police Grants - - 1,229,773 191,147 1,038,626 Public Works Operating Grants - - 2,382,969 144,439 2,238,530 Fire Department Grants - - 159,591 17,145 142,446 Community Development Grants - - - 35,430 - TOTAL FEDERAL, STATE AND LOCAL GRANTS 574,936 1,452,597 3,772,333 388,161 3,419,602 RECREATION PROGRAMS 193,243 669,746 714,210 997,091 777,752 MAGNOLIA PERFORMING ARTS CENTER 1,115,396 1,335,235 600,000 600,000 500,000 CASP SERVICES (AB1379) 28,100 29,664 28,000 28,000 29,664 COMMUNITY DEV BLOCK GRANTS (CDBG) 1,989,379 1,423,048 2,544,122 2,086,577 2,699,726 HOUSING INVEST PARTNERSHIP (HOME) 223,271 204,528 665,010 127,869 3,899,054 CALHOME GRANT - - - 52,000 100,000 LOW/MOD HOUSING ASSET FUND 5,061,241 671,046 503,420 5,051 508,151 HOUSING IN LIEU FEES (24) (6,971) - 245,520 - TOTAL SPECIAL REVENUE FUNDS 15,951,576 13,453,368 38,967,756 12,054,108 38,666,407 30 REVENUES & OTHER FINANCIAL SOURCES
FY20-21 FY21-22 FY22-23 FY22-23 FY23-24
DESCRIPTION ACTUAL ACTUAL BUDGETED EST. ACTUAL PROPOSED City of El Cajon FY2023-2024 Budget
CAPITAL PROJECT FUNDS*
CITY IMPROVEMENT PROJECTS 3,304,630 841,178 500,000 555,762 - PUBLIC SAFETY FACILITY - PROPOSITION O 2,378 (83,318) 40,486 80,000 75,000 TRANSNET 1,719,276 1,928,317 7,723,465 217,793 7,354,642 SPECIFIC STREET OBLIGATIONS 100,000 100,000 - 100,000 - PARKS & REC IMPROVEMENT PROJECTS 336,781 27,373 - - - TRAFFIC CONGESTION RELIEF (29) (8,343) - - - PARK IMPACT FEES 11,298 618 - 5,937 - PUBLIC WORKS TRANSPORTATION PROJECTS 3,589,913 4,983,666 - - - CAPITAL GRANTS FUND - - 20,210,776 2,010,629 16,220,177 FEDERAL TRANSPORTATION GRANTS 733,927 264,205 - - - REGIONAL TRANSPORTATION CONGESTION 82,348 27,805 - 34,841 - ROAD MAINTENANCE & REHAB PROJECTS 1,940,385 2,036,148 2,286,226 2,044,392 2,572,690 TOTAL CAPITAL PROJECT FUNDS 11,820,907 10,117,649 10,550,177 5,049,354 26,222,509

ENTERPRISE FUND

WASTEWATER
Licenses and Permits 300 - 15,000 - - Charges for Services 24,029,616 28,845,517 31,747,000 32,064,912 34,983,583 Investment Earnings (70,097) (804,768) - 300,000 - Fines and Forfeitures - 124,523 32,000 32,000 65,860 Other 65,544 426,178 - 2,239,396 - TOTAL WASTEWATER 24,025,363 28,591,450 31,794,000 34,636,308 35,049,443

DEBT SERVICE FUND
Pension Obligation Bonds 137,723,000 9,119,119 9,122,874 9,122,874 9,119,116 TOTAL DEBT SERVICE FUND 137,723,000 9,119,119 9,122,874 9,122,874 9,119,116

INTERNAL SERVICE FUNDS
VEHICLE / EQUIPMENT MAINTENANCE 2,200,000 2,200,590 2,200,000 2,201,000 2,201,000 VEHICLE & EQUIPMENT REPLACEMENT - 44,370 250,000 250,000 500,000 SELF INSURANCE 1,886,086 2,483,255 2,012,000 2,012,000 2,483,255 WORKER'S COMPENSATION - SELF INSURANCE 1,700,148 1,625,047 2,200,000 2,200,000 2,000,000 INFORMATION TECHNOLOGY SERVICES 3,160,302 3,817,788 3,850,741 3,725,491 3,817,788 OTHER POST EMPLOYEMENT BENEFITS 884,906 956,956 1,200,000 1,200,000 1,200,000 TOTAL INTERNAL SERVICE FUNDS 9,831,442 11,128,006 11,712,741 11,588,491 12,202,043 TOTAL REVENUE - ALL FUNDS 282,728,830 160,704,678 192,261,784 168,478,391 219,508,292 * Capital Project, Grant, and American Rescue Plan FY22-23 estimates are actual balances through April 30, 2023 31 EXPENDITURES & OTHER FINANCIAL USES
FY20-21 FY21-22 FY22-23 FY22-23 FY23-24
DESCRIPTION ACTUAL ACTUAL BUDGETED EST. ACTUAL PROPOSED

GENERAL FUND

GENERAL GOVERNMENT
Mayor and City Council 475,581 540,745 602,732 553,338 600,636 Contingency / Contributions 6,500 25,000 45,000 45,000 25,000 City Manager 1,318,990 1,395,758 2,022,403 1,510,727 2,136,068 Economic Development 777,258 1,393,644 1,705,096 1,705,096 1,499,562 City Attorney 581,547 583,946 873,199 687,589 823,162 City Clerk / Elections 576,264 585,658 848,313 943,558 705,011 Finance 2,150,694 2,212,370 2,805,948 2,528,238 2,854,107 Human Resources 824,579 939,742 1,373,971 1,184,110 1,273,405 TOTAL GENERAL GOVERNMENT 6,711,412 7,676,863 10,276,662 9,157,656 9,916,951

PUBLIC SAFETY
POLICE
Administration 3,128,136 3,470,540 3,705,177 3,583,740 3,749,663 Inspection, Training and Personnel 2,314,695 2,612,690 2,754,883 2,664,592 3,009,498 Records 1,041,258 1,006,011 1,592,721 1,540,520 1,439,310 Communications 2,637,529 2,885,492 3,641,458 3,522,110 3,286,818 Patrol 16,362,745 17,067,810 21,272,328 20,575,130 22,482,189 Special Operations Unit 3,088,066 3,248,316 3,537,086 3,421,158 4,021,920 Traffic 1,961,861 2,012,645 2,464,298 2,383,531 2,474,353 Investigations 5,775,325 6,152,380 7,090,644 6,858,249 6,748,717 Laboratory 1,009,196 1,003,183 1,393,881 1,348,197 1,255,074 Ancillary and Auxiliary Units 120,869 126,333 160,464 155,205 215,610 Animal Control 1,315,453 1,077,744 1,059,600 1,024,872 1,060,200 TOTAL POLICE 38,755,133 40,663,144 48,672,540 47,077,304 49,743,352 FIRE
Administration 1,898,980 2,033,529 2,263,811 2,141,587 2,240,086 Suppression 12,710,319 13,536,581 14,400,892 13,623,385 15,647,048 Prevention - - 387,728 366,794 359,902 Heartland Fire and Rescue 1,908,579 2,320,795 2,941,299 2,782,498 3,199,697 Emergency Medical Services 179,394 289,515 321,850 304,473 319,968 TOTAL FIRE 16,697,272 18,180,420 20,315,580 19,218,738 21,766,701 TOTAL PUBLIC SAFETY 55,452,404 58,843,564 68,988,120 66,296,042 71,510,053

PUBLIC WORKS
Administration 504,191 530,215 562,647 428,508 466,732 Facilities Maintenance 2,075,107 2,136,350 2,923,159 2,226,259 2,734,872 Engineering-Other 3,045 863 36,904 28,106 1,484 Engineering-Private Development 435,086 332,928 678,047 516,396 546,314 Engineering-CIP Projects 623,537 468,587 677,705 516,136 556,280 Traffic Engineering 981,787 1,099,733 1,274,705 970,807 1,391,052 Traffic Maintenance 723,971 671,625 1,420,176 1,081,597 1,613,386 Parks 1,623,040 1,516,832 1,734,417 1,320,921 1,811,869 Street Median & Parkway Tree Maint 534,627 539,329 989,449 753,558 846,875 TOTAL PUBLIC WORKS 7,504,391 7,296,462 10,297,209 7,842,287 9,968,864

PARKS AND RECREATION
Community Services & Events 101,155 93,923 278,300 271,453 639,325 Recreation 2,871,132
3,367,536 4,687,899 4,572,568 4,118,189 TOTAL PARKS AND RECREATION 2,972,287 3,461,459 4,966,199 4,844,021 4,757,514 City of El Cajon FY2023-2024 Budget
32 EXPENDITURES & OTHER FINANCIAL USES
FY20-21 FY21-22 FY22-23 FY22-23 FY23-24
DESCRIPTION ACTUAL ACTUAL BUDGETED EST. ACTUAL PROPOSED City of El Cajon FY2023-2024 Budget

COMMUNITY DEVELOPMENT
Housing and Successor Agency Admin. 479,752 395,337 526,268 446,106 516,776 Planning 1,040,699 1,043,350 1,570,810 1,331,542 1,417,818 Building and Fire Safety 986,407 1,091,474 1,529,983 1,296,934 1,366,913 TOTAL COMMUNITY DEVELOPMENT 2,506,858 2,530,161 3,627,061 3,074,582 3,301,507

OTHER FINANCING USES
Other Financing Uses 4,235,000 1,000,000 750,000 750,000 500,000 Emergency Operations 33,656
- - - - TOTAL OTHER FINANCING USES 4,268,656 1,000,000 750,000 750,000 500,000 SUBTOTAL GENERAL FUND-OPERATING 79,416,008 80,808,509 98,905,251 91,964,588 99,954,889

SPECIAL REVENUE FUNDS
AMERICAN RESCUE PLAN 572,368 4,362,079 26,407,999 3,752,459 22,655,540 CARES ACT FUND 3,025,408 - - - - STREET MAINTENANCE (GAS TAX) 2,702,941 2,576,829 3,592,274 2,742,031 3,672,108 TRANSIT 80,560 83,552 117,506 97,448 124,931 COPS GRANT 212,904 417,358 404,586 433,106 307,638 ASSET FORFEITURE 36,021 42,410 67,872 35,703 67,872

STATE ASSET FORFEITURE - - - - - TOTAL FEDERAL/STATE ASSET FORFEITURE 36,021 42,410 67,872 35,703 67,872 POLICE - LOCAL PUBLIC SAFETY 612,200 524,240 524,906 473,346 535,426 FIRE - LOCAL PUBLIC SAFETY - 168,730 302,482 171,795 270,000 LOCAL PUBLIC SAFETY 612,200 692,970 827,388 645,141 805,426

FEDERAL, STATE AND LOCAL GRANTS
Beverage Container Recycling - 58,270 - - - State Homeland Security Grants 64,837 1 - - - Misc Public Safety Grants-Police 386,071 271,296 - - - UASI Grants 14,938 358,889 - - - Indian Gaming Grant 23,017 - - - - Community Planning Grants 84,020 861,065 - - - Police Grants - - 1,229,773 191,147 1,038,626 Public Works Operating Grants - - 2,382,969 144,439 2,238,530 Fire Department Grants - - 159,591 17,145 142,446 Community Development Grants -
- - 35,430 - 572,883 1,549,521 3,772,333 388,161 3,419,602 RECREATION SPECIAL PROGRAMS 445,604 527,368 694,711 579,013 957,807 MAGNOLIA PERFORMING ARTS CENTER 749,644 726,403 1,138,900 636,037 1,018,000 CASP SERVICES (AB1379) 8,072 4,080 7,200 3,730 9,200 COMMUNITY DEV BLOCK GRANTS (CDBG) 2,009,290 1,420,725 4,786,303 2,086,577 2,699,726 HOUSING INVEST PARTNERSHIP (HOME) 101,858 75,752 4,026,923 127,869 3,899,054 33 EXPENDITURES & OTHER FINANCIAL USES
FY20-21 FY21-22 FY22-23 FY22-23 FY23-24
DESCRIPTION ACTUAL ACTUAL BUDGETED EST. ACTUAL PROPOSED City of El Cajon FY2023-2024 Budget
CALHOME GRANT - - 64,588 - 64,588 LOW/MOD HOUSING ASSET FUND 207,014 194,052 423,830 163,577 258,885 LOW/MOD HOUSING FUND PROJECTS 767,386 495,865 2,852,670 386,675 3,322,750 HOUSING IN LIEU PROJECTS - - 303,000 - 303,000 TOTAL SPECIAL REVENUE FUNDS 12,104,153 13,168,964 49,488,083 12,077,527 43,586,127 CAPITAL PROJECT FUNDS*
CITY CAPITAL IMPROVEMENT PROJECTS 317,818 835,152 7,963,456 231,026 7,732,430 PUBLIC SAFETY FACILITY 149,018 16,806 3,813,413 283,461 3,529,952 TRANSNET 1,960,878 1,940,822 7,572,435 217,793 7,354,642 SPECIFIC STREET OBLIGATIONS - 94,649 627,070 1,204 625,866 TRAFFIC CONGESTION RELIEF - - 373,000 10,751 362,249 PARKS & REC IMPROVEMENT PROJECTS 304,919 27,373 - - - PARKS IMPACT FEES 21,105 - - - - PUBLIC WORKS TRANSPORTATION PROJECTS 3,589,913 4,983,666 - - - CAPITAL GRANTS FUND - - 18,230,806 2,010,629 16,220,177 FEDERAL TRANSPORTATION GRANTS 695,194 538,092 - - - REGIONAL TRANSPORTATION CONGESTION - - 720,000 20,753 699,247 ROAD MAINTENANCE & REHAB PROJECTS 847,077 1,852,340 3,700,433 942,818 2,757,615 TOTAL CAPITAL PROJECT FUNDS 7,885,922 10,288,900 43,000,613 3,718,435 39,282,178

ENTERPRISE FUND

WASTEWATER
Disposal 14,341,477 14,128,794 17,810,376 13,558,958 19,006,960 Maintenance and Services 2,841,737 3,176,840 3,839,791 3,429,164 5,347,364 Customer Service 932,710 684,492 905,340 642,594 599,171 NPDES 2,655,141 2,685,304 3,823,837 2,783,823 3,577,213 Capital Improvements Projects 1,157,435 3,200,419 13,758,933 2,685,409 11,073,524 Vehicle / Technology Replacement 31,235 270,195 540,940 670,807 1,204,792 Other 235,390 6,276 - 4,069 - TOTAL WASTEWATER 22,195,125 24,152,320 40,679,217 23,774,824 40,809,024 34 EXPENDITURES & OTHER FINANCIAL USES
FY20-21 FY21-22 FY22-23 FY22-23 FY23-24
DESCRIPTION ACTUAL ACTUAL BUDGETED EST. ACTUAL PROPOSED City of El Cajon FY2023-2024 Budget

DEBT SERVICE FUND
PENSION OBLIGATION BONDS 137,711,536 8,534,537 9,127,874 9,127,874 9,125,355 TOTAL DEBT SERVICE FUND 137,711,536 8,534,537 9,127,874 9,127,874 9,125,355

INTERNAL SERVICE FUNDS
VEHICLE / EQUIPMENT MAINTENANCE 2,066,986 1,976,378 2,342,236 2,048,134 2,324,030 VEHICLE & EQUIPMENT REPLACEMENT 752,058 782,576 1,125,209 769,482 1,373,400 SELF INSURANCE 1,037,942 1,599,246 2,958,490 2,550,953 3,437,135 WORKER'S COMPENSATION - SELF INSURANCE 1,396,456 1,733,299 2,200,000 1,855,013 2,587,000 INFORMATION TECHNOLOGY SERVICES 3,463,483 3,532,694 5,613,770 3,708,039 4,468,926 OTHER POST EMPLOYMENT BENEFITS 1,071,928 926,278 1,212,000 1,135,021 1,005,040 TOTAL INTERNAL SERVICE FUNDS 9,788,853 10,550,471 15,451,705 12,066,642 15,195,531 TOTAL PROPRIETARY FUNDS 169,695,514 43,237,328 65,258,796 44,969,340 65,129,910 TOTAL EXPENDITURES-ALL FUNDS 269,101,597 147,503,701 256,652,743 152,729,890 247,953,104 * Capital Project, Grant, and American Rescue Plan FY22-23 estimates are actual balances through April 30, 2023 35 CITY OF EL CAJON FISCAL YEAR 2023-2024 BUDGET

BUDGETED POSITIONS BY FUNCTION AND FUNDING SOURCE
Activity / Position General
Fund
Fleet
Maint
Waste-
water
Gas
Tax Transit Other
Funding Total

GENERAL GOVERNMENT
ACCOUNTANT 2.00 - - - - - 2.00 ACCOUNTING TECHNICIAN 4.00 - - - - - 4.00 ADMINISTRATIVE ANALYST 1.00 - - - - - 1.00 ASSISTANT CITY MANAGER 1.00 - - - - - 1.00 ASSISTANT TO THE CITY MANAGER 0.60 - - - - 0.40 1.00 BUYER 1.00 - - - - - 1.00 CITY ATTORNEY 1.00 - - - - - 1.00 CITY CLERK 1.00 - - - - - 1.00 CITY MANAGER 1.00 - - - - - 1.00 CUSTOMER SERVICE REPRESENTATIVE 3.00 - - - - - 3.00 DEPUTY CITY CLERK 1.00 - - - - - 1.00 DIRECTOR OF FINANCE 1.00 - - - - - 1.00 DIRECTOR OF HUMAN RESOURCES 1.00 - - - - - 1.00 DIRECTOR OF INFORMATION TECHNOLOGIES - - - - - 1.00 1.00 EXECUTIVE ASSISTANT TO THE CITY ATTORNE 1.00 - - - - - 1.00 EXECUTIVE ASSISTANT TO THE CITY MANAGER 0.60 - - - - 0.40 1.00 FINANCIAL OPERATIONS MANAGER 1.00 - - - - - 1.00 GEOGRAPHIC INFO SYS ANALYST - - - - - 1.00 1.00 GEOGRAPHIC INFO SYS TECHNICIAN - - - - - 1.00 1.00 HUMAN RESOURCES ANALYST 2.00 - - - - - 2.00 INFORMATION TECHNOLOGIES ANALYST - - - - - 2.00 2.00 INFORMATION TECHNOLOGIES SPECIALIST - - - - - 2.00 2.00 MANAGEMENT ANALYST 0.40 - - - - 0.60 1.00 MANAGEMENT ASSISTANT 1.00 - - - - - 1.00 MARKETING AND ENGAGEMENT MANAGER 1.00 1.00
NETWORK ADMINISTRATOR - - - - - 2.00 2.00 PURCHASING AGENT 1.00 - - - - - 1.00 SENIOR ACCOUNTANT 2.00 - - - - - 2.00 SENIOR ACCOUNTING TECHNICIAN 1.00 - - - - - 1 .00 SENIOR HUMAN RESOURCE ANALYST 1.00 - - - - - 1.00 SENIOR MANAGEMENT ANALYST 1.00 - - - - - 1.00 TOTAL 31.60 - - - - 10.40 42.00

PUBLIC SAFETY

POLICE DEPARTMENT
ADMINISTRATIVE SECRETARY 1.00 - - - - - 1.00 COMMUNICATIONS CENTER MANAGER 1.00 - - - - - 1.00 CONFIDENTIAL SECRETARY 1.00 - - - - - 1.00 CRIME ANALYST 1.00 - - - - - 1.00 CRIME LAB MANAGER 1.00 - - - - - 1.00 EXECUTIVE ASST TO POLICE CHIEF 1.00 - - - - - 1.00 FORENSIC EVIDENCE TECHNICIAN 3.00 - - - - - 3.00 LATENT PRINT EXAMINER 1.00 - - - - - 1.00 MANAGEMENT ANALYST 1.00 - - - - - 1.00 MANAGEMENT ASSISTANT 1.00 - - - - - 1.00 PARKING ENFORCEMENT OFFICER 1.00 - - - - - 1.00 POLICE CAPTAIN 2.00 - - - - - 2.00 POLICE CHIEF 1.00 - - - - - 1.00 POLICE CORPORAL 5.00 - - - - - 5.00 POLICE DISPATCHER 12.00 - - - - - 12.00 POLICE
LIEUTENANT 7.00 - - - - - 7.00 POLICE OFFICER 103.00 - - - - - 103.00 POLICE RECORDS MANAGER 1.00 - - - - - 1.00 POLICE RECORDS SPECIALIST 11.00 - - - - - 11.00 POLICE RECORDS SUPERVISOR 2.00 - - - - - 2.00 POLICE SERGEANT 18.00 - - - - - 18.00 POLICE SERVICES OFFICER 8.00 - - - - - 8.00 POLICE SERVICES OFFICER II 2.00 - - - - - 2.00 PROPERTY CLERK 3.00 - - - - - 3.00 PUBLIC SAFETY COMMUNICATIONS OPERATOR 4.00 - - - - - 4.00 36 CITY OF EL CAJON FISCAL YEAR 2023-2024 BUDGET

BUDGETED POSITIONS BY FUNCTION AND FUNDING SOURCE
Activity / Position General
Fund
Fleet
Maint
Waste-
water
Gas
Tax Transit Other
Funding Total
SECRETARY 1.00 - - - - - 1.00 SENIOR MANAGEMENT ANALYST 1.00 - - - - - 1.00 SUPERVISING POLICE DISPATCHER 4.00 - - - - - 4.00 TOTAL POLICE 198.00 - - - - - 198.00

FIRE DEPARTMENT
ADMINISTRATIVE SECRETARY 1.00 - - - - - 1.00 DEPUTY FIRE CHIEF 1.00 - - - - - 1.00 FIRE BATTALION CHIEF 4.00 - - - - - 4.00 FIRE CAPTAIN 15.00 - - - - - 15.00 FIRE DIVISION CHIEF 1.00 - - - - - 1.00 FIRE ENGINEER 15.00 - - - - - 15.00 FIRE INSPECTOR I / II 2.00 - - - - - 2.00 GEOGRAPHIC INFO SYS TECHNICIAN 1.00 - - - - - 1.00 PARAMEDIC FIREFIGHTER 21.00 - - - - - 21.00 SENIOR MANAGEMENT ANALYST 1.00 - - - - - 1.00 TOTAL FIRE 62.00 - - - - - 62.00 TOTAL ALL PUBLIC SAFETY 260.00 - - - - - 260.00

PUBLIC WORKS
ASSISTANT ENGINEER 1.45 - 0.90 0.65 - - 3.00 ASSOCIATE ENGINEER 3.70 - 2.95 0.35 - - 7.00 CITY ENGINEER/DEPUTY DIRECTOR OF P.W. 0.80 - 0.20 - - - 1.00 CITY TRAFFIC ENGINEER 1.00 - - - - - 1.00 CODE COMPLIANCE OFFICER - - 1.00 - - - 1.00 CUSTOMER SERVICE REPRESENTATIVE - - 1.00 - - - 1.00 DEPUTY DIRECTOR OF PUBLIC WORKS 0.20 - 0.60 0.20 - - 1.00 DIRECTOR OF PUBLIC WORKS 0.30 - 0.50 0.20 - - 1.00 EQUIPMENT MECHANIC - 3.00 - - - - 3.00 FACILITIES TECHNICIAN 6.00 - - - - - 6.00 FLEET MANAGER - 1.00 - - - - 1.00 FLEET SPECIALIST - 0.50 - - - - 0.50 LEAD EQUIPMENT MECHANIC - 1.00 - - - - 1.00 LEAD FACILITIES TECHNICIAN 1.00 - - - - - 1.00 MAINTENANCE SUPERVISOR 1.40 - 1.10 0.50 - - 3.00 MANAGEMENT ANALYST 0.
30 - 0.65 0.05 - - 1.00 MANAGEMENT ASSISTANT 0.20 - 0.65 0.15 - - 1.00 OPERATIONS MANAGER 1.50 - 1.30 0.20 - - 3.00 PRINCIPAL CIVIL ENGINEER 0.40 - 1.50 0.10 - - 2.00 PROJECT ASSISTANT 1.90 - 0.90 0.20 - - 3.00 PUB WKS EQUIPMENT OPERATOR 2.85 - 7.10 3.05 - - 13.00 PUB WKS MAINT CREW LEADER 0.90 - 2.10 1.00 - - 4.00 PUB WKS INSPECTOR 1.45 - 0.40 0.15 - - 2.00 PUB WKS MAINT WORKER TRAINEE / 1 / 2 6.90 - 7.10 1.00 - - 15.00 SENIOR ENGINEERING TECHNICIAN 2.95 - 1.50 0.55 - - 5.00 SENIOR MANAGEMENT ANALYST 0.60 - 1.35 0.05 - - 2.00 SENIOR PUB WKS MAINT WORKER 2.90 - 0.10 - - - 3.00 TOTAL 38.70 5.50 32.90 8.40 - - 85.50

RECREATION
ASSISTANT PARKS & RECREATION SUPERVISOR 2.25 - - - - 0.75 3.00 DIRECTOR OF PARKS & RECREATION 1.00 - - - - - 1.00 MANAGEMENT ASSISTANT 1.00 - - - - - 1.00 PARKS & RECREATION MANAGER 3.00 - - - - - 3.00 PARKS & RECREATION SUPERVISOR 7.75 - - - - 0.25 8.00 TOTAL 15.00 - - - - 1.00 16.00 37 CITY OF EL CAJON FISCAL YEAR 2023-2024 BUDGET

BUDGETED POSITIONS BY FUNCTION AND FUNDING SOURCE
Activity / Position General
Fund
Fleet
Maint
Waste-
water
Gas
Tax Transit Other
Funding Total
COMMUNITY DEVELOPMENT and HOUSING
ADMINISTRATIVE SECRETARY 1.75 - - - - 0.25 2.00 ASSOCIATE PLANNER 1.00 - - - - - 1.00 BUILDING INSPECTOR 1.00 - - - - - 1.00 BUILDING OFFICIAL 1.00 - - - - - 1.00 CODE COMPLIANCE OFFICER 2.00 - - - - - 2.00 CUSTOMER SERVICE REPRESENTATIVE 2.00 - - - - - 2.00 DEPUTY DIRECTOR OF COMMUNITY DEV. 1.00 - - - - - 1.00 DIRECTOR OF COMMUNITY DEVELOPMENT 1.00 - - - - - 1.00 HOUSING MANAGER 0.70 - - - - 0.30 1.00 HOUSING SPECIALIST 0.20 - - - - 0.80 1.00 JUNIOR PLANNER 1.00 - - - - - 1.00 PLANS EXAMINER 1.00 - - - - - 1.00 SENIOR BUILDING INSPECTOR 1.00 - - - - - 1.00 SENIOR PLANNER 1.00 - - - - - 1.00

SUPV BUIL
DING & FIRE SAFETY INSPECTOR 1.00 - - - - - 1.00 TOTAL 16.65 - - - - 1.35 18.00 TOTAL FUNDED FTE ALL FUNDS 361.95 5.50 32.90 8.40 - 12.75 421.50 FUNDED PART-TIME POSITIONS (Not included in FTE count above) Activity / Position General
Fund
Fleet
Maint
Waste-
water
Gas
Tax Transit Other
Funding Total
ADMINISTRATIVE INTERN - CITY MANAGER 0.10 - - - - 0.40 0.50 ADMINISTRATIVE INTERN - FINANCE 0.50 - - - - - 0.50 ADMINISTRATIVE INTERN - I.T. - - - - - 2.00 2.00 ADMINISTRATIVE INTERN - PUBLIC WORKS - - 0.50 - - - 0.50 PUBLIC SAFETY AIDE - POLICE 1.00 - - - - - 1.00 RECREATION SPECIALISTS (I-V)-RECREATION 18.50 - - - - 9.50 28.00 The City utilizes part-time staff to provide a variety of services. Funding for paid internships and other part-time positions is allocated in individual General and Non-General Fund department budgets. This allows the departments to hire the appropriate number of part-time employees within the confines of their respective budget allocations. They are not considered full-time employees (FTEs) and are not recognized as such in the budget. 38 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

General Government and Support is the group of departments that manages, directs, and administers the general operation of the City of El Cajon. Each of the following departments are discussed in this section.

City Council
City Manager
City Attorney
City Clerk
Human Resources
Finance
Information Technology

39 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

40 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

CITY COUNCIL

Mission Statement:

The Mission of the City Council is to lead the City of El Cajon in providing municipal government services, enact reasonable policies, and meet the needs of the community in an unobtrusive, yet effective manner in order to preserve the rights of all while promoting the majority interest; and to serve all residents of the City of El Cajon by being accessible and open in gathering public input and initiating laws, programs and services that respond to the community’s needs.

Description:

The City Council is comprised of five members including the Mayor, whom is elected at large, while the four Council Members are elected by district. All serve overlapping four-year terms. The Mayor is the presiding officer of the City Council, Successor Agency to the El Cajon R edevelopment Agency and the El Cajon Housing Authority. Annually, the City Council chooses one of it s members to serve as the Mayor Pro Tempore. The City Council is accountable to the residents of El Cajon for all public services and programs provided by City staff. The City Council serves as the City’s p olicy-making body, enacting all ordinances, approving all resolutions and taking action on all municipal matters involving policy decisions and leadership.

The City Council appoints the City Manager, the City Attorney, and ratifies the appointment of all advisory board and commission members. The City Council also serves as t he Successor Agency to the El Cajon Redevelopment Agency and the El Cajon Housing Authority and appoints the members of City commissions, committees and advisory boards. The City Council represents the City at special events, works closely with state and federal legislators to inform them of the needs in th is community, and is a conduit providing the people of the community with a voice in local government.

Goals:
 To ensure that municipal services are provided in the most efficient, effective and responsive manner possible to meet the needs and desired service levels of the community.  To provide an open forum for direct public input and an avenue for resolving community concerns.  To ensure that the City maintai ns a fiscally sound operating budget.  To actively promote the City of El Cajon by attending community functions and other public events.  To represent the interests of the City on various commissions, boards and committees serving the entire San Diego region.
 To maintain close working relationships with state and federal legislators to foster the interests of the City of El Cajon.
 Provide timely and accurate r esponses to the public when information or intervention is requested.  To encourage and recruit new bus iness to El Cajon and promote and assist existing businesses.  To support the ongoing development of Downtown El Cajon.  To continue to enhance the quality of life through increased a nd improved public safety services.

41 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

CITY COUNCIL

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
Mayor and City Council 475,581 $ 540,745$ 602,732 $ 553,338 $ 600,636$ Contingency / Contributions 6,500 25,000 45,000 45,000 25,000 GENERAL FUND TOTAL 482,081 565,745 647,732 598,338 625,636 General Fund Total 5.00 5.00 5.00 5.00

CITY COUNCIL

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED
Mayor 1.00 1.00 1.00 1.00
Councilmembers 4.00 4.00 4.00 4.00
GENERAL FUND TOTAL - 500 - - -

CITY COUNCIL

GENERAL FUND

REVENUE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
DONATIONS - 6020 - - -
500 -
- -
- - MISC REIMB. - 6520 - 42 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

CITY MANAGER’S OFFICE

Mission Statement:

The mission of the City Manager’s Office is to support the City Council’s goals and objectives through appointing and developing staff, implementing policies and procedures that efficiently and effectively carry out the City Council’s directive s, presenting and monitoring a fiscally sound operating budget, recommending for innovations and improvement in the provision of public service, and promoting the City and encouraging citizen engagement. Ultimately, the role of the City Manager’s Office is to ensure that the values of the City’s organization reflect those of the City Council and the community.

Description:

The City Manager is appointed by, and serves under the direction of, the City Council. The City Manager is the Chief Administrative Officer of the City and is responsible to the City Council for enforcement of the City’s ordinances, direction of administrative operations, and provision of technical expertise in deliverance of municipal government services. The City Manager advises the City Council on all legislative and administrative matters, directs and monitors the staff providin g service to the public, serves as the City’s Affirmative Action Officer, and prepares the annual budget for City Council approval. The City Manager is also the Chief Executive Officer for Successor Agency to the El Cajon Redevelopment Agency and the El Cajon Housing Authority.

The City Manager’s Office also directly administers the City’s legislative affairs, risk management, leases of City-owned property, and the City’s management partnership with Live Nation to operate the Magnolia, the City-owned music venue. Addi tionally, the City Manager’s Of fice facilitates community engagement, outreach, and communications, which includes the City’s social media strategy.

Goals:
 Implement the City Council’s Priorities & Goals for 2023 to be autify the City, enhance public safety, focus on economic development, increase citizen engagement, and continue to address homelessness.
 Increase citizen, business, and overall public engagement thro ugh expanded communication via video content, social media, marketing materials including an e-newsletter, the City app, programs and events.
 Implement the economic development strategic plan, advancing o pportunities for the redevelopment of the civic center area, create a mechanism for public investment in private projects.  Maintain and enhance the City’s infrastructure and programs.  Advise the City Council on all legislative and policy matters and as to the financial needs and condition of the City.
 Ensure an adequate staffing level to meet the needs of the com munity and carry out the programs and policies established by the City Council.
 Inform the City Council of all municipal affairs and operations and to provide timely and accurate information to the City Council upon request.
 Update and maintain efficient int ernal control systems consistent with changing governmental rules and regulations and the City’s needs.
 Act as a conduit for information and referral of the public to those most able to assist and assess other departments’ performance in the areas of customer service through review of resident input.  Continue collaboration with Live Nation to ensure successful o perations at the Magnolia—post- pandemic—by supporting its commercial success and growth as a performance venue for the City and region.
 Monitor and advise the Mayor and City Council on proposed and enacted legislation.  Generate support for Ci ty produced and business sponsored community events.  Host and/or co-sponsor special events that provide community-w ide benefit to the residents of El Cajon while also providing economic benefits to the local businesses.

43 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

CITY MANAGER

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
City Manager 1,318,990 $ 1,395,758 $ 2, 022,403$ 1,510,727 $ 2, 136,068$ Economic Development 777,258 1,393,644 1, 705,096 1,705,096 1, 499,562 GENERAL FUND TOTAL 2, 096,248 2,789,402 3, 727,499 3,215,823 3, 635,630 AMERICAN RESCUE PLAN 572,368 4,362,079 26, 407,999 3,752,459 22, 655,540 CARES ACT FUND 3,025,408 - - - - MAGNOLIA PERFORMING ARTS CENTER 749,644 726,403 1, 138,900 636,037 1, 018,000 SELF INSURANCE 1,037,942 1,599,246 2, 958,490 2,550,953 3, 437,135 WORKER'S COMP. - SELF INSURANCE 1,396,456 1,733,299 2, 200,000 1,855,013 2, 587,000

CITY MANAGER

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED
City Manager 1.00 1.00 1.00 1.00
Assistant to the City Manager 0.00 0.00 0.60 0.60
Assistant City Manager 1.00 1.00 1.00 1.00
Marketing and Engagement Manager 0.00 0.00 1.00 1.00
Executive Assistant to the City Manager 0.60 0.60 0.60 0.60 Management Analyst 0.65 0.65 0.25 0.40
Senior Management Analyst 0.40 0.40 0.00 0.00
Self Insurance Fund Total 1.40 1.40 1.55 1.40
Management Analyst 0.60 0.60 0.75 0.60
Executive Assistant to the City Manager 0.40 0.40 0.40 0.40 Assistant to the City Manager 0.00 0.00 0.40 0.40

4.60 Senior Management Analyst 0.60 0.60 0.00 0.00
General Fund Total 3.85 3.85 4.45
CELL TOWER/RENT FEES - 5354
CELL SMALL SITES/RENT - 5355
DONTATIONS - 6020
TELECOM FEES - 6074
LEASE/TELECOM - 6075
DAMAGE TO CITY PROP - 6510
OTHR RECOVERY/REIMB. - 6530
- 1,230 - - - - - 235,000 235,000 127,000 - - 68,000 68,000 50,500 78,943 87,428 - - - 15,471 - - - - 60,000 60,000
GENERAL FUND TOTAL 226,205 228,155 363,000 363,000 237,500

CITY MANAGER

GENERAL FUND REVENUE

SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST.

ACTUAL
2023-2024

PROPOSED
65,651 49,822 -
89,675 60,000
- -
66,140
44 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

CITY ATTORNEY

Mission Statement:

The City Attorney's office is dedicated to providing reliable and timely legal guidance and support to the City's elected officials and appointed officers; all City departments; and appointed boards and commissions; which, in the conduct of City business, strives to improve our communi ty and avoid unnecessary litigation that could strain the City’s resources. T he department represents the City in both civil and criminal matters before all state and federal courts and administrative bodies, including t he prosecution of violations of the El Cajon Municipal Code ("ECMC").

Description:

The City Attorney's primary function is to advise the elected officials, appointed officers and employees of the City of El Cajon; to draft ordinances, resolutions, contracts and other documents; to assist City representatives daily in providing services to the public; and to represent the City in all legal matters.

Goals:

The City Attorney's office will continue to serve in the role of legal advisor to the City of El Cajon, the City of El Cajon as Successor Agency to the El Cajon Redevelopment Agency, and the El Cajon Housing Authority, with tasks including drafting ordinance s and resolutions; preparing and reviewing agreements and amendments; providing formal, informal, written, and verbal opinions and ad vice on specific and general legal issues; representing the City in various litigation and claims against the City of El Cajon; and representing the City and the Successor Agency in administrative actions following the dissolution of the Redevelopment Agency.

The City Attorney, an Assistant C ity Attorney, or the Staff Att orney, will attend all City Council meetings, and all meetings of the City's Planning Commission and Personnel Co mmission as required. Through continued education and by actively partici pating in regional and statewide organizations of municipal lawyers, the City Attorney and his staff will work closely with the City Council and City staff to address pressing legal issues; develop innovative methods to resolve community problems throug h legislation and code enforcement; address potential conflicts of interest; and provide timely responses to subpoenas; assist the City Clerk's office in responding to Public Records Act requests; all as deemed nec essary and appropriate by the City Council, and with the intent to avoid unnecessary litigation, or the exposure to litigation.

45 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

CITY ATTORNEY

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
City Attorney 581,547 $ 583,946 $ 873,199$ 687,589 $ 823,162$ GENERAL FUND TOTAL 581,547 583,946 873,199 687,589 823,162

CITY ATTORNEY

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED
City Attorney 1.00 1.00 1.00 1.00
Executive Assistant to the City Atty 1.00 1.00 1.00 1.00 General Fund Total 2.00 2.00 2.00 2.00
WITNESS FEES - 5015
CITATIONS - 5512
PENALTIES - 5514
MISC REIMBURSEMENT - 6520 403 56 - - - - -
- - - - - -

CITY ATTORNEY

GENERAL FUND REVENUE

SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
- - -
- -
- -
GENERAL FUND TOTAL 403 56 - - - 46 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

CITY CLERK AND ELECTIONS

Mission Statement:

It is the mission of the City Clerk’s Office to ensure citizens ’ trust in government by supporting the City’s legislative process, providing courteous, prompt and efficient services to the public, City Council, City Departments and their Staff, and to execute mandated responsibilities in an efficient and effective manner, with a strong commitment toward producing accurate, quality and unbiased results. It is further our mission as custodian of records to safeguard all official documents, keep them organized and in filing systems to promote prompt accessibility.

Description:

The City Clerk administers democratic processes such as elections, access to city records, and all legislative actions, ensuring transparency to the public. The City Clerk ac ts as a compliance officer for federal, state, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act.

In addition, the City Clerk is responsible for maintaining and protecting all vital, permanent and historic records, the City Clerk is responsible for the citywide records management program and coordinates the commissions’ recruitment process. The City Clerk’s office facilitates updates to the codification of the city’s municipal code and acts as the F iling Officer for the Fair Poli tical Practices Commission (FPPC) for Campaign Disclosure Statements, Statement of Economic Interest, and other required filings

Goals:
 Provide LiveScan and Passport Services
 Update and digitize deed files to be compatible with the GIS parcel information on the City’s website
 To review and improve accessib ility of information on the City Clerk’s web page

47 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

CITY CLERK AND ELECTIONS

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
City Clerk / Elections 576,264 $ 585,658 $ 848,313$ 943,558 $ 705,011$ GENERAL FUND TOTAL 576,264 585,658 848,313 943,558 705,011 General Fund Total 3.00 3.00 4.00 4.00

0.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00
Management Assistant 0.00 0.00 1.00 1.00
Administrative Secretary 1.00 1.00 0.00 0.00

CITY CLERK AND ELECTIONS

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED
City Clerk 1.00 1.00 1.00 1.00
Customer Serv ice Rep. 0.00
OTHR GOVT/AGNCY REIMB - 4650
FINGERPRINT/LIVESCAN - 5040
PASSPORT PROCESSING - 5070
PSSPRT FEDEX/MAIL FEES-5071
MISC REIMBURS - 6520
26 - - - - 23,517 - - - -

CITY CLERK AND ELECTIONS
8,197 40 -
GENERAL FUND TOTAL 40,945 12,212 5,000 5,000 63,000

GENERAL FUND

REVENUE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
9,205 12,172 5,000
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
5,000 60,000
- - - - 3,000 - -
48 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

HUMAN RESOURCES

Mission Statement:

To attract, develop, engage, and support the best workforce to partner with and service the El Cajon community.

Description:

El Cajon HR staff proactively administers programs and plans such as:
 Citywide Recruitment and Selection
 Employee Compensation and Classification Plan
 Employee Benefits Plan
 Employee/Employer Relations
 Organizational Development and Engagement
 Wellness and Workers’ Compensation Program

Goals:
 Expand upon the City’s Wellness Program to proactively meet employees’ needs  Explore and offer customiz ed training for City staff  Continue to expand our social media presence
 Continue to update all Administrative Policies that fall within the control of Human Resources  Continue records storage reduct ion efforts in accordance with retention schedules

49 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

HUMAN RESOURCES

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
Human Resources 824,579 $ 939,742 $ 1, 373,971$ 1,184,110 $ 1, 273,405$ GENERAL FUND TOTAL 824,579 939,742 1, 373,971 1,184,110 1, 273,405

HUMAN RESOURCES

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED
Director of Human Resources 1.00 1.00 1.00 1.00
Senior Human Resources Analyst 1.00 1.00 1.00 1.00
Human Resources Analyst 1.00 1.00 3.00 3.00
Management Analyst 0.75 0.75 0.00 0.00
General Fund Total 3.75 3.75 5.00 5.00
50 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

FINANCE DEPARTMENT

Mission Statement:

The mission of the Finance Department is to provide financial s ervices that are accurate, timely, and reliable that result in sound financial management; to maintain controls necessary to ensure financial compliance with City, County, State, and Federal regulations an d policies; to maximize revenue collections; to safeguard City assets; to adhere to legal, mora l, ethical and professional standards of conduct; and to provide a work environment that is professionally challenging and rewarding.

Description:

The Finance Department maintains financial records of the City, Successor Agency to the El Cajon Redevelopment Agency, El Cajon Housing Authority, El Cajon Publ ic Finance Authority, Heartland Communications Facility Authority, and Heartland Fire Training Authority. Responsibilities include financial planning and reporting, cash management, purchasing, budgeting, payroll, payables, receivables, collections, accounting, fixed asset and inventory tracking, investment, debt, and coordination of all audits.

Goals:
 Financial Reporting
o Prepare the annual financial reports for FY 2022-23 in accorda nce with standards necessary to achieve the GFOA financial reporting awards, and present to the appropriate governing council, commissions, or boards.
o Prepare annual financial statements and audit findings for FY 2022-23 for the Public Safety Facility Financing Oversight Committee and Oversight Board for the Successor Agency to the El Cajon Redevelopment Agency.
 Budgeting
o Continue comprehensive financial planning by preparing mid-yea r and five-year business plan for presentation to Council prior to preparation of the annual budget. o Prepare the FY 2024-25 annual budget to enable the City Council to review and adopt prior to July 1, 2024. Prepare the budget in compliance with standards n ecessary to achieve the CSMFO Excellence in Budgeting Award.
 Purchasing
o Procure goods and services without bias, seeking to obtain the maximum value to the City. o Utilize and encourage the use of online and other electronic purchasing processes.  Maximize investment of cash balances in accordance with the Ci ty’s investment policy and obtain a prudent return on investments while maintaining liquidity and safe investments.  Implement replacement of the City’s aging financial management system.

51 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

FINANCE DEPARTMENT

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
Finance 2,150,694 $ 2,212,370 $ 2,805,948 $ 2,528,238 $ 2, 854,107$ Other Financing Uses 4,235,000 1,000,000 750,000 750,000 500,000 GENERAL FUND TOTAL 6,385,694 3,212,370 3,555,948 3,278,238 3,354,107 PENSION OBLIGATION BONDS 137,711,536 8,534,537 9,127,874 9,127,874 9,125,355 OTHER POST EMPLOYMENT BENEFITS 1,071,928 926,278 1,212,000 1,135,021 1,005,040 EMERGENCY OPERATIONS 33,656 - - - -

FINANCE DEPARTMENT

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED
Director of Finance 1.00 1.00 1.00 1.00
Accountant 1.00 1.00 1.80 2.00
Accounting Technician 3.45 3.50 3.60 4.00
Customer Service Representative 1.00

1.00 1.00 0.00 0.00
Financial Operations Manager 0.90 0.80 0.80 1.00
Senior Accountant 1.70 1.70 1.70 2.00

1.00 1.70 2.00
Senior Management Analyst 1.00 1.00 1.00 1.00
Purchasing Agent 1.00 1.00 1.00 1.00
Senior Buyer
General Fund Total 13.05 13.00 14.60 16.00
Buyer 0.00 0.00 1.00 1.00
Senior Accounting Technician 1.00 1.00 1.00 1.00
52 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

SALES TAX - 4010
SALES TAX - PROP J - 4011
PROP TAX - 4022
PROP TAX - RPTTF - 4027
PROP TAX - VLF - 4029
FRANCHISES - 4030
TANS OCCU TAX - 4040
BUS LICENSE TAX - 4050
PROP TRANS TAX - 4060
MOTOR VEH - 4612
FEDERAL GRANTS - 4631
DEMAND RELEASE FEE - 5014
CONTRACT SVCS - 5043
LICENSE INVEST - 5044
INTERFUND REIMB - 5078
EXP. RECOVERY REIMB - 5085
INTRST INCOME - EARND - 5310
INVEST EARNINGS - 5320
INT. INC/UNRLZD G&L-5330&5311
RENTAL INCOME - 5350
PENALTIES - 5514
SALE OF PROP - 6050
SALE OF ITEMS - 6060
MISC REIMB - 6520 & 6099
MISC INJURY REIMB - 6540
UNIDENTIFIED REV. - 6599
- 86,000 -
- 201,064 - 2,500 - - - - 1,100 - (1,019,519) (3,010,453) - - - 957,700 707,646 800,000 1,200,000 1,200,000 40,574 - - - - - 89,345
2,723 58,166 - - - 32 16 - - - 1,487,594
- - - 2,300 - 76,565 119,272 76,500 76,500 76,500 - 59,358 - - - 478,805 984,158 500,000 500,000 500,000 54,903 122,191 121,000 121,000 121,000 1,745,096 1,4
05,599 1,345,946 1,345,946 1,345,946
1,627,941 1,670,000 1,670,000 1,670,000 7,539,261
2,126,234 2,797,308 2,700,000 3,113,000 3,532,995 832,383 735,274 833,000 833,000 849,660 30,163,598 32,265,584 32,470,477 33,628,692 33,513,222 11,835,584 13,236,615 12,768,090 13,439,000 13,353,000 9,645,334 10,207,043 10,882,162 12,475,790 13,491,146 1,345 335 1,000 1,000 1,000 10,452,431 10,832,372 11,265,271 11,744,226 12,213,995 1,525,972 1,462,406 1,400,000 1,431,392 1,460,020 6,388,778 6,772,687 6,583,983 7,089,195 GENERAL FUND TOTAL 76,827,176 80,673,927 83,417,429 88,952,061 90,867,745

FINANCE DEPARTMENT

GENERAL FUND REVENUE

SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
31,045 - - 150,000 - - - - 41,420 - 53 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

54 City of El Cajon
General Government and Support
Fiscal Year 2023 – 2024 Annual Budget

INFORMATION TECHNOLOGY

Mission Statement:

The Information Technology (IT) Department helps City of El Cajon employees implement technology, enabling the staff to better serve the City of El Cajon.

Description:

In today’s day and age, technology is a part of every person’s life. For City workers, technology is used in City offices to issue permits, enroll students in recreation classes, and process payments. Technology helps dispatchers take emergency calls and send police and fire to calls for service. Public works uses technology to survey properties, optimize traffic lights, monitor sewer lines, and track requests for repairs submitted by our citizens.

The Information Technology Department provides citywide technology services, solutions, and support to all departments within the City. The IT Department is responsib le for managing hardware, software, and ancillary equipment for all City departments throughout the City’s nine locations. Our mapping experts enable the visualization of city resources through the creation of public and internal maps. Department staff also act as technical project managers and subject matter experts for city technology initiatives.

Goals:
 Implement a new Police Records Management System
 Identify wildfire areas of concern using aerial imagery and us e these images to notify specific property owners regarding weed abatement issues on their property  Analyze city needs for specific web maps and allocate GIS resources based on those identified needs.  Ensure that information security is maintained and prioritized for all existing equipment and new technology initiatives.
 Continue to improve capabilities and services for staff working in the field and at satellite locations.  Strive, where practical, to redu ce costs while improving the value of IT services.  Implement IT and GIS Intern Programs

INFORMATION TECHNOLOGY

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
INFORMATION TECHNOLOGY SERVICES 3,463,483$ 3, 532,694$ 5, 613,770$ 3, 708,039$ 4, 468,926$

INFORMATION TECHNOLOGY

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED

1.00 1.00

0.00 0.00 1.00GIS Technician 0.00
Network Administrator 2.00 2.00 2.00 2.00
Information Technology Specialist 2.00
Director of Information Technology
Information Technology Analyst 2.00 1.00 1.00 2.00

1.00 1.00

3.00 3.00 2.00
GIS Analyst 0.00 0.00
IT Services Fund Total 7.00 7.00 7.00 9.00

0.00 1.00
55 City of El Cajon
Police Department
Fiscal Year 2023 – 2024 Annual Budget

56 City of El Cajon
Police Department
Fiscal Year 2023 – 2024 Annual Budget

POLICE DEPARTMENT

Mission Statement:

Committed to a Safe and Secure Community through Service, Mutual Cooperation, and Respect.

Description:

The El Cajon Police Department is responsible for public safety , law enforcement, crime prevention and criminal investigations in the City of El Cajon. The Department is organized into three over-arching groups:

Operations, Support and Administr ative & Fiscal Services. Oper ations is responsible for Patrol, Communications, Traffic, Special Enforcement, Ancillary Units and some Auxiliary Units. Support includes Inspection, Training and Personnel, Investigations, Records, Laboratory, Property Room and some Auxiliary Units. The Fiscal Services Divi sion prepares and administers t he Department’s $40M police budget. This unit is also responsible for all of the purchasing, accounts pa yable, payroll and administration of over $1 million in grant funding for the department. The Police Department continues to expand its community outreach and partnership efforts, understanding the concepts of 2 1st Century Policing and that quality community/police networking impr oves our policing abilities. The Department maximizes opportunities to partner with allied agencies through task forces and enforcemen t collaboration to address regional crime issues.

The Patrol Division is the most visible unit in the police depa rtment, and is responsible for emergency and non-emergency response to calls for service (CFS) from the publ ic in order to bring prompt resolution to community needs. The Patrol Divis ion is tasked with developing and implementing policing and effective crime suppression strategies and is committed to maintaining minimum staffing levels in order to provide reasonable response times to calls for service There are 4 area s of command referred to as Districts. The Districts mirror the City of El Cajon's voting districts which were enacted in 2018. Eac h District is led by a Watch Commander who is responsible for all law enforcement effo rts in his/her District. These Watch Commanders assist stakeholders in the development and coordination of crime prevention strategies.

The Metro Division is comprised of the Special Operations Unit (SOU), the Special Enforcement Unit (SEU) and the Traffic Unit. SEU personnel are trained to identify cu rrent crime trends and community problems.

Through technology, community cooperation, and creative problem solving, SEU focuses on the most relevant issues facing our local neighborhoods. SEU organizes t he Crime Free Multi-Housing programs.

SEU will provide relief to Patrol units while tackling areas of concern to the public such as street narcotics, graffiti, and nuisance crimes. SEU also provides two Park Rangers to patrol the City’s numerous recreational parks. SOU provides school resource officers for the four contracted Grossmont Union High School District schools in the city. SOU also conducts planning and coordinate s the Department’s response and participation in community event s. The Department’s Community I nformation Officer (CIO) and all social media management fall under SOU. The Traffic Unit is responsibl e for traffic enforcement, collision investigations, community education as well as coordination wit h our City traffic engineers to address roadway issues.
57 City of El Cajon
Police Department
Fiscal Year 2023 – 2024 Annual Budget

The Investigations Division is comprised of five (5) units whic h are responsible for follow-up investigations on reported crimes, narcotic/vice activity and the analyzing, p redicting and prevention of criminal activity.

Homicide and Family Protection Un it (FPU) are currently combine d in the Major Crimes Unit (MCU). The MCU is responsible for investigating violent crimes, which includes homicide, robbery, kidnapping, domestic violence and assault with a deadly weapon resulting in serious bodily injury. District Investigations (DI) investigates crimes which occurr ed in the four geographic distr icts of the city. Some of the crimes DI investigates are arson, theft, fraud/forgery and elder abuse cases related to theft. The Special Investigations Unit (SIU) is responsible for na rcotics, vice, gang and fugitiv e investigations. Our Department’s representatives for the Joint Terrorism Task Force, Narcotics Task Force and Human Trafficking Task Force are assigned to SIU. SIU is also responsible for conducting su rveillance and sensitive investigations. The Gang Street Team (GST) is a proa ctive street team who identify and investigate all types of street crimes.

The Crime Analysis Unit (CAU) is responsible for statistical analysis, studies and research projects related to crime activity within the city.

The Records Division provides customer service to the general public, other law enforcement agencies and internal staff by processing and maintaining all Department pol ice records, including data entry into automated regional, state, and federal law enforcement systems. The Division strives to ensure the highest quality of internal and external satisfaction through quality customer service. As the central hub of the Police Department, the Records Division processes all reports, ensurin g cases are received in their respective divisions in a timely fashion. This includes routing reports t o the District Attorney’s office for issuance, and to the Investigations Division for any follow up needed. All Di vision personnel receive monthly policy and 58 City of El Cajon
Police Department
Fiscal Year 2023 – 2024 Annual Budget

procedure updates on the constant ly changing laws (subpoenas, l egal mandates, court orders, etc.) that affect law enforcement records. Information is also disseminat ed to the rest of the Police Department and other city departments as needed.

The El Cajon Police Department’s Forensic Lab is accredited by the American Association for Lab Accreditation (A2LA-ISO2017). The lab accreditation program can best be described as a continuous process of quality assurance and improvement in lab operations. The entire process is focused on developing a ‘culture of quality’ for both management and technical personnel. Crime Lab personnel provide expert support for criminal enforcement programs through forensic laboratory analysis and expert courtroom testimony. Crime Lab personnel are part of the Cold Case Forens ic Team that investigates unsolved homicides. The Property Unit is responsible for the intake, lo gging, storage and disposition of all property obtained by the Police Department

The Inspections, Training, & Personnel Division conducts investigations involving citizen complaints and/or allegations of employee misconduct, and other administrative investigations. These investigations are of the utmost importance and are submitted directly to the Chief of Po lice. The Division is also responsible for evaluating and recommending addi tions, revisions, and updates to the Police Department’s policies and procedures. The Division’s Public Information Officer (PIO) pre pares press releases, responds to critical incidents for the Department and works closely with our Transpa rency Engagement consultant, Cole Pro Media, to disseminate accurate information to the public regarding these incidents. In addition, the PIO works with the City Attorney to respond to claims against the City, P itchess Motions, Public Records Act (PRA) requests and lawsuits. The ITP Division coordinates all department training, serves as the logistical coordinator for training attendance, maintains the firearm ranges, manages the armory, actively recruits new department staff and volunteers, c onducts background investigat ions, issues safety equipment and maintains police personnel records. The Division is also responsible for the Body-Worn Camera system and related software. The ITP Division has responsib le for facility maintenance and is the liaison for all holding facility (Jail) inspections. The unit also serves as the record keeper for all of the Department’s physical inventory and audits.

59 City of El Cajon
Police Department
Fiscal Year 2023 – 2024 Annual Budget

Goals:
 To continue to work in conjunction with the San Diego Sheriff’ s Department and the County of San Diego’s Health and Human Services Agency (HHSA) to most effecti vely and efficiently address homeless issues in the City of El Cajon.
 The Inspections, Training and Pe rsonnel (ITP) division will continue its efforts to actively recruit additional Entry Level Police Offi cers and Lateral Police Offic ers in FY23-24. This active recruiting is done through a combination of social media events and career days at local m ilitary bases and colleges. Last year ITP added a cadre of 5 officers, each rotat ing for a 1 month temporary transfer (TAD) to ITP, to increase our capacity to recruit additional of ficers. Effectiveness is tracked on our URL www.joinECPD.net
 Staffing has been a challenge in the Records Division over the last few years. This year the division will be diligently working towar d becoming fully staffed, by hi ring several additional Records Specialists.
 In FY23, the Special Investigations Unit received permission t o raise funds for a Narcotics-only police canine. The El Cajon Canine Officers Association expects to ra ise the necessary funds for the purchase of this dog by March 2023. The goal is to have this dog trained and in service during FY24.  Cal-OES has selected a few agencies in the state to collaborat e in a statewide CAD-to-CAD project.

El Cajon has been selected as an early adopter partner for the project. El Cajon Police Department will help steer development and test the CAD-to-CAD solution before statewide deployment. The goal is to enhance situational awareness and facilitate call/incident transfer and mutual aid between the state’s 450 public safety answering points. This project is currently scheduled as a multi-year implementation.
 In 2023-24, the Communications D ivision will replace the 911 c all handling equipment and infrastructure. This project will be funded by the State of Cal ifornia’s 911 replacement fund. This replacement project will transition the call handling solution from an on premise hardware solution to a cloud based solution.
 In FY24, The Forensic Lab will co ntinue working to reduce its back-log and turn-around time for latent print and CSI processing.
 The Department plans to increa se community engagement and tran sparency through our social media platforms and our website, as well as community events and service clubs.  Continued organizational development is a key objective for our Communications personnel. The goal is for all personnel to continue to work towards enhancing their skills through compliance with the POST 24 hours CPT requirement.

60 City of El Cajon
Police Department
Fiscal Year 2023 – 2024 Annual Budget

POLICE DEPARTMENT

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
Administration 3,128,136$ 3,470,540$ 3,705,177$ 3,583,740$ 3,749,663$ Inspection, Training and Personnel 2,314,695 2,612,690 2,754,883 2,664,592 3,009,498 Records 1,041,258 1,006,011 1,592,721 1,540,520 1,439,310 Communications 2,637,529 2,885,492 3,641,458 3,522,110 3,286,818 Patrol 16,362,745 17,067,810 21,272,328 20,575,130 22,482,189 Special Operations Unit 3,088,066 3,248,316 3,537,086 3,421,158 4,021,920 Traffic 1,961,861 2,012,645 2,464,298 2,383,531 2,474,353 Investigations 5,775,325 6,152,380 7,090,644 6,858,249 6,748,717 Laboratory 1,009,196 1,003,183 1,393,881 1,348,197 1,255,074 Ancillary and Auxiliary Units 120,869 126,333 160,464 155,205 215,610 Animal Control 1,315,453 1,077,744 1,059,600 1,024,872 1,060,200 GENERAL FUND TOTAL 38,755,133 40,663,144 48,672,540 47,077,304 49,743,352 COPS GRANT 212,904 417,358 404,586 433,106 307,638 ASSET
FORFEITURE 36,021 42,410 67,872 35,703 67,872

STATE ASSET FORFEITURE - - - - - POLICE - LOCAL PUBLIC SAFETY 612,200 524,240 524,906 473,346 535,426 STATE HOMELAND SECURITY GRANTS 64,837 1 - - - MISC PUBLIC SAFETY GRANTS-POLICE 386,071 271,296 - - - UASI GRANTS 14,938 358,889 - - - POLICE GRANTS - - 1,229,773 191,147 1,038,626 61 City of El Cajon
Police Department
Fiscal Year 2023 – 2024 Annual Budget

0.00 General Fund Total 196.00 188.00 199.00 199.00
Superv ising Police Dispatcher 4.00 4.00 4.00 4.00
Subtotal NON-SWORN 70.00 62.00 63.00 63.00
Senior Management Analyst 1.00 1.00 1.00 1.00
Public Safety Communications Operator 5.00 5.00 4.00 4.00 Secretary 1.00 1.00 1.00 1.00
Property Clerk 3.00 3.00 3.00 3.00
Police Services Officer 8.00 8.00 8.00 8.00
Police Services Officer II 2.00 2.00 2.00 2.00

1.00 1.00
Police Records Specialist 12.00 12.00 12.00 11.00
Police Records Supervisor 2.00 2.00 2.00 2.00
Confidential Secretary 1.00 1.00 1.00 1.00
Executiv e Assistant to the Police Chief 1.00 1.00 1.00 1.00 Crime Analyst 1.00 1.00 1.00 1.00
Crime Lab Manager 1.00 1.00 1.00

0.00 1.00
Customer Service Representative 1.00 0.00
Administrative Secretary 2.00 2.00 1.00 1.00
Animal Care Attendant 3.00 0.00 0.00 0.00
Communications Center Manager 1.00 1.00 1.00 1.00
Animal Control Manager 1.00 0.00 0.00 0.00
Animal Control Officer 2.00 0.00 0.00 0.00
Subtotal SWORN 126.00 126.00 136.00 136.00
Police Sergeant 18.00 18.00 18.00 18.00
Police Officer 98.00 93.00 103.00 103.00

1.00 1.00
Police Captain 2.00 2.00 2.00 2.00
Police Lieutenant 7.00 7.00 7.00 7.00
Police Chief 1.00
Police Corporal 0.00 5.00 5.00 5.00

POLICE DEPARTMENT

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED

1.00 Forensic Evidence Technician 3.00 3.00 3.00 3.00
Management Assistant 0.00 0.00 1.00 1.00
Forensic Latent Print Examiner 0.00 0.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 1.00
Parking Enforcement Officer 0.00 0.00 0.00 1.00
Police Dispatcher 11.00 11.00 12.00 12.00
Public Safety Aide (Maintenance Aide) 2.00 1.00 1.00 1.00 Police Records Manager 1.00 1.00
62 City of El Cajon
Police Department
Fiscal Year 2023 – 2024 Annual Budget

RECORD COPY FEES - 5045
EXPENSE RECOVERY/REIMB - 5085
MISC REIMBURSE - 6520
RECOVERY/REIMB INJURY PAY - 6540 - - 1,000 - 1,000 3,679
82,855
74,810
102,287
86,769
-
97 6,357
66 32,637
40,920
-
5,760
47,383
- 26,423 120,000 80,000 80,000 SB 90 STATE MANDATED COST - 4619 82,251 38,773 30,000 30,000 30,000 FEDERAL GRANTS - 4631 - 210 - 25,000 - P.O.S.T. - 4625
- -
14,370 20,000 23,000 20,000 -
25,094
1,204 1,000 870 1,000

POLICE DEPARTMENT

GENERAL FUND REVENUE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
GOVERNMENT REIMBURSE - 4650
DOG LICENSE - 4420 14,785 -
406,238 743,000
GENERAL FUND TOTAL 1, 172,691 1,636,536 1,887,307 1,987,677 2,0 67,086 2,310 6,000 6,700 6,000 WITNESS FEES - 5015 1,655 890,000 920,000
DOJ/NTF/OCDETF/DEA - 4651 11,547 18,200 - - 840,166
11,493
FINGERPRINT/LIVE SCAN FEES - 5040 76 200 200 200 52,760 52,000 60,000 60,000 POLICE REVENUE - 5041 29,159 40,000 40,000 40,000 PRIVATE PARTY TOW FEES - 5042
CASH OVERAGE/SHORTAGE - 6091 - (5) - - - 102,500
PARKING FINES - 5536 85,014
LICENSE INVESTIGATION FEES - 5044 7,285 8,300 8,300 8,300 ANIMAL SHELTER (LA MESA) - 5051 26,910 - - - ANIMAL SHELTER (EL CAJON) - 5050 12,683 - - - -
-
- - - 25,000 25,000 CONTRACT POLICE SERVICES - 5043 - - 9,350 - MOTOR VEHICLE FINES - 5535 82,731 200,000 150,000 200,000 FALSE ALARM - 5533
ADJUDICATED TRUST MONIES - 5531 14,864 100,000 20,000 100,000 COURT FINES - 5532 26,812 36,000 25,000 36,000 IMPOUNDS - 5534 74,098 100,000 100,000 1 00,000 14,498 102,500 102,500
TRANSFER IN - 6910 209,107 209,107 209,107 197,086 209,107 100,000 140,000 140,000
- 250 -
SPAY/NEUTER FINES - 5537 1,495 - - - DONATIONS - 6020 2,494
OTHER GRANTS - 4634 - - - 42,400 - 63 City of El Cajon
Fire Department
Fiscal Year 2023 – 2024 Annual Budget

64 City of El Cajon
Fire Department
Fiscal Year 2023 – 2024 Annual Budget

FIRE DEPARTMENT

Mission Statement:

The El Cajon Fire Department protects life, property, and natural resources through professional response.

Our mission is to provide safe communities through exceptional, professional service.

Description:

The El Cajon Fire department is comprised of four budgeted divisions: Fire Administration, Fire Suppression, Heartland Fire & Rescue JPA, and Emergency Medical Services.

The Heartland Fire & Rescue division provides shared management and administrative staffing through a Joint Powers Agreement (JPA) between the cities of El Cajon, La Mesa and Lemon Grove. Through the JPA, 16 full-time staff are shared via a cost allocation formula. The Administration division administers the Fire department services and functions specific to the City of El Cajon, as well as the shared functions of the JPA.

This division also assists in the coordination and scheduling of the Fire Safety Public Education Programs, which include: station tours, school visitations, annual fire s afety expo, community p reparedness programs, speaking engagements, demonstrati ons, community activities, and community emergency response team (CERT) training. The Suppression/Operations division is focused on preservation of life, property and natural resources. This division consists of the Firefighter/Paramedics, which staff and operate four (4) Advanced Life Support (ALS) Paramedic Assessment Engine Companies, one ( 1) ALS Paramedic Assessment Truck/Rescue, and one (1) ALS Squad. The Emergency Medical Services (EMS) division, in conjunction with fire suppression personnel, is foc used on providing pre-hospital emergency advanced life support to the community. The Training division is focused on supporting the operational needs of the department through structured training while ensuring that state and federal training mandates are met.

Goals
 Respond to at least 90% of emerg ency incidents with first arriving unit within 7 minutes.  Respond to at least 90% of working fire incidents with an effe ctive fire force of 17 personnel within 10 minutes and 30 seconds.
 Respond to all employee infectious disease exposures within one hour of notification.  Manage the QA/QI program through the Regional Cooperative Care Program (RCCP).  Continue to monitor collaborative programs, and El Cajon Commu nity Care, in an effort to reduce the impact on the 9-1-1 system (right resources to the right call).  Public Service Education on per sonal preparedness and the proper use of the 9-1-1 system.  Continue to update fire pre-plans and hazard mapping utilizing GIS intern personnel.  Continue the department’s Wellnes s program (cancer awareness and prevention), and the PEER Support program (personnel mental well-being).
 Continue efforts to increase annu al Fire/Life Safety Inspections and shorten Fire Plan Check turnaround.  Respond to all civilian complain ts or requests for information within one working day.  Continue to develop, train, and ce rtify members of the CERT Program.  Continue participation at the Sta te and regional levels for operations training, health & safety (EMS), and administrative methods and practices.
 Continue expanding the Department’s Explorer and Reserve Progr ams to develop and support recruitment efforts by meeting the needs of the department and community..

65 City of El Cajon
Fire Department
Fiscal Year 2023 – 2024 Annual Budget

FIRE DEPARTMENT

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
Administration 1,898,980 $ 2,033,529 $ 2, 263,811$ 2,141,587 $ 2, 240,086$ Suppression 12,710,319 13,536,581 14, 400,892 13,623,385 15, 647,048 Prevention - - 387,728 366,794 359,902 Heartland Fire and Rescue 1,908,579 2,320,795 2, 941,299 2,782,498 3, 199,697 Emergency Medical Services 179,394 289,515 321,850 304,473 319,968 GENERAL FUND TOTAL 16, 697,272 18,180,420 20, 315,580 19,218,738 21, 766,701 FIRE - LOCAL PUBLIC SAFETY - 168,730 302,482 171,795 270,000 FIRE DEPARTMENT GRANTS - - 159,591 17,145 142,446 Administrativ e Secretary
Deputy Fire Chief
Deputy Fire Marshal
Fire Battalion Chief
Fire Captain
Fire Chief
Fire Division Chief
Fire Engineer
Fire Inspector
GIS Technician
Management Analyst
Paramedic Firefighter
Senior Management Analyst
General Fund Total

1.00 2.00 2.00 2.00

61.00 62.00 62.00 63.00

0.00 0.00 1.00 1.00

1.00 1.00 0.00 0.00

15.00 15.00 15.00 15.00

15.00 15.00 15.00 15.00

21.00 21.00 21.00 21.00

0.00 0.00 0.00 1.00

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION

1.00 1.00 1.00 1.00

3.00 3.00 3.00 4.00

1.00 1.00 1.00

1.00 1.00 1.00 1.00

1.00 1.00 1.00 1.00

FIRE DEPARTMENT
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED

1.00 1.00 1.00 0.00

1.00 66
City of El Cajon
Fire Department
Fiscal Year 2023 – 2024 Annual Budget

AMBULANC/PM BENEFIT - 4200
FIRE PERMITS - 4460
FEDERAL GRANTS - 4631
STATE GRANTS - 4632
OTHER GOV'T REIM- 4650
INTERAGENCY REIMB. - 4654
GEMT REIMBRSE (EMS) - 4655
AMBULANCE CHARGES - 5020
CONTRACT SVCS - 5043
RENTAL INCOME - 5350
FALSE ALARM - 5533
DAMAGE TO CITY PROP - 6510
MISC REIMBRSE - 6520

GENERAL FUND TOTAL
- 65,117 - - - - - - 2,300 - 139,494 139,494 145,000 139,000 145,000 43,139 - - - - - 5 - - - 449,603 466,363 460,000 466,000 460,000 6,161 1,141 - 211 - 59,000 50,000
- 56,580 - 197,000 100,000 24,166
92,662 - - - - 142,523 160,527 100,000 137,500 100,000 318,684 422,701 150,000 33,000 50,000

FIRE DEPARTMENT

GENERAL FUND

REVENUE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
367,954 369,284 360,000
69,736 50,000
365,000 365,000
1 ,584,388 1,750,948 1,265,000 1,399,011 1,270,000 67 City of El Cajon
Public Works Department
Fiscal Year 2023 – 2024 Annual Budget

68 City of El Cajon
Public Works Department
Fiscal Year 2023 – 2024 Annual Budget

PUBLIC WORKS

Mission Statement:

To preserve, promote, and enhance the quality of life through t he development and maintenance of infrastructure and services throughout the City.

Description:

The Public Works Department is comprised of two main divisions, Engineering and Operations. These divisions work together to plan, design, construct, inspect, ma intain, and operate City infrastructure assets.

Administrative staff supports both divisions and oversees the d epartment budget, public works contracts, Professional Service Agreements, and refuse and recycling collection services.

The Engineering Division manages the Capital Improvement Progra m (CIP), Inspection, Private Development, Stormwater, and Traffic services to implement and maintain various projects and assets throughout the City related to roads, drainage, flood control, transportation, bicycle and pedestrian pathways, traffic and street lights, facilities, sewer, storm drains, and street resurfacing.

The CIP Section is responsible for capital improvements, major maintenance of buildings and infrastructure, and ADA requirements for City buildings. This section also provides inspections for gr ading, utilities, traffic control, construction of retaining walls, sidewalks, curb and gutter, pedestrian curb ramps, and other projects in the public right-of-way.

The Private Development Section, a part of the Project Assistance Center (PAC), manages a wide variety of permit and plan check services, including grading and improv ement plans; encroachment, utility, and transportation permits; and final maps. Also, our engineers review permit applications from the Community Development Department for conformance with applicable codes and regulations. Additionally, Private Development reviews and comments on all proposed right-of-way d edications, abandonments, and annexations.

The Stormwater Section implements the Jurisdictional Runoff Man agement Program that is responsible for improving the quality of the City's surface water while com plying with the Regional Water Quality Control Board's R9-2013-0001 Municipal Permit. Significant components include training City personnel; inspecting commercial businesses, industrial businesses, and co nstruction sites; public outreach; dry- weather stormwater testing; and conditioning new development an d redevelopment projects to comply with current regulations. The City strives to implement grounde d approaches beyond permit compliance and achieve cost-effective stormwater management practices for businesses and citizens through the City's Standard Urban Storm Water Mitigation Program (SUSMP).

The Traffic Engineering Section supports Private Development fo r public improvements and coordinates traffic projects in the City's right-of-way. This section manages the design, construction, and maintenance of street lighting, traffic signal systems, road striping, signage, and traffic-related improvement projects.

Additional services include administering contracts, coordinati ng underground utilities, transportation planning, responding to public inquiries, conducting traffic st udies, and reporting to City Council. Traffic Engineering also provides support to the Information Technology Department and the Operations section in installing, maintaining, and operating security camera systems.

69 City of El Cajon
Public Works Department
Fiscal Year 2023 – 2024 Annual Budget

PUBLIC WORKS

The Operations Division manages the repair and maintenance of the City's infrastruct ure. This division consists of five sections: Fac ilities, Streets/Traffic, Parks/G rounds, Fleet Maintenance, and Wastewater (covered in the Wastewater Enterprise Fund section of the Budget).

The Facilities Section is responsible for operating, maintaining, and repairing all City facilities, including custodial services. This secti on manages a preventive maintenan ce program for all buildings. Skilled tradespersons provide routine and emergency repairs of electrical, mechanical, and plumbing systems, and security access throughout the City. Also, this section provide s design review, space planning, equipment selection, and the administration, monitoring, and control of facilities-related contracts.

The Streets/Traffic Section is responsible for street maintenance, including pothole and asphalt repairs, and repairing sidewalks, curbs, and gutters. This section assists with community events held throughout the year and removing abandoned property in the public right-of-way. Thi s section is also responsible for installing and maintaining traffic infrastructure, including signs, striping, and pavement markers.

The Parks/Grounds Section is responsible for the landscape main tenance of City parks, street medians, parkway trees, City/school recreational complexes, the Civic Center, and other public building grounds. This section is also responsible for administering the Urban Forestry Program and weed abatement on public property. Also, the group regularly does work for other City de partments, including Fire, Police, and Recreation.

The Fleet Section manages the City's vehicles and equipment's overall condition, continually evaluating and recommending a replacement. They perform preventive maintenance services and major, minor, and emergency repairs. Additionally, this section conducts tailpipe emissions tests on gasoline and diesel engines to comply with State and federally mandated automotive emission regulations, and California Highway Patrol (CHP) safety inspections on City commercial vehicles and trailers.

Goals:
 Provide ongoing maintenance of the City's facilities, streets, sidewalks, parks, medians, vehicles, and traffic management system.
 Comply with the State-mandated refuse, recycling, organics, an d edible food recovery programs for residential, multi-family, and commercial customers.
 Provide quality support to the PAC to ensure a high level of customer service.  Complete projects on schedule and within budget, including Wells Park Improvements, Heartland Fire Administrative Office Improvements, El Cajon Transit Community Improvements, West Main Street Green Street Improvements, Madison Avenue Safety Improvements, Jamacha Road Safety Improvements, Solar Energy and Battery Storage, Fiber Optic Improvements, the Active Transportation Plan, streetlight/traffic signal projects, and street resurfacing.  Revitalize existing City entry points and address cleanliness of main corridors. 70 City of El Cajon
Public Works Department
Fiscal Year 2023 – 2024 Annual Budget

PUBLIC WORKS DEPARTMENT

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
Administration 504,191$ 530,215$ 562,647$ 428,508$ 466,732$ Facilities Maintenance 2,075,107 2,136,350 2,923,159 2,226,259 2,734,872 Engineering-Other 3,045 863 36,904 28,106 1,484 Engineering-Private Development 435,086 332,928 678,047 516,396 546,314 Engineering-CIP Projects 623,537 468,587 677,705 516,136 556,280 Traffic Engineering 981,787 1,099,733 1,274,705 970,807 1,391,052 Traffic Maintenance 723,971 671,625 1,420,176 1,081,597 1,613,386 Parks 1,623,040 1,516,832 1,734,417 1,320,921 1,811,869 Street Median & Parkway Tree Maint 534,627 539,329 989,449 753,558 846,875 GENERAL FUND TOTAL 7, 504,391 7,296,462 10,297,209 7,842,287 9,968,864 STREET MAINTENANCE (GAS TAX) 2,702,941 2,576,829 3,592,274 2,742,031 3,672,108 TRANSIT 80,560
83,552 117,506 97,448 124,931 BEVERAGE CONTAINER RECYCLING - 58,270 - - - VEHICLE / EQUIPMENT MAINTENANCE 2,066,986 1,976,378 2,342,236 2,048,134 2,324,030 VEHICLE & EQUIPMENT REPLACEMENT 752,058 782,576 1,125,209 769,482 1,373,400 PUBLIC WORKS OPERATING GRANTS - - 2, 382,969 144,439 2,238,530 INDIAN GAMING GRANT 23,017 - - - - Project Assistant 0.00 0.00 1.90 1.90

2.85 5.00 5.00 6.00
Operations Manager

1.40 5.00
Management Assistant
Engineering Technician 0.00 0.00
Administrativ e Secretary 0.20

2.00 1.50

1.45 2.95

1.50 Senior Engineering Technician
Facilities Technician

1.00 1.00 1.00

1.40 1.40 0.90

1.40 1.40

0.20 0.40

0.00 0.20

1.60 1.50

2.90 1.20

0.40 0.60

1.20 6.75

0.30 1.50
Principal Civil Engineer 1.10
Public Works Inspector
General Fund Total
Senior Maintenance Worker

2.70 38.70

3.00 1.70

33.05 33.80

1.50 5.95

36.65 6.75
Lead Facilities Technician

1.70 1.20

1.00 Management Analyst 0.40 0.30 0.30 0.30

0.70 0.20
Public Works Equipment Operator
Senior Management Analyst
Assistant Engineer
2023-2024

PROPOSED

0.40 0.30

2.15 1.90
Associate Civil Engineer

1.50 Director of Public Works

1.30 Deputy Director of Public Works
City Engineer/Dep. Director

JOB CLASSIFICATION

0.80 1.00

0.30 2021-2022
ACTUAL

0.00 2022-2023
ACTUAL

0.80 0.30

3.703.20

0.00 0.000.20
City Traffic Engineer

2.20 0.20 0.20
Public Works Maintenance Worker

2.25 0.20
2020-2021
ACTUAL
Maintenance Supervisor
Public Works Crew Leader 2.50

0.30 0.30

PUBLIC WORKS DEPARTMENT

DETAIL OF PERSONNEL SERVICES

0.20 0.80

0.50 0.60 0.55

6.90 3.00 2.80

1.45 1.50

2.20 71
City of El Cajon
Public Works Department
Fiscal Year 2023 – 2024 Annual Budget

0.00 Public Works Equipment Operator

0.15 0.10 0.00
Associate Civil Engineer 0.25 0.35 0.35 0.35

0.55 1.00
Vehicle/Equipment Maintenance Total 5.10
Management Assistant 0.00 0.00 0.15

1.00 0.50

0.50 0.00

5.50 Operations Manager 0.20 0.00

0.05 Public Works Maintenance Worker 0.05

0.00 0.00

1.00 Lead Equipment Mechanic

0.00 1.00

0.20 0.20

0.65 Public Works Maintenance Worker

0.05 0.20

0.10 Geographic Information Systems Analyst 0.25

0.30 0.20
Public Works Crew Leader
Administrativ e Secretary

5.50 8.55

0.00 Project Assistant 0.00 0.00
Assistant Engineer
Engineering Technician

0.25 Senior Engineering Technician

5.50 0.00

0.05 0.20

0.60 Maintenance Superv isor 0.75 0.50 0.50

0.15 0.00

0.20 Management Analyst 0.05

10.25 0.75

0.70 Public Works Equipment Operator

0.00 Senior Management Analyst 0.30
Geographic Information Systems Technician

0.05 0.20

3.00 0.00

0.00 0.20

1.00 1.00

3.003.003.00

1.001.00

0.05TDA Total

0.00 2023-2024

PROPOSEDJOB CLASSIFICATION
2021-2022
ACTUAL
2022-2023
ACTUAL

0.05 0.050.05

0.45 0.25

0.05 0.50
2020-2021
ACTUAL

PUBLIC WORKS DEPARTMENT

DETAIL OF PERSONNEL SERVICES

0.00 0.50

0.10 0.10 0.00

0.30 4.00 3.00 3.00

11.00 0.05 0.05

0.25 0.00

0.20 0.15 0.15

0.50 3.30 3.30 3.
30 0.25

0.20 City Engineer/Dep. Director 0.00 0.00 0.00 0.20

0.50 Principal Civil Engineer

0.00 0.00

0.50Fleet Specialist
Fleet Manager 1.00

3.00 0.10
Deputy Director of Public Works 0.20 0.20 0.20 0.20

0.50 Director of Public Works 0.20 0.20
Public Works Inspector

0.00 1.00

0.00 0.25
Management Analyst
Equipment Mechanic
City Traffic Engineer
Gas Tax Total 11.75
OVERSIZE/LOAD PERMIT - 4480
STATE GRANTS - 4632
ENGINEERING FEES - 5080
TRAFFIC ENG FEES - 5081&5082
EXPENSE REC/REIMB - 5085
MISC REIMBURSMNT - 6520
1,298,639 1,405,250
2022-2023
EST. ACTUAL
878,000 1,223,320
510,000 529,460
2022-2023

AMENDED
BUDGET
11,100
2020-2021
ACTUAL
2021-2022
ACTUAL
665,633 660,238 350,000 636,700 660,000 39,160 -
579,801 527,001
39,105 56,430
12,000 12,000 9,300
6,000

PUBLIC WORKS DEPARTMENT

GENERAL FUND

REVENUE SUMMARY
2023-2024

PROPOSED
4,800 3,952 6,000
- 146,529 - - - 4,000
51,000
12,000
608,800
GENERAL FUND TOTAL 1,335,800
72 City of El Cajon
Parks & Recreation Department
Fiscal Year 2023 – 2024 Annual Budget

73 City of El Cajon
Parks & Recreation Department
Fiscal Year 2023 – 2024 Annual Budget

PARKS & RECREATION DEPARTMENT
Mission Statement:

The City of El Cajon Parks & Recreation Department develops youth, supports families, and provides safe places.

Description:

The Parks & Recreation Department emphasizes the support of El Cajon youth and families by providing safe, affordable and quality recreation facilities and programs . Comprehensive, structured, recreation programs for ages six-months through adult are offered. Five fu ll-service community recreation centers, one combination banquet and meeting facility, nine sports field s, a skate park, an off-leash dog park, and spring and summer aquatics program provide recreation opportunities to tens of thousands of people each month.

Goals:
 Implementation of the fourth of a five year strategic plan, fo cusing on the following areas: (To be completed by end of 4th quarter.)
o Marketing – Increase the department’s social media presence th rough Facebook, Instagram and other forms of social media through a variety of strategies. E xpand the marketing sponsorship with CVUSD, utilizing their duplication services facility to create an array of marketing materials. o Programs and Services – Update a parks and recreation master p lan document that will be a multi-year process.
o Strategic Plan – Working with internal and external stakeholders, complete a five-year strategic plan.
 Continue to collaborate with community partners for annual spe cial events including; The 4 th of July Picnic and Fireworks, HauntFest, America on Main Street. o Achieve recognition as the region’s “outdoor event center”, co ntributing to economic growth and promoting civic pride.
 Continue to enhance existing communication and collaboration b etween departments during special events in the right-of-way. Increase community engagement thru volunteerism.  Continue to maintain department capability to implement emerge ncy procedures and fulfill the department’s role in the City’s disaster preparedness plan.

74 City of El Cajon
Parks & Recreation Department
Fiscal Year 2023 – 2024 Annual Budget

PARKS & RECREATION DEPARTMENT

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
Community Services & Events 101,155$ 93,923$ 278,300$ 271,453$ 639,325$ Recreation 2,871,132 3,367,536 4,687,899 4,572,568 4,118,189 GENERAL FUND TOTAL 2, 972,287 3,461,459 4,966,199 4,844,021 4,757,514 RECREATION SPECIAL PROGRAMS 445,604 527,368 694,711 579,013 957,807

1.00Management Assistant 0.00 0.00 1.00

PARKS & RECREATION DEPARTMENT

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED
Administrative Secretary 0.50 0.50 0.00 0.00
Assistant Parks & Recreation Supervisor 2.50 2.50 2.50 2.25 Director of Parks and Recreation 1.00 1.00 1.00 1.00
Parks & Recreation Manager 3.00 3.00 3.00 3.00
Parks & Recreation Supervisor 7.50 7.75 7.75 7.75
General Fund Total 14.50 14.75 15.25 15.00
Assistant Parks & Recreation Supervisor 0.55 0.50 0.50 0.75 Recreation Programs Fund Total 0.55 0.75 0.75 1.00
Parks & Recreation Supervisor 0.00 0.25 0.25 0.25
CLASSES/PROGRAMS - 5005
GYM FEES - 5006
EXPENSE RECVRY/REIMB - 5085
POOL FACILITY RENTAL - 5351
COMM. CTR. RENTAL - 5352
FACILITY RENTAL FEES - 5353
DONATIONS - 6020
MISC REIMBURSMTS - 6520
GENERAL FUND TOTAL 101,610 391,198 268,500 233,890 288,000

PARKS & RECREATION DEPARTMENT

GENERAL FUND

REVENUE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
431 7,784 6,000
5,000 81,000
1,695 - 500 5,790 1,000
912 - - - - 75,000
7,800 8,000
63,793 220,241 - - 13,000 - - 2,000 900 6,000
18,699 91,078 100,000 84,000 100,000 (8,921) 67,095 85,000 54,400 85,000 75,000 25,000
75 City of El Cajon
Community Development Department
Fiscal Year 2023 – 2024 Annual Budget

76 City of El Cajon
Community Development Department
Fiscal Year 2023 – 2024 Annual Budget

COMMUNITY DEVELOPMENT DEPARTMENT

Mission Statement:

Dedicated to working every day for a better El Cajon through building, code compliance, housing, and planning activities.

Description:

The Community Development Department provides for orderly growth, development and redevelopment of the City through the application and implementation of the General Plan, Zoning, and building codes, as well as increasing, improving and preserving the supply of d ecent affordable housing, revitalizing neighborhoods, expanding economic opportunities, and providing improved community facilities and services principally for low-income persons. The Community Deve lopment Department is comprised of four divisions: Building Safety, Housing, Planning, and Code Compliance.

Building Safety improves the quality of life for both residents and visitors by assuring the interests of life, health, and safety through the implementation of codes and standards as they relate to construction and maintenance of structures. Building Safety is a component of the Project Assistance Center (PAC), providing technical expertise and knowledge on all aspects of t he construction process from first-time plan submittal through final inspection. These professionals are responsible for implementation of all Federal, State, and local codes relating to accessibility, ener gy efficiency, green building standards, exiting systems, structural systems, electrical systems, plumbi ng systems, fair housing law, seismic restraint, etc.

Building Safety routes permits through the PAC, conducts plan checks and inspections, issues permits, and answers inquiries. Building Safety is responsible for impl ementing the City’s graffiti eradication program, processes substandard abatements, as well as, providing technical assistance, and responding to emergency service calls for structural evaluation. In addition, Building Safety implemented an online, automated permitting platform that verifies code compliance and issues permits in real time for residential solar in compliance with SB 379.

Housing staff administers multiple funding sources, including the Community Development Block Grant (CDBG) fund, the CDBG-CARES Act (CV) fund (a special one-time g rant source received through CARES Act), the HOME Investment Partnerships Act (HOME) fund, the HOME-ARP fund (a special one- time grant source received through the American Rescue Act),the Cal-Home fund and other state and federal grant resources as they become available. These federal and state grant resources allow Housing staff to receive reimbursement for personnel expenses lessening the impact to the General Fund.

With these funds, Housing is able to provide implementation, pr oject management and fiscal oversight to numerous development programs, activities and projects that address the City’s housing and community development needs. These needs include addressing af fordable housing production, housing affordability, home improv ements, fair housing, social services for low-income residents, addressing homelessness and other long-term housing and communi ty development objectives. In implementing these needs, Housing works closely the U.S. Department of Housing & Urban Development (HUD), the California Department of Housing & Commu nity Development (HCD), the County of San Diego, and other public agencies to leverage resources and to work as a region to address 77 City of El Cajon
Community Development Department
Fiscal Year 2023 – 2024 Annual Budget

common goals. Staff also works cooperatively across multiple ci ty departments to f acilitate capital improvements, affordable housing development, community and economic development, homeownership opportunities, add ressing homelessness, and provi ding funding for home improvements.

In addition to overseeing the multiple funding sources describe d above, Housing also oversees all Housing Authority activities that are a result of El Cajon City Council designating the El Cajon Housing Authority as the successor agency that includes all housing assets of the former Redevelopment Agency that was eliminated in 2011. These activities include overseeing the Low and Moderate Income Housing Asset Fund (LMIHAF) balance, the physical housing assets, as well as managing the City’s housing loan portfolio consisting of nearly 213 active loans made in previous years.

All aforementioned funding sources assist the City in meeting E l Cajon’s community development and housing goals outlined in the Housing Element, Environmental Justice Plan and the City’s Five-Year Consolidated Plan for federal funding.

Planning oversees the preparation of land-use plans, policies a nd regulations, while maintaining and implementing these programs. Planning takes the lead on long-range planning efforts for the City working collaboratively with other departments and disciplines in the C ity on focused planning efforts, new policies, and implementing ordinances. Planning maintains the General Plan, which is the City’s overall vision for growth and development, and regularly updates and implements the Housing Element in compliance with state law. Pl anning manages grant-funded planni ng projects and regularly seeks out and applies for new grant funding opportunities.

Planning, in concert with the other development disciplines, supports the PAC by managing development projects through the planning permi t process, reviewing discret ionary projects and building permits for conformance with the General Plan and Zoning Code, providing CEQA compliance for private and public projects, and supporting project concept and development with e arly assistance to potential project applicants, developers, property owners, and other stakeholders in understanding the complex framework of plans, policies and regulations.

Planning is responsible for providing staff support to the Planning Commission and City Council on all land-use development and policy matters. The Planning Commissio n is responsible for reviewing or 78 City of El Cajon
Community Development Department
Fiscal Year 2023 – 2024 Annual Budget

approving many discretionary perm its in the City and acts to re fine planning and land-use issues in serving as an advisory body to the City Council, as set forth in state law and the municipal code.

The Code Compliance team enforces the municipal code for matter s subject to a civil penalty. Typical code issues involve public health, safety, and nuisance violations. Code compliance officers work closely with property owners to address code violations and actively ma nage cases to resolve issues quickly and efficiently.

Goals:
 Complete required Housing Element implementation
 Conduct community outreach in Environmental Justice Communitie s to promote civic engagement  Complete all development reviews of entitlements within established timeframes.  Offer quarterly training opportunities for staff.
 Conduct substandard building abatements as needed.
 Continue implementat ion of the Proactive Apartment Inspection Program.  Continue to process plans, issue permits and conduct plan revi ew in a timely manner.  Improve the customer experienc e by adding new guidance and improved information tools to provide current project information and assist with online application submittals.  Continue to improve processes in response to changing staffing needs and workload demands.  Continue to improve quality control of permitted plans.  Continue to provide high-qua lity management and support for multiple housing and community development activities.
 Increase participation in the single-family and mobile home rehabilitation loan programs by increasing marketing efforts.
 Launch the new Emergency Repair Program.
 Continue to oversee our Subrecipient Agreement with the San Di ego Housing Commission that provides homebuyer assistance to income eligible borrowers through the First Time Homebuyer Program and increase marketing efforts for said program.  Continue implementation of CDB G-CV funds to prevent, prepare for, and respond to coronavirus, including administration of all programs and projects.
 Implement the FY 2023-24 One Y ear Action Plan and any open activities funded in previous fiscal years, including administration of all CDBG and HOME programs.  Implement the HOME – ARP Alloca tion Plan following HUD approval, including administration of all programs and projects.
 Implement the PLHA Plan followi ng HCD approval, including administration of all programs and projects.
 Continue providing semi-annual homeless updates on city-funded projects to City Council  Begin outreach to communities and planning of the FY 2025-2029 Five-Year Consolidated Plan for HUD submittal and approval.
 Continue to Affirmatively Furthe r Fair Housing in accordance with the 2021-2029 Housing Element, Environmental Justice Plan, and racially and economic disadvantaged areas in El Cajon.  Actively seek new grant oppor tunities to enhance current housing programs and explore regional partnerships and activities to address housing, homelessness, and related concerns.  Actively seek to work with o ne or more developers to identify and participate in a project(s) to provide additional housing units near the Transit District Specific Plan Area, or other suitable location.

79 City of El Cajon
Community Development Department
Fiscal Year 2023 – 2024 Annual Budget

COMMUNITY DEVELOPMENT DEPARTMENT

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED

GENERAL FUND
Housing and Successor Agency Admin. 479,752$ 395,337 $ 526,268 $ 446,106 $ 516,776 $ Planning 1,040,699 1,043,350 1,570,810 1,331,542 1,417,818 Building and Fire Safety 986,407 1,091,474 1,529,983 1,296,934 1,366,913 GENERAL FUND TOTAL 2,506,858 2,530,161 3,627,061 3,074,582 3,301,507 COMMUNITY DEV BLOCK GRANTS (CDBG) 2,009,290 1,420,725 4,786,303 2,086,577 2,699,726 HOUSING INVEST PARTNERSHIP (HOME) 101,858 75,752 4,026,923 127,869 3,899,054 COMMUNITY DEVELOPMENT GRANTS - - - 35,430 - CASP SERVICES (AB1379) 8,072 4,080 7,200 3,730 9,200 CALHOME GRANT - - 64,588 - 64,588 LOW/MOD HOUSING ASSET FUND 207,014 194,052 423,830 163,577 258,885 LOW/MOD HOUSING FUND PROJECTS 767,386 495,865 2,852,670 386,675 3,322,750 HOUSING IN LIEU PROJECTS - - 303,000 - 303,000 COMMUNITY PLANNING GRANTS 84,020 861,065 - - - 2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023
ACTUAL
2023-2024

PROPOSED

COMMUNITY DEVELOPMENT DEPARTMENT

DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION

2.002.002.002.00Associate Planner
Director of Community Development 1.00 1.00 1.00 1.00
Customer Service Rep 3.00

0.00 0.00 1.00 1.00
Administrative Secretary 1.00 2.00 2.00 1.75

1.00 Building Inspector 1.00 1.00 1.00 1.00
Building Official 1.00 1.00 1.00
Planning Manager 1.00 1.00 0.00 0.00
Plans Examiner 1.00 1.00 1.00 1.00
Code Compliance Officer 2.00 2.00 2.00 2.00
Housing Specialist 1.00 0.00 0.00 0.20

2.00 2.00 2.00
Housing Manager 1.00 0.70 0.70 0.70
Deputy Director of Community Development
Superv ising Building Inspector 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00
General Fund Total 18.00 16.70 16.70 16.65
Housing Manager 0.00 0.20 0.20 0.20
Housing Specialist 0.00 1.00 1.00 0.60
Housing Manager 0.00 0.10 0.10 0.10
Housing Specialist 0.00 0.00 1.00 0.20
HOME Fund Total 0.00 0.10 1.10 0.40
Administrative Secretary 0.00 0.00 0.00 0.15
Administrative Secretary 0.00 0.00 0.00 0.10
CDBG Fund Total 0.00 1.20 1.20 0.95
80 City of El Cajon
Community Development Department
Fiscal Year 2023 – 2024 Annual Budget

TOBACCO LICENSE - 4430
BUILDING PERMIT - 4450
BLDG PRMT - CODE - 4451
BLDG PRMT - GEN PLN - 4452
BLDG PRMT - PLANNG - 4453
FIRE PERMIT - 4460
MICROFILMING FEES - 5031
PLAN REVIEW FEES - 5032
RECORD COPY FEES - 5045
EXPENSE REC/REIMB - 5085
ABATEMENT - 5511
CITATION - 5512
PENALTIES - 5514
SALE OF ITEMS - 6060
MISC REIMBRSMT - 6520
TRANSFER IN - 6910
5,000 -
6,157 6,157 - - - 130,111 130,111 100,000 147,000 150,000 7,629 7,629 1,500 1,500 1,180 - - - - 128 57,500 57,500 45,000 54,000 54,000 6,300 6,300 10,000 11,000 6,000 75,083 75,083 73,000
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
1,418,314 1,300,000
14,892 14,892 20,000 24,000 24,300 24,300 30,000 30,000

COMMUNITY DEVELOPMENT DEPARTMENT

GENERAL FUND REVENUE

SUMMARY
2023-2024

PROPOSED
800 800 500 - 100 66,000 72,000
1,576,000 1,500,000
118,939 118,939 120,000 120,000 120,000 1,418,314
24,000
30,000
- - 5,000
32 32 - - - GENER
AL FUND TOTAL 2,124,485 2,124,485 2,030,000 2,253,308 2,119,642 263,164 263,164 325,000 217,408 161,500 1,265 1,265 - 1,400 734 81 City of El Cajon
Wastewater Enterprise Fund
Fiscal Year 2023 – 2024 Annual Budget

PUBLIC WORKS - WASTEWATER
Mission Statement:

To preserve, promote, and enhance the quality of life through t he development and maintenance of infrastructure and services throughout the City.

Description:

The Wastewater Enterprise Fund pr ovides for the investment in n ew infrastructure and the maintenance, repair, and rehabilitation of existing wastewater collection and stormwater conveyance systems.

The Wastewater Engineering Sectio n provides services relating t o sewage collection, transportation, treatment, and disposal for the City of El Cajon through contractual agreements with the City of San Diego, the City of La Mesa, and the East County Advanced Water Purific ation Joint Powers Agreement. This section also administers compliance with the State's wastewater discharge requirements by implementing a Sanitary Sewer Management Plan (SSMP) and reporting to the State's database.

The Engineering Section's responsibilities include preparing pl ans, specifications, and estimates; administering construction cont racts; and conducting inspection s for all wastewater and stormwater projects. This section is also responsible for the wastewater b illing program and strives to ensure that the City's wastewater and stormwater systems comply with all federal and State regulations.

The Wastewater Operations Section provides continual maintenanc e and repair to both the City's wastewater collection and stormwater conveyance systems. Staff routinely perform wastewater system maintenance, including rodding, jetting, and video televising t o assess conditions and file all necessary permits with the local Regional Water Quality Control Board and any other agencies having jurisdiction.

Wastewater Operations also assigns and completes work orders to clean, maintain, and inspect stormwater system components, including drains, open channels, drainage ditches, and basins.

The wastewater sections work together to implement the Jurisdictional Runoff Management Program responsible for improving surface water quality while complying with the Regional Water Quality Control Board's Municipal Permit. Significant components include traini ng personnel; inspecting commercial, industrial, and construction sit es; public outreach; dry-weathe r stormwater testing; and conditioning new development and redevelopment projects to comply with current regulations. The City strives to implement grounded approaches beyond permit compliance and achieve cost-e ffective stormwater management practices for businesses and citizens through the Standard Urban Stormwater Mitigation Program.

Goals:
 Maintain the City's wastewater collection and stormwater conve yance systems.  Complete projects on schedule and within budget, including the Broadway Creek Restoration Project, annual pipeline replacement and rehabilitation projects, water quality improvement projects, the box culvert condition assessments and repairs, and any emergency projects.  Comply with the mandates of the Municipal Stormwater Permit.  Update the City's Sewer Master Plan.
 Ensure wastewater billing efforts are conducted in the most efficient manner concerning financial and administrative efficiencies.
82 City of El Cajon
Wastewater Enterprise Fund
Fiscal Year 2023 – 2024 Annual Budget

PUBLIC WORKS DEPARTMENT - WASTEWATER

EXPENDITURE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
Disposal 14,341,477$ 14,128,794$ 17,810,376$ 13,558,958$ 19,006,960$ Maintenance and Services 2,841,737 3,176,840 3,839,791 3,429,164 5,347,364 Customer Service 932,710 684,492 905,340 642,594 599,171 NPDES 2,655,141 2,685,304 3,823,837 2,783,823 3,577,213 Capital Improvements Projects 1,157,435 3,200,419 13,758,933 2,685,409 11,073,524 Vehicle / Technology Replacement 31,235 270,195 540,940 670,807 1,204,792 Other 235,390 6,276 - 4,069 - GENERAL FUND TOTAL 22,195,125 24,152,320 40,679,217 23,774,824 40,809,024 Senior Maintenance Worker
Traffic Engineer

1.10 1.10

7.10 Management Analyst 0.50 0.65
Public Works Equipment Operator
Public Works Maintenance Worker 5.00 5.20 5.20

0.65 0.65

1.10 Public Works Inspector

1.00 1.20

8.00 35.75 35.90 33.60Was tewater Fund Total 32.20

1.30 8.20 7.10
Public Works Maintenance Crew Leader 2.00 2.10 2.10 2.10

0.10 1.00

0.40 0.00 0.00 0.00

2.25 0.90

0.75 0.75 0.00

0.20 1.30 1.30

0.30 0.30

1.70 2.60 1.35 1.50

0.30 0.00

1.35 1.35

2.95 1.00

1.70 0.00

0.00 0.600.60

0.20 1.30

0.90 0.00 0.00

0.75 City Engineer/Deputy Director of Public Works 0.70 0.80 0.80 0.00

0.60 Customer Service Representative

0.00 0.500.55

1.65 0.00

0.00 2022-2023
ACTUAL

0.65 Accountant
Assistant Engineer
Accounting Technician
Administrativ e Secretary
2023-2024

PROPOSED
Maintenance Supervisor
Code Compliance Officer 1.00

0.50 0.50 0.40

0.50 DETAIL OF PERSONNEL SERVICES

JOB CLASSIFICATION
2020-2021
ACTUAL
2021-2022
ACTUAL

0.50 0.50 0.50
Deputy Director of Public Works 0.50

2.55 2.45

1.00 2.00

1.00 Associate Civil Engineer
Geographic Information Systems Technician
Senior Engineering Technician

1.35 0.00 0.20

0.75 0.75 0.75

0.20 8.20

0.00 1.00 1.00

3.45 PUBLIC WORKS DEPARTMENT - WASTEWATER

0.00 Director of Public Works

1.20 0.65
Senior Accountant
Operations Manager
Senior Management Analyst
Financial Operations Manager
Engineering Technician
Geographic Information Systems Analyst

0.10 Principal Civil Engineer 0.80 1.50 0.50 1.50
Management Assistant 0.00 0.00 0.65 0.65
Project Assistant 0.00 0.00 0.90 0.90

0.00 0.00 0.20 1.00
83 City of El Cajon
Wastewater Enterprise Fund
Fiscal Year 2023 – 2024 Annual Budget

IND WASTE PERMIT - 4470
STATE GRANTS - 4632
INSPECTION FEES - 5010
SEPTIC TANK DISCHARGE - 5060
SEWER CONNECTION FEES - 5061
SEWER WET TAP FEES - 5062
SEWER SVC CHARGES - 5063&5064
STORMWATER FEES - 5065&5066
INT INCOME - 5310, 5330 & 5350
CITATION - 5512
COMPLIANCE - 5513
PENALTIES - 5514
GAIN(LOSS)/PROPERTY - 6040
MISC REIMBURSMNT - 6520&6510
EXPENSE RECOVERY - 6530
2,600
-
(70,097)
- 83,663
2,000
22,016,867 26,824,487 29,875,000 30,110,798 33,040,000 - -
2,000
30,000 30,000 38,260
25,000
78,377 72,330 70,000
34,065
1,651
2,000 2,000
-
38,260
720
70,000 72,330
2022-2023
EST. ACTUAL
2023-2024

PROPOSED
300 - 15,000 - - 2,000
5,040

PUBLIC WORKS DEPARTMENT - WASTEWATER
29,520 21,540 20,000 20,000 21,540

WASTEWATER

ENTERPRISE FUND

REVENUE SUMMARY
2020-2021
ACTUAL
2021-2022
ACTUAL
2022-2023

AMENDED
BUDGET
150,000
-
- - -
- 618 - - - W
ASTEWATER FUND TOTAL 24,025,363 28,591,450 31,794,000 31,934,798 35,049,443 7,866
2,600
(804,768)
21,962 -
3,240 - -
2,547
1,720,685 1,780,982 1,600,000 1,600,000 1,697,713 179,127 145,458 180,000 100,000 - 419,773 - - - 84 City of El Cajon
Capital Improvement Program
Fiscal Year 2023 – 2024 Annual Budget

Capital Project Expenditures
Capital improvement projects are appropriated in the annual bud get, and represent the purchase, construction, or repair of City infrastructure. These projects typically include expenditures exceedi ng $10,000 and having a useful life expecta ncy of five or more years. Multi-year Capital Improvement Funds have been established, by funding source, to administer these projects.

This model is entirely project based, as opposed to fiscal year based. Once the City Council approves the project’s scope and budget, that decision remains in effect until the project is completed or cancelled. This model:
 Improves the understandability of project budgets
 Focuses attention on new or amended projects
 Simplifies project administration and management

Presented as part of the Fiscal Year 2023-24 Preliminary Annual Budget is a summary and status of all existing projects. No new projects were create during the Fiscal Year 2023-24 budget development process.
85 Original
Budget
Year Project # Project Name
Current   Project
Budget
Project
Expenditures as
of 06.02.2023
Remaining
Budget /
(Shortfall)
2017 173586PWCP BROADWAY CREEK RESTORATION PHASE A 4,699,558.00 $     4,545,545.15 $     154,012.85$ 2018 183610PWCP WELLS PARK IMPROVEMENTS 984,719.00           971,970.58           12,748.42 2018 183611PWCP BOX CULVERT ASSESSMENT & REPAIRS 1,294,537.00        167,089.93           1,127,447.07 2019 193654PWCP PW OPERATIONS WASTE DISPOSAL IMPROV 100,000.00           3,259.62               96,740.38 2019 193655PWCP WATER QUALITY IMPROVEMENTS 3,000,000.00        151,872.30           2,848,127.70 2020 200012PWCP FIRE ADMIN OFFICES AT PSC 590,364.00           538,264.39           52,099.61 2020 200020PWCP OVERLAY 2020 3,990,000.00        3,665,616.28        324,383.72 2020 203020PWCP ADA CONCRETE IMPROVEMENTS 2020 356,000.00           309,714.16           46,285.84 2020 203688PWCP JAMACHA ROAD SAFETY IMPROVEMENTS 3,022,300.00        284,220.39           2,738,079.61 2020 203689PWCP MADISON AVENUE SAFETY IMPROVEMENTS 4,071,900.00        2,355,118.53        1,716,781.47 2020 203690PWCP EL CAJON TRANSIT CENTER CMMNTY IMPR 8,354,719.00        737,434.46           7,617,284.54 2020 203691PWCP MAIN STREET ‐ GREEN STREET GATEWAY 3,601,000.00        401,752.02           3,199,247.98 2020 203700PWCP WELLS PARK IMPR‐ STRMWTR & LNDSCPNG 1,235,281.00        115,809.47           1,119,471.53 2021 210021PWCP SEWER AND STORM DRAIN PIPE REHAB 2,585,000.00        2,289,413.57        295,586.43 2021 210051PWCP FIRE STATION 7 RENOVATION 3,500,000.00        42,156.69             3,457,843.31 2021 211021PWCP SEWER AND STORM DRAIN REPLACEMENT 1,285,040.00       21,818.30            1,263,221.70 2021 213021PWCP ADA CONCRETE IMPROVEMENTS 2021 1,020,213.00        845,070.30           175,142.70 2021 213717PWCP PAVEMENT MANAGEMENT SYSTEM 100,000.00          ‐                        100,000.00 2021 213719PWCP TRAFFIC SAFETY CALMING 2021 100,000.00           52,695.20             47,304.80 2021 213722PWCP MADISON AVENUE SEWER REPLACEMENT 700,000.00           ‐                         700,000.00 2021 213723PWCP TMDL WATER QUALITY IMPROVEMENTS 200,000.00           1,052.91               198,947.09 2021 213725PWCP HFTA FACILITY IMROVEMENTS 696,300.00           124,991.09           571,308.91 2021 213740PWCP SOLAR PV AND BATTERY STRG IMPRV #1 3,800,300.00        731,918.56           3,068,381.44 2022 222022PWCP CONCRETE SIDEWALK SLICING 108,000.00           65,140.42             42,859.58 2022 223741PWCP PUBLIC WORKS OPS ELECTRIC GATE 100,000.00           2,408.00               97,592.00 2022 223742PWCP NEIGHBORHOOD STREET LIGHTING 2022 894,104.00           494,559.40           399,544.60 2022 223744PWCP TRAFFIC SIGNAL UPGRADES 2022 200,000.00           234,034.65           (34,034.65) 2022 223745PWCP TRAFFIC SAFETY CALMING 2022 100,000.00           39,642.50             60,357.50 2022 223748PWCP LUKE LANE DRAINAGE IMPROVEMENTS 560,500.00           26,772.84             533,727.16 2022 223752PWCP REC CNTR UPGRDS ‐ CL ZNS & EVCTN 3,000,000.00        575,527.51           2,424,472.49 2022 223753PWCP SOLAR PV AND BATTERY STRG IMPRV #2 4,534,700.00        ‐                         4,534,700.00 2022 223754PWCP EXPAND BROADBAND CITYWIDE 2,300,000.00        30,253.95             2,269,746.05 2022 223755PWCP PEDESTRIAN SAFETY IMPROVEMENTS 263,250.00           211,549.42           51,700.58 2022 223756PWCP BROADWAY CREEK RESTORATION PHASE B 2,132,713.00        3,792.91               2,128,920.09 2023 233779PWCP ASPHALT SPOT REPAIRS 640,000.00           ‐                         640,000.00 2023 233780PWMP CITYWIDE STREET BEAUT & SAFETY PROJECTS (MASTER) 3,207,000.00       ‐                        3,207,000.00 2023 233781PWCP HILLSIDE PARK SHADE STRUCTURES 103,000.00           4,472.00               98,528.00 2023 233782PWCP HILLSIDE PARK SOLAR LIGHTING 38,500.00             ‐                         38,500.00 2023 233783PWCP KENNEDY PARK IMPROVEMENTS 148,500.00           ‐                         148,500.00 2023 233784PWCP NEIGHBORHOOD STREET LIGHTING 2023 792,910.00           ‐                         792,910.00 2023 233785PWCP OAKDALE ALAMEDA GATEWAY BTFCTN 6,793,000.00        436,203.49           6,356,796.51 2023 233786PWCP OVERLAY 2023 1,930,000.00        168,544.41           1,761,455.59 2023 233787PWCP RENETTE PARK ADULT FITNESS 158,000.00           ‐                         158,000.00 2023 233788PWCP SLURRY 2022 1,000,000.00        7,404.84               992,595.16 2023 233789PWCP STONEY'S NHBRHD PRK PLYGRND RESRFC 127,000.00           5,762.00               121,238.00 2023 233790PWCP TRAFFIC SAFETY CALMING 2023 100,000.00           5,800.31               94,199.69 2023 233791PWCP TRAFFIC SIGNAL UPGRADES 2023 200,000.00           ‐                         200,000.00 2023 233792PWCP WELLS PARK FACILITIES RENOVATION 125,000.00           ‐                         125,000.00 2023 233793PWCP WELLS PRK INDR SOCCER & PICKLE BALL 2,925,000.00        ‐                         2,925,000.00 2023 233794PWCP WILDFIRE AND FOREST RESILIENCE PROG 1,725,000.00        ‐                         1,725,000.00 2023 233795PWCP WASHINGTON AVE SAFETY IMPROVEMENTS 3,835,000.00        ‐                         3,835,000.00 2023 233797PRCP STONEY PARK ‐ SENIOR FITNESS EQUIP 220,000.00           ‐                         220,000.00 2023 233804PWCP FIRE STATION 6 RENOVATION 2,000,000.00        ‐                         2,000,000.00 Capital Improvement Program Status Report
Project Balances as of June 02, 2023
86 The Valley of Opportunity
City of El Cajon
200 Civic Center Way
El Cajon, CA 92020
www.elcajon.gov
City Council
Agenda Report
Agenda Item 16.

DATE: June 13, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Bent Koch, Fire Chief
SUBJECT: Nurse Navigator Program Status Update
RECOMMENDATION:

That the City Council receives and files this report.

BACKGROUND:

The City of El Cajon, in conjunction with American Medical Response (AMR), launched a Nurse Navigator program—the El Cajon Community Care program. This innovative program provides non-life threatening 9-1-1 calls with the option to speak with a licensed nurse to help customize the appropriate medical care for the caller’s specific medical needs. Approximately 16,000 medical emergency calls come into the 9-1-1 system annually in El Cajon, one-third of which are not considered emergencies. In March of 2022, the City Council set aside $300,000 to fund a one-year pilot period for the El Cajon Community Care program.

On January 17, 2023, the City and AMR began its public education campaign for the program.

This outreach campaign included social media materials, press release and media advisories with access to b-roll videos, local and national targeted media outreach and newsletter articles.

The materials also included posters, flyers and informational business cards in English, Spanish and Arabic.

Since January 31, 2023, the program go-live date, there have been approximately 200 calls navigated through the El Cajon Community Care program. Along the way, there have been adjustments made and more medical clinics brought onboard and accepting patients as a part of the program. The adjustments are currently ongoing to maximize the number of non-emergency callers to be appropriately admitted into this program and provided with the appropriate level of service. The program has referred eligible calls to alternative destinations as follows:
40% to medical clinics
37% to mobile urgent care
23% to virtual care
Staff recommends continuing the pilot program into Fiscal Year 2023-24. This will provide the City with up to 18 months of operational data to analyze. Funds have been recommended in the FY 2023-24 budget.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The action being considered by the City Council is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” under Section 15378(b)(5) of CEQA Guidelines.

The action involves an organizational or administrative activity of government that will not result in a direct or indirect physical change in the environment.

FISCAL IMPACT:

Funds have been recommended in the FY24 budget to be expended further on this program.

Prepared By: Bent Koch, Fire Chief
Reviewed By: Graham Mitchell, City Manager
Approved By: Graham Mitchell, City Manager
City Council
Agenda Report
Agenda Item 17.

DATE: June 13, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Mayor Wells
SUBJECT: Council Activity Report
RECOMMENDATION:

That the City Council accepts and files the following report of Council/Mayor activities attended during the current agenda period.

BACKGROUND:

Government Code Section 53232.3(d) requires members of a legislative body to provide brief reports on meetings attended at the expense of the local agency at the next regular meeting of the legislative body.

REPORT:

Since the last City Council meeting, I have attended the following events on behalf of the City of El Cajon:

May 24, 2023 – Meeting with City of Santee Mayor/Councilmember May 26, 2023 – SANDAG Board of Directors Meeting
May 29, 2023 – Mount Soledad Memorial Day Service
May 29, 2023 – Rotary Club of El Cajon Memorial Day Service June 6, 2023 – Meeting with Mayor Todd Gloria
June 9, 2023 – SANDAG Board of Directors Meeting
June 10, 2023 – Home of Guiding Hands Gala
June 13, 2023 – City Council Meeting(s)
I am available to answer questions.

Submitted By: Bill Wells, Mayor
City Council
Agenda Report
Agenda Item 18.

DATE: June 13, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Deputy Mayor Goble
SUBJECT: DEPUTY MAYOR STEVE GOBLE
MTS (Metropolitan Transit System Board); East County Advanced Water Purification Joint Powers Authority Board; Chamber of Commerce – Government Affairs Committee; SANDAG – Board of Directors – Alternate; SANDAG Public Safety Committee – Alternate.

RECOMMENDATION:

That the City Council accepts and files the following report of Council/Mayor activities attended during the current agenda period.

BACKGROUND:

Government Code Section 53232.3(d) requires members of a legislative body to provide brief reports on meetings attended at the expense of the local agency at the next regular meeting of the legislative body.

REPORT:

Since the last City Council meeting, I have attended the following events on behalf of the City of El Cajon:

May 24, 2023 – Meeting with Mayors Minto, Wells, and Councilman Hall in Santee May 25, 2023 – Meeting with Chelsea Development
May 25, 2023 – Speak at Wells Park Basketball Grand Opening May 26, 2023 – Attend MTS Press Conference
May 30, 2023 – Meeting with Councilmember Dillard from La Mesa May 30, 2023 – Meeting with Neighborhood Healthcare
June 5, 2023 – Emails with Councilmember Lothian from La Mesa re: MTS June 6, 2023 – Meeting with Allen from Cox Communications June 7, 2023 – Meeting with City Manager
June 7, 2023 – Attend El Cajon Valley High School Graduation June 8, 2023 – Attend MTS Special Board of Directors' Mtg & Exec Committee Mtg June 8, 2023 – Mercedes Benz of El Cajon Electric Dream Days Event June 10, 2023 – Attend Home of Guiding Hands Gala
June 12, 2023 – Meeting with Chelsea Development
June 12, 2023 – Meeting with City Manager
June 13, 2023 – City Council Meeting(s)
I am available to answer questions.

Submitted By: Steve Goble, Deputy Mayor
City Council
Agenda Report
Agenda Item 19.

DATE: June 13, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Councilmember Kendrick
SUBJECT: COUNCILMEMBER GARY KENDRICK
METRO Commission/Wastewater JPA; Heartland Communications; Heartland Fire Training JPA.

RECOMMENDATION:

That the City Council accepts and files the following report of Council/Mayor activities attended during the current agenda period.

BACKGROUND:

Government Code Section 53232.3(d) requires members of a legislative body to provide brief reports on meetings attended at the expense of the local agency at the next regular meeting of the legislative body.

REPORT:

Since the last City Council meeting, I have attended the following events on behalf of the City of El Cajon:

June 13, 2023 – City Council Meeting(s)
I am available to answer questions.

Submitted By: Gary Kendrick, Councilmember
City Council
Agenda Report
Agenda Item 20.

DATE: June 13, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Councilmember Metschel
SUBJECT: COUNCILMEMBER MICHELLE METSCHEL
Harry Griffen Park Joint Steering Committee; METRO
Commission/Wastewater JPA – Alternate; Heartland Communications – Alternate; Heartland Fire Training JPA – Alternate.

RECOMMENDATION:

That the City Council accepts and files the following report of Council/Mayor activities attended during the current agenda period.

BACKGROUND:

Government Code Section 53232.3(d) requires members of a legislative body to provide brief reports on meetings attended at the expense of the local agency at the next regular meeting of the legislative body.

REPORT:

Since the last City Council meeting, I have attended the following events on behalf of the City of El Cajon:

May 25, 2023 – Attended and Spoke at Graduation Ceremony at AM Ortega May 25, 2023 – Attended Ribbon Cutting for Basketball Courts at Wells Park May 25, 2023 – Attended Fundraiser for Andrew Hayes
May 26, 2023 – Multiple conversations regarding resident near homeless: B. Davis, Victoria Floyd (Supv. Joel Anderson office), Donnie Dee (San Diego Rescue Mission) May 29, 2023 – Responded to resident email M. Cordova regarding homeless encampment May 30, 2023 – Spoke with CalTrans regarding homeless encampment June 8, 2023 – Attended Graduation Ceremonies at IDEA Center High School June 13, 2023 – Harry Griffen Park JPA Meeting
June 13, 2023 – City Council Meeting(s)
I am available to answer questions.

Submitted By: Michelle Metschel, Councilmember
City Council
Agenda Report
Agenda Item 21.

DATE: June 13, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Councilmember Ortiz
SUBJECT: COUNCILMEMBER PHIL ORTIZ
League of California Cities, San Diego Division; East County Economic Development Council; MTS (Metropolitan Transit System Board) – Alternate; East County Advanced Water Purification Joint Powers Authority Board – Alternate; Chamber of Commerce – Government Affairs Committee – Alternate.

RECOMMENDATION:

That the City Council accepts and files the following report of Council/Mayor activities attended during the current agenda period.

BACKGROUND:

Government Code Section 53232.3(d) requires members of a legislative body to provide brief reports on meetings attended at the expense of the local agency at the next regular meeting of the legislative body.

REPORT:

Since the last City Council meeting, I have attended the following events on behalf of the City of El Cajon:

June 2, 2023 – Meeting with Handel’s Ice Cream
June 3, 2023 – Lincoln Reagan Dinner
June 12, 2023 – Tour of Apartments with Chelsea, Inc.

June 13, 2023 – City Council Meeting(s)
I am available to answer questions.

Submitted By: Phil Ortiz, Councilmember
City Council
Agenda Report
Agenda Item 22.

DATE: June 13, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Bill Wells, Mayor & Phil Ortiz, Councilmember
SUBJECT: No Public Camping Regulations
RECOMMENDATION:

That the City Council directs staff to analyze the proposed Unsafe Camping Ordinance being considered by the City of San Diego and to draft a similar Ordinance for City Council consideration.

BACKGROUND:

The City of San Diego's City Council will soon be considering an ordinance prohibiting camping on any public property, including sidewalks. Under the ordinance, those in violation of the ordinance would be prosecuted with misdemeanor citations. We recommend that the City Council direct staff to provide the City Council with an analysis of the proposed San Diego ordnance and draft a similar ordinance for our consideration.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

California Environmental Quality Act (CEQA) Guidelines Sections 15378(b)(2) and 15378(b)(5) provide that ongoing administrative activities and organizational activities of governments that will not result in direct or indirect physical changes in the environment do not constitute a “project” as defined by the CEQA Guidelines. Therefore, the proposed action directing staff to analyze the proposed San Diego ordinance and draft a similar ordinance for consideration is not subject to CEQA.

Prepared By: Bill Wells, Mayor & Phil Ortiz, Councilmember Reviewed By: N/A
Approved By: N/A
City Council
Agenda Report
Agenda Item 23.

DATE: June 13, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Angela Cortez, City Clerk
SUBJECT: Zoning Code Update Amendment No. 2023-0001
RECOMMENDATION:

That Mayor Wells requests the City Clerk to recite the title.

An Ordinance approving Zoning Code Amendment No. 2023-0001 for Amendment of Title 17 of the El Cajon Municipal Code for Economic Development, Housing, and other minor technical changes, revisions, and edits.

The proposed Zoning Code Amendment is exempt from the provisions of the California Environmental Quality Act (CEQA) according to the common sense exemption (CEQA Guidelines, section 15061(b)(3)). The common sense exemption applies where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. The proposed amendment does not result in any development or changes to the physical environment and does not raise this project to a level of significance that warrants CEQA analysis.

Attachments
Ord - 5136

ORDINANCE NO. ____

AN ORDINANCE APPROVING ZONING CODE AMENDMENT NO. 2023-0001 FOR AMENDMENT OF TITLE 17 OF THE EL CAJON MUNICIPAL CODE

FOR ECONOMIC DEVELOPMENT, HOUSING, AND OTHER MINOR

TECHNICAL CHANGES, REVISIONS, AND EDITS

WHEREAS, Title 17 of the El Cajon Municipal Code (the "Zoning Code") requires regular maintenance to ensure that it complies with changes in State laws; is internally consistent; and is effective in regulating the use and development of land in the City of El Cajon (the "City"); and

WHEREAS, staff has identified various modifications needed to improve clarity, consistency, and application of the Zoning Code, and to comply with new State laws; and

WHEREAS, the City Council held a duly advertised public hearing on May 23, 2023, to consider Zoning Code Amendment No. 2023-0001 ("ZCA No. 2023-0001" or "Project"), and received evidence through public testimony and comment, in the form of verbal and written communications and reports; and

WHEREAS, the City Council has considered and approved for the Project, by Resolution No. ___-23, the proposed California Environmental Quality Act Guidelines ("CEQA") common sense exemption in accordance with CEQA section 15061(b)(3); and

WHEREAS, the proposed updates to the City’s Zoning Code have been presented to the City’s Planning Commission for its review and recommendation; and

WHEREAS, following a properly noticed public hearing, at which both verbal and written testimony were presented, the Planning Commission adopted its Resolution No. 11103, recommending approval of the proposed Zoning Code amendments presented to the City Council.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EL CAJON DOES ORDAIN AS FOLLOWS:

SECTION 1. The City Council finds that:

A. The recitals above are true and correct and have been incorporated herein by reference.

B. The proposed zoning code amendment is applicable citywide. No zone changes are proposed as part of th is Project, and thus the proposed changes do not conflict with specific plans.

C. The proposed zoning code amendment is applicable citywide and is not property-specific. Further, the proposed changes provide clarity,

consistency, objective standards for new development, and help streamline development review processes in accordance with State law.

SECTION 2. The City Council further finds that the California Environmental Quality Act ("CEQA") common sense exemption in accordance with CEQA section 15061 (b) (3) applies for the proposed Project.

SECTION 3. Section 5.52.020 of Chapter 5.52 of Title 5 of the El Cajon Municipal Code is hereby repealed in its entirety.

SECTION 4. A new section 5.52.020 is hereby added to Chapter 5.52 of Title 5 of the El Cajon Municipal Code to read as follows:

5.52.020 Community event permit required.

A. Community event permits are required for each community event.

Certain community events require temporary use permits in accordance with Chapter 17.75 of the zoning code, including, but not limited to, the following: amusement attractions, carnivals, circuses, and fairs. Fireworks displays are permitted in accor dance with section 17.225.260 of the zoning code.

B. Applications submitted for use permits, use of city parks or recreation facilities, or pursuant to city poli cies, ordinances or similar existing permit systems shall be deemed equivalent to community event applications for the purposes of this chapter.

SECTION 5. Section 17.115.070 of Chapter 17.115 of Title 17 of the Zoning Code is hereby repealed in its entirety.

SECTION 6. A new section 17.115.070 is hereby added to Chapter 17.115 of Title 17 of the Zoning Code to read as follows:

17.115.070 Uses and activities permitted by conditional use permit.

In addition to those uses listed in the land use tables as requiring a conditional use permit, outdoor public address systems or loudspeakers shall be permitted in any zone (except as noted), provided a conditional use permit is granted.

SECTION 7. Subsection (D) of section 17.140.065 of Chapter 17.140 of Title 17 of the Zoning Code is hereby repealed.

SECTION 8. A new subsection (D) is hereby added to section 17.140.065 of Chapter 17.140 of Title 17 of the Zoning Code to read as follows:

D. Unit Standards.

1. Quantity. No more than two (2) dwelling units of any kind may be built on a lot that results from an urban lot split. For purposes of this paragraph, "unit" means any dwelling unit, including, but not limited to, a primary dwelling unit, two-family dwelling, an ADU, or a JADU.

2. Parking. One (1) off-street parking space per unit is required, except no off -street parking is required in either of the following instances:

a. The parcel is located within one-half (1/2) mile walking distance of either a high -quality transit corridor a s defined in subdivision (b) of section 21155 of the Public Resources Code, or a major transit stop as defined in
section 21064.3 of the Public Resources Code.

b. There is a car share vehicle located within one (1) block of the parcel.

3. Setbacks. All setba cks must conform to those objective setbacks that are imposed through the underlying zone,
except for the following:

a. No setback is required for an existing legally
established structure or for a new structure that is
constructed in the same location and t o the same
dimensions as an existing legally established structure.

b. Interior setbacks shall comply with Title 15 Buildings and Construction.

c. Side and rear property line setbacks shall be a
minimum of three (3) feet subject, however, to
paragraph (D)(4) of this section.

4. Height. Units shall comply with the height restrictions of the underlying zone. Units that are located within the side or rear yard setback for the underlying zone shall be no more than :
twelve (12) feet in height at a three (3) foot setback; sixteen (16) feet in height at a four (4) foot setback: and twenty (20) feet at a five (5) foot setback.

5. Legal nonconforming uses. The correction of legal nonconforming zoning conditions shall not be requ ired as a condition of approval of an urban lot split parcel map.

6. Administrative relief; two (2) units. The restrictions set forth in paragraph (D)(4) of this section notwithstanding, the Community Development Director may grant administrative relief if the objective unit standards do not allow the construction of two (2) units on each lot of at least eight hundred (800) square feet in size. Administrative relief will first be considered at a five (5) foot setback, and if two (2) units on each lot of at least 800 square feet in size remain infeasible, administrative relief with then be considered at a four (4) foot setback. If two (2) units of at least eight hundred (800) square feet in size remain infeasible at a four (4) foot se tback, administrative relief will then be considered at a three (3) foot setback.

SECTION 9. Section 17.140.100 of Chapter 17.140 of Title 17 of the Zoning Code is hereby repealed in its entirety.

SECTION 10. A new section 17.140.100 is hereby added to Chapter 17.140 of Title 17 of the Zoning Code to read as follows:

17.140.100 Building height.

The following table lists the maximum heights for primary structures in residential zones. The endnotes at the bottom of the table contain information that modifies the information listed in the table’s matrix. See section 17.140.120 for accessory structure height requirements.

Table 17.140.100

Building Height

O-S See Chapter 17.155
PRD See Chapter 17.165
RS-40 35 ft.

RS-20 35 ft.

RS-14 35 ft.

RS-9 35 ft.

RS-6 35 ft.

RM-6000 25 ft.

RM-4300 35 ft.

RM-2500 25 ft.

RM-2200 35 ft.

RM-1450 45 ft.

RM-HR Subject to the provisions of Specific Plan No. 182, Transit District Specific Plan, and Mixed-Use Overlay Zone

SECTION 11. Subsection (I) of section 17.140.120 of Chapter 17.140 of Title 17 of the Zoning Code is hereby repealed.

SECTION 12. A new subsection (I) is hereby added to section 17.140.120 of Chapter 17.120 of Title 17 of the Zoning Code to read as follows:

I. Accessory structures may include a bathroom.

SECTION 13. Section 17.140.180 of Chapter 17.140 of Title 17 of the Zoning Code is hereby repealed in its entirety.

SECTION 14. A new section 17.140.180 is hereby added to Chapter 17.140 of Title 17 of the Zoning Code to read as follows:

17.140.180 Accessory and junior accessory dwelling units.

The standards set forth in this section may be applied to any lot in the city permitting single-family or multifamily residential uses each, an "eligible lot." For lots zoned to permit single -family dwelling units , these standards are applicable in conjunction with a proposed or existing primary dwelling unit upon such lot. For lots zoned to permit multifamily dwelling units, these standards are applicable in conjunction with an existing or proposed primary multifamily dwelling.

A. Permit Required. A building permit is required for any new accessory or junior accessory dwelling unit.

B. Number of ADUs. The following number and types of accessory dwelling units shall be allowed.

1. Lots Zoned to Allow Single-Family Dwelling Units. For each eligible single-family lot, up to one (1) accessory dwelling unit and one (1) junior accessory dwelling unit may be permitted with an existing or proposed single-family dwelling unit.

2. Lots Zoned to Allow Multifamily Dwelling Units . Accessory dwelling units may be permitted with existing or proposed multifamily dwelling units in accordance with the following:

a. At least one (1) unit and up to twenty -five percent (25%) of the exis ting number of multifamily dwelling
units may be permitted within portions of an existing
multifamily development in those areas that are not
used as livable space including (but not limited to )
storage rooms, basements, garages, attics, or other
similar areas that may be converted.

b. For an existing or proposed multifamily development, in addition to the provisions of (B)(2)(a), for each
eligible multifamily lot, up to two (2) detached
accessory units may be constructed, subject to four (4) foot side and rear setbacks and a height limit of sixteen (16) feet and three (3) foot side and rear setbacks and a height of twelve (12) feet.

C. Size.

1. Lot coverage; open space requirements . Each eligible lot, regardless of the size of the primary dwelling unit, ma ximum lot coverage, or minimum open space requirements may
include an attached or detached accessory dwelling unit of up to eight hundred (800) square feet;

2. Maximum unit size. For each eligible lot, the maximum size of an attached or detached accessory dwelling unit shall be not more than one thousand two hundred (1,200) square feet, but under no circumstances shall the attached or detached accessory dwelling unit be larger than the primary dwelling unit;

3. Efficiency units. The unit size for an attache d or detached accessory dwelling unit or junior accessory dwelling unit shall, at a minimum, meet the standards for an efficiency unit as defined by the California Health and Safety Code section 17958.1. Minimum standards shall be applied through the building code; and

4. Junior ADUs. A junior accessory dwelling unit shall not exceed an area of five hundred (500) square feet.

D. Parking.

1. Except as otherwise provided in this subsection , one (1) additional paved off -street parking space per accessory dwelling unit must be provided. Such parking space may be provided as a tandem space and/or located in the required front yard setback area if in compliance with the paved parking standards listed in section 17.140.160. Parking is not required to be provided in any of the following circumstances:

a. Proximity to public transit. Unit is located within one - half (½) mile of public transit, including light rail and bus stations;

b. Historical/Architectural significance. Unit is located within an architecturally and historically significant residence historic district;

c. Primary dwelling units. Unit is part of the proposed or existing primary dwelling unit, or an accessory
structure as defined in section 17.140.120 (Accessory
structures);

d. Junior ADU. Unit is a junior accessory dwelling unit or is part of an existing primary dwelling unit or an existing accessory structure;

e. On-street parking permit. On-street parking permits are required but not offered to the occupant of the
accessory dwelling unit; or

f. Car-share program. There is a car -share program
located within one (1) block of the accessory dwelling
unit.

E. Standards of Development.

1. Conversion for an Accessory Dwelling Unit. Existing permitted structures converted to an accessory dwelling unit either attached or detached to the primary dwelling unit such as a garage or other accessory building shall meet the
following requirements:

a. Building and fire safety codes;

b. Independent exterior access from the existing primary dwelling unit; and

c. Sufficient side and rear setbacks for fire safety.

2. Detached Accessory Dwelling Unit. New detached
structures for accessory dwelling units shall meet the
following requirements unless such requirements prohibit an accessory dwelling unit of at least eight-hundred (800) square feet in area with three (3) foot rear and side yard setbacks:

a. Conformity with all requirements of the zone in which the unit is located, except as identified in paragraphs (2) (b) through (g), below . Additionally, detached
accessory dwelling units shall be located outside of the

front and exterior setback unless this requirement
would prohibit an accessory dwelling unit of at least
eight hundred (800) square feet in area;

b. Limited to the maximum heig ht of the underlying zone when located within the primary dwelling unit setback
requirements. Height limitations for areas outside of
the primary dwelling unit setbacks are as follows:

i. Maximum height of twenty (20) feet with a five (5)
foot setback; no more than sixteen (16) feet with
four (4) foot setback ; and no more than twelve
(12) feet with a three (3) foot setback.

ii. When the detached accessory dwelling unit is
within one -half (1/2) mile walking distance of a
major transit stop or a high-quality transit corridor
the height is limited to eighteen (18) feet with up
to two (2) additional feet permitted to
accommodate a roof pitch so long as it is aligned
with the roof pitch of the primary dwelling.

iii. When the detached accessory dwelling unit is
located on a lot with an existing or proposed
single family or multifamily dwelling that is two (2)
stories or greater, the height is limited to eighteen
(18) feet.

c. Subject to a minimum three (3) foot rear and side
setback;

d. In accordance with the California Health and Safety Code requirement, no fire sprinkler system is required
unless provided for the primary dwelling unit;

e. Limited in size in accordance with subsection (C)
above;

f. Attached covered patios, porches and similar covered areas intended to be used by the occupant of the
accessory dwelling unit, except for a garage or carport, shall be limited to a maximum ten percent (10%) of the
floor area of the proposed unit; and

g. The proposed accessory dwelling unit shall be
constructed of similar building materials, colors, and with a similar architectural style to the primary dwelling unit.

3. Attached Accessory Dwelling Unit. New attached accessory dwelling units shall meet the following requirements unless such requirements prohibit an accessory dwelling unit of at least eight-hundred (800) square feet in area with three (3) foot rear and side setbacks:

a. Conformity with all requirements of the zone in which the unit is located, except as identified in paragraphs (3)(b) through (g), below;

b. Limited to the maximum height of the underlying zone when located within the primary dwelling unit setback
requirements and to a maximum height of twenty (20)
feet with a five (5) foot setback ; no more than sixteen (16) feet with four (4) foot setback, and no more than
twelve (12) feet with a three (3) foot setback;

c. Subject to a minimum three (3 ) foot rear and side
setback;

d. In accordance with the California Health and Safety
Code requirement, no fire sprinkler system is required
unless provided for in the primary dwelling unit. If an accessory dwelling unit is attached to the primary
single-family dwelling unit, the wall separating units
shall be as required by the California Building Code ,
and/or the California Residential Code or both;

e. Limited in size in accordance with subsection (C)
above;

f. Attached covered patios, porches and similar covered areas intended to be used by the occupant of the
accessory dwelling unit, except for a garage or carport, shall be limited to a maximum ten percent (10%) of the
floor area of the proposed unit; and

g. The proposed accessory dwelling unit shall be
constructed of similar building materials, colors, and
with a similar architectural style to the primary dwelling unit.

4. Junior accessory dwelling units shall meet the following requirements:

a. Shall be created within the existing walls of the primary dwelling unit and include a bedroom;

b. Shall include an independent exterior access from the primary dwelling unit;

c. Shall include an efficiency kitchen that consists of:

i. A sink with a maximum waste line diameter of
one-and-a-half (1-1/2) inches;

ii. A cooking facility with appliance which do not
require electrical service greater than one -
hundred-and-twenty (120) volts or natural or
propane gas; and

iii. A food preparation counter and storage cabinets
that are reasonable to the size of the unit; and

d. No additional parking shall be required for the junior accessory dwelling unit.

F. Standards of Performance. Every accessory and junior accessory dwelling unit approved by this Title shall meet the following standards of performance:

1. Owner occupancy. The property owner must occupy either the primary dwelling unit or the accessory dwelling unit, unless the property owner is a governmental agency, land trust, or housing organization. Should this requirement not be honored by the property owner, it will be cause to have the accessory or junior accessory dwelling unit removed in accordance with appropriate procedures. Owner occupancy requirements
shall not be enforced through January 1, 2025 in accordance with Government Code section 65852.2(a)(6).

2. Recorded restrictions. A notice of restriction shall be recorded so that it appears in the chain of title for the property.

A building permit will not be finalized without proof of recordation of the notice of restriction.

3. Common ownership. The unit shall not be sold separate from the primary dwelling unit.

4. Minimum term. Tenancy shall not be less than thirty (30) days.

G. Fees.

1. Development impact fees; applicability. Development Impact Fees for ADUs and JADUs shall comply with Chapter 17.25 Procedures, Hearings, Notices and Fees.

2. Fee waiver. In addition to the requirements in Chapter 17.25, ADUs or JADUs that are less than seven -hundred-and-fifty (750) square feet shall not be subject to any impact fees. Any impact fees charged for an ADU more than seven -hundred- and-fifty (750) square feet shall be charged proportionately in relation to the square footage of the primary dwelling unit.

H. Special Exemption from City Standards. Notwithstanding other provisions of this T itle, the addition of an accessory or junior accessory dwelling unit on a lot as provided under this section of and by itself will not initiate requirements for any new or updated standards relating to the existing residential structure. Such standards or requirements that would otherwise apply will be deferred until the normal operation of those other city code sections come to apply to such property. Such deferral of new or updated standards will not be granted for any building or portion thereof that was constructed illegally, nor will such deferral be granted for required public improvements. It is the clear intent of this subsection that the existing standards which were legally provided on the existing residential structure may remain as they were prior to the construction of the second-family unit.

SECTION 15. Section 17.140.210 of Chapter 17.140 of Title 17 of the Zoning Code is hereby repealed in its entirety.

SECTION 16. A new section 17.140.210 is hereby added to Chapter 17.140 of Title 17 of the Zoning Code to read as follows:

17.140.210 Residential land use table.

The following table lists uses that may be established in residential zones.

The abbreviations used in the land use table shall have the following meanings:

A "A" means "adult entertainment permit"

C "C" means "conditional use permit"

D "D" means "director’s determination"

MC "MC" means "minor conditional use permit"

MUP "MUP" means "minor use permit"

P "P" means "permitted use"

S "S" means "site development plan permit"

T "T" means "temporary use permit"

Z "Z" means "administrative zoning permit"

X "X" means "not permitted"

In addition to the abbreviated terms listed above, the land use table incorporates endnotes, which are indicated by numerical designators in the final column of the table. The numerical designators correspond with written notes listed at the bottom of the table. The notes provide additional information and direct readers to other applicable sections of the El Cajon Municipal Code.

Table 17.140.210

Residential Land Use Table

Residential
Zones PRD RS-
40 RS-
20 RS-
14 RS-
9 RS-
6 RM-
6000
RM-
4300
RM-
2500
RM-
2200
RM-
1450
RM-
HR Notes
Primary Residential Uses (subject to density restrictions) Congregate
care facility X X X X X X X X P P P P
Dwellings;
attached
duplex units or
two detached
dwelling units
X X X X X X X P P P P P 1
Dwellings; up
to three
detached
single-family
homes on the
same lot,
including
common
interest
developments
X X X X X X P X X X X X 2
Dwellings;
multi-family, X X X X X X X P P P P P 2

Residential
Zones PRD RS-
40 RS-
20 RS-
14 RS-
9 RS-
6 RM-
6000
RM-
4300
RM-
2500
RM-
2200
RM-
1450
RM-
HR Notes
attached or
detached,
including
common
interest
developments
Dwelling;
single-family
detached
P P P P P P P P P P P P 2
Farmworker
housing X P P X X X X X X X X X
Foster family
home P P P P P P P P P P P P
Foster family
institution X C C C C C C C X X X C
Group
residential X X X X X X C C C C C C 3
Manufactured
home P P P P P P P P P P P P
Residential
care facility for
6 or fewer

P P P P P P P P P P P P
Residential
care facility for
7 or more
X X X X X X X C C C C C 4
Supportive
housing P P P P P P P P P P P P
Transitional
housing P P P P P P P P P P P P
Accessory Residential Uses
Accessory
structures X P P P P P P P P P P P 5
Bed and
breakfast X Z Z Z Z Z Z Z Z Z Z X 6
Family day
care home,
large

P P P P P P P P P P P P
Family day
care home,
small

P P P P P P P P P P P P
Home
occupation
business
P P P P P P P P P P P P 7
Keeping of X P P X X X X X X X X X 8

Residential
Zones PRD RS-
40 RS-
20 RS-
14 RS-
9 RS-
6 RM-
6000
RM-
4300
RM-
2500
RM-
2200
RM-
1450
RM-
HR Notes
bees for
personal use
Keeping
chickens for
personal use
P P P P P P P X X X X X 8
Keeping pet
pot-bellied pigs X P P Z Z Z Z X X X X X 8
Keeping pet
horses Z P P Z Z X X X X X X X 8
Keeping
domesticated
animals under
125 pounds for
family use
X P P Z Z Z Z X X X X X 8
Keeping
rabbits and
geese for
family use
X P P X X X X X X X X X 8
Low Barrier
Navigation
Center

X X X X X X P P P P P P
Accessory or
Junior
Accessory
dwelling unit
X P P P P P P P P P P P 9
Nonresidential Uses
Card room,
non-gambling X P P P P P P P P P P P 16
Cemetery,
crematory, and
mausoleum

X C C C C C C C C C C C
Clubs: youth
clubs,
professional
organizations,
union halls,
fraternal
organizations,
and similar
uses

X C C C C C C C C C C C
Commercial
agriculture
including: field
X P P X X X X X X X X X 8

Residential
Zones PRD RS-
40 RS-
20 RS-
14 RS-
9 RS-
6 RM-
6000
RM-
4300
RM-
2500
RM-
2200
RM-
1450
RM-
HR Notes
crops,
orchards,
vineyards,
horticulture,
and floriculture
Community
gardens P P P P P P P P P P P P 8
Day care
facility
(commercial or
non-profit
including
preschool)
X C C C C C C C C C C C 10
Educational
institutions X C C C C C C C C C C C
Governmental
buildings and
service
facilities
X C C C C C C C C C C C 11
Heliport X C C C C C C C C C C C
Marijuana
cultivation,
delivery,
dispensary,
manufacturing,
and storage

X X X X X X X X X X X X
Microenterprise
home kitchen
operation
(MEHKO)
P P P P P P P P P P P P 17
Nonresidential
parking areas
in multi-family
zones
X X X X X X X C C C C C 12
Parks with
recreation
facilities; private,
including non-
profit

X C C C C C C C C C C C
Parks and
playgrounds,
public or
private

X P P P P P P P P P P P
Prefabricated T T T T T T T T T T T T

Residential
Zones PRD RS-
40 RS-
20 RS-
14 RS-
9 RS-
6 RM-
6000
RM-
4300
RM-
2500
RM-
2200
RM-
1450
RM-
HR Notes
storage
containers
used for short-
term storage
Religious
facilities and
non-profit
service
organizations
devoted to
serving the
general public

C C C C C C C C C C C C
Roadside
stands for the
sale of
agricultural
products
X Z Z X X X X X X X X X 8
Seasonal
outdoor
businesses
T T T T T T T T T T T T 13
Temporary
feeding areas C C C C C C C C C C C C
Wireless
communication
facilities
C C C C C C C C C C C C 14
Other similar
uses D D D D D D D D D D D D 15

1. Legally created lots in the RM -4300 zone are entitled to at least two (2) units, regardless of lot area.

2. Subject to section 17.125.110 common interests developments. See Chapter 17.165 for PRD requirements. See Chapter 17.60 for PUD requirements.

3. Must be separated at least three hundred (300) feet between structures measured at closest wall of each.

4. Use prohibited in SP-182.

5. Subject to the provisions of section 17.140.120 (accessory structures).

6. Subject to the provision of section 17.225.020 (bed and breakfast establishments).

7. Subject to the provisions of section 17.225.050 (home occupations).

8. Subject to the provisions of Chapter 17.205 (animals and agriculture).

9. Subject to the provisions of section 17.140.180 (accessory and junior accessory dwelling units).

10. A "day care facility" is not a "family day care home" as defined in Chapter 17.105.

11. Excludes sewage disposal facilities.

12. Must conform to the standards provided in section 17.185.200 (parking standards).

13. As ancillary to an approved non-residential use, when activity not alr eady covered by CUP.

14. Subject to the provisions of Chapter 17.245 (wireless communications facilities).

15. As determined by the director of community development.

16. May only be operated as an accessory use to a bona fide club, society, professiona l organization, union hall, fraternal organization, and similar use, with either all applicable discretionary permits, or nonconforming status pursuant to Chapter 17.120, for the primary use. Subject to additional card room regulations listed in Chapter 5.28 (Card Rooms) and Chapter 17.225 (Miscellaneous Special Uses and Regulations) of this Title.

17. Subject to the provisions of section 1.16.025 (nuisance defined – microenterprise home kitchen operations) and section 17.225.250 (microenterprise home kitc hen operations - MEHKO).

SECTION 17. Section 17.145.150 of Chapter 17.145 of Title 17 of the Zoning Code is hereby repealed in its entirety.

SECTION 18. A new section 17.145.150 is hereby added to Chapter 17.145 of Title 17 of the Zoning Code to read as follows:

17.145.150 Commercial land use table.

The following table lists uses that may be established in commercial zones.

The abbreviations used in the land use table shall have the following meanings:

A "A" means "adult entertainment permit"

C "C" means "conditional use permit"

D "D" means "director’s determination"

MC "MC" means "minor conditional use permit"

MUP "MUP" means "minor use permit"

P "P" means "permitted use"

S "S" means "site development plan permit"

T "T" means "temporary use permit"

Z "Z" means "administrative zoning permit"

X "X" means "not permitted"

In addition to the abbreviated terms listed above, the land use table incorporates endnotes, which are indicated by numerical designators in the final column of the table. The numerical designators correspond with written notes listed at the bottom of the table. The notes provide additional information and direct readers to other applicable sections of the El Cajon Municipal Code.

Table 17.145.150
Commercial Land Use Table

O-P C-N C-G C-R C-M Notes
Commercial Uses
Adult book store, adult theater, and
other adult entertainment activities
X X A A X 1, 2
Alternative lending including payday
loans, anticipatory loans, and auto
title lending, excludes federal or
state chartered banks, savings and
loans, thrifts, and credit unions
X X C C X 1, 32,
33 Amusement parks including
miniature golf, go-cart tracks,
mechanized rides, etc.

X C C C C
Animal grooming services P P P P P
Antique sales X P P P X
Appliance repair; large gas and
electric appliances including heating
and air conditioning systems, parts
and supplies
X X X X P 1
Appliance sales; large gas and
electric appliances including heating
and air conditioning systems, parts
and supplies

X P P P P
Appliance sales and repair of small
electrical appliances
X P P P P 1
Art galleries, commercial retail X P P P X
Artist studios and art restoration
services

P P P P P
Athletic clubs and fitness centers X P P P X 28
Auction house X X C C P 1
Auto parts and accessories; new
parts
X X P P X 1
Auto parts and accessories; used
parts, excludes dismantling
X X X X P 1, 3
Auto rental including the rental of
moving vans, trucks and trailers
X X C X C 1
Auto sales, including: autos,
alternative fuel vehicles,
motorcycles, light trucks, and
recreational vehicles
X X C C C 4
Automobile (new) displays within an
enclosed building
X X P P X 38

O-P C-N C-G C-R C-M Notes
Automotive body repair X X C X C 1
Automotive service and repair X X C C C 1
Automotive fueling station X C C C C 5
Auto washing and detailing, full
service carwash
X X C X X 1
Auto washing, self-service carwash X C C X X 1
Bail bonds office P P P P P 1
Beauty salon, nail salon, barber
shop, and day spa
P P P P X 6
Beauty supply and cosmetics sales P P P P X
Billboard sign P P P P P 7
Biomedical office P P P P P
Blood banks and blood donation
facilities
P P P P X 1
Blood plasma centers C X X X X 1
Boat sales including ancillary
service and repair

X X P X C
Book store, including news copy
and magazine sales

P P P P X
Bowling alley X X C C X
Camera and photographic sales and
related services

X P P P X
Card room, non-gambling P P P P X 3, 26
Carpet and drapery cleaning and
repair services

X X X X P
Cemetery, crematory, and
mausoleum

C C C C C
Child activity centers X P P P X
Circuses and carnivals X X T T X
Clothing and apparel store, new X P P P X
Clothing and costume rentals X P P P X
Clubs: youth clubs, professional
organizations, union halls, fraternal
organizations, and similar uses

C C C C X
Cocktail lounge X C C C X 8, 9
Community gardens P P P P P 29
Consumer electronics retail sales
with ancillary service

X P P P P
Contract construction services X X X X P
Convenience market X P P P X 8
Custodial and cleaning services
including property management and
building maintenance with
associated vehicle, equipment, and

X X X X P

O-P C-N C-G C-R C-M Notes
supply storage
Dance studio X P P P X
Day care facility MUP MUP MUP MUP MUP
Department store with general retail
sales

X P P P X
Drive-through service accessory to
an authorized land use
S S S S S 1
Employment services P P P P P
Equipment rental with outdoor
storage or display
X X C C C 1
Equipment rental without outdoor
storage or display
X P P P P 1
Escort service X X P X X 3
Fabric store X P P P X
Farmers market X Z Z Z X 34
Financial services and institutions P P P P X 10
Firearm and ammunition sales, new
and resale
X P P P X 3
Firing ranges, indoor ranges for fire
arms or archery
X X C C C 1
Florist P P P P X
Food truck or trailer X T T T T 36
Funeral parlor and mortuary P P P P X 1
Furniture and home furnishing sales X P P P P
Game center and video arcade X X P P X 3
General retail sales X P P P X
Gift shop, including novelties,
souvenirs, greeting cards, etc.

X P P P X
Gunsmith X P P P X 1
Hardware store, indoor (includes
building materials and related
services)
X P P P P 1
Hardware store with outdoor storage
or display (includes building
materials and related services)
X X C C C 1
Headquarters office facility P X P P P
Heavy equipment sales including
large trucks and tractor-trailer rigs

X X X X C
Hobby shop P P P P X
Hotel and motel X X C C X
Household accessories including
bedding, linens, kitchen supplies,
etc.

X P P P X
Kennel X X X X C

O-P C-N C-G C-R C-M Notes
Kiosk, booth, and stand X Z Z Z Z 11
Laundry and dry cleaning services,
retail, including coin operated self-
service laundry

X P P P X
Liquor store X C C C X 1, 8
Live entertainment X X C C X 3
Locksmith and related services X P P P P
Manufactured housing sales
including modular and mobile home
sales

X X P X P
Market X P P P X
Massage establishments, steam
bath, and sauna room
X X C C X 1, 3, 6,
12 Massage services permitted as an
accessory use to a permitted
primary use
P P P P X 3, 6, 12
Medical and dental office,
laboratories, and clinics open to the
general public including
acupuncture, chiropractic, and other
state licensed health care practices

P P P P X
Medical and dental laboratory not
open to the public

P P P P P
Marijuana cultivation, delivery,
dispensary, manufacturing and
storage

X X X X X
Modeling agency, talent agencies
and entertainment booking services
(office only)

P P P P X
Motion picture theatre (indoor) X X C C X 13
Music lessons conducted indoors P P P P X
Music store including the sale of
musical instruments, sheet music,
and recorded music

X P P P X
Office, administrative, business and
professional

P P P P P
Office machine sales X P P P P
Optical goods including eye glasses,
contact lenses, and eye exams

P P P P X
Outdoor dining, accessory to
authorized restaurant or cocktail
lounge
X P P P P 14
Outdoor sales events at existing
business developments

T T T T T

O-P C-N C-G C-R C-M Notes
Parcel delivery and postal services
(office only, does not include U.S.

Postal Service offices)

P P P P X
Pawn shop or pawn broker X X C C X 1, 3,
32, 33
Personal storage facility X X C X C 15
Pest control services X X X X P
Pet supply stores including pet sales
and pet adoption services with
accessory indoor veterinary and
grooming services

X P P P X
Pharmacy P P P P X 16
Photocopying and other retail office
services for the general public

P P P P X
Photographic studio including
ancillary photo finishing services

P P P P X
Plant nursery X X P P P 1
Pool hall or billiards parlor X X C C X 3
Prefabricated storage containers
used for short term storage

T T T T T
Private security company with watch
dogs
X X C C C 1, 3
Private security company without
watch dogs

P P P P P
Public assembly X X C C C
Recreational facility MUP MUP MUP MUP MUP
Resource recovery center X C C C C 17
Restaurant P P P P C 8, 9, 18
Restaurant, take-out only P P P P C 19
Restaurant (full-service) with
alcoholic beverage production use
P X C C X 8, 9
Seasonal outdoor businesses such
as Christmas tree lots

T T T T T
Secondhand merchandise store or
kiosk including buying of gold,
precious metals, gemstones,
jewelry, or electronics
X X C C X 1, 3,
32, 33
Service and repair of consumer
electronics

X P P P X
Shoe sales and shoe repair X P P P X
Single room occupancy (SRO)
housing

X X C X X
Skilled nursing facility C C C C C 1
Special training and schooling P P P P P

O-P C-N C-G C-R C-M Notes
conducted indoors
Special training and schooling
conducted outdoors

X X X X MC
Sporting goods, bicycles, and toy
stores

X P P P X
Supermarket X P P P X
Surplus store X P P P X 1
Swap meet and flea market X X X C X 1, 3
Tailoring, alteration, and sewing
services

P P P X X
Tattoo and body piercing studio X X P P X 1
Thrift or resale shop X P P P X 1, 3
Ticket sales office P P P P X
Tobacco and smoke shop,
electronic/vapor substance
inhalation shop
C C C C X 1, 20
Tool and equipment repair and
sharpening services excluding
heavy equipment repair
X X P P X 1
Trailer and camper sales, non-
motorized

X X P X P
Travel agency P P P P X
Vehicle storage lot T X T T T
Veterinary and small animal
hospital, indoors only
P P P P P 1
Video sales and rentals including
video game sales and rentals

X P P P X
Vocational and trade school
(conducted indoors)
X P P P P 9
Vocational and trade school
(conducted outdoors)
X X X X C 9
Volume discount store (including
99¢ and closeout stores)
X X P P X 1
Watch, clock, and jewelry sales and
repair

P P P P X
Other similar uses D D D D D 21
Light Industrial Uses
Contract construction services X X X X P
Direct selling organizations (baked
goods, ice cream trucks, bottled
water vendors, catering wagons,
etc.)

X X X X P
Food and beverage processing X X X X P
Heavy equipment service and repair X X X X C

O-P C-N C-G C-R C-M Notes
Laundry services, industrial,
including linen, diaper, and uniform
cleaning, alteration and repair
services

X X X X P
Light manufacturing X X X X P
Microbrewery X X C C C 35
Printing and publishing services,
non-retail and excluding contact with
the general public

X X P P P
Recycling center for metal,
cardboard, glass, e-waste, etc.

X X X X C
Scientific and commercial testing
laboratories including product
research and development

X X X X P
Service and repair of light
machinery including vending
machines, office machines, large
household appliances, etc.

X X X X P
Service and repair of precision
instruments including cameras,
optical devices, medical devices and
electronic testing equipment

X X X X P
Warehousing and distribution X X X X P
Wholesale trade excluding
explosives

X X X X P
Other similar uses D D D D D 21
Transportation, Communication and Utilities
Ambulance service C C C C P 1, 3
Bus passenger terminals, public or
private charter

X X P P P
Bus parking and maintenance
facility

X X X X P
Heliport C C C C C
Limousine service X X X X P 3
Media production including
broadcasting studios, and audio and
video recording studios

X P P P P
Parking lots and garages, short term P P P P P
Radio, and/or television
broadcasting
P P P P P 22
Solid waste disposal facility C C C C C 1
Taxicab terminal X X P P P
Towing services with vehicle
storage
X X X X C 1, 3

O-P C-N C-G C-R C-M Notes
Towing services without vehicle
storage
X X C X C 1, 3
Trucking terminal for motor freight
including parcel delivery service
terminals

X X X X P
Utilities, excluding sewage
treatment

C C C C C
Vehicle storage facility, long term,
including lots and structures
X X X X MUP 1
Wireless communication facilities,
freestanding
C C C C C 23
Wireless communication facilities,
architecturally integrated or other
stealth design
S S S S S 23
Other similar uses D D D D D 21
Institutional and Charitable Uses
Botanical garden, and arboretum P P P P X
Educational institution C C C C C
Emergency shelters X X C C S 1, 24
Governmental administrative offices
(excluding services)

P P P P P
Governmental operation center and
service facilities

C C C C C
Hospital C C C C X
Library, public P P P P X
Low Barrier Navigation Center P P P P P 37
Museum P P P P X
Non-profit welfare and charitable
organizations and services
X X C C X 1, 27
Parks and playgrounds, public or
private

X P P P P
Amateur sports fields X MUP MUP MUP MUP
Religious facilities C P P P C 9
Supportive housing P P P P P 37
Temporary feeding area C C C C C
Transition service center X X C C P 1, 24
Transitional housing P P P P P 37
WIC center P P P P X 1
Other similar uses D D D D D 21
Residential Uses
Caretaker’s unit P P P P P 25
Residential care facility C C C C X 1

1. Prohibited in SP 182. However, automotive service and repair uses are permitted with approval of a CUP in the portion of SP 182 that is also a part of Special Development Area No. 10 and zoned C -M. Furthermore, for those properties within SP 182 and located north of Madison Avenue, freeway -oriented uses as defined in this T itle are permitted accordingly.

2. Subject to the provisions of Chapter 17.45 (adult entertainment establishments).

3. Requires a Special Operations License for uses as described in ECMC Chapter 5.16.

For towing services, only police towing services require a Special Operations License.

4. Off-site outdoor automobile sales are subject to the provisions of section 17.225.190.

5. Subject to the provisions of Chapter 17.215 (automotive fueling stations).

6. Subject to the provisions of Chapter 5.40 of the El Cajon Municipal Code.

7. Subject to the provisions of section 17.190.270 (billboard signs).

8. Subject to the provisions of Chapter 17.210 (alcohol sales).

9. Subject to parking requirements listed in section 17.185.190.

10. "Check cashing only" services are prohibited in SP 182.

11. Subject to the provisions of Chapter 17.40 (Administrative Zoning Permit), section

17.130.250 (kiosks).

12. Subject to the provisions of section 17.225.070 (massage establishments and services).

13. Subject to the provisions of Chapter 17.230 (motion picture theaters).

14. Subject to the provisions of section 17.225.090 (outdoor dining areas).

15. Subject to the provisions of Chapter 17.235 (personal storage facilities).

16. The retail display area shall not exceed fifteen percent (15%) of the gross floor area in the O-P zone.

17. Subject to the provisions of section 17.225.100 (resource recovery centers).

18. Restaurant size may be limited in the C-M zone.

19. Subject to the provisions of section 17.225.130 (take-out only restaurants).

20. Subject to the provisions of Chapter 17.240 (tobacco, smoke shops, and electronic/vapor inhalation shops).

21. As determined by the director of community development.

22. Excludes wireless communications facilities as defined in Chapter 17.105.

23. Subject to the provisions of Chapter 17.245 (wireless communications facilities).

24. Subject to the provisions of section 17.225.180 (transition service centers and emergency shelters).

25. Only one (1) caretaker’s unit permitted per lot in association with an authorized primary use occupying the same property. Must be attached to the primary structure on the lot, if such a structure exists.

26. May only be operated as an ancillary use to 1) a bona fide non -profit club, society, professional organizatio n, union hall, fraternal organization, and similar (non -profit) use, with a valid conditional use permit for the primary use, and 2) a restaurant. Subject to additional card room regulations listed in Chapter 5.28 (Card rooms) of Title 5 and Chapter 17.225 (Miscellaneous Special Uses and Regulations) of this Title. Non-profit status must be in place prior to application submittal, as applicable.

27. Non-profit medical and dental clinics are permitted uses. They do not require a CUP and are not prohibited in SP 182.

28. Subject to the parking requirements for places of assembly listed in Table 17.185.190.

29. Subject to the provisions of Chapter 17.205 (agriculture and animals).

30. Excludes businesses purchasing items as an accessory use to a primary retail sales use.

31. Subject to the provisions of section 17.225.200 (Alternative Lending).

32. Subject to the provisions of Chapter 17.250 (Secondhand Merchandise Stores and Pawn Shops).

33. Prohibited in the boundaries of SP 462.

34. Subject to the provisions of section 17.225.220 (Farmer’s Market).

35. Subject to the provisions of section 17.225.230 (Microbrewery).

36. Subject to the provisions of Chapter 17.75 (Temporary Use Permit) and section

17.225.240 (Food trucks).

37. Only permitted on properties located within the Mixed-Use Overlay Zone

38. No storage of inventory permitted.

SECTION 19. Section 17.212.030 of Chapter 17.212 of Title 17 of the Zoning Code is hereby repealed in its entirety.

SECTION 20. A new section 17.212.030 is hereby added to Chapter 17.212 of Title 17 of the Zoning Code is hereby added to read as follows:

17.212.030 Definitions.

A. "Deemed approved activity " means any existing permitted, conditionally permitted, or legal nonconforming, lodging establishment activity. Such activity shall be considered a deemed approved activity effective date as long as it complies with the deemed approved performance standards established in this chapter.

B. "Deemed approved status" means the permitted use of land for a deemed approved activity. Deemed approved status replaces legal nonconforming status for lodging establishment activities and remains in effect as long as the business complies with the deemed approved provisions and performan ce standards of this chapter.

Lodging establishments having permitted or conditionally permitted status shall retain such status provided, however, that these lodging establishment activities are further subject to the deemed approved performance standards to the extent that these standards are not already included in applicable conditions of approval.

C. "Emergency Housing Placement Program " means a program whereby a city or county contracts with an organization whose scope of work is to serve individuals or families; by providing access to overnight accommodations at a lodging establishment to people experiencing homelessness, at risk of experiencing homelessness, recently homeless, people for whom providing rental assistance will prevent homelessness, or pe ople having a high risk of housing instability.

D. "Lodging establishment " or "establishment" means a place of business that provides overnight accommodations regardless of the length of stay. This shall include hotels, motels, bed and breakfast establishments or any other temporary lodging establishments regardless of the length of stay of any guest or tenant. This does not include single -or multi -family residences, single room occupancy hotels, institutional or group care facilities, or group quarters.

E. "Lodging establishment activity" means the provision of overnight accommodations to persons in exchange for the payment of valuable consideration.

F. "Service Provider " means an agency that provides outreach services, housing navigation, domestic violence services, rapid rehousing, housing placement, housing retention and other support services for individuals experiencing homelessness or who are at - risk of homelessness.

SECTION 2 1. A new subsection (I) is hereby added to section 17.212.070 of Chapter 17.212 of Title 17 of the Zoning Code to read as follows:

I. Emergency housing placement program requirements.

1. Prior to participating or continuing to participate in an emergency housing placement program, the caretaker or
resident manager shall do the following:

a. Sign an affidavit acknowledging the requirements and standards contained within this Chapter on a form
approved by the Community Development
Department; and

b. Complete human trafficking training offered by CSA
San Diego County, or similar human trafficking training provider, as approved by the Director of Community
Development. Proof of completion shall be submitted
to the Community Development Department.

2. The caretaker or resident manager of the emergency housing shall submit a monthly report to the Community Development Department listing the number of individuals participating in the Program, the duration of their stay, and the name(s) of the program service provider(s) implementing the Program.

SECTION 22. Section 17.212.090 of Chapter 17.212 of Title 17 of the Zoning Code is hereby repealed in its entirety.

SECTION 23. A new section 17.212.0 90 is hereby added to Chapter 17.212 of Title 17 of the Zoning Code to read as follows:

17.212.090 Violation of Performance Standards.

As a result of an inspection, or upon the city’s receipt of a complaint from the public, police department, city official or any other interested person that a deemed approved lodg ing establishment activity is in violation of the operational standards set forth in this chapter, the following procedure shall be followed:

A. An enforcement officer shall assess the nature of the complaint and its validity by conducting an on-site observation and inspection of the premises to assess the activity’s compliance with operational standards and/or conditions of approval.

B. If the enforcement officer determines that the activity is in violation of the operational standards, the enforcement officer shall give written notice of the violation to the owner and/or operator of the establishment and seek to remedy the
violation by (1) requesting a meeting to discuss the violation, (2) requesting a correction plan detailing the means to remedy, or (3) unde r the city’s administrative citation procedures contained in Chapter 1.14 of this code. The first notice of violation shall be given in accordance with
section 1.14.040 of this code. If, however, the enforcement officer, in his or her sole discretion, determines that the violation is not capable of correction, presents a serious threat to public health or safety, or otherwise warrants expedited action, he or she may, in lieu of following the administrative citation procedure, refer the matter directly t o the planning commission for a hearing at which the establishment’s
deemed approved status may be suspended, modified or
revoked.

C. Any administrative citation issued under this section shall be issued, processed, and enforced in compliance with all of the provisions of Chapter 1.14 of this code, unless otherwise expressly provided by this chapter. If the owner or operator receiving an administrative citation contests the citation and a hearing is held pursuant to Chapter 1.14, the hearing officer may, in a ddition to exercising all powers designated in Chapter 1.14, make a recommendation to the planning
commission to suspend, modify or revoke the establishment’s deemed approved status if in the judgment of the hearing officer, based upon information then bef ore him or her, such action is necessary to ensure compliance with this chapter.

D. If a hearing before the planning commission is conducted on a potential violation in the manner prescribed in this chapter, it shall determine whether the activity is in compliance with the operational standards. Based on this determination, the planning commission may suspend, modify or revoke the
activity’s deemed approved status. In reaching a
determination as to whether a use has violated the operational standards, or as t o the appropriateness of suspending, modifying, or revoking of a conditional use permit, or the

imposition of additional or amended conditions on a use, the planning commission may consider the following:

1. The length of time the activity has been out of
compliance with the operational standards.

2. The impact of the violation of the operational standards on the community.

3. Any information regarding efforts to remedy the
violation of the operational standards.

E. "Efforts to Remedy" shall include, but are not limited to:

1. Timely calls to the police department that are placed by the owner or operator of the establishment, or by his or her employees or agents.

2. Requesting that those persons engaging in activities causing violations of the operational standards and/or
conditions of approval cease those activities, unless
the owner or operator of the activity, or his or her
employees or agents feels that their personal safety
would be threatened in making that request.

3. Making improvements to the establishment’s property
or operations to address performance standards.

F. Criminal or nuisance activity

The deemed approved lodging establishment activities shall not result in criminal or nuisance activities on the property or contribute to criminal or nuisance activities in close proximity to the property. Criminal or nuisance activities may include, but are not limited to, disturbance of the peace, illegal drug activity, prostitution, discharging firearms, drinking in public, harassment of pass ersby, gambling, trafficking in stolen goods, human trafficking, homicide, public urination, theft, assault, battery, vandalism, illegal parking, excessive noise, traffic violations, curfew violations, lewd conduct, or excessive police detentions or arrests.

Criminal or nuisance activities shall not result in more than one (1) call for service to the Police Department and Fire Department per room on an annual basis. The City shall retain the right to recover its costs for all calls for service to the Police Department and Fire Department in excess of one (1) call per

room on an annual basis by way of the city’s nuisance
abatement procedure.

G. The decision of the planning commission shall be final and conclusive, unless appealed in writing to the city council within ten (10) days of planning commission action.

H. At any time during a violation proceeding or after revocation of a lodging establishm ent’s deemed approved status, the property owner or an applicant with the property owner’s consent may apply for a conditional use permit.

SECTION 24. A new section 17.225.260 is hereby added to Chapter 17.225 of Title 17 of the Zoning Code is hereby added to read as follows:

17.225.260 Fireworks.

Fireworks displays may be permitted and are subject to the following standards. Fireworks displays that do not conform to the following standards may be permitted in any zone with approval of a conditional use permit.

A. The display of fireworks shall only occur at educational institutions, religious facilities, or property owned or leased by a government agency.

B. The fireworks display shall be conducted by a licensed pyro technician.

C. The operator shall obtain and comply with all requirements of an operational permit issued by Heartland Fire & Rescue.

D. The types of fireworks authorized shall be based on the location of the display and the safety measures requi red by Heartland Fire & Rescue.

E. The maximum shell diameter for the fireworks display shall be three (3) inches, and reporters (fireworks primarily used for loud explosive noises) are not allowed.

F. The operator shall implement best management practices req uired for storm water quality.

G. Temporary signage, a minimum of thirty-two (32) square feet in size, shall be displayed at the subject site in a location easily viewable by the general public informing the community a minimum of ten (10) days prior to the fireworks display.

H. The operator shall request a list of addresses for all surrounding property owners, site addresses within three hundred (300) feet of the subject site, and to anyone requesting notification of any fireworks display wi thin the City a minimum of forty-five (45) days prior to the fireworks display.

I. The operator shall mail notices to all surrounding property owners, site addresses within three (300) hundred feet of the subject site, and to anyone requesting notification o f any fireworks display within the City a minimum of thirty (30) days prior to the fireworks display.

J. Properties are limited to a maximum of two (2) fireworks displays per calendar year.

SECTION 25. The City Council of the City of El Cajon intends this ordinance to supplement, not to duplicate or contradict, applicable state and federal law and this ordinance shall be construed in light of that intent. If any section, subsection, sentence, clause, phr ase, or portion of this ordinance is held invalid or unconstitutional for any reason by any court of competent jurisdiction, such portion shall be deemed a separate, distinct, and independent provision and such holding shall not affect the validity of the remaining portion.

SECTION 26. This ordinance shall go into effect thirty (30) days following its passage and adoption.

05/23/23 CC Agenda – 1st Reading
06/13/23 CC Agenda – 2nd Reading

Ord – Title 17 Zoning Code Update 051923
City Council
Agenda Report
Agenda Item 24.

DATE: June 13, 2023
TO: City Clerk
FROM: City Attorney/General Legal Counsel
SUBJECT: Closed Session - Conference with Labor Negotiator pursuant to subdivision (a) of Government Code section 54957.6
Agency designated representative:

Graham Mitchell, City Manager
Unrepresented employees under A-29:

City Executive Management; Unrepresented Management; Confidential; and Unrepresented General Classifications (City Council Policy A-29)

RECOMMENDATION:

That the following Closed Session be scheduled for the Joint City Council / Housing Authority / Successor Agency to the El Cajon Redevelopment Agency meeting on Tuesday, June 13, 2023, at 3:00 p.m.

CONFERENCE WITH LABOR NEGOTIATOR – pursuant to subdivision (a) of Government Code section 54957.6:

Agency Designated Representatives:

Graham Mitchell, City Manager
Unrepresented employees under A-29:

City Executive Management; Unrepresented Management; Confidential; and Unrepresented General Classifications (City Council Policy A-29)
Morgan L. Foley
City Attorney/General Legal Counsel

MLF:hms
City Council
Agenda Report
Agenda Item 25.

DATE: June 13, 2023
TO: City Clerk
FROM: City Attorney/General Legal Counsel
SUBJECT: Closed Session - Public Employee Performance Evaluation:

City Attorney
RECOMMENDATION:

That the following Closed Session be scheduled for the Joint City Council / Housing Authority / Successor Agency to the El Cajon Redevelopment Agency meeting on Tuesday, June 13, 2023, at 3:00 p.m.

Public Employee Performance Evaluation – pursuant to paragraph (1) of subdivision (b) of Government Code section 54957
Title: City Attorney
Morgan L. Foley
City Attorney/General Legal Counsel

MLF:hms