El Cajon City Council
December 12, 2023

CITY COUNCIL

HOUSING AUTHORITY AND

SUCCESSOR AGENCY TO THE EL CAJON

REDEVELOPMENT AGENCY
Council Chamber
200 Civic Center Way
El Cajon, CA 92020
Agenda
DECEMBER 12, 2023, 3:00 p.m.

Bill Wells, Mayor Graham Mitchell, City Manager
Steve Goble, Deputy Mayor Vince DiMaggio, Assistant City Manager Gary Kendrick, Councilmember Morgan Foley, City Attorney Michelle Metschel, Councilmember Angela Cortez, City Clerk Phil Ortiz, Councilmember
CALL TO ORDER: Mayor Bill Wells
ROLL CALL: City Clerk Angela Cortez

PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
POSTINGS: The City Clerk posted Orders of Adjournment of the November 14, 2023, Meeting and the Agenda of the December 12, 2023, Meetings in accordance to State Law and City Council/Housing Authority/Successor Agency to the Redevelopment Agency Policy.

PRESENTATIONS:

Chamber of Commerce Annual Update
Octoberstache
AGENDA CHANGES:
~ Valley of opportunity
•
•

CONSENT ITEMS:

Consent Items are routine matters enacted by one motion according to the RECOMMENDATION listed below. With the concurrence of the City Council, a Council Member or person in attendance may request discussion of a Consent Item at this time.

1. Minutes of the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Meeting

RECOMMENDATION:

That the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency approves Minutes of the November 14, 2023, Meeting of the El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency.

2. Warrants
RECOMMENDATION:

That the City Council approves payment of Warrants as submitted by the Finance Department.

3. Approval of Reading Ordinances by Title Only
RECOMMENDATION:

That the City Council approves the reading by title and waives the reading in full of all Ordinances on the Agenda.

4. 2023 Investment Policy Update

RECOMMENDATION:

That the City Council and Housing Authority, respectively, each adopts their next Resolution, in order, adopting the City of El Cajon Investment Policy and delegating investment authorities to the Director of Finance/Authority Treasurer.

5. Authorization to Accept, Appropriate, and Expend the CalRecycle SB 1383 Grant FY2021-22

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to:

Increase General Fund appropriations by $146,529 for the purpose of transferring grant proceeds to the Public Works Operating Grant Fund; and

1. Authorize the City Manager or designee to accept, appropriate, and expend funds received from the CalRecycle SB 1383 Grant (CALSB1383) for FY 2021-22; and

2. Authorize the City Manager or designee to execute any documents and agreements necessary to receive and use these funds.

3. 6. Award of Bid No. 021-24 – San Diego River Watershed Water Quality Improvement Project

RECOMMENDATION:

That the City Council:

Determines that the project is exempt from the California Environmental Quality Act in accordance with sections 15307 and 15308 of the State CEQA Guidelines; and

1. Adopts the next Resolutions, in order, to:

Approve Plans and Specifications for San Diego River Watershed Water Quality Improvement Project, Bid No. 021-24; and
a.

Award the bid to the sole responsive, responsible bidder, Downstream Services, Inc., in the amount of $347,684.
b.

2. 7. Fiscal Year 2022-23 El Cajon Housing Authority Annual Report (pursuant to California Health and Safety Code §34176.1)

RECOMMENDATION:

That the El Cajon Housing Authority reviews and accepts the Annual Report, substantially in the form as presented, for the fiscal year ending June 30, 2023.

PUBLIC COMMENT:

At this time, any person may address a matter within the jurisdiction of the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency that is not on the Agenda. Comments relating to items on today’s docket are to be taken at the time the item is heard. State law prohibits discussion or action on items not on the Agenda; however, Council, Authority and Agency Members may briefly respond to statements or questions. An item may be placed on a future Agenda.

WRITTEN COMMUNICATIONS:

PUBLIC HEARINGS:

ADMINISTRATIVE REPORTS:

8. Selection of Deputy Mayor

RECOMMENDATION:

That the City Council selects a Deputy Mayor, for the 2024 calendar year, according to the El Cajon Municipal Code.

9. Community Risk Assessment and Standards of Cover Report

RECOMMENDATION:

That the City Council receives the report from Emergency Services Consulting International (ESCI) as an informational item.

10. Real Estate Sale Agreement (405 East Lexington Avenue)

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, approving the Real Estate Sale Agreement with Centro de Salud de la Comunidad de San Ysidro, Inc., for the purchase of 405 East Lexington Avenue.

11. Award of RFP No. 023-24 – Small Business Incubator Operator

RECOMMENDATION:

That the City Council:

Determines that the project is exempt from the California Environmental Quality Act (CEQA) pursuant to section 15301 of the state CEQA Guidelines; and

1. Adopts the next Resolution, in order, to authorize the City Manager to negotiate a lease agreement for a portion of the building at 405 E. Lexington Avenue with the Chaldean Community Council effective upon the close of escrow and transfer of title of the property to the City.

2. 12. 2023 Annual Pension Status Report

RECOMMENDATION:

That the City Council receives the Annual Pension Status Report.

13. The Wall that Heals – Vietnam Veterans Memorial Replica and Mobile Education Center

RECOMMENDATION:

That the City Council approves the use of Wells Park to host The Wall that Heals for one week in the Spring of 2024, waiver of facility rental fees, and approval to operate overnight.

14. Award of RFP No. 027-24 – Measure J Polling & Outreach Services

RECOMMENDATION:

That the City Council:

Determines that the project is exempt from the California Environmental Quality Act (CEQA) pursuant to section 15378(b)(5) of the state CEQA Guidelines; and

1. Adopts the next Resolution, in order, to enter into an agreement with Competitive Edge Research & Communication, Inc. (CERCI), in an amount not to exceed $182,000.

2. 15. Award of RFP No. 020-24 – Economic Analysis Services (Parkway Plaza Mall)

RECOMMENDATION:

That the City Council:

Determines that the project is exempt from the California Environmental Quality Act (CEQA) pursuant to state CEQA Guidelines section 15262; and

1. Adopts the next Resolution, in order, to enter into an agreement with Hunden Strategic Partners, Inc. dba Hunden Partners (HP), in an amount not to exceed $248,915 for a one-year term.

2. COMMISSION REPORTS:

ACTIVITIES REPORTS/COMMENTS OF MAYOR WELLS
SANDAG (San Diego Association of Governments) Board of Directors.

16. Council Activity Report

ACTIVITIES REPORTS/COMMENTS OF COUNCILMEMBERS:

17. 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.

18. COUNCILMEMBER GARY KENDRICK
METRO Commission/Wastewater JPA; Heartland Communications; Heartland Fire Training JPA.

19. COUNCILMEMBER MICHELLE METSCHEL
Harry Griffen Park Joint Steering Committee; METRO Commission/Wastewater JPA – Alternate; Heartland Communications – Alternate; Heartland Fire Training JPA – Alternate.

20. 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.

JOINT COUNCILMEMBER REPORTS:

21. Considering Shade Structures in Residential Front Yards

RECOMMENDATION:

That the City Council directs staff to provide an analysis of the merits of modifying the El Cajon Municipal Code to allow permanent and semi-permanent shade structures in residential front yards.

GENERAL INFORMATION ITEMS FOR DISCUSSION:

ORDINANCES: FIRST READING

ORDINANCES: SECOND READING AND ADOPTION

CLOSED SESSIONS:

22. Closed Session - Conference with Legal Counsel - Anticipated Litigation - Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Government Code section 54956.9: One (1) potential case - In the course of construction of the City's El Cajon Boulevard Streetscape Project, City’s contractor, Tri-Group Construction and Development, Inc., has presented numerous claims against the City for extra days and extra compensation under the contract.

23. Closed Session - Conference with Legal Counsel - Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of section 54956.9: One (1) potential case

24. Closed Session - Conference with Legal Counsel - Existing Litigation - pursuant to paragraph (1) of subdivision (d) of Government Code section 54956.9: Tri-Group Construction & Development, Inc. v. City of El Cajon; Superior Court of California, County of San Diego; Case No. 23SC03197C

25. Closed Session - Conference with Legal Counsel - Existing Litigation - pursuant to paragraph (1) of subdivision (d) of Government Code section 54956.9: Truck and SUV Superstore, Inc. v. City of El Cajon; Superior Court of California, County of San Diego; Case No. 37-2023-00050319-CU-EI-CTL

26. Closed Session - Conference with Legal Counsel - Anticipated Litigation - Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Government Code section 54956.9: Two (2) potential cases - Alan Cunningham dba California Registration Services, and Stett's Iron Horse Ranch, have each submitted a Claim for Damages alleging loss of profits and other damages due to construction on the El Cajon Boulevard Streetscape Project, which abuts the claimants' businesses.

ADJOURNMENT: The Regular Joint Meeting of the El Cajon City Council/ El Cajon ADJOURNMENT: The Regular Joint Meeting of the El Cajon City Council/ El Cajon Housing Authority/Successor Agency to the El Cajon Redevelopment Agency held this 12th day of December 2023, is adjourned to Tuesday, December 12, 2023, at 7:00 p.m.

City Council
Agenda Report
Agenda Item 1.

DATE: December 12, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Angela Cortez, City Clerk
SUBJECT: Minutes of the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Meeting
RECOMMENDATION:

That the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency approves Minutes of the November 14, 2023, Meeting of the El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency.

Attachments
11-14-23DRAFTminutes - 3PM

Joint Meeting: El Cajon City Council/Housing Authority/ November 14, 2023 Successor Agency to the Redevelopment Agency -185- 3:00 p.m.

JOINT MEETING OF THE

EL CAJON CITY COUNCIL/HOUSING

AUTHORITY/SUCCESSOR AGENCY

TO THE EL CAJON

REDEVELOPMENT AGENCY

MINUTES

CITY OF EL CAJON

EL CAJON, CALIFORNIA

November 14, 2023

A Regular Joint Meeting of the El Cajon City Council/Housing Author ity/Successor Agency to the El Cajon Redevelopment Agency, held Tuesday, November 14, 2023 , was called to order by Mayor/Chair Bill Wells at 3:01 PMp.m., in the Council Chambers, 200 Civic Center Way, El Cajon, California.

R O L L C A L L
Council/Agencymembers present: Kendrick, Metschel, and Ortiz Council/Agencymembers absent: None
Deputy Mayor/Vice Chair present: Goble
Mayor/Chair present: Wells
Other Officers present: Mitchell, City Manager/Executive Director DiMaggio, Assistant City Manager
Foley, City Attorney/General Counsel
Cortez, City Clerk/Secretary

PLEDGE OF ALLEGIANCE TO THE FLAG led by Mayor Wells and MOMENT OF SILENCE.

POSTINGS: The City Clerk posted Orders of Adjournment of th e October 24 , 2023, meeting and the Agenda of the November 14, 2023, meeting in accordance with State Law and El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Policy.

The Valley of Opportunity
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Joint Meeting: El Cajon City Council/Housing Authority/ November 14, 2023 Successor Agency to the Redevelopment Agency -186- 3:00 p.m.

PRESENTATIONS:

 Presentation: 2023 Recycling All-Star Awards

 Presentation: Bostonia Day and Community Meetings

 Proclamation: International Accounting Day

AGENDA CHANGES: None

CONSENT ITEMS: (1 – 10)

MOTION BY WELLS, SECOND BY METSCHEL, to APPROVE Consent Items 1 to 10.

MOTION CARRIED BY UNANIMOUS VOTE.

1. Minutes of El Cajon City Council/ Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Meetings

Approve Minutes of the October 24, 2023, Meeting of the El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency.

2. Warrants

Approve payment of Warrants as submitted by the Finance Department.

3. Approval of Reading Ordinances by Title Only

Approve the reading by title and waive s the reading in full of all Ordinances on the Agenda.

4. 2024 Calendar of Meetings for the City Council/Housing Authority/Successor Agency to the Redevelopment Agency

Approve the proposed 2024 calendar of meetings for the City Council/Housing Authority/Successor Agency to the Redevelopment Age ncy, makes appropriate modifications, or accepts as presented.

Joint Meeting: El Cajon City Council/Housing Authority/ November 14, 2023 Successor Agency to the Redevelopment Agency -187- 3:00 p.m.

CONSENT ITEMS: (Continued)

5. Authorization to Apply for the CalRecycle Beverage Container Recycling City/County Grant for FY2023-24

Adopt Resolution 099-23 to authorize the City Manager or designee to apply for, and if awarded, accept the CalRecycle Beverage Container Recycling City/County Grant for FY2023-24; and Authorize the City Manager or designee to execute any documents and agreements necessary to apply for and receive the grant funds.

6. Health & Fitness Assessment Services

1. Determine that the procurement of Health and Fitness Assessment services is exempt from the California Environmental Quality Act in accordance with state CEQA Guidelines section 15378(b)(5); and

2. Adopt Resol ution 100-23 to (a) award a contract to On Duty Health, LLC for Health and Fitness Assessment Services in the amount of $137,449 for the initial one-year term, with four additional one -year renewal options, and (b) authorize the City Manager to execute the final contract with such changes as the City Manager and the City Attorney approve. The City of El Cajon’s portion of award is $88,655.

7. Award of RFP No. 016 -24 – Trash Capture Device Inspection, Cleaning & Maintenance Services

1. Determines that the p roject is exempt pursuant to sections 15307 and 15308 of the California Environmental Quality Act (CEQA) state Guidelines; and

2. Adopt Resolution 101-23 to enter into an agreement with Downstream Services, Inc., in an amount not to exceed $177,000 for the in itial one-year term, with up to four additional one-year renewal options.

8. Acceptance of Emergency Access Easement at 1347 Shanessey Road

1. Accept an Emergency Access Easement at 1347 Shanessey Road; and

2. Authorize the City Clerk to Record the Proposed Emergency Access Easement.

Joint Meeting: El Cajon City Council/Housing Authority/ November 14, 2023 Successor Agency to the Redevelopment Agency -188- 3:00 p.m.

CONSENT ITEMS: (Continued)

9. Award of Bid No. 014-24 – Concrete Sidewalk Slicing

1. Determines that the project is exempt in accordance with section 15301(c) of the State CEQA Guidelines; and

2. Adopt Resolution 102-23 to Approve Plans and Specifications for Concrete Sidewalk Slicing, Bid No. 014 -24; and Adopt Resolution number 103 -23 to Approve the application of the C -61/D-6 – Limited Specialty/Concrete Related Services contractor’s license and award the bid to the lowest responsive, responsible bidder, Trip Stop Sidewalk Repair, Inc., in the amount of $490,000.

10. Grant of Access Easement at Parkway Plaza, Appurtenant to City's Property Commonly Known as Forester Creek, for Construction, Maintenance, Repair and Operation

1. Accept a Grant of Access Easement Located on Parkway Plaza Property; and

2. Authorize the City Clerk to Record the Proposed Grant of Access Easement.

PUBLIC COMMENT:

Susan Roberts-Egley invited the City Council to attend VECA’s VALOR 2023 event at Jamul Casino.

WRITTEN COMMUNICATIONS:

PUBLIC HEARINGS:

11. Amendment to the 2023 Five -Year Program of Projects for the SANDAG Regional Transportation Improvement Program (RTIP No. 23-08)

RECOMMENDATION: That the City Council:

1. Opens the Public Hearing and considers public testimony;

2. Closes the Public Hearing; and

3. Adopts the next Resolution, in order, approving the amendment to the proposed 2023 five -year program of projects for the SANDAG Regional Transportation Improvement Program (RTIP No. 23-08).

Joint Meeting: El Cajon City Council/Housing Authority/ November 14, 2023 Successor Agency to the Redevelopment Agency -189- 3:00 p.m.

PUBLIC HEARINGS: (Item 11 – Continued)

DISCUSSION

Deputy Director of Public Works, Mario Sanchez, provided a summary of the Item.

Mayor Wells opened the Public Hearing.

No public comment was received.

MOTION BY WELLS, SECOND BY METSCHEL, to CLOSE the Public Hearing.

MOTION CARRIED BY UNANIMOUS VOTE.

MOTION BY ORTIZ, SECOND BY METSCHEL, to ADOPT Resolution No. 104-20, approving the amendment to the proposed 2023 five -year program of projects for the SANDAG Regional Transportation Improvement Program (RTIP No. 23-08).

MOTION CARRIED BY UNANIMOUS VOTE.

ADMINISTRATIVE REPORTS:

12. Sheltering Service for Pets of Homeless Individuals

RECOMMENDATION: That the City Council receives the report and provides direction to staff.

DISCUSSION

City Manager, Graham Mitchell, provided detailed information of the Item.

No public comment was received.

Discussion ensued among Council and Staff concerning the following:
 Pets being a barrier for homeless individuals to enter treatment programs;  Homeless not using these services in other jurisdictions;  Expenses associated with starting the program;
 Shelter capacity and pets from El Cajon having a priority;  Length of time for homeless pets to be sheltered; and  After startup costs there will be no additional costs to the City if the program is not used.

Joint Meeting: El Cajon City Council/Housing Authority/ November 14, 2023 Successor Agency to the Redevelopment Agency -190- 3:00 p.m.

ADMINISTRATIVE REPORTS: (Item 12 – continued)

MOTION BY GOBLE, SECOND BY KENDRICK, to APPROVE a 1 year pilot program, with a 30 day maximum stay, and $30,000 maximum program cost.

MOTION CARRIED BY UNANIMOUS VOTE.

13. Fiscal Year 2023-24 First Quarter Report

RECOMMENDATION: That the City Council:

1. Increases or modifies Fiscal Year 2023-24 appropriations in the amount of $7,050,000 for additional needs as detailed in the report;

2. Authorizes the proposed personnel changes detailed in the report; and

3. Authorizes the proposed capital expenditures detailed in the report.

DISCUSSION

Director of Finance, Clay Schoen, provided detailed information of the Item.

No public comment was received.

Discussion ensued among Council and Staff concerning expected reserves.

MOTION BY GOBLE, SECOND BY KENDRICK, to INCREASE or modify Fiscal Year 2023 -24 appropriations in the amount of $7,050,000 for additional needs as detailed in the report , authorize the proposed personnel changes detailed in the report, and authorize the proposed capital expenditures detailed in the report.

MOTION CARRIED BY UNANIMOUS VOTE.

COMMISSION REPORTS: None

ACTIVITIES REPORTS/COMMENTS OF MAYOR WELLS:

SANDAG (San Diego Association of Governments) Board of Directors.

14. Council Activities Report/Comments

Report as submitted.

Joint Meeting: El Cajon City Council/Housing Authority/ November 14, 2023 Successor Agency to the Redevelopment Agency -191- 3:00 p.m.

ACTIVITIES REPORTS OF COUNCILMEMBERS:

15. 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 Publi c Safety Committee – Alternate.

In addition to the submitted report, Deputy Mayor Goble provided information on a MTS trolley extension to the airport and an update on the Meridian Baptist Church tiny homes.

16. COUNCILMEMBER GARY KENDRICK
METRO Commission/Wastewater JPA; Heartland Communications; Heartland Fire Training JPA.

Council Activities Report/Comments.

Report as submitted.

17. COUNCILMEMBER MICHELLE METSCHEL
Harry Griffen Park Joint Steering Committee; Heartland Communications – Alternate; Heartland Fire Training JPA – Alternate; METRO Commission/Wastewater JPA – Alternate.

Council Activities Report/Comments.

Report as submitted.

18. 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 Auth ority Board – Alternate; Chamber of Commerce – Government Affairs Committee – Alternate.

Council Activities Report/Comments.

Report as submitted.

Joint Meeting: El Cajon City Council/Housing Authority/ November 14, 2023 Successor Agency to the Redevelopment Agency -192- 3:00 p.m.

JOINT COUNCILMEMBER REPORTS: None

GENERAL INFORMATION ITEMS FOR DISCUSSION: None

ORDINANCES: FIRST READING – None

ORDINANCES: SECOND READING AND ADOPTION – None

CLOSED SESSIONS: None

Adjournment: Mayor Wells adjourned the Regular Joint Meeting of the El Cajon City Council/ Housing Authority/Successor Agency to the El Cajon Redevelopment Agency held this 14th day of November, 2023, at 4:12 p.m., to Tuesday, December 12, 2023, at 3:00 p.m.

________________________
ANGELA L. CORTEZ, CMC
City Clerk/Secretary

City Council
Agenda Report
Agenda Item 4.

DATE: December 12, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Clay Schoen, Director of Finance
SUBJECT: 2023 Investment Policy Update
RECOMMENDATION:

That the City Council and Housing Authority, respectively, each adopts their next Resolution, in order, adopting the City of El Cajon Investment Policy and delegating investment authorities to the Director of Finance/Authority Treasurer.

BACKGROUND:

The City’s investment policy requires that the policy be reviewed and adopted annually. The City’s policy was first adopted by the City Council on May 15, 1996. In 2002, the National Association of Public Treasurers in the United States and Canada certified the City’s investment policy as meeting their established standards. The policy has since been reviewed for update every year thereafter to ensure compliance and sound investment practices.

In preparing the update, the City’s investment advisor, Public Financial Management, was asked to review and provide comment. The only change recommended with this update is references to the City’s annual financial report to reflect the report’s current title of Annual Comprehensive Financial Report. The proposed investment policy is presented for consideration and approval.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The proposed Investment Policy and delegation of investment authorities is exempt from the California Environmental Quality Act (CEQA) in accordance with section 15378(b)(5) of the state CEQA Guidelines because it is a governmental administrative activity.

FISCAL IMPACT:

Prudent investments provide for the safekeeping of funds and are an important revenue source. .!!!!_ Valley of opportunity
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Prepared By: Clay Schoen, Director of Finance
Reviewed By:

Approved By: Graham Mitchell, City Manager
Attachments
Resolution - City of El Cajon
Resolution - Housing Authority
PFM Recommendation Memo
DRAFT Investment Policy Update

RESOLUTION NO. ___-23

A RESOLUTION ADOPTING THE

CITY OF EL CAJON

INVESTMENT POLICY AND

DELEGATING INVESTMENT AUTHORITY

TO THE DIRECTOR OF FINANCE

WHEREAS, the City of El Cajon Investment Policy is created for the purpose of establishing safekeeping of principal and prudent investment of City of El Cajon ("City") funds; and

WHEREAS, the policy has been updated to conform to state investment laws, enacted during the past year; and

WHEREAS, the policy has been prepared to standards promulgated by the Municipal Treasurers Association of the United States and Canada; and

WHEREAS, the investment policy has been reviewed by the City’s investment advisors, Public Financial Management ("PFM") and minor changes recommended by PFM have been made.

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

1. The City Council hereby adopts the City of El Cajon Investment Policy, dated December 2023.

2. The City Council hereby delegates, to the Director of Finance, the authority to invest and reinvest funds of the City, and to sell and exchange securities so purchased, for the period of September 1, 2023, to and including August 31, 2024.

12/12/23 CC Agenda
Reso - Annual Investment Policy Update - City 113023

RESOLUTION NO. ECHA–__

A RESOLUTION OF THE

EL CAJON HOUSING AUTHORITY

ADOPTING BY REFERENCE THE

CITY OF EL CAJON INVESTMENT POLICY AND

DELEGATING INVESTMENT AUTHORITY

TO THE TREASURER

WHEREAS, the City of E l Cajon Investment Policy is created for the purpose of establishing safekeeping of principal and prudent investment of Housing Authority funds; and

WHEREAS, the policy has been updated to conform to state investment laws, enacted during the past year; and

WHEREAS, the policy has been prepared to standards promulgated by the Municipal Treasurers Association of the United States and Canada; and

WHEREAS, the investment policy has been reviewed by the City’s investment advisors, Public Financial Management ("PFM") and minor changes recommended by PFM have been made.

NOW THEREFORE, BE IT RESOLVED BY THE E L CAJON HOUSING AUTHORITY AS FOLLOWS:

1. The Housing Authority adopts by this reference the City of El Cajon Investment Policy, dated D ecember 2023, as the Inves tment Policy for the Housing Authority.

2. The Housing Authority hereby delegates, to the Treasurer, the authority to invest and reinvest funds of the El Cajon Housing Authority , and to sell and exchange securities so purchased, for the period of September 1, 2023, to and including August 31, 2024.

12/12/23 CC Agenda
Reso - Annual Investment Policy Update - Housing Authority 113023

October 19, 2023
Memorandum

To: Clay Schoen, CPA, Director of Financer
City of El Cajon

From: Sarah Meacham, Managing Director
Richard Babbe, CCM, Senior Managing Consultant
PFM Asset Management LLC

RE: 2023 Investment Policy Review

We reviewed City of El Cajon’s (the “City”) Investment Policy (the “Policy”), as part of the City’s annual review process. As written, the Policy is consistent with the applicable California Government Code (the “Code”) sections regulating the investment of public funds.

We are, however, recommending the City consider making a couple Policy updates. First, Senate Bill 882, also known as the Local Government Omnibus Act of 2023, made a number of changes to Code, including a change to Code Section 53601 (o), the subdivision that allows investment in assets- backed and mortgage-backed securities. The Code was revised to clarify that securities issued by the U.S. Treasury, federal agencies, or United States government-sponsored enterprises are exempt from the credit and diversification requirements in 53601(o). The change is consistent with our prior interpretation of Code, so it does not change what we are allowed to purchase on your behalf nor the management of your portfolio. The Code change takes effect January 1, 2024.

S
econd, the California Asset Management Program (“CAMP”) recently created a new pooled program, CAMP Term, that provides local agencies with the opportunity to optimize short -ter
m
interest earnings with fixed rate, fixed-t
erm securities with maturities ranging from 60 days to one year. To enable the City to take advantage of Term, we recommend the City delete the Policy’s reference to the Cash Reserve Portfolio, so both CAMP Pool and Term can be purchased. CAMP Term is rated AAAf by Fitch. Additional information is available on CAMP Term is available at www.camponline.com.

W
e have attached a marked-up copy of the Policy to illustrate our recommendations. Please let us know if you have any questions or if you would like to set up a time to discuss. pfm ) asset
management

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

1 1. Purpose

This Statement is intended to provide guidelines for the pruden t investment of the City's temporarily idle cash, and outline the policies for maximizing the efficiency of
the City’s cash management system. The investment goal is to e nhance the economic condition of the City while insuring the safety of funds invested.

2. Scope

This investment policy applies to all financial assets of the City of El Cajon. Funds applicable are as accounted for in the City's Annual Comprehens ive Financial Report and include:

2.1 Major Governmental Funds

2.2 Non-Major Governmental Funds

2.3 Enterprise Fund

2.4 Internal Service Funds

2.5 Agency Funds

Additionally, the City provides cash management and investment services for:

2.1 El Cajon Housing Authority

2.2 Heartland Fire Training Facility Authority Funds

2.3 Heartland Communication Facility Authority Funds

2.4 Successor Agency to the Form er El Cajon Redevelopment Agency

3. Objective

The City's cash management syste m is designed to accurately mon itor and forecast expenditures and revenues, thus en abling the City to invest funds to the fullest extent possible. The City attempts to obtain the highe st yield on its investments consistent with the criteria established for safety and liquidity.

4. Policy

It is the policy of the City of El Cajon to invest public funds in a manner that will provide maximum security with the highest investment return whi le meeting the daily cash flow demands of the City.

The primary objectives, in priority order, of the City's invest ment activities shall be:

4.1 Safety: Safety of principal is the foremost objective of t he investment program. Investments of the City shall be undertaken in a manne r that seeks to reduce the potential for loss of principal, interest or combination of

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

2 the two. The City invests only in those instruments that are considered very safe.

4.2 Liquidity: The City's investment portfolio will remain suf ficiently liquid to enable the City to meet all operat ing requirements, which might b e reasonably anticipated. Liquidi ty refers to the ability to con vert an investment to cash promptly with minimum risk of losing some po rtion of principal or interest.

4.3 Yield: Yield is defined as the average annual return on an investment based on the interest rate, price , and length of time to maturi ty. The City attempts to obtain the highest yield possible, provided that the basic criteria of safety and liquidity have been met. The City’s investment p ortfolio shall be designed with the objective of attaining a benchmark rate of r e t u r n throughout budgetary and economic cycl es, commensurate with the City’s investment risk constraints and cash flow characteristics of the portfolio.

5. Prudence

Investments will confo rm to all state and lo cal statues governi ng the investment of public funds. Investments shall be made with care, skill, pr udence, and diligence under the circumstance s then prevailing, including, b ut not limited to, the general economic conditions a nd the anticipated needs of th e agency, that a prudent person acting in a like capacity and familiarity with t hose matters would use in the conduct of funds of a like character and with like a ims, to safeguard the principal and maintain the liquidity needs of the City. Th e standard of prudence to be used by investmen t officials shall be the "prude nt investor" standard and shall be applied in t he context of managing an ove rall portfolio.

Investment officers, acting in accordance with written procedur es and the investment policy and exercising due diligence, shall be reliev ed of personal responsibility for an individual security's credit risk or mark et price changes, provided deviations from expectations are reported in a timely fashion and appropriate action is taken to control adv erse developments.

6. Conscientious Investing

The City has taken great lengths to protect its youth from the effects of alcohol, tobacco, and marijuana. Consiste nt with the continuation of tha t goal, no investment, otherwise authorized elsewhere in this policy, shal l be made in a security of an organiza tion operated for t he primary purpose of t h e s a l e o r distribution of t hese products.

7. Authorized Investments

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

3 The City is empowered by statue to invest in securities listed below.

Percentage holding limits listed in this section apply at the t ime the security is purchased. In the event a security held by the City is subject to a credit rating change that brings it below the minimum credit ratings specifie d in this policy, the Director of Finance/Treasurer should notify the City Counci l of the change.

The course of action to be followed will then be decided on a case-by-case basis, considering such factors as th e reason for the change, prognosi s for recovery or further rate drops, and the market price of the security.

Bond reserves and proceeds shall be invested in securities perm itted by the applicable bond documents. If the bond documents are silent as to permitted investments, bond proceeds will be invested in securities permi tted by this Policy:

7.1 Bank Deposits FDIC insured or fully collateralized demand d eposit accounts, savings accounts, marke t rate accounts, time certific ates of deposits (“TCDs”) and other types of bank deposits in financial institutions located in California. The amount on deposit in any financial institution shall not exceed the shareholder’s equity. To be eligible to receive City deposits, the financial institution must have received a minimum overall satisfactory rating, under the Community Redeve lopment Act, for meeting the credit needs of California Communities in its most recent evaluation. Bank deposits are required to be collateralized as specified under G overnment Code Section 53630 et seq. The Director of Finance/Treasurer, at his/her discretion, may waive the collateralization requirements for any portion that is covered by federal deposit i nsurance. The City shall have a signed agreement with any depository accepting City funds per Government Code Section 53649. The maturity of TCDs may not exceed 1 year in m aturity.

There is no limit on the percenta ge of the portfolio that may b e invested in bank deposits. However, a maximum of 20 percent of the portfolio may be invested in TCDs.

7.2 Negotiable Certificates of Deposit Negotiable certificates of deposit (NCDs) issued by a nationally or state- chartered bank, a savings assoc iation or a federal association, a state or federal credit union, or by a federally licensed or state-licensed branch of a foreign bank. Purchases are limi ted to institutions which have long-term debt rated in the rating cate gory of “A” or its equivalent or better by a Na tionally Recognized Statistical Rating Organization (“NRSRO”); and/or have short-term debt rated “A-1” or higher or its equivalent by a NRSRO. P urchases of Negotiable CDs may not exceed 30% of the City’s investment portfolio.

7.3 Placement Service Deposits Bank deposits placed with a pri vate sector entity that assists in the place ment of deposits with eligible financial

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

4 institutions located in the United States. The full amount of the principal and the interest that may be accrued during the maximum term of eac h deposit shall at all times be insured by federal deposit insurance. Pl acement Deposits shall meet all of the re quirements of Government Code Section 53601.8. Purchases of Placement S ervice CDs may not exceed 30% of the City’s investment portfolio.

7.4 Securities of the U.S. Gov ernment or its Agencies Federal agency or United States government-sponsored enterprise obligations, participations, or other instruments, including t hose issued by or fully guaran teed as to principal and interest by federal agencies or United States gov ernment- sponsored enterprises.

7.5 Treasury Bills and Notes U.S. Treasury Bills, Notes, Bonds or Certificates of indebtedness, or those for whic h the full faith and credit o f the United States are pledged for the payment of principal and interest.

7.6 Medium-Term Notes Medium-t erm notes are defined as all cor porate and depository institution debt securities with a maximum remaining maturity of five years or less, issued by corporations organized and operat ing within the United States or by depository institutions licensed by the United States or any state and operating within the United States. Purchases are limited to securities rated in the rating category of “A” or its equivalent or better by a NRSRO. A maximum of 30 perc ent of the portfolio may be inves ted in this category.

7.7 Municipal Debt Registered tre asury notes or bonds of this or any of the other 49 United States, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operate d by a state or by a department, board, agency, or authority of this state or any of the other 49 United States.

Bonds, notes, warrants, or othe r evidences of indebtedness of a ny local agency within this state, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operate d by the local agency, or by a department, board, agency, or authority o f the local agency.

Purchases are limited to securit ies rated in the rating categor y of “A” or its equivalent or better by a NRSRO. A maximum of 20 percent of the portfolio may be invested in this category. The amount invested with any one issuer shall not exceed 10 percent of the portfolio.

7.8 Supranationals. United States dollar denominated senior un secured unsubordinated obligations issued or unconditionally guaranteed b y t h e

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

5 International Bank for Reconstr uction and Development, Internat ional Finance Corporation, or Inter-Ame rican Development Bank, with a maximum remaining maturity of five years or less, and eligible for purchase and sale within the United Stat es. Investments under this subdi vision shall be rated in a rating category of “AA” or its equivalent or better by an NRSRO and shall not exceed 30 percent of the portfolio.

7.9 Asset-Backed Securities. A sset-backed securities include mortgage pass- through securities, collateralized mortgage obligations, mortga ge-backed or other pay-through bonds, equip ment lease-backed certificates , consumer receivable pass-through certificates, and consumer rec eivable- backed bonds. Purchases are limited to securities rated in a rating category of “AA” or its equivalent or better by a NRSRO. A maximum of 2 0 percent of the portfolio may be invested in this category.7.9 Asset-Bac ked Securities. Mortgage passthrough se curity, collateralized mortg age obligation, mortgage-backed or o ther pay-through bond, equipmen t lease- backed certificate, consumer rec eivable passthrough certificate , or consumer receivable-backed bond. F or securities eligible for in vestment under this section not issued or guaranteed by an agency or iss uer identified in subdivision (7.4) or (7.5), the following limitations apply:
(A) The security shall be rated in a rating category of “AA” or i t s equivalent or better by an NRSRO and have a maximum remaining maturity of five years or less.
(B) A maximum of 20 percent of the portfolio may be invested in this category.

7.10 Local Agency Investment Fund (L AIF) Investment of funds in the California State Pool (LAIF), subject to the State's maximum investment regulation.

7.11 Bankers’ Acceptance Bills of exchange or time drafts draw n on and accepted by a commercial bank, otherwise known as Bankers’ Acceptances, which are eligible for purchase by the Federal Res erve System, the short term paper of which is rated in the highest category by a NRSRO. Purchases of Bankers’ Acceptances may not exceed 180 da ys maturity or 30% of the City's investment portfolio.

7.12 Commercial Paper rated the highest ranking or of the highe st letter and number rating as provided for by a NRSRO. The entity that issu es the commercial paper shall meet all of the conditions in either paragraph (1) or paragraph (2):

(1) The corporation shall be organized and operating within the United States, shall have total assets in excess of five hundred million dollars ($500,000,000), and shall issue debt, other than commercial paper, if

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

6 any, that is rated in a rating category of “A” or its equivalent or higher by a NRSRO.

(2) The
corporation shall be organized with the United States as a special purpose corporation, trust, or limited liability company, has p rogram wide credit enhancements including, but not limited to, over collateralizations, letters of credit, or surety bond; has comm ercial paper that is rated “A-1” or higher, or its equivalent, by a NRSRO.

Purchases of commercial paper may not exceed 25% of the City’s investment portfolio.

7.13 Repurchase Agreements (Repos ) A purchase of securities by the City pursuant to an agreement by whic h the seller will repurchase su ch securities on or before a spec ified date, or on demand of eithe r party, and for a specified amount. Investments in repos will be used sole ly as short- term investments not to exceed 30 days or 30% of the City’s inv estment portfolio. Prior to investing in repurchase agreements the City shall have properly executed a master repurc hase agreement with each count erparty with which it enters into repurchase agreements.

The following collateral restrictions will be observed: Only U .S. Treasury securities or Federal Agency securities, as described in Sectio n 6.4 and

6.5, will be acceptable collatera l. All securities underlying Repurchase Agreements must be delivered to the City’s custodian bank versus payment or be handled under a tri-party r epurchase agreement. The tota l of all collateral for each Repurchase Ag reement must equal or exceed, on the basis of market value plus accru ed interest, 102 percent of the total dollar value of the money invested by the City for the term of the investment. Since the market value of the underlying securities is subject to dai ly market fluctuations, the investments in repurchase agreements shall be i n compliance if the value of the underlying securities is brought back up to 102 percent no later than the nex t business day. For any Repur chase Agreement with a term of more than one day, the value of the un derlying securities must be reviewed on a regular basis. Market Value m ust be calculated each time there is a substitution of collateral.

The City or its trustee shall have a perfected first security interest under the Uniform Commercial Code in all se curities subject to Repurchase Agreement.

The City may enter into Repurchas e Agreements wit h (1) primary dealers in U.S. Government securities who are eligible to transact busi ness with, and who report to, the Federal Reserve Bank of New York, and (2 ) California and non-California banki ng institutions having asset s in excess

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

7 of $1 billion and in the highest short-term rating category as provided by a NRSRO.

7.14 Money Market Mutual Funds Mu tual funds must consist of se curities and obligations of the U.S. Treas ury and agencies of the federal go vernment, and repurchase agreements collate ralized with U.S. Treasury and Federal Agency obligations. The management companies shall either (1) attain the highest ranking or the highest letters and numerical rating pro vided by not less than two of the three largest NRSRO, or (2) have an investment advisor registered with the Securities and Exchange Commission with not less than five years’ experience investin g in the securities and obligati ons as authorized above and with assets under management in excess of five hundred million dollars ($500,000, 000). The purchase price of s hares for beneficial interest purchase shall not include any commission a nd shall not exceed 15% of the City's surplus money, which may be invested.

7.15 County of San Diego Treasury (County Pool) Investment in the County of San Diego Treasury pool not to ex ceed 30% of the City's investm ent portfolio.

7.16 California Asset Management T rust Shares of beneficial interest issued by a joint powers authority organi zed pursuant to Section 6509.7 t hat invests in the securities and obligati ons authorized in Government Code .

Investment in the Trust’s Cash Reserve Portfolio (pool) shall not to exceed 30% of the City’s investment portfolio.

7.17 Other investments that are , or may become, legal investmen ts through the State of California Government Code and with prior approval of the City Council.

8. Diversification and Maturity

The investment portfolio shall be diversified among security ty pes, individual financial institutions or matu rity segments. In addition to the percentage limitation specified in Section 6 above, t he maximum amount of the portfol io the City may invest with any one non-governmental issuer is 10%. Percentage limitations apply at time of purchase.

This investment policy limits maturities to five years unless t he City Council has granted express authority to make that investment either specifically or as a part of an investment program approved by the City Council no less than three months prior to the investment. Bond reserve funds may be invested in securities exceeding five years if the maturity of such investments is mad e to coincide as nearly as practicable with the expected use of funds.

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

8 9. Investment Reports

The Director of Finance/Treasurer shall submit a quarterly investment report to the City Manager and City Council as soon as practical but no later than 60 days after the close of the quarter, except at fiscal year-end when the report shall be submitted no later than 90 days after the close of the quarter. The repor t shall include performance, market sector and in terest earnings, the state of the investment market, highlight changes since the last report, and discuss in vestment strategy.

Reporting shall be on the basis of both cost and market. The report shall include:

9.1 A listing of individual securities held at the end of the r eporting period by authorized investment category.

9.2 A listing of all investment types at par values, date of ma turity, and the market value.

9.3 Quarterly historical dat a by investment category.

9.4 Pool investment portfolio mak e-up, by investment categories (BA’s, CD’s, Commercial Paper, Agencies, etc.).

9.5 Percentage of portfolio repr esented by each investment category.

The policy recognizes that reporting on a market basis will periodically cause market gains or losses to be reported. In most instances such gains or losses will not be realized since individual securit ies with specific maturities a re purchased based upon projected cash flows and normally will not be liquidated prior to maturity.

The report shall state whether t he investments comply with the investment policy, or manner in which the portfolio i s not in compliance, and whet her the City will be able to meet its needs for cash for the next six months, or pro vide an explanation as to why sufficient money shall, or may, not be available.

10. Internal Controls

The Director of Finance/Treasurer is responsible for establishi ng and maintaining an internal control structure des igned to ensure that the asset s of the entity are protected from loss, theft or misuse. The internal control structure shall be designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes t hat (1) the cost of a control should not exceed the benefits likely to be derived; and (2) the valuation of costs and benefits requires estimates and judgment by management. The internal controls sh all address the following points:

10.1 Control of Collusion - Collusion is a situation where two or more employees are working together to defraud their employer.

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

9 10.2 Separation of Duties - By separating the person who authorizes or performs the transaction from the people w ho record or otherwise account for the transaction, a separation of duties is achieved.

10.3 Custodial Safekeeping - Secu rities purchased from any bank or dealer, including appropriate collateral, shall be placed and held by a third party custodian designated by the Director of Finance/Treasurer and e videnced by safekeeping receipts.

10.4 Avoidance of physical delivery securities - Book entry sec urities are much easier to transfer and account for since actual delivery of a document never takes place. All security transactions entered into by the Cit y shall be conducted on a delivery-versus-payment (DVP) basis.

10.5 Clear Delegation of Authority - Subordinate staff members must have a clear understanding of their authority and responsibility to av oid improper actions.

10.6 Written Confirmation of T elephone Transactions for Investm ents and Wire Transfers - Due to the potential for error arising from telepho ne transactions, all telephone transactions shall be supported by written communications and approved by the appropriate person.

10.7 The Director of Finance/Treas urer shall establish an annua l process of independent review by the external auditor. This review will provide internal control by assuring compliance with policies and procedures.

10.8 The Director of Finance/Tr easurer shall establish a review process for government investment pools used by the City. At a minimum, the City shall maintain on file a copy of the pool’s investment policy and its requirements for participation, including limit ations on deposits or withdra wals. For any pools used by the City, the Direc tor of Finance/Treasurer shall include a listing by report to the Board qu arterly by percentage the amou nt the pool has invested by investment sector.

11. Use of Professional Investment Manager

The City has engaged an investment advisor to assist in its inv estment program.

Investments made by the Investm ent Advisor will be under the di rection of the Director of Finance/Treasurer and will conform to this policy a nd within limitations of the Government Code.

12. Authorized Financial Dealers and Institutions

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

10 For transactions executed by the City’s Investment Advisor, the Investment Advisor shall select broker/dealers according to Investment Advisor’s selection policy. The use of broker/dealers will confo rm to the Investment Advisor’s approved list at the time of investment. For transac tions executed directly by the City and not purchased from the issuer, the Dir ector of Finance/Treasurer will maintain a list of financial institutions authorized to execute investment transactions.

13. Safekeeping and Custody

All security transactions entered into by the City shall be con ducted on a delivery- versus-payment (DVP) basis. To protect against potential losse s by collapse of individual securities dealers, and to enhance access to securit ies, interest payments and maturity proceeds, all securities owned by the Cit y shall be held in safekeeping by a third party bank trust department, acting as a gent for the City under the terms of a custody agreement executed by the bank and by the City. The only exception to the foregoing shall be investments in: (i) depository accounts, (ii) LAIF, the county pool and other local government investment pools, and (iii) money market mutual funds, since the purchased securities are not deliverable. Evidence of each these investments will be held by the City.

14. Other Constraints

The City shall operate its invest ments within the many stated a nd self-imposed constraints. The City shall not leverage funds for investment purposes. It shall buy no stocks, shall not speculate, nor shall it deal in futures or options, or buy on the margin. Outside of participation in the State and County investment pools, the City shall not have any investments in exotic instruments such as inverse floaters, range notes, or mortgage-derived, inter est-only strips, reverse repur chase agreements, or flexible repurchase agreements. The City will not purchase a ny security having an interest rate derived from an index, commodity price or othe r variable, i.e., securities commonly known as derivatives. The City may invest in floating rate securities.

15. Performance Standards – Yield

The investment portfolio shall be designed with the objective of obtaining a rate of return throughout budgetary and ec onomic cycles, commensurate w ith the investment risk constraints and cash flow needs. The City may u tilize either a passive or active management approach of portfolio assets. Acc ordingly, the City may from time to time sell securities that it owns in order to better reposition its portfolio assets in accordance with changes in cash flow schedu les or market conditions. Given this strategy, the basis used by the Director of Finance/Treasurer

CITY OF EL CAJON INVESTMENT POLICY Revised: January December 2023

11 to determine whether market yields are being achieved shall be to compare the City’s portfolio yield to LAIF and two-year Treasury Note rates.

16. Ethics and Conflict of Interest

Officers and employees involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions.

Employees and investment officials shall disclose to the City Manager any material financial interests in financial institutions that conduct busi ness within their jurisdiction, and they shall further disclose any large persona l financial/investment positions that could be related to the performance of the City.

17. Investment Procedures

The Director of Finance/Treasurer shall establish written inves tment policy procedures for the operation of the investment program consistent with this policy.

The procedures include reference to: safekeeping, repurchase ag reements, wire transfer agreements, banking service contracts and collateral/d epository agreements. Such procedures sha ll include explicit delegation of authority to persons responsible for investment transactions. No person may engage in an investment transaction except as provided under the terms of th is policy and the procedures established by the Director of Finance/Treasurer.

18. Delegation of Authority

Management responsibility for the investment program is hereby delegated for a one-year period to the Director of Finance/Treasurer who shall have full responsibility until the delegati on of authority is revoked or expires for all transactions undertaken and shall establish a system of control s to regulate the activities of subordinate officials, and their procedures in the absence of the Director of Finance/Treasurer.

19. Investment Policy Adoption

The City’s investment policy shall be adopted by resolution of the City Council. The policy shall be reviewed annually by the City Council and any m odifications made thereto must be approved by the City Council.

City Council
Agenda Report
Agenda Item 5.

DATE: December 12, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Yazmin Arellano, Director of Public of Works
SUBJECT: Authorization to Accept, Appropriate, and Expend the CalRecycle SB 1383 Grant FY2021-22
RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to:

Increase General Fund appropriations by $146,529 for the purpose of transferring grant proceeds to the Public Works Operating Grant Fund; and

1. Authorize the City Manager or designee to accept, appropriate, and expend funds received from the CalRecycle SB 1383 Grant (CALSB1383) for FY 2021-22; and

2. Authorize the City Manager or designee to execute any documents and agreements necessary to receive and use these funds.

3. BACKGROUND:

Senate Bill (SB) 1383 set methane emission reduction targets for California in a statewide effort to reduce emissions of short-lived climate pollutants. The Budget Act of 2022 authorizes CalRecycle to award grants to local jurisdictions to assist in implementing programs to meet these statutory requirements. This new State program was emerging while the City was preparing to transition to its new financial management system, as well as developing the Fiscal Year 2022-23 Annual Budget.

During this period, the Public Works Department applied for the CalRecycle SB 1383 funding, and $146,529 was awarded and received. Unfortunately, given the limited information available at the time, this was deposited in the General Fund. Now that the new program is better understood, the tracking and management requirements of the program are best met by dedicated grant management. Therefore, this action recommends the appropriation, and transfer, of the $146,529 from the General Fund (101) to the Public Works Operating Grant Fund (251).

Additionally, staff recommends the City Council ratify previous actions to access this funding by explicitly authorizing the acceptance, appropriation, and expenditure of funds received from the CalRecycle SB 1383 Grant (CALSB1383). Eligible uses of this funding were identified as (approximately):

Consultant Services ($61,000),1.

Administrative Costs ($16,800),2.

Education/Outreach ($2,729),3.

Equipment ($50,000), and4.
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Equipment ($50,000), and4.

Organic Receptacles/Bins/Bags ($16,000).5.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

Senate Bill 1383 grant award and the use of funds is exempt from the California Environmental Quality Act pursuant to sections 15301, 15308 and 15309 of the CEQA Guidelines. These funds will be used for inspections, education and outreach, maintenance of public facilities and organic waste capture.

FISCAL IMPACT:

The CalRecycle SB 1383 FY2021-22 Grant (CALSB1383) provides $146,529 for a variety of functions related to the reduction of the emission of short-lived climate pollutants. These functions will not impact the General Fund, and no matching funds are required for this grant.

Prepared By: Monica Martinez, Sr. Management Analyst
Reviewed By: Yazmin Arellano, Director of Public Works
Approved By: Graham Mitchell, City Manager
Attachments
Resolution

RESOLUTION NO. -23

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CAJON

TO INCREASE GENERAL FUND APPROPRIATIONS AND AUTHORIZING THE CITY

MANAGER OR DESIGNEE TO ACCEPT, APPROPRIATE, AND EXPEND THE CALRECYCLE SB 1383 GRANT FUNDS FOR FY 2021-2022 PAYMENT PROGRAM

FUNDS TO ASSIST IN MEETING METHANE EMISSIONS REDUCTION OF SHORT-

LIVED CLIMATE POLLUTANTS STANDARDS

WHEREAS, Senate Bill (SB) 1383 set methane emission reduction targets for California in a statewide effort to reduce emissions of short-lived climate pollutants; and

WHEREAS, a new State program enacted in 2022 , the Budget Act of 2022 ("Budget Act"), authorizes CalRecycle to award grants to local jurisdictions to assist in implementing programs to meet these methane emission standards; and

WHEREAS, during the time the Budget Act was enacted, the City's Public Works Department applied for the CalRecycle SB 1383 funding, and $146,529 was awarded to the City, received, and deposited in the General Fund; and

WHEREAS, staff recommends the City Council authorize the appropriation and transfer of $146,529 from the General Fund (101) to the Public Works Operating Grant Fund (251) in efforts to meet state methane reduction targets, as well as to ratify previous actions to access this funding by explicitly authorizing the acceptance, appropriation, and expenditure of funds received from the CalRecycle SB 1383 Grant (CALSB1383) for eligible uses; and
WHEREAS, Senate Bill 1383 grant award and the use of funds is exempt from the California Environmental Quality Act pursuant to sections 15301, 15308, and 15309 of the CEQA Guidelines as the funds will be used for inspections, education and outreach, maintenance of public facilities and organic waste capture; and

WHEREAS, the City Council finds that it is in the City's best interest to appropriate and transfer $146,529 from the General Fund (101) to the Public Works Operating Grant Fund and to ratify previous actions to access this funding by explicitly authorizing the acceptance, appropriation, and expenditure of funds received from the CalRecycle SB 1383 Grant (CALSB1383).

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of El Cajon as follows:

1. The City Council finds that the recitals above are true and correct, and are incorporated herein by this reference.

2. Senate Bill 1383 grant award and the use of funds is exempt from the California Environmental Quality Act pursuant to sections 15301, 15308, and 15309 of

the CEQA Guidelines as the funds will be used for inspections, education and outreach, maintenance of public facilities and organic waste.

3. The City Council authorize the City Manager, or such person designated by the City Manager, to appropriate and transfer $146,529 from the General Fund (101) to the Public Works Operating Grant Fund for purposes related to the reduction of the emission of short -lived climate pollutants , including eligible uses funding in the approximate amounts as follows:

a. Consultant Services ($61,000),
b. Administrative Costs ($16,800),
c. Education/Outreach ($2,729),
d. Equipment ($50,000), and
e. Organic Receptacles/Bins/Bags ($16,000).

4. The City Council also hereby ratifies previous actions to access this funding by explicitly authorizing the acceptance, appropriation, and expenditure of funds received from the CalRecycle SB 1383 Grant (CALSB1383).

5. The City Council hereby commits to expending the funds for Methane Emissions Reduction.

6. The authorizations set forth herein are effective for fiscal year 2023-2024.

12/12/23 CC Meeting
Reso - CalRecycle Methane Emissions Reduction Program - Funds 120523

City Council
Agenda Report
Agenda Item 6.

DATE: December 12, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Mara Romano, Purchasing Agent
SUBJECT: Award of Bid No. 021-24 – San Diego River Watershed Water Quality Improvement Project
RECOMMENDATION:

That the City Council:

Determines that the project is exempt from the California Environmental Quality Act in accordance with sections 15307 and 15308 of the State CEQA Guidelines; and

1. Adopts the next Resolutions, in order, to:

Approve Plans and Specifications for San Diego River Watershed Water Quality Improvement Project, Bid No. 021-24; and
a.

Award the bid to the sole responsive, responsible bidder, Downstream Services, Inc., in the amount of $347,684.
b.

2. BACKGROUND:

The San Diego River Watershed Water Quality Improvement Project is funded by the San Diego River Conservancy Grant and encompasses the installation of storm water pollution structural controls, such as, full capture storm drain filters in El Cajon's designated environmental justice communities. These controls keep storm drains clean and clear of contaminants as required by regional, state, and national regulations.

The bid was advertised on October 5, 2023. One response was received on November 13, 2023 and was evaluated. A bid summary is attached, and the proposal is on file in the Purchasing Division.

Staff recommends the City Council adopts resolutions to (1) approve the plans and specifications for the project, and (2) award the bid to the sole responsive, responsible bidder, Downstream Services, Inc., in the amount of $347,684.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The proposed San Diego River Watershed Water Quality Improvement Project is exempt from the California Environmental Quality Act pursuant to state CEQA Guidelines sections 15307 and 15308 as this action takes to assure the maintenance, restoration, enhancement, or protection of the environment.
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FISCAL IMPACT:

The fiscal impact is $347,684. Sufficient funds are available in the Fiscal Year 2023-24 San Diego River Watershed Water Quality Improvement Project (243819PWCP).

Prepared By: Mara Romano, Purchasing Agent
Reviewed By: Yazmin Arellano, Director of Public Works
Approved By: Graham Mitchell, City Manager
Attachments
Bid 021-24 Approve Plns & Specs
Bid 021-24 - Awd
Bid Summary 021-24

RESOLUTION NO. ___-23

RESOLUTION APPROVING PLANS AND SPECIFICATIONS FOR SAN DIEGO

WATERSHED WATER QUALITY IMPROVEMENT PROJECT
(Bid No. 021-24)

WHEREAS, the Director of Public Works has submitted plans and specifications for the Resolution Awarding Bid For San Diego Watershed Water Quality Improvement Project (Bid No. 021-24) project (the "Project"); and

WHEREAS, it appears to be in the best interests of the City of El Cajon that the plans and specifications for the Project should be approved.

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

1. That the plans and specifications for the Project submitted by the Director of Public Works are hereby approved and adopted as the official plans and specifications for said Project.

2. Said plans and specifications are directed to be filed in the office of the Director of Public Works of the City of El Cajon.

12/12/23 CC Agenda
Reso – Bid No. 021-24 – San Diego River Watershed Water Quality Improvement Project (Downstream Svcs Inc) 112123

RESOLUTION NO. ___-23

RESOLUTION AWARDING BID FOR SAN DIEGO WATERSHED

WATER QUALITY IMPROVEMENT PROJECT
(Bid No. 021-24)

WHEREAS, Bid No. 021-24 the San Diego Watershed Water Quality Improvement Project (the "project"), was advertised on October 5, 2023; and

WHEREAS, one response was received on November 13, 2023 and was evaluated; and

WHEREAS, the Project will encompass the installation of storm water pollution structural controls, such as, full capture storm drain filters in disadvantaged areas of the City to keep storm drains clean and clear of contaminants as required by regional, state, and national regulations; and

WHEREAS, after thorough evaluation of the response, City staff has determined that the sole proposal received from Downstream S ervices, Inc. ("Downstream") meets the City’s requirements; and

WHEREAS, the fiscal impact of the Project is $347 ,684.00, and sufficient funds are available in the Fiscal Year 2023- 24 San Diego River Watershed Water Quality Improvement Project (243819PWCP); and

WHEREAS, the Project is exempt from the California Environmental Quality Act pursuant to state CEQA Guidelines sections 15307 and 15308 as this action takes to assure the maintenance, restoration, enhancement, or protection of the environment; and

WHEREAS, the City Council believes it to be in the best interest of the City to award Bid No. 021-24 to Downstream, as recommended by staff.

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

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

2. The City Council hereby determines that the Project is exempt from the California Environmental Quality Act pursuant to state CEQA Guidelines sections 15307 and 15308.

3. The City Council hereby awards Bid No. 021-24 to Downstream Services, Inc. in an amount not to exceed $347,684.00 for the Project.

4. The City Manager, or designee, and City Clerk are authorized and directed to execute a n agreement for the Project on behalf of the City of El Cajon (the "Agreement"), with such changes or amendments as maybe approved by the City

Manager, or designee, and to take all actio ns and to execute all documents and/or attachments to the Agreement, and other do cuments necessary or appropriate to carry out the terms of the Agreement.

12/12/23 CC Agenda
Reso – Bid No. 021-24 – San Diego River Watershed Water Quality Improvement Project (Downstream Svcs Inc) 112123

City of El Cajon – Purchasing Division

BID EVALUATION
(To be included as an attachment to the agenda report.) Bid No. 021-24 Bid Name: San Diego River Watershed Water Quality Improvement Project
Solicitation Due Date/Time: November 13, 2023/
2:00 p.m.

Initial Date of Advertisement: October 5, 2023

Number of Responses Received: 1

Bid Estimate: $750,000

SUMMARY OF BIDS (INCLUDE ANY ADD. ALTS.):

BID EVALUATION (TOP THREE LOWEST RESPONSES):

Bidder Bid
Responsiveness
Notes
Downstream Services, Inc Yes

LEGAL REVIEW REQUIRED: YES  NO  IF YES, DATE LEGAL REVIEW COMPLETED:

RENEWAL OPTIONS: YES  NO  IF YES, SPECIFY TERM W/RENEWAL OPTIONS: _ _ _ _____________________ LOWEST, RESPONSIVE, RESPONSIBLE BIDDER NAME AND AMOUNT: DOWNSTREAM SERVICES, INC., $347,684 PURCHASING DIVISION:

Review Completed By: Mara Romano Date: November 13, 2023

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Vendor Vendor Type Bid Amoun1 Forma1 Submi1 Da1e S1atus Dow s ream Servi es, I C. CADIR ~347,684.00 Elec o nic 11/13/2023 11 :53 17 AM Subm·, ed City Council
Agenda Report
Agenda Item 7.

DATE: December 12, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Jose Dorado, Housing Manager
SUBJECT: Fiscal Year 2022-23 El Cajon Housing Authority Annual Report (pursuant to California Health and Safety Code §34176.1)
RECOMMENDATION:

That the El Cajon Housing Authority reviews and accepts the Annual Report, substantially in the form as presented, for the fiscal year ending June 30, 2023.

BACKGROUND:

In 2011, the El Cajon City Council elected to retain the housing assets and functions previously performed by the El Cajon Redevelopment Agency ("RDA") and accepted the transfer of all rights, powers, duties, and obligations associated with the housing activities of the RDA. In order to elect this option, the City created the El Cajon Housing Authority ("ECHA") to assume the housing functions of the former redevelopment agency. The ECHA, acting as the successor agency entity for all housing assets of the former Redevelopment Agency, accepted responsibility for the Low and Moderate Income Housing Asset Fund ("LMIHAF") balance, the physical assets, and the housing loan portfolio which continues to generate income as loans are repaid and/or interest is earned.

The California Health and Safety Code ("HSC") governs the activities and requirements of housing authorities as well as the use and reporting requirements. Annually, two reports are required to be reviewed and accepted by the ECHA. The first report includes all activities undertaken by the ECHA during the previous fiscal year as allowed under HSC §34321.3, such as acquisition or disposition of property for development, issuing revenue bonds, making loan commitments for development, etc. The report also includes information on compliance with affordability and rent limit requirements, budget and expenditures, and information on domestic violence tenancy terminations, among other things. This report was presented to the ECHA on September 26, 2023, and was submitted to the State of California Department of Housing and Community Development on September 28, 2023. While the first report includes information about the ECHA as a whole, the second annual report (SB-341 Report) provides specific details regarding ongoing functions and continuing obligations of the successor housing agency as described below:

SB-341 Annual Report (Successor Housing Agency)
Following the conclusion of each fiscal year, the El Cajon Housing Authority ("ECHA"), acting as the successor agency for all housing assets of the former Redevelopment Agency, must review and accept an annual report pursuant to California Health and Safety Code (HSC), section 34176.1. The purpose of this second annual report is to provide the governing body with .!!!!_ Valley of opportunity
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section 34176.1. The purpose of this second annual report is to provide the governing body with the status of housing assets and activities of the housing successor including ongoing functions and continuing obligations. In summary, the SB-341 report includes the following information:

Statements relating to income, types of expenditures and fund balances of the Housing Authority's Low and Moderate Income Housing Asset Fund ("LMIHAF");

1. Statutory value of assets owned by the El Cajon Housing Authority;2.

Updates on any activities related to fund transfers, recognized obligation payments (ROPS) and housing successor owned property;

3. Income and Asset Tests;4.

Report on any excess surplus funds, and5.

An inventory of assisted homeownership units, as described by the law.6.

The SB-341 Report (Attachment 1) is based on information prepared by Housing Authority staff and information contained in the independently audited financial statements for the City that includes the Low and Moderate Income Housing Asset Fund for Fiscal Year 2022-23, as required by the audit conducted by Rogers, Anderson, Malody, and Scott, LLP. After the ECHA reviews and accepts the report, it will be submitted to the State of California Department of Housing and Community Development by April 1.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

This action does not constitute a "Project" under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15378(b)(5) because it is an administrative action that does not result in any change in the environment and is therefore exempt.

FISCAL IMPACT:

There is no impact to the General Fund. The cost to prepare the report is covered using Housing funds (290200).

Prepared By: Jose Dorado, Housing Manager
Reviewed By: Anthony Shute, Director of Community Development Approved By: Graham Mitchell, City Manager
Attachments
SB-341 Housing Authority Report

EL CAJON HOUSING AUTHORITY ANNUAL REPORT

REGARDING THE LOW AND MODERATE INCOME HOUSING
ASSET FUND FOR FISCAL YEAR 2022-23

PURSUANT TO

CALIFORNIA HEALTH AND SAFETY CODE
SECTION 34176.1(f)

This El Cajon Housing Authority Annual Report (Report) regarding the Low and Moderate Income Housing Asset Fund (LMIHAF) has been prepared pursuant to the California Health and Safety Code section 34176.1(f). This Report de tails the activities of the El Cajon Housing Authority (Housing Autho rity) during Fiscal Year 2022-23. The purpose of this Report is to provide the governing body of the Housing Authority with information on the housing assets and activities of the Housing Authority under Pa rt 1.85, Division 24 of the California Health and Safety Code (HSC), in particular sections 34176 and 34176.1 (Dissolution Law).

The following is based upon information prepar ed by the Housing Authority staff. The data reported is based on unaudited financials. The Housing Authority is projected to gather final figures from the independent fi nancial audit of the Housing Au thority special revenue fund contained in the City of El Cajon Annual Comprehensive Financial Report (ACFR) for Fiscal Year 2022-23. The final audit will be conducte d by Rogers, Anderson, Malody & Scott, LLP.

Furthermore, this Report conforms with and is organized into sections I through XI, inclusive, according to HSC section 34176.1 (f) of the Dissolution Law:

I. Amount Deposited into LMIHAF: This section provides the total amount of funds deposited into the LMIHAF during the previous Fiscal Year. Any amounts deposited for items listed on the Recognized Obligation Payment Schedule (ROPS) must be distinguished from the other amounts deposited.

II. Ending Balance of LMIHAF: This section provides a statement of the balance in the LMIHAF as of the close of the fi scal year, distinguishing any amounts held for items listed on the ROPS from other amounts.

III. Description of Expenditures from LMIHAF: This section describes the expenditures made by the LMIHAF during the Fiscal Year. The expenditures are categorized. LMIHAF monies may be spent on the following:
 Administrative costs up to $200,000 per year adjusted for inflation, or 5% of the statutory value of real property owned by the housing successor and the value of loans and grants receivable from the Housing Asset Transfer (HAT) form, whichever is greater.

 Homeless prevention and rapid rehousing services up to $250,000 per year if the former redevelopment agency did not have any outstanding inclusionary housing or replacement housing production requirements.
 Affordable housing development assists households earning up to 80% of Area Median Income (AMI), subject to specific income and age targets.

IV. Statutory Value of Assets Owned by Housing Authority: This section provides the statutory value of real property owned by the Housing Authority, the value of loans and grants receivables, and the sum of these two amounts.

V. Description of Transfers: This section describes transfers, if any, to another Housing Authority agency made in previous Fiscal Year(s), including whether the funds are unencumbered and the status of projects, if any, for which the transferred LMIHAF will be used.

The sole purpose of the transfers must be for the development of transit priority projects, permanent supportive housing, housing for agricultural employees, or special needs housing.

VI. Project Descriptions: This section describes any project for which the Housing Authority receives or holds property tax revenue according to the ROPS and the status of that project.

VII. Status of Compliance with HSC section 33334.16: This section provides a status update on compliance with HSC section 33334.16 for interests in real property acquired by the former redevelopment agency prior to February 1, 2012. For interests in real property acquired on or after February 1, 2012, a status update is provided on the project.

VIII. Description of Outstanding Obligations under HSC section 33413: This section describes the outstanding inclusionary and replacement ho using obligations, if any, under HSC section 33413 that remained outstanding prior to the diss olution of the former redevelopment agency as of February 1, 2012 along with the Housin g Authority’s progress in meeting those prior obligations, if any, of the former redevelopm ent agency and the Housing Authority’s plans to meet unmet obligations, if any.

IX. Income Test: This section provides the information required by HSC section 34176.1(a)(3)(B), or a description of expenditures by income restriction fo r the applicable five year compliance period, and whether the statutory thresholds have been met.

If any LMIHAF monies are spent on affordable housing development, it triggers a requirement to spend at least 30% of such expenses assist ing extremely low-income households (30% of AMI) and no more than 20% on low-income households (between 60-80% of AMI) per five-year compliance period. The prior compliance period was from January 1, 2014 through June 30, 2019. The current five-year compliance period is from July 1, 2019 through June 30, 2024.

Housing successors must report expenditures by category each year, but compliance with income proportionality limits is measured ever y five years. For example, a housing successor

could spend all its funds in a single year on households earning between 60-80% of AMI, as long as it was 20% or less of the total expenditures during the five-year compliance period.

X. Senior Housing Test: This section provides the percentage of units of deed-restricted rental housing restricted to seniors and assisted individually or jointly by the Housing Authority, its former redevelopment agency, and its host juri sdiction within the previous 10 years to the aggregate number of units of deed-restricted rental housing assisted individually or jointly by the Housing Authority, its former redevelopment agency and its host jurisdiction within the same time period.

If more than 50% of the total aggregate number of rental units produced during the past 10 years are restricted to seniors, the Housing Authority may not spend more LMIHAF monies on senior rental housing. For this Report, the ten-year period reviewed is July 1, 2013 to June 30, 2023.

XI. Excess Surplus Test: This section provides the amount of excess surplus in the LMIHAF, if any, and the length of time that the Housing Authority has had excess surplus, as well as the Housing Authority’s plan for eliminating any excess surplus.

XII. Homeownership Unit Inventory: This section lists the homeownership units assisted by the former redevelopment agency or the Housin g Authority that are subject to covenants or restrictions protecting the Housing Authority’s investment, including: the total number of units; the number of units lost to the portfolio and th e reason or reasons for those losses; the total amount of funds returned to the Housing Auth ority from repayments or other miscellaneous receipts; and whether the Housing Authority has contracted with any outside entity for the management of the units and if so, the identity of the entity.

This Report is to be provided to the Housing Authority’s governing body (the El Cajon City Council) by December 31, 2023. In addition, this Report and the former redevelopment agency’s pre-dissolution Implementation Plan are to be made available to the public on the City of El Cajon‘s website. Following is the website location where these documents are to be found:
http://www.elcajon.gov/your-government/departments/community- development/successor-agency/projects.

I. AMOUNT DEPOSITED INTO LMIHAF
The following is the total amount of funds deposited into the LMIHAF during Fiscal Year 2022- 23:

Deposit Category Amount
Contract Services $5,049
Investment Earnings $74,196
Loan Repayments $129,107
Other Revenue (Equity Share, Interest on Loans, and miscellaneous reimbursements and revenues) $547
Total Amounts Deposited $208,899
Any Amounts deposited will be committed to funding new and existing projects in the coming fiscal year.

II. ENDING BALANCE OF LMIHAF
At the close of the Fiscal Year 2022-23, the ending balance in the LMIHAF was $17,086,291 (not including deferred interest or real property), of which zero dollars were held for items listed on the ROPS.

III. DESCRIPTION OF EXPENDITURES FROM LMIHAF
The following is a description of LMIHAF expenditures by category for Fiscal Year 2022-23, including amounts drawn on development loans:

Expenditures Category Amount
Monitoring and Administrative Costs (SB 341 permits up to 5% of the total Housing Authority assets or $880,144) $173,344
Homeless Prevention & Rapid Rehousing Services $204,961 Housing Development:

Low Income Units $ 0
Very-Low Income Units $ 0
Extremely-Low Income Units (Lexington Square project) $254,211 Total Housing Development $ 254,211
Total LMIHAF Expenditures Fiscal Year 2022-23 $ 632,516

IV. STATUTORY VALUE OF ASSETS OWNE D BY EL CAJON HOU SING AUTHORITY

IN LMIHAF
Under the Dissolution Law and for purposes of this Report, the “statutory value of real property” means the value of properties formerly held by the former redevelopment agency as listed on the housing asset transfer schedule approved by the Department of Finance (DOF) as listed in such schedule under HSC section 34176(a)(2), the value of the properties transferred to the Housing Authority pursuant to HSC sectio n 34181(f), and the purchase price of property purchased by the Housing Authority. Further, the value of loans and grants receivable is included in these reported assets held in the LMIHAF.

As of June 30, 2023, the statutory value of assets owned by the Housing Authority was:

As of Fiscal Year End
Loan Receivables
(Includes all development and First Time Homebuyer loans outstanding) $11,753,611 Real Property owned by the Housing Authority
(A complete list of Housing Authority-owned properties is found in the Section VII table below) $ 5,849,269
Total Statutory Value of Housing Authority Assets $ 17,602,880

V. DESCRIPTION OF TRANSFERS
The Housing Authority did not make any LMIHAF transfers to other Housing Authority(s) under HSC section 34176.1(c)(2) during the Fiscal Year.

VI. PROJECT DESCRIPTIONS
There are no projects for which the Housing Auth ority receives or holds property tax revenue pursuant to the ROPS.

VII. STATUS OF COMPLIANCE WITH HSC SECTION 33334.16
With respect to interests in real property acquired by the former redevelopment agency prior to February 1, 2012, the time periods described in HSC section 33334.16 shall be deemed to have commenced on the date that DOF approved the property as a housing asset in the LMIHAF.

Thus, for any real property acquired by the former redevelopment agency now held by the Housing Authority in the LMIHAF, the Housing Au thority must initiate activities consistent with the development of the real property for the purpose for which it was acquired within five years of the date the DOF approved such property as a housing asset. For the Housing Authority, the date of DOF’s approval was August 23, 2012.

HSC section 33334.16 provides that the legislative body may extend the obligation of the Housing Authority to initiate development or dispose of former redevelopment agency property for one additional period not to exceed five (5) years. On August 8, 2017, prior to the expiration of the initial five-year period, the El Cajon City Council approved an additional five- year extension of the period to initiate deve lopment activities or di spose of the property described as the Lot Adjacent to 146 Ballantyne, as required by HSC sections 33334.16 and

34176.1(e).

HSC section 34176.1 provides that section 33334.16 does not apply to interests in real property acquired by the Housing Authority on or after February 1, 2012; however, this Report presents a status update on the projects related to such real property.

Address of Property
Date of DOF
Approval or
Acquisition
Deadline to
Initiate
Development
Activity
Status of El Cajon Housing Authority
Activity
Lot adjacent to 146 Ballantyne 8/23/2012 8/23/2022 Vacant. This is a remainder parcel of a lot line adjustment and sale of a larger parcel to the El Cajon Senior Towers.

On August 8, 2017, prior to the expiration of the initial five-year period, the El Cajon City Council, acting as the Housing Authority, approved an additional five-year
extension to initiate development activities or dispose of this property, as required by HSC sections 33334.16 and 34176.1(e). Due to the expiration of five-year period, the Housing Authority must explore the process to sell the
property and deposit the proceeds into the Low and
Moderate Income Housing Asset Fund.

VIII. DESCRIPTION OF OUTSTANDING OBLI GATIONS PURSUANT TO HSC SECTION 33413
The Housing Authority has no obligation remaining for replacement housing or inclusionary/production housing requirements, as described further below.

Replacement Housing (HSC section 33413(a)): As set forth in the 2009-14 El Cajon Redevelopment Agency Five Year Implementation Plan and Ten Year Housing Compliance Plan for the former redevelopment agency, adopted at a public hearing on June 23, 2009, the agency’s replacement obligations totaled 15 units (30 be drooms) for moderate income households. The outstanding replacement housing obligation was met with the completion of construction of the 49-unit Solterra Senior Residences developmen t for very-low income seniors in 2013. The former redevelopment agency’s Implementation Plan is posted on the City of El Cajon’s website at:http://www.elcajon.gov/your-government/departments/community- development/successor-agency/projects.

Inclusionary/Production Housing. On January 31, 2012, the Agency reported an outstanding affordable housing obligation of 46 units. The outstanding housing production obligation was met—with a surplus of 18 affordable units—with th e completion of the following projects on or after February 1, 2012:

 Two (2) First-time Homebuyer loans for lo w-income households in 2012 (Birchwood Lane);
 Development of the 49-unit Solterra Senior Residences in 2013 (48 units restricted for very- low income and 1 unit restricted for moderate income);  Recording of covenants to require that 15% of the units (13 units) in the El Cajon Senior Towers be restricted to very low-income ho useholds through the sale of the adjacent property at 146 Ballantyne in 2013; and
 The completed construction of the 70-unit Cornerstone Place project, for low-income veterans and families. 69 of the 70 units ar e restricted to low-income residents earning at or below 60% of AMI with 1 unit restri cted for moderate income. Additionally, the Housing Authority and developer agreed to record covenants to secure 6 of the units for households reporting income at or be low 40% of AMI restricted by both the Department of Housing Community and Development (HCD) and the California Tax Credit Allocation Committee (TCAC) whiche ver restriction is lower. The property’s income and rent limit chart is published for each funding source to maintain and comply with the required set-asides.

IX. INCOME TEST
HSC Section 34176.1(a)(3) states that the Housing Authority must require at least 30% of the L M I H A F t o b e e x p e n d e d f o r d e v e l o p m e n t o f r e n t a l h o u s i n g a f f o r d a b l e t o a n d o c c u p i e d b y households earning 30% or less of the AMI ($39,050, 2022 limit & $41,360 2023 limit for a family of 4), and no more than 20% for housing afford able to and occupied by households earning between 60-80% of the AMI ($78,050/82,700, 2022 limit - $104,100/$110,250, 2023 limit for a family of 4), during any five year compliance period.
 30% AMI Requirement:

As illustrated in Appendix A at the end of this report, in the last fiscal year the Housing Authority dedicated $254,211 to the Lexingto n Square project for units with rental subsidies for households at or below 30% of AMI.

However, the Housing Authority failed to comply with the 30% of AMI requirement in the prior five-year compliance period, result ing in the Housing Authority having to ensure that 50% of the funds expended in each subsequent fisc al year are for the development of extremely low-income rental units, until the Housing Authority demonstrates compliance. The Housing Authority dedicated $254,211 (100% of its total housing development expenditures in the last fiscal year) to the Lexington Square project for units with rental subsidies for households at or below 30% of AMI. This satisfied the compliance requirement that at least 50% of subsequent annual LMIHAF expenditures were for the development of housing affordable at or below 30% of AMI.

The cumulative expenditures of both the prior period and the current period (referred to as the "extended compliance period in Appendix A) is now in compliance with the test to expend 30% of total expenditures for housing affordable at or below 30% of AMI.

The Housing Authority will continue monitoring compliance for the prior five-year p e r i o d o n a m o v i n g - f o r w a r d b a s i s , t r a c k i n g f u t u r e f i s c a l y e a r e x p e n d i t u r e s f o r t h e extended compliance period. Currently, the Housing Authority is at 35%.

60%-80% AMI Requirement:

Although the Housing Authority made no expenditures on development of housing affordable at 60% - 80% of AMI in the last fiscal year, for the current compliance period to date, expenditures in this category represent 28% of the total, which exceeds the 20% limitation. Therefore, the Housing Authority is not currently in compliance.

Failure to comply with the 60%-80% of the AMI requirement in any five-year compliance period will result in the Housing Authority not being able to expend any of the remaining funds on these income categories until in compliance. The Housing Authority expects to be in compliance before the end of the current five-year compliance period by targeting a majority of its expenditures to 30% AMI units.

While HSC section 34176.1(a)(3) does not establish an expenditure limit for households earning between 31-59% of the AMI, it is important to note that the Housing Authority has made significant contributions to the development of rental housing for these income levels.

X. SENIOR HOUSING TEST
The Housing Authority is required to calculate the percentage of units of deed-restricted rental housing restricted to seniors. As assisted by the Housing Authority, the former redevelopment agency and/or the City of El Cajon within the previous 10 years with the aggregate number of units deed-restricted housing and within the same time period. If this percentage exceeds 50%, then the Housing Authority cannot expend future funds in the LMIHAF to assist additional senior housing units until the Housing Authority or the City of El Cajon assists. Construction has commenced on several restricted rental units that are equal to 50% of the total amount of deed-restricted rental units.

The following provides the Housing Authority’s Senior Housing Test for the 10-year period of 2013-14 to 2022-23:

Test #1 Idenfity units funded in the last ten years:

Project Name Senior (Yes or No) # of Units/Year
Cornerstone Apts No 69/2017-2018
Lexington Square Apts Yes 40/2019-2020

Test #2: Calculate the percentage of senior vs. non senior Unit Category 2013-14 to 2022-23
# of Assisted Senior Rental Units 40
# of Total Assisted Rental Units 109
Senior Housing Test Percentage 37%
*Assisted Housing Developments as defined in Government Code Section 65863.10

Based on the results of the above Test, the Housing Authority may expend funds in the LMIHAF to assist additional senior housing units. Solterra and El Cajon Senior apartments were restricted in 2012/2013 and no longer count towards the 50% test.

XI. EXCESS SURPLUS TEST
Excess Surplus is defined in HSC section 34176.1(d) as an unencumbered amount in the account

that exceeds the greater of one million dollars ($1,000,000) or the aggregate amount deposited into the account during the Housing Authority’ s preceding four fiscal years, whichever is greater. If an Excess Surplus exists, the Housing Authority will be required to, within the next three (3) fiscal years, encumber any excess surplus for the purposes allowed under Community Redevelopment Law, in compliance with HSC sect ions 34176.1(a)(3) or (c)(2). If the Housing Authority fails to comply with this requiremen t, the Housing Authority would be required to transfer the funds to HCD.

The following provides the Excess Surplus test for the preceding four fiscal years:

Activity 2019-20 2020-21 2021-2022 2022-2023
Ending fund balance $14,142,943 $18,229,783

$17,594,541

$17,086,291
Less unavailable amounts:

Land Held for Resale,
Commitments to Projects,
& Loans Receivables ($12,093,877)
($15,775,220)

($15,214,319)

(15,063,958)
Unencumbered LMIHAF $2,049,066 $2,454,563

$2,380,222

$2,022,333
Total deposits for last four
years $2,046,189 $7,233,287

$6,648,566

$6,445,483
Greater of $1,000,000 or
total deposits $2,046,189 $7,233,287

$6,648,566

$6,445,483
Computed excess surplus $2,877 $0

$0

$0

At Fiscal Year ending June 30, 2023, the LM IHAF has an Excess Surplus amount of $0. The unencumbered amount in the LMIHAF of $2,022, 333 does not exceed the aggregate amount of $6,445,483 deposited in the fund for the past four fiscal years. In FY 2020-21, the Housing Authority committed $3.95 million for Project Based Rental Assistance (“PBRA”) to 40 of the units at Lexington Square Apartments for households at or below extremely low income (30% of AMI ) over 15 years, thus eliminating the excess surplu s balances from both 2018-19 and 2019-20. In FY 2022-23, the Housing Authority committed $254,211 towards the annual payment for PBRA. With this payment, the percentage total of expenditures for the 30% AMI Category is now at 60% versus 54% for FY 2022-2023. Although compliant with the 30% and 31-59% requirements, LMIHAF cannot be spent in the 60%-80% category since the SB-341 limitation is 20% and 42% has been spent due to the Grossmont Habitat for Humanity For Sale Project. There is no penalty for non- compliance, however, the Housing Authority is limited to assisting households in this AMI range (60-80% AMI).

XII. HOMEOWNERSHIP UNIT INVENTORY
The homeownership units assisted by the fo rmer redevelopment agency or the Housing Authority that are subject to covenants or re strictions protecting the Housing Authority’s investment include:
1) A total of 58 homeownership units started in FY 2022-23 2) A total of 1 homeownership unit was lost in FY2022-23. This was due to the unit being lost to a loan repayment with excess proceeds on a trustee sale (e.g. foreclosure).

3) A total of 57 homeownership loans were reported as of June 30, 2023 4) The total amount of funds returned to the Housing Authority in FY 2022-23 from repayments or other miscellaneous receipts related to homeownership units:

Category Amount
Loan Repayments (including partial loan
repayments) $84,633
Other Revenue (Shared Equity) $32,183
Other Revenue
(Subordinations&Reconveyances) $545
Total Amounts Deposited $117,361

5) The Housing Authority has not contracted with any outside entity for the management of the homeownership/loan portfolio units.

Note: previous reports included three rehabilitation loans. An adjustment was made to the previous year report to only reflect homeownership units.

Appendix A. Expenditure Compliance
El Cajon Housing Authority
Compliance Period Expenditures (Current Period)
Admin/ Homeless 30% Minimum No Limit 20% Maximum
Annual Expenditures Monitoring Prevention 30% AMI 31-59% AMI 60-80% AMI FY 2019-20 N/A N/A - $ 65,530$ 694,966 $ FY 2020-21 N/A N/A 639,080 $ - $ FY 2021-22 N/A N/A 265,530 $ - $ - $ FY 2022-23 173,566$ 204,961 $ 254,211 $ Annual Total 173,566$ 204,961 $ 1,158,821 $ 65,530 $ 694,966 $ Percentage of Total N/A N/A 60% N/A 36%
SB 341 Limitation $880,144 $250,000 >50% N/A <20%
Compliant (Yes/No) Yes Yes Yes Yes No
Compliance Period Expenditures (Prior Years)
Prior FY's 30% AMI 31-59% AMI 60-80% AMI
1/1/2014-6/30/14 - - 60,135 FY 2014-15 - 6,350 207,602 FY 2015-16 - 18,405 11,516 FY 2016-17 - - - FY 2017-18 - 874,796 - FY 2018-19 - 361,941 - Compliance Period Total
Expenditures $0 $1,261,492 $279,253
Percentage of Total 0% 82% 18%
SB 341 Limitation >30% N/A <20%
Compliant (Yes/No) No Yes Yes
Extended Compliance Period Expenditures (Prior Years)
FY 2019-202 - 65,530$ 694,966 $ FY 2020-21 693,080 $ - - FY 2021-22 267,530 $ - - FY 2022-23 254,211 - - Adjusted Compliance
Period Total
Expenditures $1,214,821 $1,327,022 $974,219
Percentage of Total 35% 38% 28%
SB 341 Limitation >30% N/A <20
Compliant (Yes/No) Yes N/A No
Source: Low and Moderate Income Housing Fund Trial Balance Summary by Fund (6/30/23) and City Response to Data Request 2 Additional report years are added to the prior 5-year compliance period in order to monitor if/when new expenditures are adequate to satisfy compliance thresholds on a cumulative basis.

Annual Limits 1 Expenditure Requirements (FY19-20 through FY2023-24) Five-Year Period (2013-14 through 2018-19)
Annual Limits 1
1 The Admin/Monitoring and Homeless Prevention amounts are annual limits. Expenditures by income level are five-year limits.

City Council
Agenda Report
Agenda Item 8.

DATE: December 12, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Graham Mitchell, City Manager
SUBJECT: Selection of Deputy Mayor
RECOMMENDATION:

That the City Council selects a Deputy Mayor, for the 2024 calendar year, according to the El Cajon Municipal Code.

BACKGROUND:

According to the provisions of Section 2.08.010 of the El Cajon Municipal Code, the City Council shall meet in December and choose one of its number as Deputy Mayor. The Deputy Mayor shall serve at the will of the majority of the City Council, or until the expiration of the normal term in December 2024.

The following is a history of the Deputy Mayor rotation for the past four years:
2023 Steve Goble
2022 Michelle Metschel
2021 Gary Kendrick
2020 Phil Ortiz
The title "deputy mayor" shall be interchangeable for all purposes with the title "mayor pro tempore."
CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The selection of a deputy mayor for the 2024 calendar year is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to section 15378(b)(5) of the state CEQA Guidelines, because it is an administrative activity of government that will not result in direct or indirect physical changes in the environment.

Prepared By: Angela Cortez, City Clerk
Reviewed By: N/A
Approved By: Graham Mitchell, City Manager
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City Council
Agenda Report
Agenda Item 9.

DATE: December 12, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Bent Koch, Fire Chief
SUBJECT: Community Risk Assessment and Standards of Cover Report RECOMMENDATION:

That the City Council receives the report from Emergency Services Consulting International (ESCI) as an informational item.

BACKGROUND:

In 2007, the City of El Cajon used a consulting firm to have an analysis done of its community risk assessment and standards of cover. In the sixteen years since the last analysis, the City has seen changes and grown in many ways, which highlights the need to evaluate again the current and future needs and vulnerabilities of the Fire department's service model. The need for emergency services in El Cajon has grown exponentially; the call volume alone has increased over 14% in the last five years, although the population growth is at a much slower rate, which does not match the rapid call growth. As part of the City Council Action Plan, the City Council directed staff to conduct a study to analyze coverage needs and recommendations.

As a part of the Fire department's FY2023-2024 budget, Emergency Services Consulting International (ESCI), an International Association of Fire Chiefs (IAFC) company, was contracted to have an assessment performed. The community risk assessment includes analysis of risks such as EMS, Fire, Hazmat, and Natural Incidents. The standards of cover portion of the assessment is the analysis of the jurisdiction's ability of the community and public services to handle and mitigate the identified risks from the community risk assessment.

In July 2023, ESCI began their assessment. They obtained many pieces of data from the Fire Department and made site visits as well to get a full picture of what our jurisdiction is made up of (buildings, staff, community resources, call data, geographical aspects, etc.), and what model(s) would serve our communities best in today's times. Ultimately, ESCI put together a report showing their analysis of our jurisdiction along with recommendations on areas where we can mitigate those risks and concerns with coverage.

During the City Council meeting, staff and ESCI representatives will present an overview of the study, along with findings and recommendations. The goal of the report is to better assess the current and future needs and vulnerabilities as it relates to the Fire department's service model, which ultimately helps the Fire department with both maintaining existing service levels, and .!!!!_ Valley of opportunity
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current and long-term planning. Also, staff will present some updated data about the nurse navagation program and it's overall impact on the damand on EMS staff.

Staff recommends that the City Council receive the presentation and ask questions of staff and the consultant. However, because of the detailed analysis included in the report and the costly long-term recommendations, staff recommends that a City Council workshop on the topic be scheduled in February. This allows time for the City Council to further explore the report, formulate questions, and for staff to develop short-, medium-, and long-term options for consideration.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

This is an informational item being considered by the City Council. Therefore, it is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” under Section 15378(b)(5) of CEQA Guidelines.

Prepared By: Bent Koch, Fire Chief
Reviewed By: Graham Mitchell, City Manager
Approved By: Graham Mitchell, City Manager
Attachments
El Cajon CRA
El Cajon Standard of Cover

A

1-800-757-3724
[email protected] www.esci.us
www.esci.us

2023 Community Risk Assessment
City of El Cajon
California

Emergency Services Consulting International
Providing Expertise and Guidance that Enhances Community Safety City of El Cajon 2023
2 Community Risk Assessment
City of El Cajon
California

City of El Cajon 2023
3 Contents
Executive Summary ....................................................................................................................................... 5 Acknowledgments ......................................................................................................................................... 6 Emergency Services Consulting International Team ..................................................................................... 6 Organizational Overview: .............................................................................................................................. 7 Service area population and demographics .............................................................................................. 7 History, formation, and general demographics ......................................................................................... 7 Description of the current service delivery infrastructure........................................................................ 7 Governance & Lines of Authority .............................................................................................................. 8 Review of Services Provided ......................................................................................................................... 9 Emergency Services Response Types ........................................................................................................ 9 Operational Staffing and Assignment Evaluation ...................................................................................... 9 Staff Allocation for Emergency Functions ................................................................................................. 9 Non-Emergency Staff ................................................................................................................................ 9 Community Risk Assessment ...................................................................................................................... 10 Community Characteristics ..................................................................................................................... 10 Topography.............................................................................................................................................. 11 Transportation ......................................................................................................................................... 11 Evaluation of Physical Assets Protected .................................................................................................. 13 Planning Zone Risk Areas ........................................................................................................................ 15 Station 6 .................................................................................................................................................. 15 Station 7 .................................................................................................................................................. 17 Station 8 .................................................................................................................................................. 19 Station 9 .................................................................................................................................................. 21 Community Land Use Regulations .......................................................................................................... 23 Hazardous Substances & Protection Processes ...................................................................................... 23 Service Delivery & Performance ................................................................................................................. 24 Hydrant Coverage Area ........................................................................................................................... 25 Service Demand Analysis ........................................................................................................................ 25 Incident Type Analysis ......................................................................................................................... 25 Future Service Demand ....................................................................................................................... 28 Temporal Analysis ............................................................................................................................... 30 Geographic Analysis ............................................................................................................................ 33 Resource Distribution Analysis ................................................................................................................ 36 ISO Distribution ................................................................................................................................... 36 City of El Cajon 2023
4 NFPA Distribution ................................................................................................................................ 41 Resource Concentration Analysis ............................................................................................................ 45 Resource Reliability Analysis ................................................................................................................... 47 Workload ............................................................................................................................................. 47 Incident Concurrency .......................................................................................................................... 49 Response Performance Analysis ............................................................................................................. 49 Alarm Handling Time ........................................................................................................................... 51 Turnout Time ....................................................................................................................................... 51 Travel Time .......................................................................................................................................... 53 Response Time .................................................................................................................................... 54 Total Response Time ........................................................................................................................... 55 Mutual Aid and Automatic Aid ................................................................................................................ 56 Station 6 .............................................................................................................................................. 61 Station 7 .............................................................................................................................................. 62 Station 8 .............................................................................................................................................. 62 Station 9 .............................................................................................................................................. 63 Training Facility .................................................................................................................................... 63 Apparatus .................................................................................................................................................... 64 Apparatus & Vehicles .............................................................................................................................. 64 Apparatus Replacement .......................................................................................................................... 64 Apparatus Review ................................................................................................................................... 65 Recommendations ...................................................................................................................................... 66 Recommendation # 1 .............................................................................................................................. 66 Recommendation # 2 .............................................................................................................................. 66 Recommendation # 3 .............................................................................................................................. 66 Recommendation # 5 .............................................................................................................................. 66 Recommendation # 4 .............................................................................................................................. 66 Administrative Recommendations .......................................................................................................... 67 List of Figures .............................................................................................................................................. 68 List of Tables ................................................................................................................................................ 69

City of El Cajon 2023
5 Executive Summary
The City of El Cajon and Heartland Fire & Rescue contracted with Emergency Service Consulting International (ESCI) to perform a Community Risk Assessment (CRA) and establish a baseline Standard of Cover (SOC). The CRA is an identification of a community’s risks, vulnerabilities, and hazards and their ability to reduce those risks through planning and coping strategies. Once the risks are identified, they are evaluated in a Standard of Cover for the Fire Department. The SOC provides a numerical benchmark that the community and fire department can utilize over the next three to five years to assess its abilities to handle and mitigate the risks identified in the CRA. El Cajon is well protected by its fire department under the management of Heartland Fire & Rescue. The progressive outlook and growth the city has is seen directly in its support of the fire service. As with any growing community, hazards and risks will always accompany that growth. Identifying those risks is a major step in combating and minimizing them to ensure a safe and protected community for its citizens and visitors. ESCI has worked diligently with HFR staff to identify those specific risks and future needs for El Cajon to continue to be a safe place to live and work. Listed below are the summary of recommendations that ESCI has developed to ensure HFR can continue to provide efficient and effective fire service to El Cajon and its citizens.

• Continue and expand the El Cajon Community Care Nurse Navigation program • Continue to review low acuity level calls to ensure Engine Companies are readily available for higher priority incident
• Consider an additional Duty Battalion position for better span of control • Explore the addition of a 5th station in the North Central area to provide relief for Stations 6, 8, & 9 and decrease reliance on mutual aid from neighboring communities • Evaluate additional staff for the Fire Marshal’s Office to include a second Deputy Fire Marshal and Administrative Receptionist
• Continuation of administrative aspects to include WEED Abatement program, cooperative and collaborative purchasing, and development and implementation of a Succession Plan for Heartland Fire & Rescue Command Staff

City of El Cajon 2023
6 Acknowledgments
Heartland Fire & Rescue
Fire Chief | Bent Koch
Division Chief | Brian Hayward
Battalion Chief | Jon Nevin
Senior Management Analyst | Barbara Watkins

City of El Cajon Officials
Mayor | Bill Wells
City Manager | Graham Mitchell
Assistant City Manager | Vince DiMaggio
District 1 Council Member | Gary Kendrick
District 2 Council Member | Michelle Metschel
District 3 Council Member | Steve Goble
District 4 Council Member | Phil Ortiz

Emergency Services Consulting International Team
Joe Powers | Managing Director
Jeff Stone | Project Manager
Stewart McGehee | Associate
Rodney Mascho | Service Delivery Analyst
Katie Kelly | GIS Data
Shuana Murrell | Editor

City of El Cajon 2023
7 Organizational Overview:

Service area population and demographics
El Cajon is the sixth largest city in San Diego County with a 2020 US Census population of 105,765. The city covers approximately 14.4 square miles with an average elevation of 435 feet. The median age of El Cajon residents is 34.8 years old, living in a total of 36,010 households. El Cajon is recognized as a wonderful location to live, work, and play. It boasts a diverse and vibrant community, safe and attractive neighborhoods, many parks and recreation centers, award-winning schools, libraries, and many other amenities. El Cajon is a full-service city, with a first-class police department and an ISO Class 1 fire department comprised of 126 sworn police officer and 56 sworn firefighters (51 Floor and 5 Chief Officers). Ultimately, El Cajon is a shining example of a local government that provides exceptional municipal service with an innovative mindset.

History, formation, and general demographics
El Cajon was incorporated on November 12, 1912, as a General Law City after a vote on June 5th. The city is located 15 miles due east of San Diego in San Diego County. It is the 6th largest of the 18 cities within the county. El Cajon is diverse with numerous parks, community recreation centers, libraries, and churches. El Cajon also enjoys a considerable number of educational facilities to include a total of 29 primary schools and 6 secondary institutions. The city created a centennial logo to emulate its rich history as well as its welcoming and diverse community. This logo upholds its namesake – “the Valley of Opportunity”. Additionally, the logo’s bold, artful sun shining over the El Cajon Valley mirrors the city’s downtown landmark street arch located at the intersection of Main Street and Magnolia Avenue. The arch proudly marks the original historic site known as Knox’s Corners, and today, symbolizes the gateway to downtown El Cajon. Knox’s Corners was named after El Cajon’s original founder Amaziah Knox, who built the valley’s first hotel on the south side of an ancient Kumeyaay trail leading up to the Cuyamaca Mountain range. The
Magnolia blossom represents the original trees imported from Alabama by the city’s first Mayor, James Harris. These
beautiful trees were planted for shade and landscaping around the homes of the day and are continually used as a signature tree in the downtown landscape.

Description of the current service delivery infrastructure Heartland Fire & Rescue manages fire and non-transport EMS services to the cities of El Cajon, La Mesa, and Lemon Grove. Operational authority is afforded under a Joint Powers Agreement. Heartland Fire & Rescue is the collective operational name for the fire service delivery agency to the cities of El Cajon, La Mesa, and Lemon Grove. Heartland Fire & Rescue does not have the purchasing or hiring authority as seen under a Joint Powers Authority. Constructed as an “Agreement” instead of an “Authority”, cost is shared based on an annual review of the previous years’ service delivery and cost per city. Each of the cities then provides a cost share based upon their individual prior year usage. Personnel, apparatus, supplies, and facilities are funded by each city individually. Personnel are hired by a city and paid accordingly to that city’s pay scale and obtain that city’s benefits. Apparatus and facilities are bought by each city respectively and they retain ownership. Each city funds the repair and maintenance of both The Valley of Opportunity

CENTENNIAL
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City of El Cajon 2023
8 their respective fleet and facilities. Expandable goods are also allocated and accounted for per usage within each city’s boundaries. The Heartland Fire & Rescue is branded on all apparatus with the respective city’s name under the HFR logo. HFR currently staffs four stations within the city of El Cajon.

These are designated as Stations 6, 7, 8, and 9. These stations operate four engines, one ladder truck, one squad, one battalion, and one brush truck. They are staffed daily with a minimum of 17 personnel plus the battalion chief. All personnel are trained to a paramedic level, but do not provide transport functions.

HFR stations and equipment respond to all calls for service in any of the overall jurisdictional boundaries of HFR’s geographic territory. Even though personnel are employees of each city, they can move up or move over to other stations in another city’s jurisdiction. Overtime is paid to the staff members from their city of employment regardless of which station they are working and then billed back to the home city. Personnel do have varying pay scales, but disparity is minimal across the three cities. The Fire Marshal’s office is also a shared service under the direction of the fire department and the authority of the Fire Chief. Per California State Law, the Fire Marshal’s office is the direct authority of the Fire Chief or his/her designee. Under this law, the Chief has a Fire Marshal and staff to handle the inspections and investigations required by state and local law and ordinances. Each city does have its own individual code adoption process and separate municipal codes that the Fire Marshal and staff must utilize when performing code inspections.

Governance & Lines of Authority
The California State Constitution provides for two forms of municipal government: Charter and General Law. Three principal systems are available under these two forms: equal council, council manager, and strong mayor. The legal distinction between general law and charter cities is that powers of the latter are established by provisions of its charter subject to any limitations imposed by federal or state law. A general- law city, on the other hand, may exercise only those powers authorized by state law. However, these powers are sufficiently broad to meet the needs of most municipal entities. In general-law cities the equal council system consists of five council members, including the mayor, each with an equal vote. Acting as a body, it is the chief governing authority. In charter cities the size of the council may be greater, as it is in the case of San Diego. The council elects one of its members as mayor annually unless a municipal ordinance approved by the electorate provides for election by popular vote.

The council-manager system has become the most popular one in California. It was developed to avoid the corruption and inefficiency which began to surface in some eastern cities in the latter part of the nineteenth century. It envisions a professional, nonpolitical public administrator responsible for the council for enforcing city ordinances, direction of administrative operations, and technical advice. The manager is appointed by and serves at the pleasure of the council. The council retains sole authority to enact local laws, make policy decisions, approve programs, adopt the budget, and provide general direction to the manager.

El Cajon operates as a Charter City under a Council -Manager system functioning with five council members with which one is the mayor and daily operations are managed and carried out by an appointed City Manager.

City of El Cajon 2023
9 Review of Services Provided
Emergency Services Response Types
Emergency services are provided by Heartland Fire & Rescue as an all-hazards response agency.

Heartland Fire & Rescue covers the cities of El Cajon, La Mesa, and Lemon Grove with a total of eight stations, staffed 24/7/365. Four of these fire stations are within the city limits of El Cajon. Heartland Fire & Rescue responds to all fires, medical emergencies, vehicle accidents, hazardous material incidents, and any request for services by the community. Heartland Fire & Rescue also conducts annual fire inspections and plans review through its Fire Marshal’s division to ensure the safety of all its residents..

Heartland Fire & Rescue has a highly active community presence with its “Community Emergency Preparedness” programs and initiatives.

Operational Staffing and Assignment Evaluation
Heartland Fire & Rescue operates the four fire stations within the city limits of El Cajon with a staff of 51- line personnel. These personnel staff 4 Engines, 1 Ladder Truck, 1 Squad, 1 Type III Engine (crossed staffed) which consists of 15 Captains, 15 Engineers, and 21 Firefighter-Paramedics covering 3–24-hour shifts. Daily staffing is a minimum of 17 personnel.

Staff Allocation for Emergency Functions
HFR staffs all its frontline engines and ladder companies with a minimum daily staffing of 3 personnel. El Cajon has introduced an additional Squad Unit concept to augment Truck 6. Squad 6 is staffed with 2 additional personnel. This unit is utilized for EMS response in Station 6’s immediate response zone.

Squad 6 is also a direct attachment unit for Truck 6 on all fire incidents. This increases Truck 6 available on scene personnel from three to five. Squad 6 only answers calls within El Cajon, unless approved by the On-Duty Battalion to respond outside the city limits. Minor EMS incidents will receive either an Engine Company or Squad 6, depending on location and an ALS (Advanced Life Support) transport ambulance provided by AMR. (AMR is a contracted third-party EMS transport provider for El Cajon. El Cajon still retains the ambulance service rights for the city). Complex incidents (Structure Fire or Specialty Rescue) will receive four engines, one ladder truck, one ambulance, and one to two chief officers.

Non-Emergency Staff
Heartland Fire & Rescue also provides Fire Prevention services to all three cities. The Fire Marshal, as a designee of the Fire Chief, is tasked with fire prevention, public education, fire inspections, and fire investigations. The Fire Prevention Division is staffed by the Fire Marshal and Deputy Fire Marshal (which both serve all three cities), five Fire Inspectors (two Fire Inspector II's in El Cajon, one Fire Inspector I and one Fire Inspector II in La Mesa, and one Fire Inspector in Lemon Grove), one part time Geographic Information Systems Technician, and is partially supported by two Senior Management Analysts, one Administrative Secretary and one Administrative Office Assistant. Inspections are conducted by the Deputy Fire Marshal and Fire Inspectors, while Plan Review is shared among all Fire Prevention Division staff and Public Education, which receives assistance from the Emergency Preparedness Coordinator. The current growth and development incentives from the State of California have created a significant influx of new construction and infill development projects throughout the city.

Fire department roadway access as well as water distribution systems and all associated infrastructure are ongoing concerns for Heartland Fire & Rescue and the local water purveyors. While there currently are not any development project of this nature, concerns do arise of future multi-story buildings with City of El Cajon 2023
10 little to no parking because of State incentives for residential development in close proximity to public transportation (Housing and Community Development - Transit Oriented Development and Assembly Bill 2345) which often results in tenants parking on surrounding substandard width streets. The rate of new construction is heavily affecting the fire inspection process and causing strain on Fire Prevention Division staff, which creates prioritization challenges and a significantly increased re-inspection schedule.

Community Risk Assessment
Community Characteristics
The data for the El Cajon Community paints a complex picture with several indicators that warrant attention from a risk perspective. One immediate standout is the high rate of households below the poverty level at 18%, coupled with 8% of households receiving public assistance income. This compares to the state poverty level of 11.4%. These figures highlight economic vulnerability, which often correlates with other types of risks such as crime and reduced access to healthcare. The nation uses a crime Index score rating of 100 as a benchmark for communities. Scores below this number are an indication of low crime, usually attributed to robust and active crime prevention measures by law enforcement. The total crime index is 91 out of 100 in terms of safety. This figure shows the presence of targeted intervention, especially given the high population density of 7,276.4 people per square mile which would normally be expected to have a higher than 100 index score rating.

Also noted is that 28% of households have one or more persons with a disability. This percentage suggests that any community planning or disaster response needs to be sensitive to the needs of disabled individuals. Notably, there is a significant daily population shift, with a decrease of 4,812 people. This could indicate a large commuter population, which could have implications for emergency response times and infrastructure needs during peak hours.

Regarding housing, the community has a high percentage (70%) of housing structures built before 1980, potentially indicating older infrastructure that may be more susceptible to damage or less compliant with modern safety and seismic standards. The vacancy rate is relatively low at 3%, but the proportion of renter-occupied units (58%) is higher than owner-occupied ones (42%). This could lead to higher resident turnover and less investment in long-term community well-being.

Interestingly, 51% of homes use gas appliances, thus requiring carbon monoxide alarms, further adding to public safety concerns. Educational attainment seems decent, with 17% having a college degree, but the relatively high percentages of school-aged children (11% in grades 1-8 and 6% in high school) suggest that educational services will need sustained focus and investment.

In summary, the El Cajon Community shows a mix of economic vulnerabilities, housing concerns, and population characteristics that together create a multifaceted risk profile requiring targeted interventions for improvement.

City of El Cajon 2023
11 Topography
San Diego County has a diverse topography that includes coastal plains, mesas, foothills, and mountains.

The topography of the county is generally influenced by the Peninsular Ranges—a series of mountain ranges that run approximately parallel to the coastline.

El Cajon lies at a lower elevation than the surrounding highlands, making the topography flat within the core of the community but gradually sloping upward toward the foothills and mountains that form its natural boundaries. Forester Creek, which is a major tributary to San Diego River, winds its way through the northern part of El Cajon, although it is often reduced to a trickle or completely dry depending on the season.

Due to its location, El Cajon experiences a warm Mediterranean climate, with hot summers and mild winters, but the topographical influences also create microclimates that can vary within short distances.

To the north and east, the Cuyamaca Mountains and the Laguna Mountains are not too far away, providing a starker, more elevated landscape with pine forests and rocky outcrops. These higher elevations offer a contrast to the generally flat or gently rolling landscape of El Cajon itself.

Overall, El Cajon's topography can be characterized as a mix of flat valley floors, rolling hills, and surrounding mountains, providing a rich and varied landscape within a relatively confined geographical area.

Transportation
San Diego County has a comprehensive transportation network that includes freeways, roads, public transit, airports, and even maritime ports. The system is designed to facilitate the movement of people and goods throughout the region, which includes the city of San Diego and its various communities, such as El Cajon.

El Cajon is well-connected by several major freeways. The most significant of these are:
• Interstate 8 (I-8): This east-west interstate runs through El Cajon, providing easy access to central San Diego to the west and to areas eastward, eventually reaching the California-Arizona state line.
• California State Route 67 (SR-67): This is a north-south highway that connects El Cajon to communities in the north like Ramona and beyond.
• California State Route 125: This is a north-south highway that traverses the western portion of El Cajon.

City of El Cajon 2023
12 These freeways make it relatively easy to travel to other parts of San Diego County and beyond. There are also several significant arterial roads that facilitate local traffic within El Cajon and its surrounding areas.

The Metropolitan Transit System (MTS) operates bus services and light rail (trolley) that connect El Cajon with other parts of San Diego County. Bus routes are designed to serve local neighborhoods and connect with other forms of public transit, like trolleys and commuter trains.

The San Diego Trolley Green Line serves the El Cajon Transit Center, offering a convenient way to travel westward into San Diego’s downtown area or eastward to the end of the line at Santee.

While El Cajon itself does not have a major international airport, it is served by the nearby San Diego International Airport (Lindbergh Field), which is about a 20- to 30-minute drive, depending on traffic. El Cajon does have Gillespie Field, a smaller, general aviation airport that provides services for private planes, flight schools, and some commercial services.

Cycling and walking are increasingly being promoted, with bike lanes and pedestrian-friendly areas gradually expanding. However, given the topographical challenges in some areas surrounding El Cajon and the car-centric culture of Southern California, these modes of transport are generally more feasible for local trips than for commuting long distances.

Overall, the transportation network serving El Cajon is quite robust, offering a variety of options for local and regional travel. Whether by car, bus, or trolley, residents and visitors have multiple ways to get around.

City of El Cajon 2023
13 Evaluation of Physical Assets Protected
Heartland Fire & Rescue protects a substantial number of assets within the city limits of El Cajon. These include schools, both public and private, assisted living and care facilities, and airports. This is done with the immediate coverage of four Heartland Fire & Rescue stations in El Cajon.

Figure 1: Physical Assets Protected

El Cajon Physical Assets Protected
I
"
A
Calavo
Gardens
0 0.250.5 1 Miles
t t' I I I I I I
• El Cajon Fire Stations
~ Local EOC
(±) North America Airports
W Care Facilities
@ Private Schools
() Public Schools
Railroads
USA Flood Hazards

0.2% Annual Chance
Flood Hazard
- 1 % Annual Chance
Flood Hazard
Future Conditions 1 %
Annua l Chance Flood
Hazard
Regulatory Floodway
Area wit h Reduced Risk
Due to Levee
Special Floodway
D El Cajon Response Area
City of El Cajon 2023
14 El Cajon has many skilled nursing facilities. These facilities account for a 14% impact on the number of EMS calls within the city. The following figure illustrates the service draw from the area’s skilled nursing facilities.

Figure 2: Care Facilities

Care Facilities EMS Incidents
"
A
0 0 .5 2 Miles
El Cajon responded to a
total of 73,381 EMS
incidents from 2018 to
2022. Out of the total EMS
incidents 4,601 responses
where at one of the 20 care
facilities in El Cajon.

Eldorado Care Center
("Avocado Post-Acute")
care facility had a total of
832 EMS incidents from
2018 to 2022.

San Diego Post-Acute care
facility had a total of 595
EMS incidents from 2018 to
2022.
(i) El Cajon Fire Stations
D El Cajon Response Area
EMS Incidents
0 7 - 141
• 142-463
• 464 - 832
City of El Cajon 2023
15 Planning Zone Risk Areas
Figure 3 Population Density

Station 6
The Station 6 community shows marked economic and social vulnerabilities. The area has a notably high rate of households with public assistance income at 10% and households below the poverty level at 21%.

The daytime population decreases by a significant 7,665 people, suggesting elevated levels of commuting and potential strain on infrastructure. A substantial majority of the housing units are renter- occupied (73%), which may lead to high turnover and less community cohesion. • Highest Percentage of Households with Public Assistance: 10% • Highest Percentage of Households Below the Poverty Level: 21% • High Daily Population Shift: -7,665 people
• Majority Renter-Occupied Units: 73%
• Low Percentage of Homes Using Gas Appliances: 40%
El Cajon Population
"
A
0 0.5 2 Miles
(j) El Cajon Fire Stations
D El Cajon Response Area
2023 Total Population
D 755 - 1000
[QI 1001 - 1500
- 1501 - 2000
- 2001 - 2500
- 2501 - 3000
- 3001 - 3500
City of El Cajon 2023
16 Figure 4: Station 6 Community Profile

"111111 ~ .· COMMUNITY PROFILE tESCJ EL CAJON FD - 6
~ ,·
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Gud•ns
46,649
Popu lation
15,398
Househo lds

2.95 Avg Size
Househo ld
er
4,900
Households With
Disability

32.9 Median
Age
Area: 3.85 square miles
.. . . .
• @) Ir
5,816 1,684
Population 65+ Households
Without Vehicle

HOUSING PROFILE
$54 ,966 $558 ,967
Median Median
Household Income Home Value
Language Spoken (ACS) Age 5-17 18-64 Age 65+ Total
English Only 3,735 12,567

POPULATION BY AGE
32,000
29,152 Spanish 2,861 7,286 30,000
28,000
26,000 Spanish & English Well 2,595 5,73 1

21.i,000
2?,000
)0,000 Spanish & English Not Well 217 1,307
18,000

16.000
Spanish & No English 49 248 1/4 ,000
12,000
10,000
B,000
lndo-European 208 634 6,000
4,000
2,000 lndo-European & English Well 127 491
0 Under 18 18to65 Aged 65+ lndo- European & English Not Well 16 98 POPULATION NO HEALTH INSURANCE (ACS) lndo -European & No English 65 44 2,200
2,000 1,883
1,800 Asian-Pacific Island 314 1,256
1,6()()
1,400
1,200 Asian-Pacific Isl & English Well 206 1,038
1,000
BOO
Asian-Pacific Isl & English Not Well 108 161 ,oo
,oo
200 16 Asian-Pacific Isl & No English 0 57
0-18 19-34 35-64 Age 65+

POPULATION AND BUSINESSES
Other Language 2,165 7,525
••· riiilii
--
_ijl_ Other Language & English Well 2,047 5,032
38,984 1,612 11 ,698 Other Language & English Not Well 110 1,828 Daytime Total Total Other Language & No English
Population Businesses Employees

POVERTY AND LANGUAGE
21%
Households
Below the Poverty
Level
51 Wealth
Index
~l
3,177
Households
Below the Poverty
Level

WEALTH PROFILE
41 Housing
Affordability
ci
275
Pop 65+ Speak
Spanish & No English
82 Diversity
Index
J.600

2.800

2.400

2.000
1,600

1.200
800
400
8 666

SCHOOL ENROLLMENT (ACS)
,/'
l:P
c:>""
<-;'o
l:P
c:§"
2,785 19,087
753 10,900
308 8,634
170 1,694
275 572
130 972
91 709
39 1S3
0 109
179 1,749
80 1,324
62 331
37 94
1,192 10,882
261 7,340
445 2,383
485 1,159
.... 3,4 75. ·
~ '" ~ ,,__,"••"-" u~,., .......... ,,,,,..,.,,,,,"=' Vers.ionl 9t:J2023Es1 , City of El Cajon 2023
17 Station 7
Station 7’s community stands out as the wealthiest community with a median household income of $111,777. However, the area also has a high percentage of houses built before 1980 (86%), which could mean aging infrastructure in need of upgrades. Moreover, 22% of the households have at least one person with a disability, suggesting the necessity for specialized services. This community also has the highest percentage of individuals with a college degree at 29%. • Highest Median Household Income: $111,777
• Highest Percentage of Houses Built Before 1980: 86%
• High Percentage of Households with a Disability: 22%
• Lowest Percentage of Households Below the Poverty Level: 5% • Highest Percentage of Population with a College Degree: 29% City of El Cajon 2023
18 Figure 5 Station 7 Community Profile

-.... ~ . COMMUNITY PROFILE
tESCJ EL CAJON FD - 7
..... ·. :!'Ill ..

Area : 2.89 squar e m iles
. . . . .

Glll ES,if 10,504
Gf • @ TllNI. S OS
Population Ir
864 2,22 1 128
Households With Population 65+ Households
3,862 Disability Without Vehicle
SAN CAIILOi Households
El Cajon HOUSING PROFILE
?

2.71 42.5 $111,777 $779,393
Avg Size Median Median Median Household Age Household Income Home Value Language Spoken (ACS) Age 5-17 18-64 Age 65+ Total
English Only 1,298 5,471 1,785 8,554

POPULATION BY AGE
7,000 6,498 Spanish 62 526 22 610
6,500

6.000
Spanish & English Well 44 516 22 582 5,500
5,000
'1,500 Spanish & Engl ish Not Well 18 0 19
4,000
3,500 Spanish & No English 0 9 0 9
3,000
2,500
2,000
1,500 Inda-European 22 286 36 344
1,000
500 lndo-European & English Well 22 285 36 343
Under 18 18 to 65 Aged 65+ lndo-European & English Not Well 0 0 0 0 POPULATION NO HEALTH INSURANCE (ACS) lndo-European & No English 0 0 120 116 11 6
100 Asian-Pacific Island 37 263 47 347
BO
Asian-Pacific Isl & English Wel l 37 230 42 309
60 40 Asian-Pacific Isl & English Not Wel l 0 4 5 9
20 Asian-Pacific Isl & No English 0 28 0 28
0-18 19-34 35-64 Age 65+
Other Language 2 112 17 131

POPULATION AND BUSINESSES
•• ~ Iii
Other Language & English Well 2 107 17 126
rii'ii
8,01g 393 2,5 17 Other Language & English Not Well 0 5 0 5 Daytime Total Total Other Language & No English 0 0 0 0 Population Businesses Employees

SCHOOL ENROLLMENT (ACS)
POVERTY AND LANGUAGE 750 ·
700 669 653
-~ ~ ...
o •
Cl
550
5% 177 0
Households Households Pop 65+ Speak
Below the Poverty Below the Poverty Spanish & No English 350 Level Level 300
250
200
150
WEALTH PROFILE 100
50 176 61 70
Wealth Housing Diversity d" .r ,.J" c;"' ._,'l, ':'::,..e.,oJ' ii./ Index Affordability Index
x,O ,.('
o"' o"' 'I'
cff- "/j •" o,,,,o; o"' "-'"' 0'"' d" 0'"' 0'"' .,;:,"' mw; r., I<~ c ... ci.~,,.,,~ v~ c .... , ""''" 1;2• icte 1c 11 1c-21 Version 1 9 e 2023 Esr1 City of El Cajon 2023
19 Station 8
The Station 8 community has unique characteristics that put it in a particular risk category. The area experiences a significant daily population shift with a decrease of 6,673 people, suggesting a predominantly commuter population, which could stress transportation infrastructure and present challenges for emergency response. The high percentage of households with disabilities (29%) points to the need for specialized disaster response plans. Interestingly, Station 8 has a balanced proportion of renters (48%) and owner-occupied (52%) housing units. However, it has a rather low crime index of 72, (National Index is based on score of 100) indicating a presence for robust community policing strategies. • High Daily Population Shift: -6,673 people
• High Percentage of Households with a Disability: 29%Crime Index: 72 • Percentage of Population Older than 65: 16%
City of El Cajon 2023
20 Figure 6 Station 8 Community Profile

'"'114 CQMMLJNl~ A~~;?-~ILE A,ea4 24 squa, e m,le,
:!'1111 '
- 35,805
~ • @ Population Ir
3,382 5,617 840
Households With Population 65+ Households
11,746 Disability Without Vehicle
Househo lds
El Ca1on HOUSING PROFILE

2.96 36.8 $66 ,961 $632 ,472
Avg Size Median Median Median Househo ld Age Household Income Home Value Language Spoken (ACS) Age 5-17 18-64 Age 65+ Total
English Only 4,139 13,013

POPULATION BY AGE
24 ,000 ......................................... 22,506 . Spanish 871 3,982 22,000
20,000 Spanish & English Wel l 865 3,47 1
18,000
16,000 Spanish & English Not Well 4 500
14,000
12,000 Spanish & No English 2 11
10,000
Cl.000
6,000
lndo-European 143 623
4,000

2.000
lndo-European & English Well 123 540
Under 18 18to 65 Aged 65+ lndo-European & English Not Well 20 57 PO PULATION NO HEALTH INSURANC E (ACS) lndo-European & No English 0 26

1.400 1,235

1.200
Asian-Pacific Island 82 445
1,000
800 Asian-Pacific Isl & English Well 63 426
600
400 Asian-Pacific Isl & English Not Well 19 19
200
21 Asian-Pacific Isl & No English 0 0
0-18 19-34 35-64 Age 65+

POPULATION AND BUSINESSES
Other Language 689 3,926
·• ..- 1111
Other Language & English Well 577 2,797
rii'iii
29,132 1,237 9,213 Other Language & English Not Well 11 2 962 Daytime Total Total Other Language & No English
Population Businesses Employees
POVERTY AND LANGUAGE 2,800
18%
Households
Below the Poverty
Level
83 Wealth
Index
.-"' 2,122
Households
Below the Poverty
Level

WEALTH PROFILE
44 Housing
Affordability
o•
Cl
49 Pop 65+ Speak
Spanish & No English
77 Diversity
Index
1,600
1,400
1,000
800
600
"' 200
0 168

SCHOOL EN ROLLMENT (ACS)
4,205 21,357
554 5,407
314 4,650
191 695
49 62
207 973
118 781
50 127
39 65
95 622
51 540
44 82
0 0
493 5,108
157 3,531
217 1,291
119 287
2,565
m!S!tF, I\CSF, . ~ ... A,. ~I~•···· ~- )',)1) >llf ). T)C) Ve,-.;ion 1 902023 Esn City of El Cajon 2023
21 Station 9
Station 9’s community stands out for its incredible increase in the daytime population of 12,011 people, indicating a heavy influx of commuters or visitors, which could strain local services and infrastructure.

The community also shows a balanced housing scenario with 60% renter-occupied and 40% owner- occupied units. However, it has a somewhat high percentage of households below the poverty level (18%) that may need targeted interventions.
• Highest Daily Population Increase: 12,011 people
• Balanced Proportion of Renter and Owner-Occupied Units: 60% and 40% respectively • High Percentage of Households Below the Poverty Level: 18% • High Percentage of Population Older than 65: 14%
• High Percentage of Population with a College Degree: 19% City of El Cajon 2023
22 Figure 7 Station 9 Community Profile

COMMUNITY PROFILE
EL CAJON FD - 9 Area: 3.55 square miles

AT RISK POPULATION
12,807
~ • ® Population Ir
880 1,779 366
Households With Population 65+ Households
4,456 Disability Without Vehicle
Househo lds
Bo~tonia HOUSING PROFILE

2.85 35.0 $64,672 $694 ,279
Avg Size Median Med ian Median Househo ld Age Household Income Home Value El Cajon Language Spoken (ACS) Age 5-17 18-64 Age 65+ Total
English Only 1,783 4,498 924 7,205

POPULATION BY AGE
,,ooo Spanish 449 1,214 136 1,799 8,SOO .......................... ..... ................... 8,090 .. 6,000
7,SOO
Spanish & English Well 389 927 97 1,413 7,()()()
6,500 .
6,000
Spanish & English Not Well 24 195 37 256 5,500
5,000
4,SOO
Spanish & No English 36 92 2 130 4,000
3,500
3,000 ·
2,500
2,000 . Inda-European 34 298 37 369 1,500
1,000 ·
500 Inda-European & English Well 2 266 37 305
0 Under18 18 to 65 Aged 65+ Inda-European & English Not Well 32 30 0 62 POPULATION NO HEALTH INSURA NCE (ACS) Inda -European & No English 0 2 0 2 550
477 coo
4S()
400 Asian-Pacific Island 102 500 53 655
JS{)
JOO Asian-Pacific Isl & English Well 102 378 37 517
250
200
Asian-Pacific Isl & English Not Well 0 123 17 140 150
100
so Asian-Pacific Isl & No English 0 0 0 0
0-18 19-34 35-64 Age 65+

POPULATION AND BUSINESSES
Other Language 239 893 75 1,207
•·•·
--
Ill
Other Language & English Well 231 719 2 952
ri'ii
24,818 1,554 16,460 Other Language & English Not Well 0 134 3 137 Daytime Total Total Other Language & No English 8 40 71 119 Population Businesses Employees

SCHOOL ENROLLMENT (ACS)
POVERTY AND LANGUAGE 1,UOO
906
e41 ~,J.
o •
[ 800
19% 824 2 700
Households Househo lds Pop 65+ Speak
Below the Poverty Below the Poverty Spanish & No English 500 Level Level aoo
JOO
200
WEALTH PROFILE 100
79 39 80
Wealth Housing Diversity 6' ,§' ,·"" <,-? .,_'\, ':::,.eff' ~,a-x:,o l ' C\' Index Affordability Index ,,G
1l o; o"' o"' o"' cff- ?§
'l.'"' 0''" 0''" d" 0''"
~ <::-
~ • ..-s , ~..,A,. ,-•• ~H•.,•• ,,,,,o~'~''""' Vel'1'ion1 9 Q 2023Es r, City of El Cajon 2023
23 Community Land Use Regulations
The El Cajon General Plan is a state-mandated document that represents the long-range vision of the city. Primarily, the plan is a comprehensive, long-range statement of development policies intended to guide decision makers. These policies are focused on the Land Use, Housing, and Safety Elements. While the General Plan sets the vision for how the City is to be developed, it is the El Cajon Zoning Code that implements the General Plan through zoning classifications, detailed development standards and regulations. These standards and regulations govern the use, placement, spacing and size of land and buildings throughout the City.

The El Cajon General Plan, with a major update in 1998, outlines the city's land use regulations under five main subheadings: Residential, Commercial, Industrial, Community Facilities, and Urban Design. The document is 23 years old and may not be entirely applicable. ESCI provides a review of the El Cajon General Plan. The General Plan was amended in July 2021, with specific regard to the housing and safety elements of the city.

El Cajon General Plan:

Residential: The Residential portion is detailed in a separate Housing Element and is not elaborated upon in the General Plan document.

Commercial: Neighborhood Commercial: Small centers (2-5 acres) located near residential areas for daily shopping needs, like grocery stores and laundromats.

General Commercial: Meant for broader service needs, typically single buildings on individual lots along major streets. Sometimes called "strip commercial" areas.

Regional Commercial: Large shopping centers (25-100 acres) containing large anchor stores, usually linked to transportation and offering ample parking.

Office-Professional Zone: Focuses only on office or office-related uses.

Special Development Areas (SDA): Allow for flexibility in development based on unique constraints like topography, drainage, etc. They are implemented through specific plans.

Industrial: Industrial Park: Designated on 922 acres, mainly around Gillespie Field Airport, serves as the city's primary industrial area.

Light Industrial: Found on 206 acres along corridors like the I-8 Freeway and Marshall Avenue.

Hazardous Substances & Protection Processes
El Cajon has several Hazardous Material Facilities within its city limits. These are mostly concentrated in Station 9’s immediate response zone. State and Federal regulations aid in providing oversight for these types of facilities, however they still present a moderate risk to the community in the event of an accident or release.

City of El Cajon 2023
24 Figure 8 Haz-Mat Facilities

Service Delivery & Performance
As an all-hazards department, HFR manages emergency services within the City of El Cajon. As with most communities throughout the nation, community residents and visitors have an expectation that the services provided will be of high quality and arrive in a timely manner. For HFR leadership and elected officials to be armed to meet that expectation, they should have available to them a thorough analysis of existing service delivery within the community as compared to industry best practices and industry standards. To provide the most thorough analysis, ESCI considered the following components of service delivery.
• Service Demand
• Resource Distribution
• Resource Concentration
• Resource Reliability
• Response Performance
Toxic Release Inventory (TRI) Facilities within El Cajon Response Area
"
A
0 0 .5 2 Miles
(i) El Cajon Fire
Stations
0 El Cajon Response
Area
w Toxics Release
· Inventory (TRI)
City of El Cajon 2023
25 Hydrant Coverage Area
Figure 9 Hydrant Service Area Map

Service Demand Analysis
As the citizens and visitors of El Cajon activate the 911 system and request assistance, this creates the need for HFR to respond. Response to requests for services is often referred to as service demand and is the primary reason for the existence of HFR, even though they provide many other services within the community as well). Throughout each of the following analyses, incident data provided by HFR is grouped into calendar years for comparison.

Incident Type Analysis
The term all-hazards department as applied to HFR is used to encompass the many types of incidents to which the department responds. For some of these incidents, a single unit can mitigate the incident. For others, multiple units are required to mitigate the emergency. For HFR leadership and elected officials to best understand the nature of service demand within the City of El Cajon, they should be armed with a thorough analysis of incident types. This knowledge can be used as one component for determining staffing, equipment, training, apparatus, and more.

To help fire departments throughout the nation better quantify and qualify the types of incidents to which they respond, the National Fire Incident Reporting System (NFIRS) was developed. This system Hydrant Coverage
"
A
0 0 .5 2 Miles
Total miles of roads within
1000 feet of a fire hydrant:
186.25 miles
Total percentage of
coverage within 1000 feet
of a fire hydrant: 99%
(iJ El Cajon Fire Stations
- Area Within 1000' of
Hydrant
City of El Cajon 2023
26 provides a list of incident types (178 current 3-digit codes per incident type) which are grouped into series based on the first number as illustrated in the following figure. This standardized system allows departments to analyze the incident type component of service demand within their community and compare the information with other departments.

Figure 10 NFIRS Incident Series
Incident Series Incident Heading
100-Series Fires
200-Series Overpressure Rupture, Explosion, Overheat (No Fire) 300-Series Rescue and Emergency Medical Service (EMS) Incidents 400-Series Hazardous Condition (No Fire)
500-Series Service Call
600-Series Cancelled, Good Intent
700-Series False Alarm, False Call
800-Series Severe Weather, Natural Disaster
900-Series Special Incident Type

As illustrated in the following figure, the overall service demand within the City of El Cajon increased by

14.1% from 2018 to 2022. This overall increase included a decrease of 0.9% from 2018 to 2019, a decrease of 2.7% from 2019 to 2020, an increase of 9.8% from 2020 to 2021, and an increase of 7.8% from 2021 to 2022.

City of El Cajon 2023
27 Figure 11 HFR (El Cajon) Service Demand by Incident Type, 2018–2022

2018 2019 2020 2021 2022
Fire (100) 455 347 470 485 463
Hazardous Condition (200, 400) 449 478 409 419 473
Service Call (500) 578 568 621 695 758
Canceled, Good Intent (600) 34 34 42 35 46
Alarm (700) 0 0 3 0 16
Other (800, 900) 44 66 40 34 19
EMS (300) 14,242 14,166 13,654 15,063 16,256
Total 15,802 15,659 15,239 16,731 18,031
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
0 100
200
300
400
500
600
700
800
900
1,000
~
=--------:. -
--
·- r
_,I
-- -
.
.
..., . 7 , . ..., . ,__ .
------ 
City of El Cajon 2023
28 The preceding figure provides HFR leadership and elected officials an ability to see the year-to-year change, not just in overall service demand, but also the year-to-year change for specific incident series.

When attempting to fully evaluate the overall service demand, it is valuable to also view the same dataset from the perspective of how each series compares to the whole of service demand. As illustrated in the following figure, the greatest service demand falls within the emergency medical services series, which comprise 90% of the service demand. The following chart shows the reaming incident type categories.

Figure 12 HFR (El Cajon) Service Demand by Incident Type, 2018–2022

Future Service Demand
While the knowledge of current and historical incident analysis has value, a key component for the planning process is an ability to consider this same information projected into the future. While there are many methods to predict future service demand, two common methods include prediction based on changes in population and prediction based on historical change in service demand.

Future Service Demand by Population
This method of projecting future service demand analyzes the number of incidents per 1,000 population within the community. Then, through analysis of the historical population changes within the community obtained from the United States Census Bureau, a projection of future population is extrapolated, and the incidents/1,000 population is applied to achieve the total number of incidents each year. This is then distributed based on the incident frequency percentages. The following figure illustrates the projected HFR service demand within the City of El Cajon based on changes in population and provides the lower estimate.

Fire (100)
Hazardous
Condition (200,
400)
Service Call (500) Canceled, Good
Intent (600) Other (800, 900)
Total 2.7% 2.7% 4.0% 0.2% 0.2%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%
City of El Cajon 2023
29 Figure 13 HFR (El Cajon) Projected Service Demand, 2018–2022

Future Service Demand by Historical Change
This method of projecting future service demand analyzes the historical percentage of change during the study period to determine the average increase or decrease per year. This figure is then extrapolated over time to provide the total number of incidents each year, which is then distributed based on the incident frequency percentages. The following figure illustrates the projected HFR service demand within the City of El Cajon based on historical changes in service demand and provides the upper estimate. Over the past five years, the El Cajon population has seen a 1.9% increase, while the incident volume has risen at average 2.47% per year.

2022 2025 2030 2035 2040 2045 2050
Fire (100) 463 470 483 496 509 523 537
Hazardous Condition (200, 400) 473 481 493 507 520 534 549 Service Call (500) 758 770 791 812 834 856 879
Canceled, Good Intent (600) 46 47 48 49 51 52 53
Alarm (700) 16 16 17 17 18 18 19
Other (800, 900) 19 19 20 20 21 21 22
EMS (300) 16,256 16,516 16,959 17,414 17,882 18,361 18,854 Total 18,031 18,320 18,811 19,316 19,834 20,366 20,913
0 5,000
10,000
15,000
20,000
25,000
-100
100
300
500
700
900
1,100
1,300
1,500
------ 
City of El Cajon 2023
30 Figure 14 HFR (El Cajon) Projected Service Demand by Historical Change

Temporal Analysis
When service demand occurs (temporal analysis) is another key analysis to assist HFR leadership and elected officials to be effective in planning processes. While responding to incidents is the primary purpose of the department, HFR personnel conduct other non-incident activities such as those found in the following list. With an understanding of the temporal nature of service demand, leadership may be better able to schedule non-incident activities during periods of lower service demand. • Pre-incident Planning
• Training
• Station Maintenance
• Apparatus Maintenance
• Fire Hose Testing
• Fire Hydrant Testing
• Public Education
2022 2025 2030 2035 2040 2045 2050
Fire (100) 463 528 603 688 785 896 1,022
Hazardous Condition (200, 400) 473 540 616 703 802 915 1,044 Service Call (500) 758 865 987 1,126 1,285 1,466 1,673
Canceled, Good Intent (600) 46 52 60 68 78 89 102
Alarm (700) 16 18 21 24 27 31 35
Other (800, 900) 19 22 25 28 32 37 42
EMS (300) 16,256 18,549 21,166 24,151 27,558 31,445 35,881 Total 18,031 20,574 23,477 26,788 30,567 34,879 39,798
0 10,000
20,000
30,000
40,000
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
/
/ /n -/',/n
e-----
~~
~ ~ -
-
e-----
~ - --- e-----
--. -
. -.., ., ., , _ ,__ ,__ L
------ 
City of El Cajon 2023
31 The first consideration of when incidents occur considers a comparison of each month of the year, expressed as a percentage of the whole service demand for the year. As illustrated in the following figure, the greatest service demand occurs in December and January. The lowest service demand occurs in February and there is variance within a 1.5% spread over the remaining months.

Figure 15 HFR (El Cajon) Service Demand by Month, 2018–2022

The second consideration of when incidents occur considers a comparison of each day of the week, expressed as a percentage of the whole service demand for the year. As illustrated in the following figure, the greatest service demand occurs on Friday, with most weekdays only slightly below that level.

The lowest service demand occurs on Sunday, with Saturday a close second.

6.0%

7.0%

8.0%

9.0%

10.0%
2018 2019 2020 2021 2022 Average
- - - - - 
City of El Cajon 2023
32 Figure 16 HFR (El Cajon) Service Demand by Day, 2018–2022

The final consideration of when incidents occur considers a comparison of each hour of the day, expressed as a percentage of the whole service demand for the year. As illustrated in the following figure, the lowest service demand occurs at 4:00 AM. Over the next few hours, service demand increases at a slow rate and then increases at a higher rate starting at 7:00 AM. This pattern is consistent with the movement of the population as they prepare for their daily activities and then begin moving from their homes. Throughout the morning, service demand continues to increase, reaching its highest level at 11:00 AM. For most of the day, service demand fluctuates with an overall decreasing trend until 6:00 PM, when the decrease steepens throughout the evening until returning to its lowest point.

8.0%

12.0%

16.0%
Sunday Monday Tuesday Wednesday Thursday Friday Saturday 2018 2019 2020 2021 2022 Average
- - - - - 
City of El Cajon 2023
33 Figure 17 HFR (El Cajon) Service Demand by Hour, 2018–2022

While the preceding figure illustrates that demand for service is at its lowest during the late night and early hours, leadership should ensure adequate staffing is still in place to quickly respond and mitigate structure fire incidents. Based on a national study recently published, from 2014 to 2016, the occurrence of residential structure fires with fatalities were highest between 1:00 AM and 2:00 AM, and 4:00 AM to 5:00 AM. The 8-hour peak period (11:00 PM to 7:00 AM) accounted for 48% of residential fatal fires1.

Geographic Analysis
Where incidents occur (geographic analysis) is the final component of the service demand analysis. To ensure location of resources are best positioned to provide for quick response to calls for service, HFR leadership and elected officials should have knowledge of where incidents occur. With 90.1% of incidents falling within the emergency medical services series, the requests for assistance are closely tied to the people within the community, more so than the buildings within the community. This is a common finding that where areas of higher population density occur within the community, so do areas of higher incident density.

From the data provided by HFR, ESCI was able to analyze the location of incidents using geographical information systems (GIS) software. Through plotting the location of each incident during the study period and then calculating the mathematical density of incidents (incidents per square mile), it is possible to then illustrate this through utilization of heat map visualization.

1 Fatal Fires in Residential Buildings (2014-2016), Topical Fire Report Series Volume 19, Issue 1 /June 18, U.S. Department of Homeland Security, U.S. Fire Administration, National Fire Data Center.

0.0%

2.0%

4.0%

6.0%
2018 2019 2020 2021 2022 Average
~"'
i, _
-~ ~ ~ - [r u r
~ ~ , , 1•:r ~ ·lib~ ~ _.JI
IJ
~ ~
'' ...... ~ I .... ri ""  r1! • ~ ~t'I .
- - - - - 
City of El Cajon 2023
34 Figure 18 HFR (El Cajon) Incident Density (All Incidents), 2018–2022

Total Incident Heat Map
'----------------------------'
"
A
0 0 .5 2 Miles
The El Cajon response area
is a total of 15 square
miles. From 2018 - 2022
Fire had 81,462 responses
(100, 200, 300) .
(j) El Cajon Fire Stations
D El Cajon Response Area
Incidents Per Square Mile
D l-98
99 - 246
- 247-440
- 441- 714
- 715 - 1321
City of El Cajon 2023
35 Figure 19 HFR (El Cajon) Incident Density (EMS Incidents), 2018–2022

EMS Incident Heat Map
The El Cajon response area
is a total of 15 square
miles. From 2018 - 2022
Fire had 73,381 responses
(300) .
ti) El Cajon Fire Stations
D El Cajon Response Area
D l-86
87 - 223
• 224 - 421
- 422 - 723
'--------------------------' - 724 - 1283
"
A
0 0 .5 2 Miles
City of El Cajon 2023
36 Figure 20 HFR (El Cajon) Incident Density (Fire Incidents), 2018–2022

Resource Distribution Analysis
As discussed in the previous section, understanding where service demand occurs in comparison to where resources (apparatus and personnel) are located is integral to the planning process. To assist departments in the location of resources there are industry best practices and national consensus standards which provide additional considerations that should be combined with the geographical analysis in the planning process.

ISO Distribution
The Insurance Services Office (ISO) is a national insurance industry organization that evaluates fire protection for communities across the country. ISO assesses all areas of fire protection as broken down into four major categories including emergency communications, fire department, water supply, and community risk reduction. Following an on-site evaluation, an ISO rating, or specifically, a Public Protection Classification (PPC®) number is assigned to the community ranging from 1 (best protection) to 10 (no protection). The PPC® score is developed using the Fire Suppression Rating Schedule (FSRS), which outlines sub-categories of each of the major four, detailing the specific requirements for each area of evaluation.

Fire Incident Heat Map
'----------------------------'
"
A
0 0 .5 2 Miles
The El Cajon response area
is a total of 15 square
miles. From 2018 - 2022
Fire had 2,200 responses
(100) .
(j) El Cajon Fire Stations
D El Cajon Response Area
Incidents Per Square Mile
D l-4
5-9
• 10 - 15
- 16 - 23
- 24- 35
City of El Cajon 2023
37 A community’s ISO rating is a key factor when considering fire station and apparatus concentration, distribution, and deployment due to its effect on the cost of fire insurance for the residents and businesses. To receive maximum credit for station and apparatus distribution, ISO evaluates the percentage of the community (contiguously built upon area) that is within specific distances of fire stations, central water supply access (fire hydrants), engine/pumper companies and aerial/ladder apparatus.

1.5-Mile Distribution
As part of the ISO evaluation, an analysis determines the overall number of structures protected by a fire department that are located within 1.5 road miles of the closest fire station. This 1.5-road-mile standard is used to estimate a 4-minute travel time for first responding units as required by NFPA 1710. As illustrated in the following figure, 99% of the HFR service area within the City of El Cajon is covered within 1.5 road miles of the closest fire station.

Figure 21 HFR (El Cajon) 1.5-Mile Engine Distribution per ISO Criteria

1.5 - Mile Engine Distribution per ISO Criteria
(i) El Cajon Fire Stations
CJ El Cajon Response Area
Total Overlaped Travel Areas
Response Area: 1
• Response Area: 2
~------------------------~ • Response Area: 3
"
A
0 0 .5 2 Miles
City of El Cajon 2023
38 2.5-Mile Distribution
In many jurisdictions, ladder companies are deployed only to certain types of incidents and are not necessarily considered the first due unit for all other incident types. Because of this, ISO uses a 2.5-road- mile travel distance for ladder companies to estimate an 8-minute travel time in urban and suburban areas by ladder companies to provide the balance of personnel and equipment needed for incidents such as working fires.

The use of aerial apparatus is more specifically needed in areas of the community where there are five or more buildings of three stories (or 32-feet) or more in height, or with five or more buildings requiring a needed fire flow of greater than 3,500 gallons per minute, or five or more buildings meetings any combination of these requirements.

As illustrated in the following figure, 81% of the HFR service area within the City of El Cajon is covered within 2.5 road miles of the closest fire station and extends beyond the city limits.

Figure 22 HFR (El Cajon) 2.5-Mile Truck Distribution per ISO Criteria

2.5 - Mile Truck Distribution per ISO Criteria
Average road distance from
Fire Station 6: 1.5 Miles
Total percentage of
coverage: 81 %
(iJ El Cajon Fire Stations
(iJ Fire Station 6
D El Cajon Response Area
.__ _______________________ ___, • 2.5 Mile Travel Area I\
A
0 0 .5 2 Miles
City of El Cajon 2023
39 5-Mile Distribution
The third part of the ISO evaluation determines the overall number of structures protected by a fire department that are located within a 5-road-mile travel distance of a fire station. Areas outside of 5 miles are subject to receiving a PPC® rating of 10 (no fire department protection available).

As illustrated in the following figure, 100% of the HFR service area within the City of El Cajon is located within a 5-road-mile travel distance of a fire station and extends beyond the city limits.

Figure 23 HFR (El Cajon) 5-Mile Coverage per ISO Criteria

5 - Mile Travel Area
"
A
0 0 .95 1.9 3.8 Miles
Roads within 5 miles of El
Cajon Fire Stations:
134,018
Total miles of roads within
5 miles of El Cajon Fire
Stations: 413,710 miles
Average road distance from
El Cajon Fire Stations: 3.1
miles
Total percentage of
coverage: 100%
(iJ El Cajon Fire Stations
CJ El Cajon Response Area
Total Overlaped Travel Area
CJ Response Areas: 1
Response Areas: 2
• Response Areas: 3
• Response Areas: 4
City of El Cajon 2023
40 Water Supply
ISO evaluates a community’s availability of a sufficient water supply, which is critical for the extinguishment of fires. Included in this evaluation is the geographic location and distribution of fire hydrants. Structures outside a 1,000-foot radius of a fire hydrant are subject to a lower Public Protection Classification® rating than areas with adequate hydrant coverage, thus signifying limited fire protection.

Exceptions are made when a fire department can show that either a dry hydrant or a suitable water tanker operation is possible to provide the needed volume of water for fire suppression activities for a specific period. As illustrated in the following figure, 99% of the HFR service area within the City of El Cajon is within 1,000 feet of a fire hydrant.

Figure 24 ISO Hydrant Distribution

Hydrant Coverage
Total miles of roads within
1000 feet of a fire hydrant:
186.25 miles
Total percentage of
coverage within 1000 feet
of a fire hydrant: 99%
(i) El Cajon Fire Stations
- Area Within 1000' of
Hydrant
~-----------------------~ CJ El Cajon Response Area
0 0 .5 2 Miles
City of El Cajon 2023
41 NFPA Distribution
The National Fire Protection Association (NFPA) is an industry trade association that develops and provides standards and codes for fire departments and emergency medical services for use by local governments. One of these standards, NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, serves as a national consensus standard for career fire department performance, operations, and safety. Within this standard, a travel time of 240 seconds, or 4 minutes, is identified as the benchmark for career departments to reach emergency incidents within their jurisdiction with the first arriving unit. Also, the balance of the response (called the effective response force or ERF) must arrive at the incident within 480 seconds, or 8 minutes.

When analyzing this measure, travel time is calculated using the posted speed limits and adjusted for negotiating turns, intersections, and one-way streets. Unshaded pockets indicate that the area falls outside of the model’s maximum extension from the road network. Note that other impedance factors, such as traffic congestion, road closures, or weather conditions, are not factored into this analysis. Rarely are conditions perfect. As illustrated in the following figure, 81% of the HFR service area within the City of El Cajon falls within the 4-minute travel time of a fire station and 99.8% falls within the 8-minute travel time of a fire station.

Figure 25 Four & Eight Minute Travel Time, (2018-2022)

4 Minute and 8 Minute Travel Time Model
"
A
0 4 M iles
Roads within 4 minutes of
fire station: 19,753
Total percentage of
coverage in 4 minutes of
El Cajon Response Area:

Dil ..... ,..-1 81%
Roads within 8 minutes of
fire station: 89,826
Total percentage of
coverage in 8 minutes of
El Cajon Response Area:

99.8%
(iJ El Cajon Fire Stations
• 8 Minute Travel Area
4 Minute Travel Area
City of El Cajon 2023
42 The preceding figure illustrates the theoretical travel time based on all units located at their station at the time of dispatch. However, this is not always the case and units may be responding from other locations to incidents. HFR leadership and elected officials may consider analysis of actual travel time to identify any gaps in service that may need to be addressed in the planning process. ESCI analyzed the actual travel time to incidents and found that during calendar year 2022, HFR responded to 47.44% of incidents within less than four minutes within the City of El Cajon.

Figure 26 HFR Travel Time Less than 4-Minutes

Incident Points with Travel Time less than 4 Minutes
A
0 0.5 2 Miles
Total of 6,289 incidents
with a travel time less than
4 minutes.
(I) El Cajon Fire Stations
0 Travel Time < 4min
D El Cajon Response Area
City of El Cajon 2023
43 Using a logical division of time in four-minute increments, HFR responded to 48.34% of incidents within 4–8 minutes within the City of El Cajon. The following figure illustrates the location of these incidents.

Figure 27 HFR Travel time 4-8 Minutes

Incident Points with Travel Time between 4 - 8 Minutes
A
0 0.5 2 Miles
Total of 6,409 incidents
with a travel time between
4 - 8 minutes.
(ii El Cajon Fire Stations
0 Travel Time 4 - 8 min
D El Cajon Response Area
City of El Cajon 2023
44 Continuing the four-minute increments, HFR responded to 2.68% of incidents within 8–12 minutes within the City of El Cajon. The following figure illustrates the location of these incidents.

Figure 28 HFR Travel Time 8-12 Minutes

Incident Points with Travel Time between 8 - 12 Minutes A
0 0.5 2 Miles
Total of 355 incidents with
a travel time between
8 - 12 minutes.
(ii El Cajon Fire Stations
0 Travel Time 8 - 12 min
D El Cajon Response Area
City of El Cajon 2023
45 Over the 5-year data set analyzed (2018-2022), this chart reflects the number of incidents that took responding units 12 minutes or longer to arrive on scene. Within the response area, only 204 incidents occurred within a 12-minute, or greater, travel time. There were 81,462 total incidents over the 5-year period. The 204 responses, greater than 12 minutes, equate to .25% of all incidents.

Figure 29 Incidents Exceeding 12-Minutes, (2018 -2022)

Resource Concentration Analysis
. Each prior measure provided a view associated with the first unit's arrival at the incident scene. While arriving at an incident in a quick and safe manner is important, the ability to safely mitigate the incident is also impacted by the arrival of sufficient resources within an appropriate amount of time. The measure of this ability is referred to as ERF (Effective Response Force) and ensures that sufficient personnel and resources arrive on scene early enough to safely control a fire or mitigate other types of emergencies prior to substantial damage, injury, or loss of life. ERF is also commonly referred to as the “full assignment” to the incident. The following figure illustrates the ERF recommended through standards such as NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments and the Commission on Fire Accreditation (CFAI) Standards of Cover, 6th Edition.

Incident Points with Travel Time Greater than 12 Minutes •
•
•
"
A
. -. . .. . . ... • r.;;,., • • • . ~ ..... • • . . . ,. . • • • 0 0.5 2 Miles
Total of 204 incidents with
a travel time greater than
12 minutes .
(j) El Cajon Fire Stations
• Travel Time > 12 min
D El Cajon Response Area
City of El Cajon 2023
46 Figure 30 NFPA 1710 EFR Recommendations Based on Risk Functions/Tasks
Single-Family
Residence
(2,000 ft2)
Open Air Strip
Shopping Center
(13,000–196,000
ft2)
3-Story Garden
Apartment (Mid-
Rise Style
Apartment)
(1,200 ft2)
Command 1 2 2
Apparatus Operator 1 2 2
Handlines (2 members each) 4 6 6
Support Members 2 3 3
Victim Search and Rescue team 2 4 4
Ground Ladders/Ventilation 2 4 4
Aerial Ladder Operator
(If ladder used)
(1) (1) (1)
Initial Rapid Intervention Team 4 4 4
Initial Medical Care Component N/A 2 2
Total 16 (17) 27 (28) 27 (28)

As with previous analysis, it is important to provide HFR leadership and elected officials with an ability to compare the theoretical performance versus actual performance. While the previous figure considered is based on the 8-minute travel time, the following figure illustrates the order of arrival (response time at the 90th percentile) of HFR units to fire incidents within the City of El Cajon. This is not isolated to structure fires only, as the data provided did not identify the individual incident type codes, but just all fires as 100 series. The chart includes only incidents where three or more units arrived on scene.

Figure 31 HFR (El Cajon) Fire Order of Arrival

1st Unit 2nd Unit 3rd Unit 4th Unit 5th Unit All
90th Percentile 06:43 07:29 08:58 09:20 10:03 10:52
00:00
04:00
08:00
City of El Cajon 2023
47 Resource Reliability Analysis
While the volume and types of incidents, the location of resources, and the concentration of resources all impact the ability of HFR to provide appropriate services within the City of El Cajon, this reliability may also be impacted by additional factors such as workload and incident concurrency. When either of these two factors reach a concerning level, then the ability to have sufficient resources to respond timely to additional requests for assistance may result in increased response times as units respond from further distant locations.

Workload
Workload is an analysis of how busy each individual unit is. A simple count of total incidents per unit provides a broad view of workload, but a better method is to consider the total time spent on incidents as compared to total time the unit is in service. While this method is more accurate, it still lacks the full scope of encompassing non-incident activities such as training, pre-incident planning, fire hose testing, fire hydrant testing, apparatus maintenance, station maintenance, etc.

While there are limited formal performance measures to use as a target measure, in May 2016, Henrico County (VA) Division of Fire published an article after studying their department’s EMS workload.2 Due to the study, Henrico County Division of Fire developed a general commitment factor scale for their department. The next figure is a summary of the findings as it relates to commitment factors and may be utilized by HFR leadership as a basis for developing internal workload measures.

Table 1 Unit Commitment
Factor Indication Description
16%-24% Ideal Commitment
Range
Personnel can maintain training requirements and physical fitness and can consistently achieve response time
benchmarks. Units are available to the community more
than 75% of the day.
25% System Stress Community availability and unit sustainability are not questioned. First-due units are responding to their assigned community 75% of the time, and response benchmarks are
rarely missed.
26%-29% Evaluation Range The community served will experience delayed incident responses. Just under 30% of the day, first-due ambulances are unavailable; thus, neighboring responders will likely exceed goals.
30% “Line in the Sand” Not Sustainable: Commitment Threshold—community has less than a 70% chance of timely emergency service and
immediate relief is vital. Personnel assigned to units at or exceeding 30% may show signs of fatigue and burnout and may be at increased risk of errors. Required training and physical fitness sessions are not consistently completed.

2 How Busy Is Busy?; Retrieved from https://www.fireengineering.com/articles/print/volume-169/issue- 5/departments/fireems/how-busy-is-busy.html
City of El Cajon 2023
48 Within each station, HFR on-duty personnel may move from one apparatus to the other to respond with the most appropriate unit to mitigate the call for service (referred to as cross-staffing). For each of the station analyses below, where cross staffed unit existed, the units were combined into a single value and the total time for all units considered as a single unit (i.e., Brush 1 and Engine 1 share the same personnel so are identified as BR1/E1). As illustrated in the following figures (units by station), the units with a concerning workload are Engine 6 and Squad 6 at Station 6 and Engine 8 at Station 8.

Figure 32 HFR (El Cajon) Unit Hour Utilization (Station 6), 2018–2022 Unit 2018 2019 2020 2021 2022 Change Over
Study Period
E206 2.85% 14.13% 5.86% 7.12% 2.77% -0.08%
E6 17.32% 17.72% 20.01% 27.84% 31.38% 14.06%
SQ6 38.03% 34.52% 33.57% 30.88% 40.40% 2.37%
T6 3.10% 0.70% 2.84% 4.87% 7.13% 4.03%

Figure 33 HFR (El Cajon) Unit Hour Utilization (Station 7), 2018–2022 Unit 2018 2019 2020 2021 2022 Change Over
Study Period
E7 7.67% 7.04% 6.99% 8.36% 9.81% 2.13%

Figure 34 HFR (El Cajon) Unit Hour Utilization (Station 8), 2018–2022 Unit 2018 2019 2020 2021 2022 Change Over
Study Period
E208 0.22% 0.02% 0.01% 0.00% 0.00% -0.22%
E8 30.81% 28.43% 32.52% 38.27% 40.12% 9.31%

Figure 35 HFR (El Cajon) Unit Hour Utilization (Station 9), 2018–2022 Unit 2018 2019 2020 2021 2022 Change Over
Study Period
E209 0.24% 0.04% 0.68% 0.00% 0.10% -0.14%
E9/OE6310 9.13% 9.48% 7.72% 9.82% 11.97% 2.84%

-------
City of El Cajon 2023
49 Incident Concurrency
When more than one incident occurs within the service area at the same time, this is known as incident concurrency. While this analysis considers the number of incidents occurring simultaneously, it is important to consider that for some incidents more than one unit is required to respond. As illustrated in the following figure, the single incident percentage of service demand as well as two-incident percentage are increasing from previous levels while the other categories are decreasing. This does not appear to be at a level of concern based on the number of units HFR located within the City of El Cajon.

Figure 36 HFR (El Cajon) Incident Concurrency, 2018–2022 Concurrent Incidents 2018 2019 2020 2021 2022 Change Over Study Period
Single Incident 19.73% 20.23% 20.53% 20.19% 43.03% 23.31% Two Incidents 27.64% 28.24% 28.48% 27.08% 29.66% 2.02%
Three Incidents 24.27% 23.30% 23.94% 22.95% 14.37% -9.89% Four Incidents 15.29% 15.45% 15.04% 15.86% 7.55% -7.74% Five Incidents 8.16% 7.94% 7.42% 8.29% 3.59% -4.57%
More than Five Incidents 4.92% 4.85% 4.58% 5.64% 1.80% -3.12% Response Performance Analysis
For residents and visitors to El Cajon, in general the most common way to judge the value of HFR is the amount of time it takes for a unit to arrive at the scene of their emergency. While this time from 911 activation until arrival at the scene is more commonly referred to as response time, it is correctly termed total response time or response time continuum. Industry best practices recommend that fire departments monitor and report the components of total response time. This practice will enable HFR leadership to identify any impediments that may impact timely response and make operational adjustments to counteract/correct those impediments. It may also provide the basis for leadership to determine the response time performance measures that are relevant and achievable within their community.

The response time continuum is comprised of the following components. • Call Processing Time: The amount of time between when a call is answered by the 911 Primary Public Safety Answering Point (PSAP) or dispatch center, and when resources are dispatched. • Turnout Time: The time interval between when response units are notified of the incident and when the apparatus begins to respond.
• Travel Time: The time the responding unit spends on the road traveling to the incident until arrival at the scene. This is a function of speed and distance. • Response Time: The time from initial alerting of an incident until arrival on the scene. Response Time equals the sum of “Turnout Time” and “Travel Time.” • Total Response Time: This is the most apparent time to the caller requesting emergency services, as the time from when the emergency call is placed until units arrive on the scene.

City of El Cajon 2023
50 Figure 37 Response Time Continuum

In analyzing response performance, ESCI generates percentile measurements of response time performance. The use of percentile measurement using the components of response time follows the recommendations of industry best practices. The best practices are derived by the Center for Public Safety Excellence (CPSE), Standard of Cover document and the National Fire Protection Association (NFPA) 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments.

The “average” measure is a commonly used descriptive statistic also called the mean of a data set. The most important reason for not using the average for performance standards is that it may not accurately reflect the performance for the entire data set and may be skewed by outliers, especially in small data sets. One extremely good or bad value can skew the average for the entire data set.

The “median” measure is another acceptable method of analyzing performance. This method identifies the value at the middle of a data set and thus tends to not be as strongly influenced by data outliers.

Percentile measurements are a better measure of performance because they show that most of the data set has achieved a particular level of performance. The 90th percentile means that 10% of the values are greater than the value stated, and all other data are at or below this level. This can be compared to the desired performance objective to determine the degree of success in achieving the goal.

As this report progresses through the performance analysis, it is important to keep in mind that each component of response performance is not cumulative. Each is analyzed as an individual component, and the point at which the percentile is calculated exists in a set of data unto itself. Each of the following analyses only included those incidents where the response was coded as “emergency” priority. Each of the following analyses were conducted using the response data as provided by HFR.

Communications
Center
Responsibility
Fire&EMS
Department
Responsibility
Communications
Center
Alarm Handling Time
Fire&EMS
Department
Response Time
Q)
.!:;
I­
Q)
"' C:
0 P.
"' Q)
er::
-;;j ....
{:.

City of El Cajon 2023
51 Alarm Handling Time
Alarm handling time is time between a dispatcher getting the call and the resources being dispatched.

For this measure, there is one applicable standard as illustrated in the following figure.

Standard Performance
NFPA 1225: Standard for Emergency Services
Communications (2022 Edition)
60 seconds at the 90th percentile

As illustrated in the following figure, overall alarm handling time performance for HFR within the City of El Cajon is 2 minutes, 12 seconds. When evaluated by NFIRS incident series, performance ranges from 1 minute, 5 seconds for canceled/good intent incidents to 2 minutes, 17 seconds for alarm incidents.

Figure 38 HFR (El Cajon) Alarm Handling Time Performance, 2018–2022

Turnout Time
Turnout performance is measured by turnout time, which is the length of time between dispatch time and when a unit begins responding to the call. For this measure, there is one applicable standard as illustrated below. HFR has chosen to adopt a turnout time of 120 seconds as a benchmark. This is becoming a standard for more departments nationwide due to the adaptation of new safety standards, station design and layout, and additional PPE (Personal Protective Equipment) required to don prior to leaving the station.

Standard Performance
NFPA 1710: Standard for the Organization
and Deployment of Fire Suppression
Operations, Emergency Medical Operations,
and Special Operations to the Public by
Career Fire Departments recommends
Fire and Special Operations Incidents
80 seconds at the 90th percentile

All Other Incidents
60 seconds at the 90th percentile
01:05
01:31
01:58
02:17
02:14
01:35
02:12
01:00
01:00
01:00
01:00
01:00
01:00
01:00
00:00 01:00 02:00 03:00
Canceled, Good Intent
Hazardous Condition
Service Call
Alarm
EMS
Fire
All Calls
Benchmark 90th Percentile 
City of El Cajon 2023
52 As illustrated in the following figure, overall turnout time performance for HFR within the City of El Cajon is 2 minutes, 14 seconds. When evaluated by NFIRS incident series, performance ranges from 1 minute, 21 seconds for alarm incidents to 2 minutes, 14 seconds for emergency medical service incidents.

Figure 39 HFR (El Cajon) Turnout Time Performance, 2018–2022

As this is the first measure under direct control of the fire department, HFR leadership may consider the various actions that occur within this measure and determine if there are areas where process changes could improve performance. These factors include:
• Systems used to notify personnel of an incident
• Station design as it relates to the movement of personnel from living quarters to the apparatus bay
• Personnel adherence to department policies and acting with appropriate speed towards the apparatus
• Time required to don protective equipment prior to responding

01:25
02:00
02:11
01:21
02:14
02:03
02:14
01:00
01:00
01:00
01:00
01:00
01:20
01:00
00:00 01:00 02:00 03:00
Canceled, Good Intent
Hazardous Condition
Service Call
Alarm
EMS
Fire
All Calls
Benchmark 90th Percentile 
City of El Cajon 2023
53 Travel Time
Travel performance is measured by travel time with is the length of time between when a unit begins to respond and arrival on scene. For this measure, there is one applicable standard as illustrated below.

Standard Performance
NFPA 1710: Standard for the Organization
and Deployment of Fire Suppression
Operations, Emergency Medical Operations,
and Special Operations to the Public by
Career Fire Departments
4 minutes at the 90th percentile

As illustrated in the following figure, overall travel time performance for HFR within the City of El Cajon is 6 minutes, 5 seconds. When evaluated by NFIRS incident series, performance ranges from 5 minute, 24 seconds for canceled/good intent incidents to 8 minutes, 23 seconds for service call incidents.

Figure 40 HFR (El Cajon) Travel Time Performance, 2018–2022

05:24
06:48
08:23
05:58
06:02
06:23
06:05
04:00
04:00
04:00
04:00
04:00
04:00
04:00
00:00 02:00 04:00 06:00 08:00
Canceled, Good Intent
Hazardous Condition
Service Call
Alarm
EMS
Fire
All Calls
Benchmark 90th Percentile 
City of El Cajon 2023
54 Response Time
Response time is defined as the length of time between dispatch time and arrival at scene time. For this measure, there is not a specific applicable standard. However, by combining the individual component standards, the following figure illustrates expected performance.

Standard Performance
Turnout Time Fire and Special Operations Incidents
80 seconds at the 90th percentile

All Other Incidents
60 seconds at the 90th percentile
Travel Time 4 minutes at the 90th percentile
Combined Fire and Special Operations Incidents
5 minutes, 20 seconds at the 90th percentile

All Other Incidents
5 Minutes at the 90th percentile

As illustrated in the following figure, overall response time performance for HFR within the City of El Cajon is 7 minutes, 37 seconds. When evaluated by NFIRS incident series, performance ranges from 6 minute, 52 seconds for canceled/good intent incidents to 9 minutes, 40 seconds for service call incidents.

Figure 41 FD (El Cajon) Response Time Performance, 2018–2022

06:52
08:12
09:40
07:04
07:35
07:39
07:37
05:00
05:00
05:00
05:00
05:00
05:20
05:00
00:00 02:00 04:00 06:00 08:00 10:00 12:00
Canceled, Good Intent
Hazardous Condition
Service Call
Alarm
EMS
Fire
All Calls
Benchmark 90th Percentile 
City of El Cajon 2023
55 Total Response Time
Total response time is the time from when the 911 call is answered until the dispatched unit arrives on the scene. For this measure, there is not a specific applicable standard. However, by combining the individual component standards, the following figure illustrates expected performance.

Table 2: Total Response Time Definitions
Component Performance
Call Processing Time 60 seconds at the 90th percentile
Turnout Time Fire and Special Operations Incidents
80 seconds at the 90th percentile

All Other Incidents
60 seconds at the 90th percentile
Travel Time 4 minutes at the 90th percentile
Combined Fire and Special Operations Incidents
6 minutes, 20 seconds at the 90th percentile

All Other Incidents
6 Minutes at the 90th percentile

As illustrated in the following figure, overall total response time performance for HFR within the City of El Cajon is 9 minutes, 6 seconds. When evaluated by NFIRS incident series, performance ranges from 7 minute, 45 seconds for canceled/good intent incidents to 11 minutes, 13 seconds for service call incidents.

Figure 42: HFR (El Cajon) Total Response Time Performance, 2018–2022

00:00
07:45
09:33
11:13
08:30
09:04
09:05
09:06
06:00
06:00
06:00
06:00
06:00
06:00
06:20
06:00
00:00 02:00 04:00 06:00 08:00 10:00 12:00
Other
Canceled, Good Intent
Hazardous Condition
Service Call
Alarm
EMS
Fire
All Calls
Benchmark 90th Percentile 
City of El Cajon 2023
56 Mutual Aid and Automatic Aid
Agencies often enter into agreements that are of benefit to their community and the surrounding communities. These provide circumstances where units and personnel from other agencies respond into the jurisdiction to assist in providing needed resources to mitigate a given incident. The two types of agreements are mutual aid and automatic aid, both of which are an integral part of emergency operations. Mutual aid agreements generally include the provision of units and resources only when requested by the incident commander from the agency receiving mutual aid. In contrast, automatic aid agreements provide units and resources through a predefined matrix, and the aid agency units and personnel are included in the initial dispatch to the incident concurrently with the requesting agency units and personnel. The following figure illustrates the organizations with which HFR has aid agreements and specifies the type(s) of agreement with each agency.

Table 3: HFR Aid Agreements
Agency Agreement Type
Alpine Auto
Barona Auto
Bonita Auto
Campo Reservation Mutual
Flinn Springs Mutual
Harbison Canyon Auto/Mutual
Jacumba Mutual
La Mesa Auto
Lakeside Auto
Lemon Grove Auto
National City Auto
Pine Valley Auto/Mutual
Ramona Auto/Mutual
Rancho Santa Fe Auto
San Diego Fire Auto/Mutual
San Diego Unit (San Diego Ranger, Cal Fire, MVU) Auto/Mutual San Miguel Auto
Santee Auto
Sycuan Auto
Viejas Auto

As illustrated in the following figure, HFR has both provided and received aid within the City of El Cajon.

This analysis provides an overall incident count and does not provide the actual number of units or details of which agencies were involved. However, the subsequent figure illustrates the detail of the aid received during the study period. Giving “Aid” to a neighboring community means the city has sufficient resources to maintain coverage and serviceability for its residents. Receiving “Aid” is an indication that a community’s resources are not available or in many cases already committed on subsequent incidents.

City of El Cajon 2023
57 Table 4: HFR (El Cajon) Aid Given/Received, 2018–2022 Description 2018 2019 2020 2021 2022 Total
(+)
Total
(-)
Aid given (+) 2,103 1,618 1,688 1,865 2,108 9,882
Aid received (-) 2,668 2,261 2,325 2,615 2,680 12,549
Total Mutual Aid Calls 4,771 3,879 4,013 4,480 4,788
Table 5: HFR (El Cajon) Aid Received Detail, 2018–2022
Alpine 2018 2019 2020 2021 2022 Total
ALPINE ADMIN 3 0 0 0 1 4
ALPINE STATION 17 2 1 4 1 1 9
Department Total 5 1 4 1 2 13
Barona 2018 2019 2020 2021 2022 Total
BARONA ADMIN 8 11 3 7 9 38
BARONA STATION 27 3 5 9 4 2 23
Department Total 11 16 12 11 11 61
Bonita 2018 2019 2020 2021 2022 Total
BONITA STATION 38 3 1 6 1 0 11
Department Total 3 1 6 1 0 11
Campo Reservation 2018 2019 2020 2021 2022 Total
CAMPO RESERVATION STATION 46 2 0 0 0 0 2
Department Total 2 0 0 0 0 2
El Cajon 2018 2019 2020 2021 2022 Total
El Cajon ADMIN 3 2 1 0 2 8
El Cajon STATION 6 1 0 0 0 0 1
Department Total 4 2 1 0 2 9
Flinn Springs 2018 2019 2020 2021 2022 Total
FLINN SPRINGS STATION 21 0 0 0 1 0 1
Department Total 0 0 0 1 0 1
Harbison Canyon 2018 2019 2020 2021 2022 Total
HARBISON CANYON STATION 24 2 0 0 0 1 3
Department Total 2 0 0 0 1 3
Heartland 2018 2019 2020 2021 2022 Total
HEARTLAND DISPATCH 2 0 4 1 1 8
Department Total 2 0 4 1 1 8
Jacumba 2018 2019 2020 2021 2022 Total
JACUMBA STATION 43 0 0 0 0 1 1
Department Total 0 0 0 0 1 1
La Mesa 2018 2019 2020 2021 2022 Total
LA MESA STATION 11 43 48 25 26 17 159
LA MESA STATION 12 175 183 165 169 131 823
LA MESA STATION 13 169 120 73 133 117 612
City of El Cajon 2023
58 Department Total 387 351 263 328 265 1,594
Lakeside 2018 2019 2020 2021 2022 Total
LAKESIDE ADMIN 71 52 49 56 16 244
LAKESIDE STATION 1 491 443 552 572 719 2,777
LAKESIDE STATION 2 10 8 6 11 49 84
LAKESIDE STATION 26 14 6 57 125 31 233
LAKESIDE STATION 3 52 45 26 31 53 207
Department Total 638 554 690 795 868 3,545
Lemon Grove 2018 2019 2020 2021 2022 Total
LEMON GROVE STATION 10 21 1 9 10 20 61
Department Total 21 1 9 10 20 61
Monte Vista 2018 2019 2020 2021 2022 Total
MONTE VISTA STATION 20 0 1 0 0 0 1
Department Total 0 1 0 0 0 1
MVU 2018 2019 2020 2021 2022 Total
MVU HEADQUARTERS 0 1 1 1 1 4
Department Total 0 1 1 1 1 4
National City 2018 2019 2020 2021 2022 Total
NATIONAL CITY STATION 34 2 2 0 0 0 4
Department Total 2 2 0 0 0 4
Pine Valley 2018 2019 2020 2021 2022 Total
PINE VALLEY STATION 44 3 0 1 1 0 5
Department Total 3 0 1 1 0 5
Ramona 2018 2019 2020 2021 2022 Total
RAMONA STATION 82 0 0 0 0 1 1
Department Total 0 0 0 0 1 1
Rancho Santa Fe 2018 2019 2020 2021 2022 Total
RANCHO SANTA FE STATION 6 0 0 0 0 1 1
Department Total 0 0 0 0 1 1
San Diego 2018 2019 2020 2021 2022 Total
SAN DIEGO STATION 1 1 2 1 2 2 8
SAN DIEGO STATION 10 2 1 3 1 2 9
SAN DIEGO STATION 12 1 0 0 0 0 1
SAN DIEGO STATION 15 0 0 0 1 0 1
SAN DIEGO STATION 19 4 0 0 1 2 7
SAN DIEGO STATION 25 1 0 0 0 0 1
SAN DIEGO STATION 28 0 0 0 1 0 1
SAN DIEGO STATION 31 0 1 0 0 0 1
SAN DIEGO STATION 34 24 22 18 14 40 118
SAN DIEGO STATION 35 0 0 0 0 1 1
SAN DIEGO STATION 40 0 0 0 0 1 1
SAN DIEGO STATION 45 24 15 14 7 16 76
SAN DIEGO STATION 51 0 0 0 1 0 1
City of El Cajon 2023
59 Department Total 57 41 36 28 64 226
San Miguel 2018 2019 2020 2021 2022 Total
SAN MIGUEL ADMIN 3 2 3 4 2 14
SAN MIGUEL STATION 14 5 6 8 3 1 23
SAN MIGUEL STATION 15 41 49 50 42 35 217
SAN MIGUEL STATION 16 3 1 0 1 1 6
SAN MIGUEL STATION 18 24 21 16 14 22 97
SAN MIGUEL STATION 19 1,269 891 915 1,054 907 5,036
SAN MIGUEL STATION 21 34 42 50 58 63 247
SAN MIGUEL STATION 22 28 49 39 39 43 198
SAN MIGUEL STATION 23 403 430 455 483 608 2,379
Department Total 1,810 1,491 1,536 1,698 1,682 8,217
Santee 2018 2019 2020 2021 2022 Total
SANTEE ADMIN 3 2 3 2 1 11
SANTEE STATION 4 243 236 220 214 216 1,129
SANTEE STATION 5 32 21 29 21 27 130
Department Total 278 259 252 237 244 1,270
Sycuan 2018 2019 2020 2021 2022 Total
SYCUAN ADMIN 0 0 0 1 0 1
SYCUAN STATION 63 2 0 3 0 0 5
Department Total 2 0 3 1 0 6
Viejas 2018 2019 2020 2021 2022 Total
VIEJAS ADMIN 1 3 0 1 1 6
VIEJAS STATION 25 7 2 5 2 3 19
Department Total 8 5 5 3 4 25
Grand Total 3,235 2,726 2,823 3,117 3,168 15,069

City of El Cajon 2023
60 Facilities
Locations of Facilities
Fire stations are strategically located throughout a fire department’s response area to provide the most effective, efficient, and timely response to emergency service requests. In addition to location, the layout of a fire station contributes to, or inhibits, overall response time. Poor layouts that cause additional time for crews to reach their apparatus increase turnout time, while efficient, well-thought-out layouts reduce the time required for a fire crew to reach their apparatus and begin their response. Fire stations must also accommodate the ever-increasing requirements and mandates for infectious disease mitigation, decontamination, prevention of contamination by soiled fire turnout clothing, etc. In addition, fire stations must meet the living requirements for the firefighters housed 24-hours at a time. Various activities must take place daily in fire stations that must be accounted for in the design process, including the following:
• Housing and cleaning of apparatus and equipment, including decontamination of biohazards • Residential living space and sleeping quarters for on-duty personnel (all genders). • Kitchen facilities, appliances, and storage
• Bathrooms and showers (all genders)
• Administrative and management offices; computer stations and office facilities for personnel • Training, classroom, and library areas
• Firefighter fitness area
• Public meeting space

Facilities Review
ESCI evaluated HFR capital facilities, including having HFR leadership complete detailed information on each fire station and a self-assessment of their facilities using a Community Risk Assessment (CRA) Worksheet that computed overall ranking based on individual facility ratings completed by the Department. The overall rankings were:
• >50 points = Safety and Community Upgrades and Renovations Completed for the Facility. • 41-50 points = Major Expansion and Renovation Completed for the Facility • 0-40 points = Recommended Replacement of the Facility

City of El Cajon 2023
61 Station 6
Station 6 is located at 100
Lexington Avenue in El Cajon. It is
a 4-bay Type II building
constructed in 1986. Station 6
houses Engine-6, Truck-6, Squad-
6, and a Reserve Squad Unit with a
daily staffing of 8 fire personnel. It
also houses the Heartland Facility
Communications Authority that
provides emergency fire and
medical dispatching services for
the following communities:
• Alpine Fire Protection District
• Bonita-Sunnyside Fire Protection District
• City of El Cajon Fire Department
• City of La Mesa Fire Department
• City of Lemon Grove Fire Department
• City of Santee Fire Department
• Lakeside Fire Protection District
• San Miguel Fire Protection District
• Viejas Fire Department
• Barona Fire Protection District
• Sycuan Fire Department
The Communications Authority is housed in the station's basement, but a major remodel is in process that will relocate the Authority to the first floor. The remainder of the station is in fair condition with a large kitchen area and day room, individual dorms for the firefighters and ambulance personnel. There is adequate indoor and outdoor training space at the station and a small community room. There is a separate turnout storage room and decontamination area with extractors on the apparatus floor. The station also has four drive-through bays. Areas needing improvement include semi-private shower facilities and the existence of no private changing areas with separate locker rooms. The station’s CRA Worksheet score is 38.21.

City of El Cajon 2023
62 Station 7
Station 7 is located at 695 Tyrone
Street in El Cajon. The facility was
built in 1960 using Type V
construction and is the oldest of El
Cajon’s four fire stations. Due to
its age, it is in poor condition but
due for a major renovation soon.

It houses Engine 7 and provides
parking space for an AMR spare
ambulance with a daily staffing of
3 fire personnel. There is limited
indoor space for training, but
available outdoor training space. Areas to addressed in the remodel include no private dorms for firefighters, no separate turnout storage room, minimal decontamination capability in the apparatus bay, no drive-through apparatus bay, an apparatus bay that cannot accommodate all engine apparatus in the Department, and an outdated day room and kitchen facilities. The CRA Worksheet score for station 7 is

23.32. This should dramatically improve following their full remodel.

Station 8
Station 8’s address
is 1470 East
Madison Avenue in
El Cajon. The
station is a Type II
construction
facility built in
2008 and houses
Engine-8 and an
AMR ambulance.

There are 3 fire
personnel staffed
each shift. This is a modern station rated by department leadership as in “Fair” condition. The CRA Worksheet score for station 8 is 41.05.

The station features a small community room, updated kitchen and day room, drive-through apparatus bays, room for indoor and limited outdoor training, a modern gym, separate turnout storage room, and modern decontamination area with extractors and washer/dryer setup. There is also adequate provision for administrative activity in the front office, captain’s office, and an area for paramedics to complete their required EMS-related documentation. The station houses private dorms for all personnel and semi- private shower facilities.

City of El Cajon 2023
63 Station 9
Station 9 is located
at 1301 North
Marshall Avenue in
El Cajon. This is a
three-bay Type II
constructed facility.

The station was built
in 1975 and listed in
fair condition. The
CRA Worksheet
score for station 9 is

43.64. Training Facility
The Heartland Fire
Training Facility is
also incorporated
on the same site
with Station 9. The
training center has a
drill tower along
with various props
such as roof
operations as well
as areas for driving
and hose
evolutions.

City of El Cajon 2023
64 Apparatus
Apparatus & Vehicles
Fire apparatus is essential to the overall mission of the Hartland Fire Department in the City of El Cajon.

They must be consistently maintained in an operational readiness state to accomplish Hartland Fire Department’s mission. The department subjectively evaluated their apparatus and vehicles used for emergency response with a numerical scoring of 1-5, with 1 being “favorable” and 5 being “unfavorable”.

The score is based on three (3) characteristics: Service (extent of preventative maintenance performed), Condition, and Reliability (see table below). This process aids in the future replacement planning process.

Maintenance is performed by the El Cajon Public Works Department for apparatus assigned to the city.

HFR has maintenance performed in each of the three cities by their own Public Works Department for the apparatus and vehicles assigned to that city. Oversight of fire apparatus is conducted by the Logistics Division Chief.

Apparatus Replacement
The National Fire Protection Association has a standard that addresses fire apparatus - NFPA 1901 Standard for Automotive Apparatus. This standard defines the requirements for new automotive fire apparatus and trailers designed to be used under emergency conditions to transport personnel and equipment and to support the suppression of fires and mitigation of other hazardous situations. The standard recommends that fire apparatus 15 years of age or older be placed into reserve status, and apparatus 25 years or older should be replaced. This is a general guideline, and the standard recommends using the following objective criteria in evaluating the lifespan of fire apparatus:
• Vehicle road mileage
• Engine operating hours
• The quality of the preventative maintenance program
• The quality of the driver training program
• Whether the fire apparatus was used within its design parameters • Whether the fire apparatus was manufactured on a custom or commercial chassis • The quality of workmanship by the original manufacturer • The quality of the components used in the manufacturing process • The availability of replacement parts

City of El Cajon 2023
65 Apparatus Review
This section of the report addresses and describes HFR’s El Cajon frontline and reserve apparatus and vehicles. The table below lists the specifics of each El Cajon fire apparatus by location, apparatus type, mileage, status, manufacturer and year, and evaluation scoring.

Table 6 Apparatus Service Score

HFR’s apparatus in El Cajon is more than capable of meeting the department’s mission of emergency response and mitigation to provide safe communities within their jurisdiction. The two reserve engines have the lowest scoring in the Condition and Reliability area with score a “3” in a range of “1-5”. Engine-9 has the most mileage of the fleet.

Unit ID
Station
Resource
Type
Unit Class
Manufact.

Model Year
Type
Tank Size
Pump
Capacity
Aerial Length
Frontline or
Reserve?
Mileage
Service Score
Condition
Score
Reliability
Score
E6 -
50177 6 Engine/Pumper Engine Pierce 2013 Type 1 500 1500 Frontline 96,877 1 2 2 T6 -
50173 6 Aerial Platform Truck Pierce 2005 NA NA 105 Frontline 104,872 1 2 2 SQ6 - 6 Squad Squad Ford 2017 NA NA Frontline 48,954 1 2 2 SQUB -
50101 6 Squad Squad Ford 2018 NA NA Reserve 22,274 1 2 1 E7 -
50174 7 Engine/Pumper Engine Pierce 2006 Type 1 500 1500 Frontline 145821 1 2 2 E8 -
50178 8 Engine/Pumper Engine Pierce 2019 Type 1 500 1500 Frontline 53,256 1 2 2 E9 -
50176 9 Engine/Pumper Engine Pierce 2011 Type 1 500 1500 Frontline 129,600 1 2 2 E209 -
50175 9 Engine/Pumper Engine Pierce 2008 Type 1 500 1500 Reserve 116,931 1 2 2 OES6310 9 Engine/Pumper Brush BME 2020 Type 3 500 500 Frontline 22,783 1 1 1 50170 -
Reserve 6 Engine/Pumper Engine KME 1998 Type 1 500 1500 Reserve 127,149 1 3 3 50171 -
Reserve 8 Engine/Pumper Engine KME 2001 Type 1 500 1500 Reserve 163,878 1 3 3 Battalion
3 Frontline 86,520 1 2 1
Reserve
Battalion
3 Reserve 132,509 1 3 1
City of El Cajon 2023
66 Recommendations
Recommendation # 1
ESCI recommends continuation and expansion of El Cajon Community Care Nurse Navigation program.

This would include incorporation of a Hybrid Community Paramedicine Program. Utilizing the Nurse Navigator to include additional Alpha and Omega level calls would help reduce overall incident response.

Creating a hybrid Community Paramedicine program through a partnership with the Hospital System can provide the needed care at the field level along with education to the indigent and un-housed population. This Hybrid Program can also help reduce the number of frequent 911 users.

Recommendation # 2
Realign unit responses to Alpha and Omega type calls. Continue to seek opportunities to dispatch only an ambulance to these type calls to maintain availability of Engine Companies for Bravo and higher type incidents.

Recommendation # 3
ESCI recommends considering the addition of another Duty Battalion Chief Position. The current model has a single Battalion Chief overseeing 8 stations in three different cities with a total of 11 Captains under their daily supervision. This exceeds the normal accepted span of control model. Recommendation is to add a second Battalion Chief position and split oversight of the 8 stations. One possible model would be to have North and South Battalion.

Recommendation # 5
ESCI recommends additional staff for the Fire Marshal’s Office to include an administrative receptionist and a second Deputy Fire Marshal. The current staffing model does not match the efficiency needed for the number of inspections and plan reviews required. With the expected growth of the city, both these tasks will certainly increase. Inspectors are often delayed in receiving or returning calls for new or re- inspections due to being in the field. The current administrative staff is tasked with completing higher priority duties and is technically assigned to the Logistics Chief’s Office. An administrative receptionist can provide better service to incoming citizens and developers as well as maintaining a schedule for the Fire Marshal, Deputy, and all Field Inspectors. This position can also schedule Fire Prevention events and provide coordination with the stations. A Second Deputy Fire Marshal will provide a more diverse ability and management support to the Fire Marshal.

Recommendation # 4
ESCI recommends an additional station in the North Central area of the city. This is due to the incident volume in the North and Eastern portion of El Cajon and the reliance upon neighboring agencies of Lakeside and San Miguel to handle priority one calls. Station 6 & 8 have the highest population area in El Cajon. Adding an engine and ladder truck station to this area would reduce the reliance on mutual aid, provide a second ISO service unit for the city, and handle the future project growth and call volume for this area.

City of El Cajon 2023
67 Administrative Recommendations

1. ESCI recommends the continued support of the WEED Abatement Program utilize new software.

This transfer to a technological database will provide efficiency and better administration of the program while allowing immediate access on-the-scene if necessary.

2. ESCI recommends continuing a collaborative purchasing bid for both expandable and non- expendable items and equipment. Bulk purchasing can provide a cost benefit to all entities.

Separation of financial obligation can still be divided by percentage of usage within each city.

3. ESCI recommends that Heartland Fire & Rescue continue a succession plan to cover across all three cities (El Cajon, Le Mesa, and Lemon Grove). As the growth of all 3 cities occurs, the need for continued stability in the advancement and management of fire services provided should be consistent. To ensure continuity of advancement and progression of HFR, training and development of junior administrative staff will allow for seamless transitions as senior administration retires. Utilizing internal advancement opportunity and succession allows for higher morale, better continuity, and minimizes the “learning curve” that challenges someone from outside the organization.

City of El Cajon 2023
68 List of Figures
Figure 1: Physical Assets Protected ............................................................................................................. 13 Figure 2: Care Facilities ............................................................................................................................... 14 Figure 3 Population Density ........................................................................................................................ 15 Figure 3: Station 6 Community Profile ........................................................................................................ 16 Figure 4 Station 7 Community Profile ......................................................................................................... 18 Figure 5 Station 8 Community Profile ......................................................................................................... 20 Figure 6 Station 9 Community Profile ......................................................................................................... 22 Figure 7 Haz-Mat Facilities .......................................................................................................................... 24 Figure 8 Hydrant Service Area Map ............................................................................................................ 25 Figure 9 NFIRS Incident Series ..................................................................................................................... 26 Figure 10 HFR (El Cajon) Service Demand by Incident Type, 2018–2022 .................................................. 27 Figure 11 HFR (El Cajon) Service Demand by Incident Type, 2018–2022 ................................................. 28 Figure 12 HFR (El Cajon) Projected Service Demand, 2018–2022 .............................................................. 29 Figure 13 HFR (El Cajon) Projected Service Demand by Historical Change ................................................. 30 Figure 14 HFR (El Cajon) Service Demand by Month, 2018–2022 .............................................................. 31 Figure 15 HFR (El Cajon) Service Demand by Day, 2018–2022 ................................................................... 32 Figure 16 HFR (El Cajon) Service Demand by Hour, 2018–2022 ................................................................. 33 Figure 17 HFR (El Cajon) Incident Density (All Incidents), 2018–2022 ........................................................ 34 Figure 18 HFR (El Cajon) Incident Density (EMS Incidents), 2018–2022..................................................... 35 Figure 19 HFR (El Cajon) Incident Density (Fire Incidents), 2018–2022 ...................................................... 36 Figure 20 HFR (El Cajon) 1.5-Mile Engine Distribution per ISO Criteria ...................................................... 37 Figure 21 HFR (El Cajon) 2.5-Mile Truck Distribution per ISO Criteria ........................................................ 38 Figure 22 HFR (El Cajon) 5-Mile Coverage per ISO Criteria ......................................................................... 39 Figure 23 ISO Hydrant Distribution ............................................................................................................ 40 Figure 24 Four & Eight Minute Travel Time, (2018-2022) ........................................................................... 41 Figure 25 HFR Travel Time Less than 4-Minutes ......................................................................................... 42 Figure 26 HFR Travel time 4-8 Minutes ....................................................................................................... 43 Figure 27 HFR Travel Time 8-12 Minutes .................................................................................................... 44 Figure 28 Incidents Exceeding 12-Minutes, (2018 -2022) ........................................................................... 45 Figure 29 NFPA 1710 EFR Recommendations Based on Risk ...................................................................... 46 Figure 30 HFR (El Cajon) Fire Order of Arrival ............................................................................................. 46 Figure 31 HFR (El Cajon) Unit Hour Utilization (Station 6), 2018–2022 ...................................................... 48 Figure 32 HFR (El Cajon) Unit Hour Utilization (Station 7), 2018–2022 ...................................................... 48 Figure 33 HFR (El Cajon) Unit Hour Utilization (Station 8), 2018–2022 ...................................................... 48 Figure 34 HFR (El Cajon) Unit Hour Utilization (Station 9), 2018–2022 ...................................................... 48 Figure 35 HFR (El Cajon) Incident Concurrency, 2018–2022 ....................................................................... 49 Figure 36 Response Time Continuum ......................................................................................................... 50 Figure 37 HFR (El Cajon) Alarm Handling Time Performance, 2018–2022 ................................................. 51 Figure 38 HFR (El Cajon) Turnout Time Performance, 2018–2022 ............................................................. 52 Figure 39 HFR (El Cajon) Travel Time Performance, 2018–2022 ................................................................. 53 Figure 40 FD (El Cajon) Response Time Performance, 2018–2022 ............................................................. 54 Figure 41: HFR (El Cajon) Total Response Time Performance, 2018–2022 ................................................. 55

City of El Cajon 2023
69 List of Tables
Table 1 Unit Commitment ........................................................................................................................... 47 Table 2: Total Response Time Definitions.................................................................................................... 55 Table 3: HFR Aid Agreements ...................................................................................................................... 56 Table 4: HFR (El Cajon) Aid Given/Received, 2018–2022 ............................................................................ 57 Table 5: HFR (El Cajon) Aid Received Detail, 2018–2022 ............................................................................ 57 Table 6 Apparatus Service Score ................................................................................................................. 65

Heartland Fire & Rescue

STANDARD OF COVER
Critical Tasking, Benchmarks Statements & Performance Gaps for Levels of Risk

Heartland Fire & Rescue publishes a standard of response cover to outline the contract for services with the community. The document outlines varying levels of risk for emergency medical services, fire suppression, hazardous materials response, technical rescue, and swift water rescue. For each program of community risk reduction, the document identifies the critical tasks with each benchmark statement, the resources needed, the output of a three-axis risk scoring methodology, and the response time goals and performance gaps. 1-800-757-3724
[email protected] www.esci.us
www.esci.us

Emergency Services Consulting International
Providing Expertise and Guidance that Enhances Community Safety 2 HFR | Rev. 11/22/2023
Table of Contents
RISK SCORE METHODOLOGY & DEFINITIONS ................................................................................. 3 DAILY RESOURCE AVAILABILITY ...................................................................................................... 5 EMERGENCY MEDICAL SERVICES .................................................................................................... 6 Response Performance Goals ..................................................................................................... 6 Emergency Medical Services – Low Risk ..................................................................................... 6 Emergency Medical Services – Moderate Risk ........................................................................... 7 Emergency Medical Services – High Risk .................................................................................... 9 FIRE SUPPRESSION ........................................................................................................................ 11 Available Daily Fire Response .................................................................................................... 11 Response Performance Goals ................................................................................................... 12 Fire Suppression – Low Risk ...................................................................................................... 12 Fire Suppression – Moderate Risk ............................................................................................. 13 Fire Suppression – High Risk ..................................................................................................... 15 WILDLAND FIRE RESPONSE ........................................................................................................... 17 Wildland – Low Risk .................................................................................................................. 18 HAZARDOUS MATERIALS .............................................................................................................. 20 Response Performance Goals ................................................................................................... 21 Hazardous Materials – Low Risk................................................................................................ 21 Hazardous Materials – High Risk ............................................................................................... 22 TECHNICAL RESCUE ....................................................................................................................... 24 Response Performance Goals ................................................................................................... 24 Technical Rescue – Low Risk ..................................................................................................... 24 Technical Rescue – High Risk ..................................................................................................... 26 WATER & SWIFT WATER RESCUE ................................................................................................. 28 Response Performance Goals ................................................................................................... 28 Water Rescue – Low Risk .......................................................................................................... 28 Water Rescue – High Risk .......................................................................................................... 30

3 HFR | Rev. 11/22/2023

RISK SCORE METHODOLOGY & DEFINITIONS

Probability of Occurrence & Consequence to the Community:

Heartland Fire & Rescue uses the last five years of response data to determine the likelihood of occurrence. The three-axis model uses a numeric score based on the definitions below.

Additionally, the department subjectively assigns a consequence score based on the definitions outlined below.

Impact on the Heartland Fire & Rescue:

The department calculates the impact score by dividing the staff resources assigned by the department's minimum staffing is then multiplied by 10. This method provides a result on a ten-point scale and aligns with the practices of the other two axes. (Staff Assigned to Incident / Minimum Staffing) x 10 = Impact Score

PROBABILITY SCORING
1 More than Annually
2 Annually
3 Quarterly 4
5 Monthly 6
7 Weekly 8
9 Daily
10 Multiple Times Daily

CONSEQUENCE SCORING
1 One Person
2 One Household
3 Single Business Interruption - One-Day
4 Single Business Interruption - 2-7 Days
5 Multiple Businesses or Households Impacted
6 Neighborhood-wide Impact
7 City-wide Impact 8
9 Region-wide Impact 10
4 HFR | Rev. 11/22/2023
Three-Axis Risk Scoring Model
The Heartland Fire & Rescue uses the three-axis scoring methodology. This method uses the square root of each risk element value to determine the "surface area." The surface area value then becomes the risk's numeric value.

Square Root of ((Prob2 x Cons2/2) + (Cons2 x Imp2/2) + (Prob2 x Imp2/2)) = Risk Score The scores derived from this method indicate the level of risk associated with certain types of incident responses. The scores are sorted into three different risk classifications: Low, Moderate, and High risk. The figure below shows the score ranges for each type.

Heartland Fire & Rescue covers a 3-city jurisdiction response area with 8 stations. These are the cities of El Cajon (4 stations), La Mesa (3 stations), and Lemon Grove (1 station). All suppression apparatus is staffed with a minimum of 3 personnel daily on a 24/7 shift. The complement of apparatus includes 8 Engines, 2 Trucks, 1 Squad, and 1 Battalion Chief Officer.

7.24 14.67

18.83 12.26

28.93 60.94

17.08 31.20

15.96 14.98

9.55 26.93

0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00
EMS Low
EMS Mod
EMS High
Fire Low
Fire Mod
Fire High
Wildland Low
Wildland High
HazMat Low
HazMat High
Tech Low
Tech High
El Cajon Scoring by Hazard Classification
5 HFR | Rev. 11/22/2023
This provides a daily staffing of 37 personnel. The Squad is an attachment to Truck 6 which only responds within the city limits of El Cajon. ALS Ambulance Transport is provided by a 3rd party service provider (AMR). While their staff and units are not part of HFR, their response has a direct impact on HFR’s overall service delivery and response capabilities for the next or pending incidents. HFR is also located in San Diego County, more specifically the Central zone. All the agencies within this Central zone have a boundary drop automatic aid agreement. This agreement allows for daily sharing of resources and utilization of the larger agencies (San Diego Fire Rescue) specialized teams such as Hazardous Materials, Technical Rescue, or USAR. This Standard of Cover is an assessment of HFR’s daily resources with notes to include mutual aid from all other Central Zone agencies.

DAILY RESOURCE AVAILABILITY
Unit Resource Type City Location Minimum
Staffing
E6 Engine El Cajon Station 6 3
T6 Truck El Cajon Station 6 3
SQ6 *Squad El Cajon Station 6 2
E7 Engine El Cajon Station 7 3
E8 Engine El Cajon Station 8 3
E9 Engine El Cajon Station 9 3
B 3 Chief Officer La Mesa Station 11 1
E11 Engine La Mesa Station 11 3
T11 Truck La Mesa Station 11 4
RE12 Engine La Mesa Station 12 3
E13 Engine La Mesa Station 13 3
E10 Engine Lemon Grove Station 10 3
E210 Engine Lemon Grove Station 10 3
M430 (12) **Ambulance AMR Station 6 2
M436 **Ambulance AMR Station 6 2
M438 **Ambulance AMR Station 8 2
M440 (12) **Ambulance AMR Station 8 2
Heartland Fire Daily Staffing: 37
AMR Ambulance Daily Staffing: 8
Total Daily Staffing: 45
*Only responds within El Cajon city Limits
** Third party ambulance transport service

6 HFR | Rev. 11/22/2023

EMERGENCY MEDICAL SERVICES
Heartland Fire and the City of El Cajon utilize a third-party private ambulance service for emergency medical transportation. AMR is the contracted company that serves El Cajon and many of the surrounding jurisdictions.

Response Performance Goals
Measure 2023
Goal Sample Risk Justification
Alarm Handling 1:00 All Risk NFPA 1710
Turnout Time 1:00 All Risk NFPA 1710
1st Unit Travel Time 8:00 BLS NFPA 1710
1st Unit Travel Time 4:00 ALS NFPA 1710

Emergency Medical Services – Low Risk
Low-risk EMS are those medical calls for service that the emergency medical dispatch process determines are non-emergency. Examples of low-risk EMS incidents may include ground-level falls without injury, general illness, low-acuity abdominal pain, and those incidents classified by ProQA as Alpha and Omega. These incidents are often handled by either the ALS Transport or the Squad unit if ALS is unavailable.

CRITICAL TASK REQUIRED STAFF
Primary Patient Care & Incident Command 1
Vehicle Operations 1
Effective Response Force: 2

RESOURCE DEPLOYMENT MINIMUM STAFFING
El Cajon Squad unit or 3rd Party Transport 2
Total Personnel: 2
El Cajon Personnel: 2

THREE-AXIS RISK SCORE
Probability of Occurrence 9
Consequence to Community 1
Impact on Fire Department 1
SCORE: 7.24
7 HFR | Rev. 11/22/2023

BENCHMARK STATEMENTS
For 90% of low-risk emergency medical responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least two emergency medical technicians, shall be 10 minutes.

The first arriving unit for low-risk emergency medical responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Administering emergency medical patient care
• Deploying automatic external defibrillation (AED)
• Performing cardiopulmonary resuscitation (CPR)
• Providing patient transport to the closest appropriate facility The response model achieves the effective response force with the first arriving unit.

Emergency Medical Services – Moderate Risk
Moderate-risk EMS are those medical calls for service that the emergency medical dispatch process determines are emergent. Examples of moderate-risk EMS incidents may include chest pain, difficulty breathing, stroke, and those incidents classified by ProQA as Bravo and Charlie.

In the city of El Cajon, HFR response will be the Squad (staffed with 2 personnel) or an Engine/ Truck Company (staffed with 3 personnel) if the Squad is already committed. The ALS Transport Ambulance is provided by a third-party provider. While these units and personnel are not part of the HFR staffing, availability has a direct impact on HFR overall response and service delivery for the next or pending incident.

CRITICAL TASK REQUIRED STAFF
Primary Patient Care Provider 1
Secondary Patient Care Provider 1
Vehicle Operations 2
Effective Response Force: 4

RESOURCE MINIMUM STAFFING
ALS Transport Ambulance 2
El Cajon Squad Unit or Suppression Apparatus 2 (3)
Total Personnel: 4
El Cajon Personnel: 2

8 HFR | Rev. 11/22/2023

THREE-AXIS RISK SCORE
Probability of Occurrence 10
Consequence to Community 2
Impact on Fire Department 1
SCORE: 14.67

BENCHMARK STATEMENTS
For 90% of moderate-risk emergency medical responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least two emergency medical technicians, shall be 6 minutes.

The first arriving unit for moderate-risk emergency medical responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Obtaining vitals and patient medical history
• Administering advanced life support patient care
• Deploying automatic external defibrillation (AED)
• Performing cardiopulmonary resuscitation (CPR)
For 90% of moderate-risk emergency medical responses in the area of responsibility, the total response time for the arrival of all fire and other EMS units and personnel necessary to complete the first-alarm assignment, otherwise referred to as the Effective Response Force (ERF), shall be 8 minutes.

The effective response force for moderate-risk emergency medical response shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Obtaining vitals and patient medical history
• Administering advanced life support patient care
• Deploying automatic external defibrillation (AED)
• Performing cardiopulmonary resuscitation (CPR)
• Assisting transport personnel with packaging the patient • Providing advanced life support
• Providing patient transport to the closest appropriate facility

9 HFR | Rev. 11/22/2023
Emergency Medical Services – High Risk
High-risk EMS are those medical calls for service that the emergency medical dispatch process determines are life-threatening. Examples of high-risk EMS incidents may include cardiac arrest, shootings, stabbings, and those incidents classified by ProQA as Delta and Echo. In El Cajon will respond an engine/truck company. Station 6 has a Squad Unit that is attached to Truck 6. This unit will respond to EMS calls if it is closer.

CRITICAL TASK REQUIRED STAFF
Incident Command 1
Primary Patient Care Provider 1
Secondary Patient Care Provider 1
Medical Equipment Operator 1
Vehicle Operations 1
Effective Response Force: 5

RESOURCE MINIMUM STAFFING
ALS Transport Ambulance 2
Suppression Apparatus 3
El Cajon Squad (only if closer than Engine) 2
Total Personnel: 7
El Cajon Personnel: 5

THREE-AXIS RISK SCORE
Probability of Occurrence 6
Consequence to Community 3
Impact on Fire Department 1
SCORE: 14.25

10 HFR | Rev. 11/22/2023

BENCHMARK STATEMENTS
For 90% of high-risk emergency medical responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least two emergency medical technicians, one of which is an advanced life support-level EMT, shall be 6 minutes.

The first arriving unit for high-risk emergency medical responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Obtaining vitals and patient medical history
• Administering advanced life support patient care
• Deploying automatic external defibrillation (AED)
• Performing cardiopulmonary resuscitation (CPR)
For 90% of high-risk emergency medical responses in the area of responsibility, the total response time for the arrival of all fire and other EMS units and personnel necessary to complete the first-alarm assignment, otherwise referred to as the Effective Response Force (ERF), shall be 8 minutes.

The effective response force for high-risk emergency medical response shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Obtaining vitals and patient medical history
• Deploying automatic external defibrillation (AED)
• Performing cardiopulmonary resuscitation (CPR)
• Assisting transport personnel with packaging the patient • Providing patient transport to the closest appropriate facility

11 HFR | Rev. 11/22/2023

FIRE SUPPRESSION
The Heartland Fire & Rescue operates out of eight strategically located fire stations located throughout the Cities of El Cajon (four stations), Le Mesa (three stations), and Lemon Grove (one station). Each station is equipped with a pumper (designated as “Engine”) with a 500- gallon booster tank and a 1,500 gallon per minute pump. The department also staffs 2 Truck companies: Truck 6 in El Cajon and Truck 11 in La Mesa. Truck 6 has a supplemental attached squad unit (SQ6) that only operates in El Cajon. The department has a daily staffing suppression staff of 37 personnel. The table below shows the department’s frontline apparatus. The table excludes the department’s small complement of reserve apparatus.

The department follows the National Incident Management System for incident command and uses a commercial command product. Company officers are used as initial incident commanders, and command is passed to the first arriving chief officer.

Available Daily Fire Response
Unit Resource Type City Location Minimum
Staffing
E6 Engine El Cajon Station 6 3
T6 Truck El Cajon Station 6 3
SQ6 *Squad El Cajon Station 6 2
E7 Engine El Cajon Station 7 3
E8 Engine El Cajon Station 8 3
E9 Engine El Cajon Station 9 3
B 3 Chief Officer La Mesa Station 11 1
E11 Engine La Mesa Station 11 3
T11 Truck La Mesa Station 11 4
RE12 Engine La Mesa Station 12 3
E13 Engine La Mesa Station 13 3
E10 Engine Lemon Grove Station 10 3
E210 Engine Lemon Grove Station 10 3
M430 (12) **Ambulance AMR Station 6 2
M436 **Ambulance AMR Station 6 2
M438 **Ambulance AMR Station 8 2
M440 (12) **Ambulance AMR Station 8 2
Heartland Fire Daily Staffing: 37
AMR Ambulance Daily Staffing: 8
Total Daily Staffing: 45

12 HFR | Rev. 11/22/2023
Response Performance Goals

Measure
2021
Goal Sample Risk Justification
Alarm Handling 1:00 Moderate NFPA 1710
Turnout Time 1:20 Moderate NFPA 1710
1st Unit Travel Time 4:00 Moderate NFPA 1710
ERF Travel Time 8:00 Moderate NFPA 1710

Fire Suppression – Low Risk
Low-risk fire incidents are those emergent calls for service that are unlikely to cause injury or significant property damage. Examples of low-risk fire incidents may include vehicles, trash, brush, and other non-structural fires.

CRITICAL TASK REQUIRED STAFF
Attack Hose line Deployment 2
Vehicle Operations 1
Effective Response Force: 3

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Total Personnel: 3

THREE-AXIS RISK SCORE
Probability of Occurrence 8
Consequence to Community 2
Impact on Fire Department 1
SCORE: 12.26

13 HFR | Rev. 11/22/2023

BENCHMARK STATEMENTS
For 90% of low-risk fire responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be 6 minutes and 20 seconds.

The first arriving unit for low-risk fire responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for and requesting additional resources as needed • Providing 1,500 GPM water pumping capacity
• Advancing a charged fire suppression attack hose line for fire control or rescue The response model achieves the effective response force with the first arriving unit.

Fire Suppression – Moderate Risk
Moderate-risk fire incidents are those calls for service that are less likely to cause injury or significant property damage. Examples of moderate-risk fire incidents may include single-family homes, utility facilities, commercial & business occupancies, and storage facilities.

CRITICAL TASK REQUIRED STAFF
Incident command 1
Water supply 1
Attack hose line deployment 2
Secondary hose line deployment 2
Support positions 2
Search & rescue 2
Aerial operations 1
Support functions – Ventilation – Utility Control – Forced Entry – RIC 4 Medical assistance & rehab 2
Effective Response Force: 17

14 HFR | Rev. 11/22/2023

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Suppression Apparatus 3
Suppression Apparatus 3
Aerial Apparatus 3
El Cajon Squad Unit 2
Transport Ambulance 2
Battalion 1
Total Personnel: 17

THREE-AXIS RISK SCORE
Probability of Occurrence 5
Consequence to Community 4
Impact on Fire Department 7
SCORE: 29.93

BENCHMARK STATEMENTS
For 90% of moderate-risk fire responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be 6 minutes and 20 seconds.

The first arriving unit for moderate-risk fire responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for and requesting additional resources as needed • Providing 1,500 GPM water pumping capacity
• Advancing a charged fire suppression attack hose line for fire control or rescue For 90% of all moderate-risk structure fire responses within the area of responsibility, the total response time for the arrival on scene of all fire units and personnel necessary to complete a full first-alarm assignment, otherwise referred to as the Effective Response Force (ERF) shall be 10 minutes, 20 seconds.

The effective response force for moderate-risk fire responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Establishing an incident command system
• Providing an uninterrupted water supply
• Advancing a charged fire suppression attack hose line and a backup line for fire control 15 HFR | Rev. 11/22/2023
• Complying with the OSHA requirements of two-in and two-out • Completing forcible entry
• Searching and rescuing at-risk victims
• Ventilating the structure
• Controlling utilities
• Placing elevated master streams into service from aerial apparatus Fire Suppression – High-Risk
High-risk fire incidents are those calls for service that are likely to cause injury or significant property damage. Examples of high-risk fire incidents may include multi-family occupancies, places of assembly, high-rise buildings, athletic and health buildings, industrial buildings, etc.

CRITICAL TASK REQUIRED STAFF
Incident Command 1
Incident Safety Officer (2nd Battalion Chief) 1
Attack hose line Deployment 4
Staging Crew & Rapid Intervention Crew 2
Search & Rescue 4
Water Supply 2
Engine Operations 4
Aerial Operations 2
Support Functions – Ventilation – Utility Control – Forced Entry 4 Medical Assistance & Rehab 4
Effective Response Force: 28

16 HFR | Rev. 11/22/2023

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Suppression Apparatus 3
Suppression Apparatus 3
Suppression Apparatus 3
*Suppression Apparatus 3
*Suppression Apparatus 3
*Suppression Apparatus 3
*Suppression Apparatus 3
Aerial Apparatus 3
*Aerial Apparatus 3
El Cajon Squad Unit 2
Battalion 1
*Battalion (External) 1
Transport Ambulance 2
Transport Ambulance 2
Total Personnel: 38*
*NFPA 1710 recommends 28 total personnel. Heartland Fire & Rescue utilizes a second alarm process to fill the effective response force.

THREE-AXIS RISK SCORE
Probability of Occurrence 2
Consequence to Community 8
Impact on Fire Department 10
SCORE: 60.94

BENCHMARK STATEMENTS
For 90% of high-risk fire responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be 6 minutes and 20 seconds.

The first arriving unit for high-risk fire responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for and requesting additional resources as needed • Providing 1,500 GPM water pumping capacity
• Advancing a charged fire suppression attack hose line for fire control or rescue 17 HFR | Rev. 11/22/2023
• Initiating other fire ground operations in accordance with department policies and procedures.

For 90% of all high-risk structure fire responses within the area of responsibility, the total response time for the arrival on the scene of all fire units and personnel necessary to complete a full first-alarm assignment, otherwise referred to as the Effective Response Force (ERF) shall be 10 minutes and 20 seconds.

The effective response force for high-risk fire responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Establishing an incident command system
• Providing an uninterrupted water supply
• Advancing a charged fire suppression attack hose line and a backup line for fire control • Complying with the OSHA requirements of two-in and two-out • Completing forcible entry
• Searching and rescuing at-risk victims
• Ventilating the structure
• Controlling utilities
• Placing elevated master streams into service from aerial apparatus

WILDLAND FIRE RESPONSE
Incidents are dispatch based upon a combination of weather and number of reports coupled with a hybrid Low/Med/High Risk threat. Incidents dispatch units based on AVL (Auto Vehicle Location). Initial response will include apparatus based on Low/Medium/High predetermined response matrix. The first arriving unit will determine the severity of the incident and upgrade as needed up to a High level response. Further resources are then specifically ordered as needed to mitigate the incident. HFR will commit resources as required based upon location of incident and severity of threat.

18 HFR | Rev. 11/22/2023
Wildland – Low/Moderate Risk

This mode indicates a non-critical weather situation for the zone. The current weather conditions suggest low fire danger. Weather conditions are taken every two hours between 0800 and 2000 by an automated weather station in the Central zone. Due to the response of both Low and Moderate, the Risk Scores do not vary significantly regarding impact on department resources.

CRITICAL TASK REQUIRED STAFF
Incident Command 1
Attack Hose line Deployment 4
Vehicle Operations 2
Effective Response Force: 7

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Suppression Apparatus 3
Brush Truck 3
Battalion Chief 1
Total Personnel: 10

THREE-AXIS RISK SCORE
Probability of Occurrence 7
Consequence to Community 2
Impact on Fire Department 3
SCORE: 17.08

19 HFR | Rev. 11/22/2023

BENCHMARK STATEMENTS
For 90% of low-risk wildland responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be 6 minutes and 20 seconds.

The first arriving unit for low-risk wildland responses shall be capable of the following:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Developing an initial incident action plan
• Providing either mobile attack or progressive hose lays • Extinguishing fire
For 90% of all moderate-risk wildland fires, the total response time for the arrival of the Effective Response Force, staffed with 16 firefighters, shall be 10 minutes and 20 seconds (10:20). The Effective Response Force must be capable of the following:
• Establishing command
• Sizing up the incident
• Developing an initial incident action plan
• Extending appropriate hose lines
• Providing either mobile attack or progressive hose lays • Extinguishing fire

Wildland – High-Risk
This mode is used when based on dispatch threat model, or when a "red flag" condition is declared by the National Weather Service, indicating extremely high fire danger. • Weather Criteria (as set by the National Weather Service):
• Relative Humidity: 15% or less
• Sustained Winds: 25 MPH or greater
• Wind Gusts: Exceeding 35 MPH for 6 hours or more

CRITICAL TASK REQUIRED STAFF
Incident Command, Size up, Initial Safety Officer, Develop IAP 1 Initial Confinement/Extinguishment Actions 2
Continued Confinement & Extinguishment with Mobile Attack 6 Water Supply or Tender Operations 3
Incident Command, Accountability, & IAP Refinement 1
Medical Rehab & Support 2
Effective Response Force: 15
20 HFR | Rev. 11/22/2023

RESOURCE MINIMUM STAFFING
Suppression Apparatus (Type 6) – Automatic Aid 3
Suppression Apparatus - HFR 3
Suppression Apparatus - HFR 3
Suppression Apparatus – HFR 3
Suppression Apparatus – HFR 3
Brush Truck - HFR 3
Brush Truck (Automatic Aid) 2*
Brush Truck (Automatic Aid) 2*
Water Tender (Automatic Aid) 2*
Battalion Chief - HFR 1
Battalion Chief (Automatic Aid) 1*
Total HFR Personnel: 19
*Mutual Aid personnel do not have an impact on HFR's daily departmental staffing.

THREE-AXIS RISK SCORE
Probability of Occurrence 4
Consequence to Community 6
Impact on Fire Department 5
SCORE: 31.20

HAZARDOUS MATERIALS
San Diego Fire Rescue (SDFR) provides Level 1 Haz mat Re sponse for San Diego County. All agencies within San Diego County pay an annual service fee to SDF R that funds the HazMat resources. Heartland Fire & Rescue will provide an initial response in conjunction with a Hazmat Incident Response Team (HRT). The HIRT is comprised of Hazardous Materials Specialists (HMS) from County of San Diego (COSD), Department of Environmental Health and Quality (DEHQ), and San Diego Fire Rescue . HFR performs up to the Operations Level for scene stabilization and defensive tactics only. Low Risk calls such as minimal fuel spills (<50 gallons) are handled by a compliment of (2) engine companies, (1) Battalion Chief, and (1) ALS Ambulance. For larger, High- Risk Incidents, HFR provides scene size-up and initiation and provides perimeter control until SDFR arrives. SDFR is notified on all level risk incidents and determination is made as to the need for a full SDFR Hazmat Response.

Note: Typically, the risk factor increases with the severity of the “Risk .” In the case of hazmat response for Heartland Fire & Rescue, there is noted opposite result. This is due to the contractual agreement and automatic aid with SDFR. HFR will send an allotment of apparatus and personnel dependent on incident response or investigation . The impact on the department's operations is almost identical. Low Risk Hazmat response results in a higher risk factor due to the frequency of calls versus major incidents.
21 HFR | Rev. 11/22/2023

Response Performance Goals

Measure 2021
Goal Sample Risk Justification
Alarm Handling 1:00 Moderate NFPA 1710
Turnout Time 1:20 Moderate NFPA 1710
1st Unit Travel Time 4:00 Moderate NFPA 1710
ERF Travel Time 8:00 Moderate NFPA 1710

Hazardous Materials – Low-Risk
Low-risk hazardous materials incidents are those calls for service that are less likely to cause injury or significant property damage. Examples of low-risk hazardous materials incidents may include spills of 10-50 gallons of automotive fluid. HRT will typically handle these incidents and on scene the Battalion Chief will have on-going communication with SDFR before full HIRT deployment.

CRITICAL TASK REQUIRED STAFF
Incident Command & Safety Officer 1
Leak & Spill Control 2
Effective Response Force: 3

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Battalion Chief 1
ALS Ambulance 2
Total HFR Personnel: 4

THREE-AXIS RISK SCORE
Probability of Occurrence 7
Consequence to Community 2
Impact on Fire Department 2
SCORE: 15.64

22 HFR | Rev. 11/22/2023

BENCHMARK STATEMENTS
For 90% of low-risk hazardous materials responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be six minutes and twenty seconds (6:20).

The first arriving unit for low-risk hazardous materials responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Evacuating immediate and adjacent areas
• Isolating and controlling access to high-hazard areas The response model achieves the effective response force with the first arriving unit.

Hazardous Materials – Moderate/High-Risk
Moderate-risk hazardous materials incidents are those calls for service that are unlikely to cause injury or significant property damage. Examples of high-risk hazardous materials incidents may include spills greater than 50 gallons of automotive fluid and other hazardous material responses not defined in Hazardous Materials – Low-Risk.

The Heartland Fire & Rescue is contracted with San Diego County to receive hazardous materials mitigation services. Under contract, the county is obligated to offer emergency response services for actual or potential hazardous material releases within the Heartland response area. These hazardous materials include substances deemed hazardous under Federal or California law or those that threaten life, property, or the environment.

Responses must adhere to the San Diego County Unified Hazardous Materials Incident Contingency Plan and the ICS system. The county will supply all required personnel, equipment, and materials, including administrative and supervisory staff available 24/7. The county is also encouraged to collaborate with external hazmat response agencies for swift handling of large or challenging incidents. Within the service area, the county must ensure that 90% of hazmat calls receive a response within 60 minutes.1
San Diego Fire Rescue deploys from San Diego Fire Rescue- Station 45 located at 9366 Friars Road in the City of San Diego. This is approximately 12 miles from El Cajon with a 15-minute response time.

Regarding high-risk hazardous materials incidents, HFR responds with an initial collection or resources to provide “HazMat FRO” service until county resources arrive. Heartland Fire provides defensive tactics to contain the release from a safe distance, keep it from spreading,

1 Emergency Response Services To Hazardous Materials Incidents, San Diego County, November 2012 23 HFR | Rev. 11/22/2023
and prevent exposures without trying to stop the release. They do this by prioritizing safety, isolating, denying entry, establishing command, and notifying appropriate resources.

CRITICAL TASK REQUIRED STAFF
Incident Command 1
Operations-Level Isolation & Evacuation 3
Operations-Level Containment & Exposure Protection 4
Patient Care & Transport 2
Effective Response Force: 10

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Suppression Apparatus 3
Battalion Chief 1
ALS Ambulance 2
Total HFR Personnel: 10

THREE-AXIS RISK SCORE
Probability of Occurrence 1
Consequence to Community 8
Impact on Fire Department 2
SCORE: 25.65

BENCHMARK STATEMENTS
For 90% of high-risk hazardous materials responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be six minutes and twenty seconds (6:20).

The first arriving unit for low-risk hazardous materials responses shall be capable of the following:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Evacuating immediate and adjacent areas
• Isolating and controlling access to high-hazard areas

24 HFR | Rev. 11/22/2023

TECHNICAL RESCUE
Heartland Fire & Rescue responds to a variety of specialized Technical Rescue Incidents. These include Trench Rescue, Confined Space Rescue, Swift Water Rescue, and Water Rescue. Low- Risk incidents receive a special alarm assignment of 2 engines, Squad, Battalion Chief and ALS Transports Ambulance. High-Risk Incidents will get this compliment plus 2 additional engines, truck company, 2nd Battalion Chief, and USAR company (from various Metro Zone Agencies).

HFR has minimal Technical Rescue Incidents throughout the year. The assessments below will only show HFR resources as an impact on daily operations and staffing. ALS Ambulance Transport and USAR Companies do not affect HFR’s daily operations and thus are not counted against critical staffing recommendations.

Response Performance Goals

Measure 2021
Goal Sample Risk Justification
Alarm Handling 1:00 Moderate NFPA 1710
Turnout Time 1:20 Moderate NFPA 1710
1st Unit Travel Time 4:00 Moderate NFPA 1710
ERF Travel Time 8:00 Moderate NFPA 1710

Technical Rescue – Low-Risk
Low-risk rescue incidents are those calls for service that are less likely to cause injury or significant property damage. Heartland Fire responds to low-risk technical calls that would include water rescue, single vehicle accident with extrication.

CRITICAL TASK REQUIRED STAFF
Incident Command 1
Safety Officer 1
Extrication Team 2
Equipment Operator 2
Apparatus Operator 1
Primary Patient Care & Incident Command 1
Vehicle Operations 1
Effective Response Force: 9

25 HFR | Rev. 11/22/2023

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Suppression Apparatus 3
Squad 2
Supervisor 1
Total Personnel: 9

THREE-AXIS RISK SCORE
Probability of Occurrence 4
Consequence to Community 2
Impact on Fire Department 2
SCORE: 9.55

BENCHMARK STATEMENTS
For 90% of low-risk technical rescue responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be six minutes and twenty seconds (6:20).

The first arriving unit for low-risk technical rescue responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Isolating and controlling access to high-hazard areas For 90% of all low-risk technical rescue responses within the area of responsibility, the total response time for the arrival on scene of all fire units and personnel necessary to complete a full first-alarm assignment, otherwise referred to as the Effective Response Force (ERF) shall be 10 minutes, 20 seconds (10:20).

The effective response force for low-risk technical rescue responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Isolating and controlling access to high-hazard areas • Rescuing and transporting victims to an appropriate medical facility

26 HFR | Rev. 11/22/2023
Technical Rescue – High Risk
High-risk incidents are those calls that can be mitigated by utilizing expertise and resources.

Specialized gear, tools, equipment, or knowledge will be required beyond the scope of a First Responder. Examples of high-risk technical rescue responses include rope rescue, structural collapse, trenches, vehicle extrications with multiple patients or needing multiple extrication points and involving multiple vehicles, and confined space rescues.

CRITICAL TASK REQUIRED STAFF
Incident Command 1
Safety Officer 1
Technical Rescue Group Lead 1
Extrication Team #1 2
Extrication Team #1 2
Equipment Operator 3
Apparatus Operator 3
Medical Support & Rehab 2
Effective Response Force: 15

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Suppression Apparatus 3
Suppression Apparatus 3
Suppression Apparatus 3
Aerial Apparatus 3
Supervisor 1
2nd Supervisor (Mutual Aid) 1
ALS Transport Ambulance (AMR) 2
USAR Team 8
HFR Personnel: 16
Mutual Aid Personnel: 11
Total Incident Personnel: 27

27 HFR | Rev. 11/22/2023

THREE-AXIS RISK SCORE
Probability of Occurrence 2
Consequence to Community 7
Impact on Fire Department 5
SCORE: 26.93

BENCHMARK STATEMENTS
For 90% of high-risk technical rescue responses, in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be six minutes and twenty seconds (6:20).

The first arriving unit for high-risk technical rescue responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Isolating and controlling access to high-hazard areas For 90% of all high-risk technical rescue responses within the area of responsibility, the total response time for the arrival on scene of all fire units and personnel necessary to complete a full first-alarm assignment, otherwise referred to as the Effective Response Force (ERF) shall be 10 minutes, 20 seconds (10:20).

The effective response force for high-risk technical rescue responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Isolating and controlling access to high-hazard areas • Rescuing and transporting victims to an appropriate medical facility

28 HFR | Rev. 11/22/2023

WATER & SWIFT WATER RESCUE
Heartland Fire & Rescue provides initial water and swift water rescue response. In the City of El Cajon, the concern for water-related incidents stems from a storm drainage canal that traverses through the center of the city. Un-housed occupants often utilize this canal as a place of refuge on normal days. When storms or severe weather occur, the storm drainage canal becomes overfilled, and often the un-housed are unable to evacuate in time. This represents 100% of the water rescue incidents within the City of El Cajon.

Response Performance Goals

Measure 2021
Goal Sample Risk Justification
Alarm Handling 1:00 Moderate NFPA 1710
Turnout Time 1:20 Moderate NFPA 1710
1st Unit Travel Time 4:00 Moderate NFPA 1710
ERF Travel Time 8:00 Moderate NFPA 1710

Water Rescue – Low-Risk
Low-risk water rescue incidents are those calls for service that are less likely to cause injury or significant property damage. Examples of low-risk technical rescue may include vehicle accidents with entrapment.

CRITICAL TASK REQUIRED STAFF
Incident Command 1
Safety Officer 1
Extrication Team 2
Equipment Operator 2
Apparatus Operator 1
Primary Patient Care & Incident Command 1
Vehicle Operations 1
Effective Response Force: 9

29 HFR | Rev. 11/22/2023

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Aerial Apparatus 3
Transport Ambulance 2
Supervisor 1
Total Personnel: 9

THREE-AXIS RISK SCORE
Probability of Occurrence 4
Consequence to Community 2
Impact on Fire Department 4
SCORE: 13.61

BENCHMARK STATEMENTS
For 90% of low-risk technical rescue responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be six minutes and twenty seconds (6:20).

The first arriving unit for low-risk technical rescue responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Isolating and controlling access to high-hazard areas For 90% of all low-risk technical rescue responses within the area of responsibility, the total response time for the arrival on scene of all fire units and personnel necessary to complete a full first-alarm assignment, otherwise referred to as the Effective Response Force (ERF) shall be 10 minutes, 20 seconds (10:20).

The effective response force for low-risk technical rescue responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Isolating and controlling access to high-hazard areas • Rescuing and transporting victims to an appropriate medical facility 30 HFR | Rev. 11/22/2023
Water Rescue – High-Risk
High-risk water incidents are those calls that can be mitigated by utilizing expertise and resources. Specialized gear, tools, equipment, or knowledge will be required beyond the scope of a First Responder. Examples of high-risk technical rescue responses include rope rescue, structural collapse, trenches, vehicle extrications with multiple patients or needing multiple extrication points and involving multiple vehicles, and confined space rescues.

CRITICAL TASK REQUIRED STAFF
Incident Command 1
Safety Officer 1
Technical Rescue Group Lead 1
Extrication Team #1 2
Extrication Team #1 2
Equipment Operator 3
Apparatus Operator 3
Medical Support & Rehab 2
Effective Response Force: 15

RESOURCE MINIMUM STAFFING
Suppression Apparatus 3
Suppression Apparatus 3
Aerial Apparatus 3
Aerial Apparatus 3
Transport Ambulance 2
Supervisor 1
Total Personnel: 15

THREE-AXIS RISK SCORE
Probability of Occurrence 2
Consequence to Community 7
Impact on Fire Department 7
SCORE: 35.00

31 HFR | Rev. 11/22/2023

BENCHMARK STATEMENTS
For 90% of high-risk technical rescue responses in the area of responsibility, the total response time for the first arriving fire unit, staffed with at least three firefighters, shall be six minutes and twenty seconds (6:20).

The first arriving unit for high-risk technical rescue responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Isolating and controlling access to high-hazard areas For 90% of all high-risk technical rescue responses within the area of responsibility, the total response time for the arrival on scene of all fire units and personnel necessary to complete a full first-alarm assignment, otherwise referred to as the Effective Response Force (ERF) shall be 10 minutes, 20 seconds (10:20).

The effective response force for high-risk technical rescue responses shall be capable of:
• Conducting a rapid size-up of the emergency scene
• Initiating an incident command system
• Assessing the need for additional resources
• Isolating and controlling access to high-hazard areas • Rescuing and transporting victims to an appropriate medical facility City Council
Agenda Report
Agenda Item 10.

DATE: December 12, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Graham Mitchell, City Manager
SUBJECT: Real Estate Sale Agreement (405 East Lexington Avenue) RECOMMENDATION:

That the City Council adopts the next Resolution, in order, approving the Real Estate Sale Agreement with Centro de Salud de la Comunidad de San Ysidro, Inc., for the purchase of 405 East Lexington Avenue.

BACKGROUND:

On August 8, 2023, the City Council directed staff to negotiate the purchase of 405 East Lexington Avenue from Centro de Salud de la Comunidad de San Ysidro, Inc. (San Ysidro).

Staff culminated negotiation of the purchase and executed a "Letter of Intent for Purchase of 405 East Lexington Avenue, El Cajon, California 92020" on September 21, 2023, which was accepted by San Ysidro (attached).

The Letter of Intent established the general terms of the purchase and established the intent for a Real Estate Sale Agreement to be negotiated and to be presented to each party's respective governing bodies. The Letter of Intent established a purchase price of $2,507,830.

Since the execution of the Letter of Intent, a Real Estate Sale Agreement has been drafted and is ready for City Council consideration. The purchase price remains the same, the City has a thirty-day due diligence period to inspect the property, and the City has the right to close escrow no later than ten days after the due diligence period. Because Federal American Rescue Plan funds will be used to purchase the building, Federal Acquisition Language Provisions are included in the Real Estate Sale Agreement.

Staff recommends that the City Council consider the resolution approving the accompanying Real Estate Sale Agreement.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The acquisition of an existing office building and property that will be used by a business incubator service is exempt from the California Environmental Quality Act (CEQA) in accordance with state CEQA Guidelines section 15301 because this project involves negligible or no expansion of the existing use as an office building. .!!!!_ Valley of opportunity
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Prepared By: Graham Mitchell, City Manager
Reviewed By:

Approved By: Graham Mitchell, City Manager
Attachments
Resolution
Letter of Intent to Purchase (405 E. Lexington)
Purchase & Sale Agreement

RESOLUTION NO. ___-23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CAJON

APPROVING A PURCHASE AND SALE AGREEMENT BY AND BETWEEN
CENTRO DE SALUD DE LA COMUNIDAD DE SAN YSIDRO, INC. AND

THE CITY OF EL CAJON FOR THE PROPERTY LOCATED AT
405 EAST LEXINGTON AVENUE, EL CAJON, CALIFORNIA

WHEREAS, on August 8, 2023, the City Council of the City of El Cajon (the "City") directed staff to negotiate the purchase of the property located at 405 East Lexington Avenue (the "Property") from Centro de Salud de la Comunidad de San Ysidro, Inc. ("San Ysidro Health"); and

WHEREAS, staff culminated negotiation and executed a " Letter of Intent for Purchase of 405 East Lexington Avenue, El Cajon, California 92020" on September 21, 2023 (the "Letter of Intent"); and

WHEREAS, the Letter of Intent established the general terms of the purchase price of $2,507,830.00, and the intent for a " Definitive Agreement" for the City’s purchase of the Property from San Ysidro Health to be negotiated and presented to each p arty's respective governing bodies; and

WHEREAS, since the execution of the Letter of Intent, a Purchase and Sale Agreement (the "Agreement") has been drafted, negotiated, and is ready for City Council consideration; and

WHEREAS, the City has a thirty ( 30) day due diligence period to inspect the Property, and has the right to close escrow no later than ten (10) days after the due diligence period; and

WHEREAS, because Federal American Rescue Plan funds will be used to purchase the building, Federal Acq uisition Language Provisions are included in the Agreement; and

WHEREAS, the City Council believes it to be in the City's best interest to enter into the Agreement with San Ysidro Health as recommended by staff to purchase the Property, located at 405 East Lexington Avenue, for a total purchase price of $2,507,830.00.

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 Agreement is exempt from the California Environmental Quality Act pursuant to section 15301 of CEQA Guidelines, which provides an exemption for t he acquisition of an existing office building and property that will be used by a business

incubator service and involves negligible or no expansion of the existing use as an office building.

3. The City Council approves entering into the Agreement with San Ysidro Health for purchase the property located at 405 East Lexington Avenue for a total price of $2,507,830.00.

4. The City Council hereby authorizes the City Manager, or such person as is designated by the City Manager, to execute the Agreement, with any such changes and refinements as may be necessary and approved by the City Manager.

5. The City Manager, or such person as is designated by the City Manager, is hereby authorized and directed to execute any subsequent amendments to the Agreement, or other documents necessary, as may be approved by the City Manager, on behalf of the City of El Cajon.

12/12/23 CC Agenda
Reso – Approve Purchase & Sale Agmt w-San Ysidro Health – 405 E Lexington 113023 The ValleyoJOpport1111ity
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September 21, 2023
Mr. Kevin Mattson, President/CEO
Centro de Salud de la Communidad de
San Ysidro, Inc.
1601 Precision Park Lane
San Diego, CA 92173
City Manager
Re: Letter oflntent for Purchase of 405 East Lexington Avenue, El Cajon, California 92020 Dear Mr. Mattson:

The City of El Cajon, a California charter city and municipal corporation, its successors and assigns ("Buyer"), is pleased to submit to you this non-binding letter of intent (this "Letter") for the acquisition of the Property (as defined below) from the undersigned owner thereof ("Seller").

The principal terms of this proposed acquisition (the "Acquisition") are set forth below:

1. Description of Property
Property Name:

Property Address:
n/a
405 East Lexington A venue, El Cajon, California 92020
(APN 488-242-43) (the "Real Property")

2. Terms
Purchase Price: $2,507,830.00 1
Price per Square
Foot:

Financing Contingency:

Terms:

Deposit:
$350.50/Building SF
None.

All Cash.
$100,000 is due two business days from the signing of the Definitive Agreement.
1 Thi s proposed purchase price reflects the Broker Price Opinion previously obtained by the Seller, less $50,0 00 in known building repair s since the Broker Price Opinion was completed.

City of El Cajon• 200 Civic Center Way• El Cajon, CA 92020 ( 619} 441-1716 • Fax (619} 441-1770
www.cityofelca jon.us
Mr. Kevin Mattson
September 21, 2023

3. Prorations. The Purchase Price would be subject to customary prorations, including for revenue, rent, expenses (including without limitation, operating expense pass-throughs and utilities), and security deposits.

4. Inclusions. The Acquisition would include the Real Property, and all leases, contracts, permits, plans, records, personal property, and intangible property related to the ownership, use, operation, and maintenance of the Real Property (together with the Real Property, collectively the "Property"), other than those vendor contracts which Buyer requires to be terminated at Closing (as defined below). Notwithstanding the foregoing, all existing management agreements pertaining to the Property would terminate upon Closing.

5. Deposit. Within two business days after execution of the Definitive Agreement, Buyer would deliver the Deposit to a nationally recognized title insurance company (the "Title Company") selected by Buyer, who would serve as both the escrow agent and the title company for the Acquisition. The Deposit (plus interest thereon) would be refundable to Buyer if the Definitive Agreement terminates at or prior to the expiration of the Inspection Period ( defined below), and the Deposit would be applied to the Purchase Price if Closing occurs.

6. Title, Survey and Other Seller Deliveries. Buyer would obtain current AL TA title commitment from the Title Company. Seller would, at its sole cost and expense, provide Buyer with a current title commitment from the Title Company. Seller would obtain, at its sole cost and expense, a current as-built AL TA survey of the Real Property certified to Buyer. Seller would deliver to Buyer a list of all contracts relating to the operation and maintenance of the Property, copies of all contracts, studies, plans and records relating to the Real Property, loan documents and all other documents related to such loan obligation, construction documents, and the Due Diligence Materials (as defined in the attached Exhibit A), including without limitation, true, correct, and complete copies of all leases and other agreements which relate to or affect the Property, and schedules of operating income and expenses from Seller's period of ownership, and all other receipts and expenditure s and appropriate budget s. Seller also would deliver or make avail able to Buyer any and all material within its possession or reasonable control which Buyer may reasonably request in order to complete its evaluation and due diligence, including , without limitation, all financial, zoning , architectural, engineering, environmental, leasing, construction, title, survey, legal, and other information.

7. Definitive Agreement. Buyer and Seller shall, for a period of 30 days after the full execution of this Letter, endeavor to negotiate a definitive purchase agreement, (the "Definitive Agreement") with respect to the Acquisition. The Definitive Agreement would be prepared by counsel for Buyer and would contain customary representations, warranties, covenants, and indemnifications. The Definitive Agreement would expre ssly state that Seller has authority and all required approvals from its partners or its related funds or otherwise to enter into such Definitive Agreement.

Mr. Kevin Mattson
September 21 , 2023

8. Inspection Period/Due Diligence. Buyer would have 30 days upon the delivery to Buyer of (i) the receipt all Due Diligence materials and (ii) Execution of the Definitive Agreement, (whichever occurs later) to conduct its due diligence review of the Property (the "Inspection Period"). During the Inspection Period, Seller would allow Buyer or its designees to inspect the Property, including, without limitation, any mechanical , engineering, and environmental investigations and assessments. Such right of investigation shall include the right to review all Property files, including tenant lease files in Seller 's possession or reasonable control and to engage in discussions with any governmental agency, as well as any consultants that previously were engaged by Seller with respect to the Property.

9. Closing. The closing of the Acquisition ("Closing") would occur within IO days after the expiration of Inspection Period. Subject to customary closing conditions to be defined in the Definitive Agreement.

10. 11.

Closing Costs. Responsible Party
Transfer tax/Doc stamps Local Custom
Loan transfer costs (if applicable) Local Custom
Recording costs Local Custom
Title insurance Local Custom
Escrow fees Local Custom
All other Closing costs would be paid by Buyer and Seller, respectively , although the Purchase Price would be subject to customary prorations. If it is determined by Buyer, that a change in the ownership or use of the Property, either prior to Closing or subsequent to Closing, may resuli in the impo sition of an additional property tax ("Rollback Taxes "), Seller hereby agrees that Seller shall obtain from all applicable taxing authorities the amount of all Rollback Taxes together with any penalties and interest as of the Closing Date. At Closing, the parties will trigger the requirement for payment of the Rollback Taxes and Seller shall pay all Rollback Taxe s applicable to any period prior to and includin g Closing, together with penalti es and interest, in order to satisfy all applicable taxing authoriti es for the Prop erty.

Exclusivity. For a period of 30 days after the full exec ution of this Letter, Seller shall not, directly or indirectly through any offic er, director , employee, stockholder, agent , partner , member , manag er, affiliate, or otherwise (a) enter into any agreement, agreement in principl e or other commitment (whether or not legally binding) relatin g to the Acqui sition or the purcha se of any or all of the Real Property, or any material portion of any of the Mr. Kevin Mattson
September 21, 2023

12. 13.

14. 15.
other Property, or a change in control of Seller ( each, a "Competing Transaction"), (b) solicit, initiate or encourage the submission of any proposal or offer from any person or entity (including any of its officers, directors, partners, members, managers, employees, or agents) relating to any Competing Transaction, or (c) participate in any discussions or negotiations regarding, furnish to any other person or entity any information with respect to, or otherwise cooperate with, assist, participate in, facilitate, or encourage, any effort or attempt by any person or entity to effect a Competing Transaction. Seller shall notify Buyer promptly if any proposal regarding a Competing Transaction ( or any inquiry or contact with any person or entity with respect thereto) is made, and Seller shall advise Buyer of the contents thereof (and, if in written form, provide Buyer with copies thereof) .

Confidentiality. All of the terms and conditions of this Letter (i.ncluding the identity of Buyer and the existence of this Letter) are confidential, and Seller shall not disclose such terms and conditions or the existence of this Letter to anyone outside Seller other than to Seller's legal counsel and other agents and representatives who need to know such information in connection with the Acquisition. Buyer may disclose this Letter's terms and conditions and the existence of this Letter to its affiliates and its legal counsel and other agents and representatives, including prospective partners and lenders, and as may be required by California law (e.g., the California Public Records Act, Government Code§§ 7920.00 et seq.). Subject to the requirements of applicable law, neither Seller nor Buyer shall make any news releas es or any public disclosure with respect to the Acquisition without the prior written consent of the other party, which consent may not be unreasonably withheld; provided, however, that Buyer shall be permitted to make any disclosure requir ed by law.

Broker's Fees. The parties hereto represent that there shall be no brokerage fees paid in connection with or for the Acquisition.

Professional Advisor Fees and Expenses. Buyer, on the one hand, and Seller, on the other hand, shall be solely responsible for any professional, broker or finder's fees and expenses to which they may have separately agreed, including fees and expenses of their own legal coun sel and accountants, with respect to the Acquisition.

Binding Effect. Sections IO (but only with respect to Seller's obligation to pay any Rollback Taxes) , 11, 12, 13, 14, and 15 of this Letter are the only sections of this Letter which constitute a binding agreement among the parties. The other sections of this Letter are not intended to create any legally binding obligations, express or implied, and in no way constitute any form of enforceable agreement, promise or commitment with resp ect to the Acquisition. No party shall have a duty to negotiate, exp ress or impli ed, or any duty, express or implied , to reach or conclude any legally binding obligation or Purchase Agreement. It is understood and agreed that Buyer may elect to terminate negotiati ons at any time prior to execution of the Definitive Agreement for any reason whatsoever. No party shall be bound to the Acquisition until each party has executed a mutually acceptable Definitive Agreement with respect thereto. This Letter is intended to reflect the current Mr. Kevin Mattson
September 21, 2023