Agenda packet — El Cajon City Council, February 13, 2024 (part 2 of 2)

DATE: February 13, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Frank Carson, Director of Parks & Recreation
SUBJECT: Parks & Recreation Master Plan and 2024-2029 Strategic Plan RECOMMENDATION:

That the City Council approves:

An update to the Parks & Recreation Master Plan; and1.

The 2024-2029 Parks & Recreation Strategic Plan.2.

BACKGROUND:

In 2022 the Parks & Recreation Department embarked on an objective to gather data from stakeholders and community users to update its Parks & Recreation Master Plan and to also create a Strategic Plan. These plans were drafted after staff held eight meetings along with hundreds of surveys from residents and parks and recreation users. The data from these surveys was used to inform the creation of these plans.

The updated Parks & Recreation Master Plan follows the original master plan approved in 2019 by City Council. The plan identifies areas in the City of El Cajon that are "underparked" and offers strategies for residents to have a park within a 10-minute walk of their households. The updates include new data sets collected and actionable strategies to address user and stakeholder feedback. Some specific items include:
• Parks Safety
• Parks Amenities
• Adopt-A-Park Program
• Marketing Enhancements
The 2024-2029 Parks & Recreation Department Strategic Plan outlines community and stakeholder feedback, sets goals for strategies to enhance programs and services offered by the City of El Cajon. Highlights include:
• Five Year Goals and Objectives
• Programmatic Upgrades
• Staff Development
• Revenue Generation
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CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The proposed updates to the El Cajon 2030 Master Plan and proposed 2024-2029 Parks & Recreation Strategic Plan are not subject to the California Environmental Quality Act (CEQA).

Future park improvements or acquisitions of properties for park purposes will include environmental review in accordance with the provisions of CEQA.

FISCAL IMPACT:

There is no fiscal impact with the approval of this plan. The plan guides the City through potential funding sources for land acquisition, park development and continued park maintenance. Future funding possibilities include, but are not limited to donated small parcels of land for "pocket parks," grant funding through local, state and national agencies, leasing of land for 30 to 50 years at minimal cost, and coordinating with non-profits.

Prepared By: Frank Carson, Director of Parks & Recreation Reviewed By: Vince DiMaggio, Assistant City Manager
Approved By: Graham Mitchell, City Manager
Attachments
2024-2029 Strategic Plan
Updated Parks & Rec Master Plan
El Cajon
Parks & Recreation
Department
Strategic Plan
El Cajon
Parks & Recreation
Department
Strategic Plan
2024–20292024–2029
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THE CITY OF El CAJON
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Our Parks & Recreation Department’s mission is to develop youth, support families and provide safe places. The El Cajon community has seen considerable growth with additional residents and newcomers. Only through a thoughtful and careful strategic planning process can the Parks & Recreation Department keep pace with this rapidly changing environment and stay “on mission.”
During 2022 and 2023, the Parks & Recreation Department, other key city staff members, and many knowledgeable community leaders gathered together and collectively recommended the strategies and goals included in this strategic planning document.

We heard the voices and viewpoints of our many constituents. We accumulated the knowledge and information needed to perform effectively and efﬁciently in the future.

And ﬁnally, we reached consensus on our future direction and are now prepared to focus our resources and energies toward our operations in an optimal way.

Most importantly, we now have a uniﬁed vision of the critical place that parks & recreation occupies in our social fabric. Our vision is one of a community that achieves learning, self-discovery, balance and essential life skills through parks & recreation. We extend our sincerest thanks to all of the people who made this process possible.

City of El Cajon Parks & Recreation Department Strategic Plan 2024-2029 Frank Carson, Director, El Cajon Parks & Recreation Department 1 A Message from the Parks & Recreation Director
2 Excellent parks & recreation programs are no coincidence. They come about as the result of careful and thoughtful planning that takes into account the goals the department seeks to achieve and the needs of the public who must “buy into” those goals. Our successful strategic planning process has allowed us to realize what we do well and what we have to improve,

to have a clear sense of our direction, and has strengthened our ability to engage others in our quest to fulﬁll our vision.

We are indebted to the numerous individuals who offered their time and talent, and who shared their knowledge of our community. This strategic planning process would not have been possible without their collective wisdom and willingness to work together for the beneﬁt of the Parks & Recreation Department. Our sincere thanks to the following:

CITY EXECUTIVES
Why Plan?
Acknowledgments
City of El Cajon Parks & Recreation Department Strategic Plan 2024-2029 Graham Mitchell
Vince DiMaggio
Marisol Thorn
Michael Moulton
Steve Swaney
Bent Koch
Clay Schoen
Morgan Foley
Frank Carson
Sara Diaz
Yazmin Arellano
Angela Cortez
Anthony Shute

PARKS & RECREATION
Julie Alon
Heather Carter
Manuel Gonzalez
Adam Tronerud
Ellena Holmes
Sarah Barragan
Dante Daniels
Fa’amalo “Malo” Lutu
Dominic Mangiapane
Christy McBride
Tim O’Melia
Chris Roberts
Michele Sawaya
Lay “Larry” Siev
Ryan Flickinger
Sarah Mercado
Norma Jameel Oraha
Brooklyn Duperron
Jacqueline Ortiz
Camryn Owens
Jessalynn Goulette
Amanda Wiley
Daynen O’Bryant
Garret Schoen
Angel Rodriguez

CITY STAFF
Megan Blake
Ryan Villegas
Senan Kachi
Spencer Hayes
Jennifer Janzer
Jason Kang
Robert Lee
Mike James
Martin Mitterling
Mike Malm
Kevin Wright
Esteban Garcia
Anthony Davis Youngblood
Dave Miller
Eddie Araña
Brenda Pruden
Joseph Yeakey
Kevin Baldwin
Gary Taylor
Anthony Sanchez
Chris Bentancourt
Maurice Hooper
Israel Marquez
Jay Wojnowski

CITY COUNCIL
Bill Wells, Mayor
Steve Goble
Gary Kendrick
Michelle Metschel
Phil Ortiz

STAKEHOLDERS
El Cajon Library
El Cajon Community Collaborative
Downtown El Cajon Business Partners
Foothills Church
Shadow Mountain Church
Newcomer Support & Development
Chaldean Community Council
Chamber of Commerce
Kaiser Permanente
American Legion Post 303
El Cajon Veterans Coalition
AYSO 168
Hotspurs
EC Economic Development Council
Singing Hills Little League
St. Madeleine Sophie Center
Cajon Valley Union School District
Grossmont Union High School District
Grossmont Community College

PARKS & RECREATION DEPARTMENT

MISSION STATEMENT

VISION STATEMENT

CONSENSUS ON MAJOR ISSUES

FACING PARKS & RECREATION
VALUES

CITY OF EL CAJON

MISSION STATEMENT
VISION
VALUES
Our vision is a community that achieves learning, self- discovery, balance, and essential life skills
through parks and recreation.

We develop youth, support families and provide
safe places
• More productive and balanced time is needed for
health and wellness in the community.
• Resource availability and facility availability,
rehabilitation and redesign do not meet the increasing
demands/expectations of our growing population.
• The beneﬁts and scope of recreation programs
need to be more adequately communicated to
decision-makers, collaborators, and the public-at-
large.
• Economic uncertainty in the coming years causes
concerns over continuity of core recreational services. • Integrity—We follow the highest moral standards
and are honest and trustworthy.
• Respect—We treat everyone with regard and
consideration while appreciating the differences
among our patrons.
• Professionalism—We are committed to the highest
standards of character and professional behavior.
• Accountability—We take ownership of our decisions
and are answerable for our actions.
• Commitment—We have an obligation to our
community to provide the best possible recreation
services.
• Teamwork—We believe teamwork is at the core
of our values
• Honesty and Integrity In All We Do
• Effective, Responsible Communication
• Respect Others
• Encourage Creativity
• Commit to and Deliver Excellent Service
• Maintain Balance
• Take Responsibility and Be Accountable
Excellent service that improves our community.

A quality community through responsible change,
continuous improvement, and superb public service.
3 Statements of Mission, Vision, Values
City of El Cajon Parks & Recreation Department Strategic Plan 2024-2029 Executive Summary
4 The thought and care that the Parks & Recreation
Department’s Strategic Planning Steering Committee
brought to this strategic planning process was inspiring to all participants.

The City of El Cajon Parks & Recreation Department
Strategic Plan 2024-2029 offers a series of broad
strategic initiatives (directional statements) and a list of detailed goals under each initiative for the Department to achieve during the next ﬁve years. Parks & Recreation Department and other city staff members, plus key
stakeholders and community volunteers provided needed
perspective and critical input for the information and
conclusions presented here.

This strategic plan will help the Parks & Recreation
Department to focus its priorities in response to a rapidly evolving environment and ensure that staff is working
toward shared and agreed-upon goals. The Parks &
Recreation Department’s chances for future success are
already greatly enhanced by its commitment to building a vision of success that is shared among all.

A two-year timetable was created for conducting the
input phase of the strategic planning process.

Subsequent meetings were held to discuss the format

for the mission/vision/ values retreats and recruitment of a Strategic Planning Steering Committee members.

Parks & Recreation Department staff prepared
documents that addressed the Department’s recent
history, key organizational events, shifts in priorities over recent years, and lists of current issues. An analysis of each program area’s strengths/weaknesses/
opportunities/ threats (SWOT) was also conducted.

Recruitment of members for the Strategic Planning
Steering Committee and all committees and sub-
committees was completed. A survey of priorities was
circulated to all staff members. Results were collected and compiled. Additionally, for 2022 and 2023 there
were four and three Focus Area Leadership Teams (FALT)
created to take leadership roles in collecting information for this final document.

In November of 2021, Graham Mitchell, the City of El
Cajon City Manager, requested the Parks & Recreation
Department assess its readiness for planning, identify the speciﬁc issues to be addressed and decide on whom to
involve.

METHODOLOGY
The Parks & Recreation Department’s
chances for future success are
already greatly enhanced by its
commitment to building a vision of
success that is shared among all.

City of El Cajon Parks & Recreation Department Strategic Plan 2024-2029 This strategic plan will help the
Parks & Recreation Department to
focus its priorities in response to a
rapidly evolving environment
The following committees were identiﬁed to serve the
Strategic Planning process:
• Center and School Program/Community Outreach
• Aquatics and Athletics
• Senior Programs and Inclusion
• Staff and Volunteer Development
• Communication and Marketing
• Facilities and Fields
• Finance
Management staff members were asked to prepare
current program/services overviews and goals
documents for subsequent committee review.

The Strategic Planning Steering Committee held its
initial meetings in the spring and fall of 2022, and
reviewed the following information:
• Mission/Vision/Values review
• Department history
• Department organizational chart
• Current program and program evaluation information
• Demographic information and 5-10 year projections
• Results of surveys
Over the ensuing fourteen months, each of the
committees and sub-committees evolved into Focused
Area Leadership Teams to review the survey results and
make recommendations.
5 Each FALT took broad strategic initiatives, composed goals and suggested action steps that
supported their recommended initiatives. All of the draft recommendations were reviewed and edits have been
integrated into this ﬁnal document.

After the third and ﬁnal departmental retreat on
November 28, 2023, the Parks & Recreation Department’s
management team and staff met for the purpose of
identifying and prioritizing program and management
goals and reviewing possible objectives to be enacted
during the next ﬁve years.

City of El Cajon Parks & Recreation Department Strategic Plan 2024-2029 Determine optimal use for facilities
Improve Aquatics program delivery

AQUATICS
Re-determine program philosophy, priorities,
and effectiveness
Re-determine program philosophy, priorities,
and effectiveness

ATHLETICS
Conduct comprehensive communitywide program
evaluation

Maximize relationships throughout community and
within the City

ACTIVE ADULTS & SENIORS
Reconsider the needs of adults by the following
age group: 50-65; 65-85; 85+
6 • Explore new ways to evaluate program effectiveness
• Continue to develop plans for enhancement and
expansion of youth and adult athletics and related
programs (e.g. physically challenged and seniors)
• Establish user priority for pool use
• Determine aquatic philosophy
• Determine appropriate number of staffing
• Broaden opportunities for scholarships
• Continue to locate grants to achieve the goal of every 5th grader with Cajon Valley Union School District
learns how to swim
• Investigate and encourage program collaborations
with community partners
• Focus on current and future community needs
• Expand awareness of aquatics safety
• Evaluate effectiveness of current schedules and usage • Investigate how to deliver more programs
• Seek alternative activities
• Examine what programs are offered by other agencies
• Determine current customer base and barriers
• Investigate using multiple survey methodologies
• Re-evaluate ﬁeld allocation policies, other related
policies, and fees for El Cajon Recreation Council
• Re-evaluate ﬁeld allocation policies, other related
policies, and fees for potential adult sports leagues
• Continue to clarify the direction of athletics to all stakeholders
• Create membership program for the future
Pickleball Complex at Wells Park
• Encourage seniors to maintain physical well being
through all recreational programs (athletics, aquatics) • Continue to provide opportunities that meet the
emotional/social needs of the senior population
• Continue to provide opportunities for lifelong learning • Continue to provide opportunities for seniors to
contribute their knowledge and skills to the community
• Continue, and increase, inter-agency collaborations
• Strategically partner with other community organizations • Continue work with El Cajon Veterans Coalition engaging active adults that want to provide input and serve the
veteran community
Strategic Plan Initiatives
City of El Cajon Parks & Recreation Department Strategic Plan 2024-2029 Determine future direction of Senior programming
• Re-evaluate the concept/perception of what the term
“senior” means, given the aging of Gen X generation
• Continue to advocate independent living
• Update information about other senior-serving
community organizations
• Investigate opportunities for intergenerational
programs
• Increase awareness of Active Adult programs at city
facilities

INCLUSION
Reexamine needs of the population by functional
ability level
Maximize relationships throughout community
and within the city
Determine future direction of Inclusion services

CENTER AND SCHOOL PROGRAMS
Maximize resources and collaborative use of
community centers
Broaden access (language, disability, age groups,
teens, transportation, etc.)
• Review delivery of inclusion services for people with developmental disabilities and physically challenges
• Develop a plan or policy addressing services the
department will provide to accommodate functional
ability needs
• Continue, and increase, inter-agency collaborations
• Revitalize prior community collaborations
• Continue to advocate independent living
• Expand access for people with physical challenges
• Explore feasibility of further integration of facilities, programs and personnel among recreation providers in
the community
• Build upon existing relationships with community
agencies
• Examine opportunities for more center-based teen,
senior, and active adult programs
• Coordinate classes and activities department-wide for consistency, efﬁciency and effectiveness
• Work with other city departments and outside
agencies that could help address participants’ access
issues
• Increase youth, teen, senior, and active adult
programming at city facilities/ﬁelds and schools
• Plan for community centers’ programming to be both
community oriented and more geographically based
(e.g. broad-based and local market based)
7 City of El Cajon Parks & Recreation Department Strategic Plan 2024-2029

Optimize volunteer program
Improve marketing and communications
Enhance staff training and development

COMMUNICATIONS
Determine current recreational interests

STAFF AND VOLUNTEERS
Review staff organization
Optimize the use of existing facilities and ﬁelds

FACILITIES AND FIELDS
Maximize citywide resources
8 • Develop a comprehensive volunteer management
system for capacity building purposes while
lessening the burden on the general fund to
expand parks and recreation services to the
community
• Identify current demand/needs
• Determine if data from existing Park Master Plan
survey is still valid
• Ensure that park and center designs meet community
needs
• Consider new survey tools and methodologies
• Establish a marketing strategy and plan incorporating needs assessment data
• Advocate and convey to stakeholders the broad
societal beneﬁts of recreation programs
• Commit to consistently communicating the mission
• Explore professional standards and certiﬁcations for
professional development, safety, and future needs
• Review certiﬁcation parameters for aquatic personnel
(full-time and part-time)
• Expand certifications for emergency shelter
management
• Develop training needs assessment
• Re-examine current staff structure, job
responsibilities, and job descriptions (full-time and
part-time staff)
• Work with Human Resources on a classiﬁcation study
to examine current staff structure, salary levels, and
job classiﬁcations (full-time and part- time staff)
• Develop a stafﬁng model for existing and future
recreational facilities, and involve Human Resources,
as appropriate
• Explore use of temporary sites
• Explore feasibility of using utility/stormwater
easements
• Explore increased use of passive resources
• Examine use of technology for improved efﬁciency and
cost savings (e.g. online field reservations)
• Redevelop a schedule of rotating use of city ﬁelds and recreational facilities that allows for improved facility maintenance and ﬁeld rejuvenation ensuring the safety
of all participants.
• Re-examine current procedures for ﬁeld allocations to youth and adult sports teams
• Re-examine joint use of ﬁelds and facilities with
the Cajon Valley Union School District to determine
ways to improve service to the public
City of El Cajon Parks & Recreation Department Strategic Plan 2024-2029 • Continue to plan and implement the renovated
facilities and expand parks through the El Cajon 2030
Plan
• Give priority to Environmental Justice Communities
for programming park and facility improvements.
• All proposed recreational facility and park
improvements will be reviewed in accordance with
the California Environmental Quality Act.

FINANCE
Broaden revenue opportunities
Preserve departmental budgetary resources
Align ﬁnancial practices, reporting capabilities
and expenditures with Strategic Plan

MANAGEMENT/DEPARTMENT INITIATIVES
Commit to the Mission, Vision, and Values and
operate the Parks & Recreation Department in an
ethical and professional manner that is
responsive to, and valued by, the public and staff
• Broaden staff involvement and understanding in
ﬁnancial planning and evaluation
• Identify both costs and beneﬁts of programs
• Redevelop balanced guidelines for the extent of cost
recovery possible for department programs
• Maintain Parks & Recreation as an essential city
service
• Advocate to ensure continued city ﬁnancial support
and improve public and decision-makers’ support for
Department’s programs
• Continue to connect with the community through
citywide and localized events
• Explore alternative sources of revenues/support, (e.g., grants, fundraising, concessions, sponsorship)
• Explore opportunities for collaborative funding
• Increase revenues from non-General Fund sources
• Ensure the Recreational management team provides
staff with the information, resources, educational
opportunities, support, and direction to meet the needs of the public
• Align Department initiatives and goals with the city’s strategic themes
• Continue to commit to outcome-based program
management and a performance measurement system
• Improve program efﬁciency
• Commit to advance planning and ongoing assessment
• Be more customer focused of diverse populations
• Continue to provide safe and secure programs and
facilities to the public by a well-trained staff
• Develop a clear organizational structure that supports decision-making, teamwork, risk taking, problem solving and innovation
• Develop a decision-making process and structure that
supports decisions being implemented
• Enhance lines of communication and support the
ﬂow of information and feedback between and among
managers and staff
• Continue to commit to universal accessibility
9 City of El Cajon Parks & Recreation Department Strategic Plan 2024-2029 City Council
City Manager
Graham Mitchell
Bill Wells, Mayor
Phil Ortiz, Deputy Mayor
Steve Goble
Gary Kendrick
Michelle Metschel
City of El Cajon
Parks & Recreation Department
200 Civic Center Way
El Cajon, CA 92020
619-441-1754
www.elcajonrec.org
parks & recreation
master plan
Revised February, 2024
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THE CITY OF EL CAJON
PARKS it
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El Cajon 2030
This Parks & Recreation Master Plan is created to
support the originally created “El Cajon 2030:

Connecting People with Parks” Plan adopted by El
Cajon City Council in April 2019. That plan was part of a National Recreation & Park Association (NRPA)
Technical Assistance Grant first received in the spring of 2018. That year, El Cajon was the only California
City to receive the grant. The grant was intended to
increase park access to the citizenry and El Cajon was
able to also turn that document into a parks master
plan document.

Starting in 2022, the El Cajon Parks & Recreation
Department started down the path seeking
accreditation from the NRPA. As such, we needed to
update El Cajon 2030 with relevant data for a
refreshed parks and recreation master plan that
included some features beyond El Cajon 2030. Those
updates start on page 40 of this document, which
follows El Cajon 2030.
forward
Frank Carson, Parks & Recreation Director, City of El Cajon iiE L C A J O N 2 0 3 0 • U P D A T E D
~~
El Cajon 2030
EL CAJON 2030

CONNECTING

PEOPLE WITH PARKS
El Cajon 2030
with Parks
EL CAJON 2030

CONNECTING

PEOPLE WITH PARKS
APRIL 2019
El Cajon 2030
Connecting People
with Parks

CITIZENS OF EL CAJON
Thank you to the hundreds of youth, parents
and community members and stakeholders who
participated in the 18 community meetings hosted
between January and April 2019 to finalize the plan.

CITY OF EL CAJON
Bill Wells, Mayor
Steve Goble, Deputy Mayor
Gary Kendrick, Council Member
W .E. Bob McClellan, Council Member
Graham Mitchell, City Manager
Vince DiMaggio, Assistant City Manager

CITY OF EL CAJON TECHNICAL TEAM
Frank Carson, Director of Recreation
Melissa Devine, Senior Planner
Senan Kachi, Assistant Engineer
Timothy Williams, GIS Analyst
Gregory Smith, GIS Technician

CIVIC GROUP LEADERS
Mohammed Tuama, Newcomer Support &
Development
Carol Lewis, El Cajon Collaborative Coordinator

CAJON VALLEY UNION SCHOOL DISTRICT
Dr . David Miyashiro, Superintendent
Sergio Navarro, Lexington Elementary Principal
Sara Robinson, Magnolia Elementary Principal
Ryan Satterfield, Meridian Elementary Principal
Christine Sphar, Johnson Elementary Principal
Brian Handley, Chase Avenue Elementary

NATIONAL RECREATION & PARK ASSOCIATION
Rachel Banner, Senior Program Manager
Jared Mummert, Program Specialist

TRUST FOR PUBLIC LAND
Breece Robertson, Vice President and Director of GIS
& Planning
Becky Bremser, Senior Director
Harris Solomon, Associate Director

URBAN LAND INSTITUTE
Bridget Stesney, Senior Director
Vie Duncan, Senior Associate
Heather Foley, Executive Director of ULI San Diego–
Tijuana

MIG, INC
Cindy Mendoza, Director of Parks + Recreation
Lauren Schmitt, Principal
Andy Pendoley, Director of Planning &
Community Engagement

ACKNOWLEDGEMENTS

CONTENTS
Chapter 1: Introduction 1
Planning Process
Planning Context
Demographic Snapshot
Community Engagement
Chapter 2: Needs and Priorities for El Cajon’s 7
Park and Recreation System
Inventory of Parks and Facilities
10-Minute Walk Access Analysis
Community Needs and Priorities
Chapter 3: Potential Solutions 19
i. Acquiring Park Land
ii. Creating Small-footprint Parks
iii. Adding Small-scale Park Amenities
iv. Repurposing Underperforming Spaces
v. Joint Use with Schools and Public Facilities
vi. Rethinking Streets
vii. Rethinking Infrastructure
viii. Partnering with Non-Profit and Private Property Owners ix. Flexible Programming
Chapter 4: Recommendations and Implementation 33
Filling Gaps in 10-Minute Walk Access
Improving Park Quality
Action Plan
Appendix
Public Engagement Results
1EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ INTRODUCTION Recommendations & Action Plan
March–April 2019
Community Engagement &
Needs Assessment
January–April 2019
01 INTRODUCTION
Everyone benefits from living within walking distance
of park. That’s the simple logic behind the 10-Minute
Walk campaign led by the Trust for Public Land (TPL),
the National Recreation and Park Association (NRPA),
and the Urban Land Institute (ULI). As a recipient
of the first round of 10-Minute Walk Planning &
Technical Assistance grants, the City of El Cajon
embarked on a planning process aimed at increasing
access to high quality parks for everyone in the city.

As a built-out city with a legacy of limited and
varyingly distributed parkland, El Cajon faces
particular challenges in increasing park access for
the 44 percent of residents who are park deficient
today. This El Cajon 2030: Connecting Parks with
People plan builds on the great strides El Cajon has
made to address access challenges while balancing
the competing needs of more than 105,000 diverse
residents. This Plan recommends strategies and
realistic solutions to fill in the remaining gaps,
drawing from a community engagement effort
especially targeting those areas of El Cajon that are
“underparked.”
Planning Process
El Cajon leveraged the opportunity provided by the
Planning & Technical Assistance Grant to conduct a
strategic planning process based on a broad-reaching
community engagement campaign. This resulting
plan, known as El Cajon 2030, serves as the City’s
10-Minute Walk Plan: Connecting People with Parks.

The planning process is outlined in Figure 1.

Analysis
October–December 2018
• TPL provides ParkServe™ GIS data
• El Cajon conducts additional analysis
• El Cajon identifies areas lacking 10-minute
access
• El Cajon secures consultant technical assistance
• El Cajon and consultant design engagement tools
• El Cajon and consultant conduct community
workshop
• El Cajon uses engagement tools to conduct
outreach campaign
• El Cajon and consultant document and analyze
results
• Consultant conducts additional analysis to define
“search areas” and access needs
• Consultant identifies potential solutions
• El Cajon and consultant develop action plan
• El Cajon adopts the plan
Figure 1. Planning Process
2 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS
Planning Context
El Cajon is located within San Diego County, 15 miles
east of San Diego, between the cities of La Mesa
and Santee. It’s a small city (14.4 square miles) that
was incorporated in 1912. Known for its residential
neighborhoods, El Cajon is also a regional retail
center, a health care center, and home to corporations
including nationally known Taylor Guitars.

Figure 2 shows El Cajon’s location within San Diego
County and the transportation infrastructure
that connects the city to the larger region. This
infrastructure creates challenges for walkability:

Interstate 8 bisects the city, and State Route 67
creates a barrier between east and west that is
compounded by the presence of Gillespie Field,
the airport at the north end. In addition, the west
side of El Cajon is hilly with a disconnected street
network that responds to the topography. These
factors affect the travel distance and routes people
use to get to parks.

Figure 2: El Cajon’s Physical Context
8 8
8 67
67 125
125
52 Mission Trails
Regional Park Sentee
La Mesa
San Diego
San Diego County
San Diego County
El Cajon
3EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ INTRODUCTION As shown in Figure 3, El Cajon is dominated by
residentially zoned areas, including a mix of single
family and multi-family areas. These residential areas
are the places where parkland within a 10-minute
walk is desired. In addition, commercial and
manufacturing land uses are primarily aligned along
the transportation corridors and around the airport.

There are very few vacant parcels of land throughout
the city, in residential or non-residential areas, which means there are limited opportunities to create new
parks, especially larger ones.
8 8
8 8
67125
52 FUERTE
1ST

MADISON

BROADWAY

PROSPECT
FANIT
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AMACA

GREENFIELD

JOHNSON

MARSHALL

MAGNOLIA
3RD2ND

JAMACHA
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PEPPER

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CHASE

BANCROFT
LEMON
AMAYA
DALLAS

SEVERIN

LA CREST
A
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A GRANDE
MAIN
MAIN

HACIENDA
VERNON

WESTWIND

HILLSDALE
GRAVES
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GRANITE HILLS

SWALLOW
ROYAL

WILLOW GLEN

AVOCADO

MELROSE

LAKE MURRA
Y

LEXINGTON

COWLES MTN
NAVAJO

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BALLANTYNE
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VES
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° 0
1 1.5 mile0.5City of El Cajon
Legend
Parks
Streets
Airport
Zoning
Planned Residential
Development
Ofﬁce Professional
Residential, Single Family
Residential, Multi-Family
Commerical
Open Space
Heavy Commercial
Manufacturing
Figure 3: Land Use and Zoning
D
- -- --- -
El Cajon 2030
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4 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS

DEMOGRAPHIC SNAPSHOT
El Cajon’s population of approximately 105,000
residents is ethnically and culturally diverse, and
the city has been a hub for refugees. Forty-three
percent of El Cajon residents speak a language other
than English at home, with 21 percent of residents
reporting that they speak English less than very
well.1 The city is home to a large Spanish-speaking
community, as well as a Middle Eastern community
that primarily speaks Arabic and/or Chaldean.

Figure 4 shows El Cajon’s demographic profile from
the 2013–2017 American Community Survey.
1 U.S. Census Bureau, 2013–2017 American Community Survey 5-Year Estimates
El Cajon is a young community, with 26 percent of
residents younger than 18 years old and 52 percent
of the population younger than 35, suggesting a
large number of young families and young adults.

Comparatively, 42 percent of California’s population
is younger than 35. The city’s median household
income is $49,445, compared to a statewide
median income of $67,169. Twenty-three percent of
residents live below the poverty line. 2 This income
may suggest a lack of discretionary income to spend
on traveling to parks or participating in recreation
programs located beyond walking/biking distance.
2 U.S. Census Bureau, 2013–2017 American Community Survey 5-Year Estimates
Figure 4: El Cajon Community Race and Hispanic Origin
(2013–2017 American Community Survey)
White
Black or African American
American Indian and Alaska Native
Asian
Native Hawaiian and Other Pacific Islander
Some other race
Not Hispanic
Hispanic or Latino (of any race)
Note: Percentages add to more than 100% because U.S.

Census participants can identify as more than one race. 79%
8%
2%
6%
2%
11%
71%
29%

5EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ INTRODUCTION Community Engagement
The community engagement process for El Cajon
2030 was designed to reach key populations—
including youth—and to be efficient and informative
for audiences of different ages, ethnicities and
geographies. For these reasons, El Cajon and the
consultant team developed a set of five questions
that could be used in multiple settings and formats.

These questions were translated into Spanish and
Arabic, and multi-lingual staff were present at the
outreach sessions.
5 Outreach Questions

1. Where do you go to recreate or play?

2. Only 44 percent of El Cajon residents
live within a 10-minute walk of a
park.
—Which park is closest to your home?
—Which park do you go to most
frequently?

3. What are the greatest recreation
needs in our city?

4. Are there any opportunities in your
neighborhood or in the city to add
a new park or recreation activity?
Where? What is needed there?

5. Please share additional comments or
ideas.

Outreach
Session Date
Target
Audience
Community
Workshop
January 26, 2019 Adults
Anza February 12, 2019 Adults
Johnson February 14, 2019 Adults
Chase February 21, 2019 Adults
Chase February 28, 2019 4 th and 5th
graders
Johnson February 28, 2019 Adults
Johnson February 28, 2019 3 rd and 4th
graders
Lexington March 1, 2019 3 rd, 4th and 5th
graders
Meridian March 15, 2019 4 th and 5th
graders
Magnolia April 12, 2109 Adults
Table 1: Summary of Community Engagement Opportunities
In addition, younger youth were invited to respond
to questions 1, 2 and 3 and the My Dream Park
drawing activity, where they were asked to draw,
color and describe the type of park amenities
desired near them.

Table 1 summarizes the community engagement
opportunities provided during the planning process.

The Appendix includes a compilation of results from
these activities.
6 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS
El Cajon held workshops and meetings with adults and elementary school youth in English, Spanish and Arabic.

El Cajon’s youth provided ideas for the future in “My Dream Park” drawings.

Ill II
·~
7EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES 02 NEEDS AND PRIORITIES
This chapter provides an overview of El Cajon’s
existing parks and facilities, presents the results of the 10-minute walk analysis, and discusses community
needs and priorities.

Inventory of Parks and Facilities
El Cajon has approximately 120 acres of parkland.1 Of
that acreage, 17 percent is provided in joint use sites owned by local school districts. Even including the
school sites, only 1.3 percent of El Cajon’s total land area within the city is parkland.

El Cajon provides far less parkland than many high-
density or low-density cities. TPL’s ParkScore™ data
show that 9 percent is the median figure for parkland
as a percentage of city area for medium high-density
cities, a category that includes Chula Vista, San
Jose and Stockton. For medium low-density cities,
a category that includes Fremont, Fresno, Irvine,
Riverside, Sacramento and San Diego, the median
figure is 7.8 percent.

Table 2 on the next page summarizes the inventory of
El Cajon parks and joint use sites. As this table notes, Fire Station Park and Judson Park lack amenities,
and several other sites have limited amenities, often
due to their small size. While these sites count in
terms of providing some type of park access within
a 10-minute walk, they do not provide the quality of
recreation opportunities desired.
1 Though the City has a joint use agreement in place with Granite Hills High School, its acreage is not included in the 120-acre total because it is not open to the public.

Recreation and
Community Centers
Bostonia Center*
Fletcher Hills Center
Hillside Center*
Kennedy Center*
Renette Park Community Center*
Ronald Reagan Community Center
*includes gymnasium
Not included in the inventory of park land is the
53-acre Harry Griffen Park, which lies adjacent to
El Cajon and within the city boundaries of La Mesa.

Harry Griffen Park is a regional park operated as part
of a joint powers authority composed of the Helix
Water District, Grossmont Union High School District,
the County of San Diego, and the cities of El Cajon
and La Mesa. This site is counted in terms of the local access to parkland it provides to El Cajon residents.

In addition, Mission Trails Regional Park is nearby
and can be accessed from El Cajon by a trail near
Grossmont College. Mission Trails is a large park with
60 miles of hiking, mountain bike and equestrian trails and a rock climbing area, among other amenities.
8 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES Site Name
Joint Use
Site
Recreation
Center Gymnasium Park Amenities
Albert Van Zanten Park Playing fields, ballfields, courts, restroom Bill Beck Park Playground, picnic tables, fitness court Bostonia Park
● ●
Playing fields, courts, playground, picnic
tables, fitness court
Cajon Valley Middle
School Park ● ●
Playing fields, courts, ballfields, basketball
courts (lighted), restroom
El Cajon Centennial Plaza Amphitheater/stage, picnic tables El Cajon Valley High
School ●
Playing courts, tennis courts, basketball
courts, restroom
Fire Station Park None
Fletcher Hills Park and
Pool ●
Playing courts, playground, picnic tables,
basketball courts, swimming pool
Granite Hills High School ● Use of site per joint use agreement Hillside Park ● ● Playing fields, picnic tables, restroom Judson Park None
Kennedy Park and
Skatepark ● ●
Playing fields, courts, playground, picnic
tables, ballfields, skatepark, restroom
Prescott Promenade Amphitheater/stage
Renette Park
● ●
Playing fields, courts, playground, picnic
tables, amphitheater/stage, basketball courts
(lighted), restroom
Ronald Reagan
Community Center ●
None
Stoney’s Neighborhood
Park
Playground
Tuttle Park Playing fields, ballfields, restroom
Wells Park and Offleash
Dog Park
Playing fields, playground, picnic tables, fitness
court, ballfield, off-leash dog park, restroom
Table 2: El Cajon’s 2019 Park Inventory
Though it has very limited park land, El Cajon is fortunate to have six indoor recreation centers—four with
gymnasiums—that support recreation for residents.

According to NRPA Park Metrics data, El Cajon provides a higher level of service for recreation centers and almost twice the level of service in terms of number of residents per facility than the median for agencies serving more
than 2,500 people per square mile.

In addition, El Cajon has amphitheater/stage areas at
three sites, a large off-leash area that includes a dog agility course, an outdoor swimming pool and a formal
skate park. This does not include the off-leash area
and amphitheater at Harry Griffen Park.
9EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES El Cajon’s parks provide essential green space and recreation opportunities 10 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES 3 2
Mission Trails
Regional Park
Harry Griffen
Park
Hillside Park
Bill Beck
Park
Fletcher
Hills Park
Fire Station Park
Mission Trails
Regional Park
Harry Griffen
Park
Hillside Park
Bill Beck
Park
Fletcher
Hills Park
Fir e Station Park
8 8
125
52PROSPECT
FANIT
A
CUY
AMACA
CUY
AMACA

MARSHALL
WELD

BANCROFT
LEMON
AMA
YA
DALLAS

SEVERIN
GLEN

HACIENDA

WESTWIND
MESA
CONRAD

SWALLOW

LAKE MURRAY

COWLES MTN
NAVAJO
LEMON
City of El Cajon
Legend
Parks
Open Spaces or Preserves
Other Landscaped Areas
Railway ROW
Streets
Airport
El Cajon’s Parkland
Figure 5 illustrates the location of El Cajon’s parkland, along with parks owned by other agencies in and near
El Cajon, open spaces and preserves, schools and
colleges. The is the base map used for the 10-minute
walk analysis.

Figure 5: Parkland Base Map
11EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES L
Cajon Valley High
Cajon Valley Middle
Granite
Hills High
1 4
5 6
Wells
Park
Tuttle Park
Albert Van
Zanten Park
John F.

Kennedy Park
Renette Park
Cajon Valley
Middle School ParkJudson Park
Bostonia
Park
Prescott
Promenade Park
El Cajon Centennial
Plaza Park
Stoney’s
Neighborhood Park
Magnolia Park
Wells
Park
Tuttle Park
Albert Van
Zanten Park
John F.

Kennedy Park
Renette Park
Cajon Valley
Middle School ParkJudson Park
Bostonia
Park
Prescott
Pr
omenade Park
Stoney’s
Neighborhood Park
Magnolia Park
El Cajon Centennial
Plaza Park
8 8
67 FUERTE
1ST

MADISON

BROADWAY

GREENFIELD

JOHNSON

MAGNOLIA
3RD2ND

JAMACHA
PEPPER

GREENFIELD

WASHINGTON WASHINGTON
CHASE

GAY RIO

LA CREST
A
VIST

A GRANDE
MAIN
MAIN
VERNON

HILLSDALE
GRAVES

GRANITE HILLS
ROYAL

WILLOW GLEN

AVOCADO

MELROSE

LEXINGTON

MOLLISON

HORIZON HILLS

HIDDEN MESA

MAGNOLIA

BALLANTYNE
GRA
VES
PEPPER

HILLSDALE
° 0
1 1.5 mile0.5Schools with Joint
Use Agreements Bostonia Center
Fletcher Hills Center
Ronald Reagan Community Center
Hillside Center
Kennedy Center
Renette Park Community Center
Recreation Centers
1 2
3 4
5 6

El Cajon 2030
Connecting PeopJe with Parks
12 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES 10-Minute Walk Access
TPL provides a cursory evaluation of areas in El Cajon
served by a park within a 10-minute walk. TPL’s
methodology considers publicly owned local, state,
and national parks; school parks that have a joint-use
agreement with the local government; and privately-
owned parks that are managed for full public use. The
ParkServe® analysis shows 10-minute walk service
areas using Esri’s Network Analyst extension. The
10-minute walk is approximated by a one-half mile
travel distance. The analysis factors in physical barriers such as highways, train tracks, and rivers.

For each park service area, the ParkServe® team
created demographic profiles showing race/
ethnicity, age, and income based on 2017 US Census
Block Group estimates provided by Esri. For more
information, see the ParkServe® website: https://
parkserve.tpl.org/about/
Based on the population data reported in ParkServe®,
just over 47,000 of El Cajon’s 105,000 residents (44
percent) have access to a park within a 10-minute
walk. Nationally, the average is 54 percent.

To ensure the 10-Minute Walk Access Analysis for
El Cajon is based on current data, the analysis was
updated by El Cajon’s GIS staff. The analysis applies
TPL’s ParkServe® methodology with updated park and
land use Geographic Information System (GIS) data.

Figure 6 shows the result of the updated analysis. In
addition to the parks listed in City’s inventory (Table 2), this analysis incorporates Harry Griffen Park and
Grossmont College, both which provide recreation
opportunities and open space. In the map, the shaded
areas within the city illustrate all areas served within a 10-minute walk of a park. These service areas have
irregular shapes because they reflect the actual paths
of travel to nearby park sites.

Figure 6: 10-Minute Walk Analysis
3 2
Mission Trails
Regional Park
Harry Griffen
Park
Hillside Park
Bill Beck
Park
Fletcher
Hills Park
Fire Station Park
Mission Trails
Regional Park
Harry Griffen
Park
Hillside Park
Bill Beck
Park
Fletcher
Hills Park
Fir e Station Park
Grossmont
College
Chaparral High
Flying Hills
Elementary
Northmont Elementary
Our Lady of Grace
Catholic School
Gr
ossmont Union
High School District
Special Education
8 8
125
52PROSPECT
FANIT
A
CUY
AMACA
CUY
AMACA

MARSHALL
WELD

BANCROFT
LEMON
AMA
YA
DALLAS

SEVERIN
GLEN

HACIENDA

WESTWIND
MESA
CONRAD

SWALLOW

LAKE MURRAY

COWLES MTN
NAVAJO
LEMON
City of El Cajon
Legend
Parks
Open Spaces or Preserves
Other Landscaped Areas
Railway ROW
Streets
Airport
Non-residential
Areas
13EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES L
1 4
5 6
Wells
Park
Tuttle Park
Albert Van
Zanten Park
John F.

Kennedy Park
Renette Park
Cajon Valley
Middle School ParkJudson Park
Bostonia
Park
Prescott
Pr
omenade Park
Stoney’s
Neighborhood Park
Magnolia Park
El Cajon Centennial
Plaza Park
Johnson
Elementary
Cajon Valley High
Regional Education CenterUnion School
District Of
ﬁce
EJE Academies
Charter
Emerald Middle
Chase Ave.

Elementary
Anza Elementary
Lexington
Elementary
Holy
Trinity
Catholic Meridian Elementary
Granite
Hills High
Christian
Uniﬁed Schools
Seventh-Day
Adventist Christian
Bostonia
Language Academy
Greenﬁeld Middle
St. Kieran’s Catholic
Magnolia Elementary
Naranca
Elementary
Sevick
Montgomery Middle
Cajon Valley Middle
8 8
67 FUERTE
1ST

MADISON

BROADWAY

GREENFIELD

JOHNSON

MAGNOLIA
3RD2ND

JAMACHA
PEPPER

GREENFIELD

WASHINGTON WASHINGTON
CHASE

GAY RIO

LA CREST
A
VIST

A GRANDE
MAIN
MAIN
VERNON

HILLSDALE
GRAVES

GRANITE HILLS
ROYAL

WILLOW GLEN

AVOCADO

MELROSE

LEXINGTON

MOLLISON

HORIZON HILLS

HIDDEN MESA

MAGNOLIA

BALLANTYNE
GRA
VES
PEPPER

HILLSDALE
° 0
1 1.5 mile0.5Areas within
a 10-minute
walk of a park
Bostonia Center
Fletcher Hills Center
Hillside Center
Kennedy Center
Kennedy Skatepark
Renette Park Community Center
Recreation Centers
1 2
3 4
5 6
Public Schools/
Colleges
Private Schools
Schools with Joint
Use Agreements
If
If
If
• • • • • • •
-
El Cajon 2030
Connecting PeopJe with Parks
14 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES Community Needs and Priorities
The community engagement process provided
insights into the needs and priorities of both adults
and children. This section reviews results from the five meetings with adults in response to the five outreach
questions. It also provides high level content analysis of the “My Dream Park” drawings completed by
children at Chase, Johnson, Lexington and Meridian
Elementary Schools. The community’s input directly
shaped the potential solutions presented in Chapter 3
and influenced the recommendations in Chapter 4.

QUESTION 1:

WHERE DO YOU GO TO RECREATE OR PLAY?
Adults report using parks as the most frequently
visited place for recreation and play, underscoring the importance of parks even in a community where many
don’t have access to a park within walking distance.

For these participants, parks are used for recreation
even more often than their own yards. Schools and
libraries are also common places for recreation.

Private recreation space/pools at their place of
residence and churches are the two most typically
visited places for recreation, besides home, that are
owned privately or by a non-profit. These responses
indicate that other public spaces such as schools and
libraries are already being used for recreation, as are churches. These places may offer opportunities for
partnerships to expand park access.

Figure 7 depicts the results by meeting. Table 3 shows
the totals across all meetings held with adults.

1. Where do you go to recreate or play?
(Select all that apply) Total
My yard/ home 52
Parks (city or country) 60
Schools 22
Boys & Girls Club 5
Private recreation space or pool where I live 26
Private fitness/ health club 13
Church/ place of worship 20
Public Library 23
No time/ ability to recreate 4
Table 3: Adult Responses to Question 1
Figure 7: Adult Responses to Question 1 By Meeting
No time/ability to recreate
Public Library
Church/place of worship
Private fitness/health club
Private recreation space or pool where I live
Boys & Girls Club
Schools
Parks (city or county)
My yard/home
0 20 5010 30 40 60
Anza: Feb. 12, 2019
Johnson: Feb. 14, 2019
Chase: Feb. 21, 2019
Magnolia: Apr. 12, 2019
Johnson: Feb. 28, 2019
15EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES QUESTION 2:

WHICH PARK IS CLOSEST TO YOUR HOME? WHICH
PARK DO YOU GO TO MOST FREQUENTLY?
Renette and Wells Parks were cited most frequently
by participants as being the park closest to home,
and both were also noted as frequently visited parks.

Magnolia Elementary was also mentioned, as was the
mall’s play area.

In El Cajon, in addition to Renette and Wells being
noted as frequently visited by respondents, Kennedy
and Harry Griffen Parks also were mentioned by
respondents. Outside of El Cajon, Santee and Balboa
Parks were mentioned by multiple respondents
as frequently visited parks. The parks cited by
respondents as frequently visited all have a variety of amenities at one location, allowing for a longer stay
and providing more to do. Though El Cajon’s parks are
smaller, there are opportunities to increase the variety of amenities at existing sites and to provide a mix of
amenities and features at new sites.

Renette
Wells
KennedyBostonia Rec Center
Lindo Lake
Library
Bill Beck
Stoney's Neighborhood Park El Cajon City Park
Rancho San Diego
Figure 8: Which Park is Closest to Your Home?
Renette
Wells
Harry Griffen
Kennedy
Balboa
Santee
Hilton Head
Lindo Lake
Bostonia
LibraryRancho San Diego Stoney's
Figure 9: Which Park Do You Go To Most Frequently?
16 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES QUESTION 3:

WHAT ARE THE GREATEST RECREATION NEEDS IN
OUR CITY?
Though Question 3 asked respondents to choose
their top three, a number chose multiple answers. All
answers were counted in the analysis. The responses
to this question indicate that while playgrounds, picnic areas and safe places to walk are high priority needs,
there are many needs in El Cajon. All of the options
were selected by multiple respondents. Dog park was
the option selected least frequently, likely because El Cajon has a large dog park and agility area.

QUESTIONS 4 AND 5
Questions 4 and 5 provided an opportunity for
respondents to provide ideas about opportunities
in their neighborhoods and to provide additional
comments.

People mentioned sites such as vacant lots, schools
such as Magnolia, and their concerns about safety.

Many indicated a need for safe places for kids to play, a desire for larger parks (such as Harry Griffen), and
Figure 10: Adult Responses to Question 3 By Meeting
More recreation activities
More nature
More green space
Community gardens
Skate or bike parks
Dog parks
Safe places to walk
Picnic and places for families to gather
Grass areas for sports
Courts for basketball, tennis, futsal, etc.

Playgrounds
0 20 5010 30 40
Anza: Feb. 12, 2019
Johnson: Feb. 14, 2019
Chase: Feb. 21, 2019
Magnolia: Apr. 12, 2019
Johnson: Feb. 28, 2019

3. What are the greatest recreation
needs in our city? Total
Playgrounds 51
Courts for basktball, tennis, futsal, etc. 32
Grass areas for sports 29
Picnic and places for families to gather 43
Safe places to walk 39
Dog parks 10
Skate or bike parks 18
Community gardens 18
No time/ ability to recreate 4
More green space 13
More nature 19
More recreation activities 17
Table 4: Adult Responses to Question 3
interest in small improvements such as seating and
lighting. The full set of returned questionnaires is
included in the Appendix, where comments can be
reviewed in detail.

I
I
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I
I
I
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I
I
I
I
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17EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES “MY DREAM PARK”
Elementary school children at four schools created
224 drawings of “My Dream Park” and 27 students
wrote essays accompanied by drawings. These are
scanned and included in the Appendix. A review of
these drawings shows the creativity of El Cajon’s
youth in imagining park improvements, showing a
range of ideas for playgrounds and fields with a wide
variety of amenities and lots of green.

18 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ NEEDS AND PRIORITIES

19EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS 03 POTENTIAL SOLUTIONS
i. ACQUIRING

PARK LAND
Though El Cajon is largely built out, there are a few
vacant parcels in or near the city that may provide
opportunities for future park land acquisition. In
addition, other desirable properties may come up
for sale or may be secured by a long-term lease.

Various potential mechanisms for land acquisition,
described below, can be considered depending on
circumstances.

Direct Purchase or Fee Simple Acquisition
In many cases, a public agency purchases real
property from a willing seller at fair market value.

A fee simple purchase transfers full ownership of
the property, including the underlying title, to
another party.

Easement
An easement is a partial interest in real property.

Easements are especially applicable in situations
where the landowner is not interested in selling
their land but is willing to place an easement on the
property to dedicate the land for a specific purpose, in this case typically for park, recreation, conservation or trail purposes. The terms of an easement agreement
are negotiated between the private landowner and
This chapter describes eight potential solutions to
providing parks and recreation in areas currently
lacking access to a park within a 10-minute walk.

These approaches are tailored to El Cajon’s land
use and development patterns and community
priorities, and several solutions may be combined.

Each approach is defined, and the rest of the chapter
provides additional examples and case studies to
illustrate how other communities have applied
the solution.
the public agency to tailor the easement to needs
of each party. Easements may be acquired by
direct purchase or by donation.

Real Property Donations
A willing property owner may give real estate
or grant an easement as a donation to a public
agency. In some cases, a property owner may
sell the property at less than fair market value
to a public entity. This is called a “bargain sale”
and the property owner may deduct the value
donated from their federal taxes. A nonprofit
organization is often involved in cases where a
bargain sale occurs.

Life Estate
In some cases, a property owner may donate or
sell property to a public agency but retain a life
estate, through which they retain the right to use
the property for the duration of their life.

Land Dedication
Dedication of real estate is a required donation
of real property to a government for a public
20 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS purpose, typically resulting from a land use
or entitlement process. For example, cities
sometimes require a property owner to dedicate
right-of-way to widen as street or require
dedication of park land as part of a subdivision
process through Quimby Act provisions.

Land Trust
A land trust is an agreement through which one
party (the trustee) agrees to hold ownership of a
piece of property for the benefit of another party
(the beneficiary). A land trust can also involve a
private nonprofit organization tha—as all or part
of its mission—actively works to protect land,
often for conservation or affordable housing
purposes.

Land Swap
A land swap is a simultaneous, mutual transfer of
real property between willing parties.

Long Term Lease
A lease is a legal agreement granting the use of a
property in exchange for payment for a specified
length of time. For parks and recreation purposes,
the payment may be nominal (e.g, $1 per year)
and the term is often long. The custom of using
99 years as the term for long-term leases comes
from historic common law.

Conditions of Approval
Public agencies can require public use in some
cases as a condition of approval of a land use
action. Sometimes, public use is provided through
dedication or easement to a public agency, and
sometimes the private property owner retains
ownership but must provide public access. San
Francisco’s Privately Owned Public Open Spaces
are an example of this.
ii. CREATING

SMALL-FOOTPRINT PARKS
Many of El Cajon’s existing parks are small, sometimes
smaller than a typical residential lot. Future
opportunities for park development are likely to
occur on small sites as well. Through good design,
small-footprint parks can layer in a variety of uses
and different amenities to provide a rich visitor
experience. Case studies of successful small footprint
parks illustrate how other communities have made
the most of very small sites.

21EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS Hing Hay Park, Seattle
Hing Hay Park sits on less than 1 acre in Seattle’s
Chinatown International District. Redesigned in 2017, the park now includes a variety of small and flexible features including movable seating, outdoor fitness equipment,
café tables, ping pong tables, concrete seat walls,
performance space, and a plaza. The plaza, with pole
performance space, and a plaza. The plaza, with pole
sleeves and court linework, can be transformed into a
sleeves and court linework, can be transformed into a
badminton and pickleball court. The park has become
badminton and pickleball court. The park has become
a community hub supporting day-to-day activities as
a community hub supporting day-to-day activities as
well as a place for celebrations and events.
well as a place for celebrations and events.
warehouse and parking lot. The site is adjacent to a
warehouse and parking lot. The site is adjacent to a
heavily used regional bike path in a neighborhood that
heavily used regional bike path in a neighborhood that
is home to both multifamily housing and businesses. The is home to both multifamily housing and businesses. The park includes stormwater facilities, a basketball court, park includes stormwater facilities, a basketball court, amphitheater, picnic tables, children’s play area, art
fountain, and public restroom. Pathways, engaging
landscapes, and small grassy areas invite park users to make the most out of this small park.

Sterling Barnhart Park, Cupertino
Sterling Barnhart Park, Cupertino
This 0.6-acre park serves a residential neighborhood
This 0.6-acre park serves a residential neighborhood
in Cupertino that has been relatively underserved by
in Cupertino that has been relatively underserved by
parkland. The park includes a playground, benches, parkland. The park includes a playground, benches, chessboard tables, small open lawn, and picnic tables.

The park is next to a popular a multiuse path.
sleeves anal court line\l\.Ol'k, can be transformed int, baolmnton anal pickleball court . lhe park has beca
a col'Tl'T"iJnity hub supporting clay-to -clay activifiei v.ell as a place for celebrations anal evei
Doyle Hollis Park is a 1 .5-acre park built on a former /\.Olrehouse anal parking lot. lhe site is adjacent to a vily useol regional bike path in a neighbcrhoool that
me to both multifamily housing anal businesses. lhe
,rice inr.h ,n.,.< dnwn,11nt...,fnr.iliii.,.< n nnd.- ... ttnnll r.n, 1..t Sterling Barnl"
lhis 0.6-acre park serves a reside
in Cupertino that has been relafiv
22 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS iii. ADDING SMALL-SCALE

PARK AMENITIES
There are several opportunities in El Cajon to add park amenities to existing parks to add variety, interest, and recreation value—enhancing the quality of nearby
recreation opportunities. Examples of potential small-
scale park amenities are noted.

Ii . ,•
'I -~ _ • ...,,-: '-=:i I
23EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS Dog pork
24 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS iv. REPURPOSING UNDER-

PERFORMING SPACES
New spaces for parks and recreation may be hiding
in plain sight. Cities are re-imagining underutilized
or closed golf courses, airports, and industrial
facilities. Many of these facilities, with large,
open, flat spaces, are compatible with parks and
recreation uses. Some of these sites are being
re-naturalized and others repurposed into sports
facilities or arts and culture venues.

Within El Cajon, there may be spaces and places
that are no longer are needed for their original
purpose. These may be either public or privately-
owned spaces that are suitable for recreation uses.

Three case studies illustrate the creativity and variety other communities have taken in their approaches to
repurposing spaces for park land.

Ricardo Lara Linear Park, Lynnwood, California
Built in the early 1990s, the I-105 freeway created a
physical and visual barrier that divided the Lynnwood
community. A decade later, more than five acres of
vacant lots adjacent to an unused freeway embankment
were transformed into a mile-long, 45-foot wide park.

In a community that lacks good access to parks, Ricardo Lara Park offers a variety of recreation experiences
including: dog park, fitness stations, play structures, community gardening and education, and places to sit
and relax with artwork and landscaping.

The park improves connectivity between the
adjacent neighborhoods and connects with adjacent neighborhoods and connects with the regional LARIO Bike Trail. the regional LARIO Bike Trail. 1he park v..as clevelopecl wth stormv..ater management
funds from the State Water Board (Proposition 84).
25EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS Airport Park, Santa Monica, California
The City of Santa Monica has incrementally transformed
The City of Santa Monica has incrementally transformed
the Santa Monica airport into a city park. In 2015, 4 the Santa Monica airport into a city park. In 2015, 4 of the airport were transformed into a park with an of the off-leash dog area, playground, a synthetic turf sports off-leash dog area, playground, a synthetic turf sports field, picnic tables with BBQ grills, a 0.6-mile walking field, picnic tables with BBQ grills, a 0.6-mile walking loop, 118 parking spaces and bike racks and free City loop, 118 parking spaces and bike racks and free City wi-fi. As of Spring 2019, the City is preparing to add 12 wi-fi. As of Spring 2019, the City is preparing to add 12 acres to the park, including sports fields, a multipurpose acres to the park, including sports fields, a multipurpose great field, a jogging track, a community garden, great field, a jogging track, a community garden, and an elevated berm to view airplanes take-offs and and an elevated berm to view airplanes take-offs and landings.

The airport is scheduled to close in 2028, at which point The airport is scheduled to close in 2028, at which point Airport Park advocates hope the entire 227-acre airport Airport Park advocates hope the entire 227-acre airport will be transformed into park space.

Rose City Futsal, Portland, Oregon
Rose City Futsal, Portland, Oregon
Community members came together and converted
Community members came together and converted
a 30,000-square-foot former Standard TV & Appliance
a 30,000-square-foot former Standard TV & Appliance
outlet into a three full-size futsal fields and a pub.
outlet into a three full-size futsal fields and a pub.

The project was founded in 2013 by ten Portland
The project was founded in 2013 by ten Portland
families passionate about soccer who wanted to
families passionate about soccer who wanted to
create a public-private space where soccer fans and
create a public-private space where soccer fans and
players could celebrate. The fieldhouse is home to
players could celebrate. The fieldhouse is home to
adult and youth, pick-up games, skill-building
adult and youth, pick-up games, skill-building
events, and is rentable.
events, and is rentable.
lhe City
the
acres cf
off-lee
fiel1
loop,
w-fi.
acres tc
91 anol 011
lheai11
Airport I
26 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS v. JOINT USE WITH

SCHOOLS
El Cajon has joint use agreements in place and an
excellent relationship with its school districts. Expanding recreation opportunities through joint use has strong
potential in El Cajon, where there is a track record of success and the presence of additional public school
sites in several areas that currently lack park access.

New York City Schoolyards to Playgrounds, New YorkNew York City Schoolyards to Playgrounds, New York New York City Schoolyards to Playgrounds, New York
The New York City Department of Parks and The New York City Department of Parks andThe New York City Department of Parks and Recreation’s (DPR) Schoolyards to Playgrounds Program Recreation’s (DPR) Schoolyards to Playgrounds Program Recreation’s (DPR) Schoolyards to Playgrounds Program
converts elementary and middle school schoolyards to converts elementary and middle school schoolyards to converts elementary and middle school schoolyards to
community playgrounds for use by the general public community playgrounds for use by the general public community playgrounds for use by the general public
after school hours, on the weekends, and during school after school hours, on the weekends, and during school after school hours, on the weekends, and during school
breaks. The program is a cornerstone of Mayor Michael breaks. The program is a cornerstone of Mayor Michael breaks. The program is a cornerstone of Mayor Michael
R. Bloomberg’s long-term sustainability plan, PlaNYC, R. Bloomberg’s long-term sustainability plan, PlaNYC, R. Bloomberg’s long-term sustainability plan, PlaNYC,
and helps fulfill the goal of bringing all New Yorkers and helps fulfill the goal of bringing all New Yorkers and helps fulfill the goal of bringing all New Yorkers
within a 10-minute, half-mile walk of a park by 2030.within a 10-minute, half-mile walk of a park by 2030.within a 10-minute, half-mile walk of a park by 2030.

The program made the most of an existing and The program made the most of an existing andThe program made the most of an existing and underutilized asset—schoolyards— by improving 260 underutilized asset—schoolyards— by improving 260 sites across New York City, 71 of which were identified sites across New York City, 71 of which were identified as priority improvements sites. There are hundreds, if as priority improvements sites. There are hundreds, if not thousands of these spaces around the city that are not thousands of these spaces around the city that are closed every weekend, all summer, and every evening. closed every weekend, all summer, and every evening.

In some cases, just unlocking the gates opens an In some cases, just unlocking the gates opens an equipped playground. Other sites require renovations to equipped playground. Other sites require renovations to make them suitable for community use.make them suitable for community use. lhe Nev
Recreation's (DPR)S,
converts elementar
corrmunity playg1
after school hours, c
breaks. lhe prograr
R. Bloomoerg·s le
and helps fulfill
wthin a 10-mnu
lheprograr
27EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS Austin School Parks Pilot Project, TexasAustin School Parks Pilot Project, Texas The Green School Parks Initiative will create outdoorThe Green School Parks Initiative will create outdoor learning environments on 24 Austin Independent Schoollearning environments on 24 Austin Independent School District school campuses in neighborhoods with limitedDistrict school campuses in neighborhoods with limited park access. These school parks will serve as outdoorpark access. These school parks will serve as outdoor classrooms, providing garden-based education andclassrooms, providing garden-based education and play as a means to integrate nature experiences intoplay as a means to integrate nature experiences into school curriculum. The school parks will also serve theschool curriculum. The school parks will also serve the surrounding community during out-of-school time wheresurrounding community during out-of-school time where families can play, explore and connect with nature in afamilies can play, explore and connect with nature in a safe, convenient space. The Green School Park ProgramPark Program is a citywide initiative of the Austin Connecting Childrenis a citywide initiative of the Austin Connecting Children to Nature (ACCN) Program. Barrington Elementaryto Nature (ACCN) Program. Barrington Elementary School was the City’s first “Green School Park.”School was the City’s first “Green School Park.” Meadow Crest Playground, Renton, Washington
Meadow Crest playground leverages the location of a
Meadow Crest playground leverages the location of a
City of Renton park next to two public schools. Rather City of Renton park next to two public schools. Rather than building a new City park playground on the other
than building a new City park playground on the other
side of a fence from a school playground, the City and
side of a fence from a school playground, the City and
School District removed the fence. A new inclusive
playground was developed that includes play areas
specifically designed for two-to five-year-olds, five to-12- specifically designed for two-to five-year-olds, five to-12- year-olds, and all ages. The playground jointly serves the year-olds, and all ages. The playground jointly serves the adjacent schools and the greater Renton community.
adjacent schools and the greater Renton community.

It is open to the public Monday through Thursday after
It is open to the public Monday through Thursday after
4:30 p.m., and all day Friday, Saturday, and Sunday,
and during Renton School District breaks and holidays.
and during Renton School District breaks and holidays.
28 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS vi. JOINT USE WITH

PUBLIC FACILITIES
Public facilities (fire stations, libraries, etc.) and public infrastructure (substations, water supply facilities,
etc.) can offer land that can be used recreation by
adding park amenities. El Cajon’s Fire Station Park is
an example of this approach. Examples are provided
for these types of joint-use opportunities.

Roosevelt Park, Anaheim, CaliforniaRoosevelt Park, Anaheim, California Opened in 2006, Roosevelt Park in Anaheim is alsoOpened in 2006, Roosevelt Park in Anaheim is also a substation for Anaheim Public Utilities. As thea substation for Anaheim Public Utilities. As the first underground substation in the U.S., this utilityfirst underground substation in the U.S., this utility infrastructure project made use of new technology thatinfrastructure project made use of new technology that allowed it to be subsurface. The project created a newallowed it to be subsurface. The project created a new two-acre park while adding a substation to serve 25,000two-acre park while adding a substation to serve 25,000 residential customers.residential customers.

29EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS Harry Griffen Park, La Mesa and El Cajon, California
Harry Griffen Park was designed around Helix Water
District’s largest water storage tank, which is located under an open field in the park. This storage tank was
completed in 1978 on the site of Helix’s reservoir to
expand storage capacity. By design, the tank is located underground so a regional park could be built on top.

As part of the project, Helix worked with local public As part of the project, Helix worked with local public agencies to create a Joint Powers Authority to form,
agencies to create a Joint Powers Authority to form,
fund, operate and maintain Harry Griffen Park, working
fund, operate and maintain Harry Griffen Park, working
with Grossmont Union High School District, the County of with Grossmont Union High School District, the County of San Diego and the cities of El Cajon and La Mesa.

San Diego and the cities of El Cajon and La Mesa.
thority to form,
1 Park \/1.0rking
the County of
ancl La tv'esa.
30 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS HemisFair, San Antonio, TexasHemisFair, San Antonio, TexasHemisFair, San Antonio, Texas In 1968, San Antonio celebrated its 250th birthday with In 1968, San Antonio celebrated its 250th birthday with In 1968, San Antonio celebrated its 250th birthday with HemisFair ’68, an international exhibition built on a HemisFair ’68, an international exhibition built on a HemisFair ’68, an international exhibition built on a
92-acre site on the southwestern edge of Downtown. 92-acre site on the southwestern edge of Downtown. 92-acre site on the southwestern edge of Downtown.

Part of a neighborhood was demolished and streets Part of a neighborhood was demolished and streets Part of a neighborhood was demolished and streets
were removed, creating long superblocks. After the were removed, creating long superblocks. After the were removed, creating long superblocks. After the
fair, some structures were demolished, others left fair, some structures were demolished, others left fair, some structures were demolished, others left
vacant. The area has struggled to recover. vacant. The area has struggled to recover.vacant. The area has struggled to recover.

In 2010, the community decided to consolidate the on In 2010, the community decided to consolidate the on a roadway ramps and travel lanes, reduce the width of a roadway from 14 feet to 11 feet, reduce speeds to 35 miles per from 14 feet to 11 feet, reduce speeds to 35 miles per hour, and add a two-way bike lane on the west side of hour, and add a two-way bike lane on the west side of the road. That change resulted in three times as much the road. That change resulted in three times as much parkland, and bicycle and pedestrian connections parkland, and bicycle and pedestrian connections through the park and to the River Walk. through the park and to the River Walk. vii. RETHINKING

STREETS
Streets, public rights-of-way and parking lots typically take up 30 percent of the land area in American cities.

Rethinking how streets are used offers tremendous
potential to expand park access. Three examples are
highlighted that illustrate how other communities
have reconsidered their transportation infrastructure.

Hemisl
ri 1968, San Antonio celebrated
Hemis Fair • 68, an intemation
92-acre site on the southwester
Part of a neighborhood IM:llS d
were removed, creating long
fair, some structures were c
31EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS Bell Street Park, Seattle, Washington
Bell Street Park, Seattle, Washington
Seattle transformed a 4-block street section into a
Seattle transformed a 4-block street section into a
vibrant, safe and green public space. Bell Street Park
vibrant, safe and green public space. Bell Street Park
is a park—in a street. Street and park materials are
is a park—in a street. Street and park materials are
woven into a wall-to-wall tapestry of shared space
woven into a wall-to-wall tapestry of shared space
with meandering paving, seating and planting forming
with meandering paving, seating and planting forming
a unifying circuitry. It’s an outdoor living room for
a unifying circuitry. It’s an outdoor living room for
residents, while still serving cars, buses, bicycles and residents, while still serving cars, buses, bicycles and emergency vehicles. On summer weekends, buses emergency vehicles. On summer weekends, buses don’t run on the street, leaving space for vendors, don’t run on the street, leaving space for vendors, music and dancing, other entertainment, and general music and dancing, other entertainment, and general mingling and running around. This is the first section of mingling and running around. This is the first section of a planned park corridor that will eventually run all the way from South Lake Union to Elliott Bay.

Parking Lot Park, Morgan Hill, California
The City of Morgan Hill, transformed an underutilized The City of Morgan Hill, transformed an underutilized small surface parking lot in its quaint downtown into a small surface parking lot in its quaint downtown into a temporary park. A simple and low-cost arrangement temporary park. A simple and low-cost arrangement of turf, colorful seating made by local artists, and of turf, colorful seating made by local artists, and foam blocks was a big hit with the community. The foam blocks was a big hit with the community. The temporary park became a gathering place for temporary park became a gathering place for people shopping, dining, and working downtown. people shopping, dining, and working downtown.

Since the debut of the first pop-up park, the City has Since the debut of the first pop-up park, the City has opened a new pop-up park on another underutilized opened a new pop-up park on another underutilized Downtown parking lot. This temporary park includes Downtown parking lot. This temporary park includes new amenities: bike racks, benches, lighting, chalk new amenities: bike racks, benches, lighting, chalk boards, a youth library, and a donated grand piano. boards, a youth library, and a donated grand piano.

This pop-up park is sponsored by local businesses and This pop-up park is sponsored by local businesses and community members.
:hareol space
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32 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ POTENTIAL SOLUTIONS viii. FLEXIBLE

PROGRAMMING
El Cajon has established its own mobile recreation
program in a newly repurposed City land survey
vehicle now known as the #RecSquad. Recreation
programming can provide recreation opportunities
in places that lack parks, helping to fill gaps in park access. An example of a mobile recreation program is
noted below.

BREC on the Geaux, Baton RougeBREC on the Geaux, Baton Rouge BREC on the Geaux, Baton Rouge
BREC on the Geaux is a traveling recreation program BREC on the Geaux is a traveling recreation program BREC on the Geaux is a traveling recreation program
that brings recreational activities to “play deserts” in that brings recreational activities to “play deserts” in that brings recreational activities to “play deserts” in East Baton Rouge Parish. The program is operated from East Baton Rouge Parish. The program is operated from East Baton Rouge Parish. The program is operated from
colorful, 14-foot box trucks loaded with a variety of colorful, 14-foot box trucks loaded with a variety of colorful, 14-foot box trucks loaded with a variety of
equipment and games for all ages, including cardio equipment and games for all ages, including cardio equipment and games for all ages, including cardio
hula hoop, jump ropes, trampolines, hula hoop, jump ropes, trampolines, hula hoop, jump ropes, trampolines,
medicine/fitness balls and more. medicine/fitness balls and more. medicine/fitness balls and more.

BREC on the Geaux travels to community parks during BREC on the Geaux travels to community parks during BREC on the Geaux travels to community parks during
school holidays, to schools during recess, and to schools school holidays, to schools during recess, and to schools school holidays, to schools during recess, and to schools and housing complexes after school hours, bringing and housing complexes after school hours, bringing and housing complexes after school hours, bringing
equipment and staff to lead activities. The vans can also equipment and staff to lead activities. The vans can also equipment and staff to lead activities. The vans can also be rented for private events held at BREC facilities or be rented for private events held at BREC facilities orbe rented for private events held at BREC facilities or approved public locations. The program is run by BREC, approved public locations. The program is run by BREC, the parks and recreation provider for East Baton Rouge the parks and recreation provider for East Baton Rouge Parish with support from private foundations.Parish with support from private foundations.

BREC on
BREC en the Geauxis a trov
that brings recreational ac
East Baton Rouge Parish. lhe F
colorful, 14foot loox truck
equipment and games for
hula hoop,
meclici1
BREC on the Geauxtrovels tc
school holidays, to schools duri
and housing complexes CII
equipment and staff to lead ac
33EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ RECOMMENDATIONS AND IMPLEMENTATION 04 RECOMMENDATIONS AND

IMPLEMENTATION
Improving Park Quality
Public engagement results indicate that El
Cajon residents value the variety of recreation
opportunities provided at larger sites such as
Renette and Harry Griffen Parks. Though there are
areas of El Cajon that have a park within a 10-minute
park, many parks are small and have few amenities.

This means the quality of the park and its recreation
value may be lower than desired.

Though most of El Cajon’s parks are small, additional
small-scale amenities can be added to improve their
recreation value. In Chapter 3, Sections ii. Creating
Small-footprint Parks and iii. Adding Small-scale
Park Amenities illustrate potential ways to improve
existing parks.

In particular, El Cajon should prioritize “high need”
neighborhoods, as shown in ParkServe™ and parks
that do not have community centers for park quality
enhancements.

34 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ RECOMMENDATIONS AND IMPLEMENTATION Table 5: Park Search Areas
Filling Gaps in 10-Minute Walk Access
Table 5 delineates “Park Search Areas” and keys each
with an identifying letter . The “Park Search Areas”
are defined geographies with opportunities for park
enhancements that could serve surrounding areas
that lack a park within a 10-minute walk.

Park
Search
Area Description Recommendations
A North of Weld, Search Area A is located
in the northwest corner of El Cajon. It is
disconnected from other areas, but is
relatively small.

Explore using the “Other Landscaped Area” within the neighborhood for park use.

Consider improved bike and pedestrian connections to Grossmont College or Mission Trails Regional Park.

Another alternative is to serve the area with flexible programming.

B Search Area B is located directly west of
the airport and encompasses a vacant
parcel
Evaluate acquiring all or part of the vacant parcel for park use.

However, this land is not situated well to make significant improvements in 10-minute walk access.

Due to the location at the northernmost edge of El Cajon, connectivity to this site will be critical to its success as a public park.

C Search Area C is located on the west
boundary of El Cajon, north of Navajo (a
collector street).

Consider adding park amenities to one of the small landscaped areas.

Explore a partnership with Our Lady of Grace Catholic School.

Improve bike and pedestrian connections to Grossmont College.

D Search Area D is located south of Navajo
and Search Area C.

Consider creating stronger pedestrian connections across Navajo.

Explore a partnership to transform part of a private parking lot for park use.

E Search Area E is located in the middle
of a neighborhood with open space,
but no formal park. The neighborhood
is located in a hilly area and is
characterized by larger lots with private
yard space.

Secure formal public access to the open space lands.

Explore securing the vacant parcel for park use.

F Search Area F is located around
Chaparral High School.

Secure formal public access to the open space lands.

Explore a school park at Flying Hills Elementary or Chaparral High School.

G Search Area G is in a commercial/
industrial area.

Explore the feasibility of trail or park improvements in the railroad R.O.W., designed to serve the immediate area and potentially to be connected to neighborhoods to the west and south.

H Search Area H is located just outside the
10-minute walksheds for Bill Beck, Harry
Griffen, Fire Station and Fletcher Hills
Parks.

Improve bike and pedestrian connections, especially to Harry Griffen Park.

Secure formal public access to the open space lands.

Explore acquisition of vacant parcels along Main for park use.

I Search Area I is located to the east of I-8
and is outside the 10-minute walkshed of
Renette Park and several smaller parks.

Improve bike and pedestrian connections to Renette Park.

Explore the railroad R.O.W. for linear park opportunities, providing access along Palm Ave.

J Search Area J is wrapped by I-8 to the
west and north.

Explore a school park at Johnson Elementary.

Explore whether park improvements could be added to the I-8 R.O.W., similar to the Lynnwood case study.
35EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ RECOMMENDATIONS AND IMPLEMENTATION Park
Search
Area Description Recommendations
K Search Area K is an industrial and
commercially zoned area west of 67.

Explore whether vacant parcels in this area, if acquired for park use, could improve park access for areas east of 67, if pedestrian crossing improvements were implemented.

L Search Area L includes higher density
residential areas that are isolated by I-8
from parks to the south.

Convert “other landscaped areas” land to park use.

M Search Area M is located in the higher
density residential neighborhood around
Magnolia Elementary School.

Serve the area with a school park at Magnolia Elementary.

Explore acquisition of vacant land for development of a park, even if it is outside El Cajon city limits.

Explore converting “other landscaped areas” to park use.

N Search Area N includes the
neighborhood north of I-8, East of 67 and
south of Broadway.

Explore a school park at Naranca Elementary.

Explore suitability of “other landscaped areas” for integration of park amenities and uses.

Improve bike and pedestrian connections to Bostonia Recreation Center.

O Search Area O is a primarily residential
area on the northeast end of El Cajon,
north of Greenfield.

Explore acquiring vacant land for park use.

Improve bike and pedestrian connections to Van Zanten Park and to the open space lands east of El Cajon.

P Located east of I-8, Search Area P is cut
off from other neighborhoods.

Explore partnerships with other jurisdictions to acquire park land outside El Cajon city limits that would serve this area.

Q The neighborhood around Search Area
Q is characterized by higher density
residences.

Improve bike and pedestrian connectivity to Wells Park and Kennedy Park.

Actively pursue a parcel north of Main for park use.

R Search Area R is a residential area
identified as high need in ParkScore™.

Explore a school park at Sevick or Montgomery Middle.

Improve bike and pedestrian connectivity to Kennedy Park.

S Search Area S is a residential area
identified as high need in ParkScore™.

Explore a school park at Lexington Elementary or with Holy Trinity Catholic.

T This higher density Search Area is also
identified as high need in ParkScore™.

Explore a school park at Anza Elementary.

Explore suitability of “other landscaped areas” for integration of park amenities and uses.

U Search Area U is characterized by single
family homes with private yard space.

Explore a school park at Chase Elementary.

V Search Area V includes residential areas
south of Chase Avenue and outside a
10-minute walk from Tuttle Park.

Improve pedestrian and bike connections to Tuttle Park from Search Area V.

Explore acquiring vacant land or converting “other landscaped areas” to park uses.

W Search Area W is a residential
neighborhood located between
Washington and Chase.

Improve pedestrian and bike connections to Renette Park from Search Area Q.

Improve connections to Anza Elementary if a school park is established there.

Explore conversion of “other landscaped areas” to park uses.

X Search Area X is located east of
Jamacha/2nd Street, on the eastern end
of El Cajon.

Explore a school park at Meridian Elementary.

Consider conversion of “other open space lands” to a network of parks.

Y Search Area Y is located south of
Washington on the east side of El Cajon.

Explore the suitability of “other open space lands” for park uses.

Z Search Area Z is located on the east end
of El Cajon.

Explore partnerships with other jurisdictions to acquire park land outside El Cajon city limits that would serve this area.

Consider a partnership with Christian Unified Schools for public park access.

Table 5: Park Search Areas continued
36 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ RECOMMENDATIONS AND IMPLEMENTATION Figure 7: Park Search Areas
B
A
C
D
E
G
I
V
H
F
3 2
Mission Trails
Regional Park
Harry Griffen
Park
Hillside Park
Bill Beck
Park
Fletcher
Hills Park
Fire Station Park
Mission Trails
Regional Park
Harry Griffen
Park
Hillside Park
Bill Beck
Park
Fletcher
Hills Park
Fir e Station Park
Grossmont
College
Chaparral High
Flying Hills
Elementary
Northmont Elementary
Our Lady of Grace
Catholic School
Gr
ossmont Union
High School District
Special Education
8 8
125
52PROSPECT
FANIT
A
CUY
AMACA
CUY
AMACA

JOHNSON

MARSHALL
WELD

BANCROFT
LEMON
AMA
YA
DALLAS

SEVERIN
GLEN

HACIENDA

WESTWIND
MESA
CONRAD

SWALLOW

LAKE MURRAY

COWLES MTN
NAVAJO
LEMON
City of El Cajon
Legend
Vacant Parcels
Streets
Airport
Communications
and Utilities
Parks
Open Spaces or Preserves
Other Landscaped Areas
Railway ROW
Rail/ Transit Stations
37EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ RECOMMENDATIONS AND IMPLEMENTATION L
J
K
L
M
N
O
P
R
Q
S
T
W
U
V
X
Y
Z
Z
1 4
5 6
Wells
Park
Tuttle Park
Albert Van
Zanten Park
John F.

MADISON

BROADWAY

GREENFIELD

JOHNSON

MAGNOLIA
3RD2ND

JAMACHA
PEPPER

GREENFIELD

WASHINGTON WASHINGTON
CHASE

GAY RIO

LA CREST
A
VIST

A GRANDE
MAIN
MAIN
VERNON

HILLSDALE
GRAVES

GRANITE HILLS
ROYAL

WILLOW GLEN

AVOCADO

MELROSE

LEXINGTON

MOLLISON

HORIZON HILLS

HIDDEN MESA

MAGNOLIA

BALLANTYNE
GRA
VES
PEPPER

HILLSDALE
° 0
1 1.5 mile0.5
Bostonia Center
Fletcher Hills Center
Ronald Reagan Community Center
Hillside Center
Kennedy Center
Renette Park Community Center
Recreation Centers
1 2
3 4
5 6
Search areas
Non-residential
Areas
#
Areas within 10-minute
walk of a park
Public Schools/
Colleges
Private Schools
Schools with Joint
Use Agreements
0 s
• • • •
• •
El Cajon 2030
Connecting PeOP.le
with Parks
38 EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ RECOMMENDATIONS AND IMPLEMENTATION Action Plan
With 26 areas in need of park service and additional
parks in need of improvements and/or added facilities
to enhance their quality, the City of El Cajon will have to prioritize investments. The following actions should be initiated to address priority needs.

Apply for California Proposition 68 funding for park
improvements. Staff will receive some Proposition
68 funds to address park improvement needs. The
City is also preparing to submit an application for
additional Proposition 68 grant funding that rates
applicants based on their existing level of service and park deficiencies, including areas without access to
any type of park land within a 10-minute walk. These
funds will help enhance the park system for El Cajon
residents.

Implement Magnolia Elementary School Park. El
Cajon has identified school park land at Magnolia
Elementary, a high priority improvement in a high
need area of El Cajon. The City should proceed with
park development, adding amenities to complement
the outdoor recreation options at the school.

Negotiate additional joint use agreements with
schools. A number of schools are especially well-
located to expand 10-minute walk access in El Cajon,
if joint use agreements could be established.

Implement #RecSquad mobile programming.

Develop an approach to pilot #RecSquad mobile
programming at sites located within areas lacking
10-minute walk access to a park, such as in housing
complex communal spaces, on temporarily closed
streets or at school or non-profit organization sites.

Evaluate after the first season of implementation and
adjust approach as warranted.

39EL CAJON 2030: CONNECTING PEOPLE WITH PARKS \ RECOMMENDATIONS AND IMPLEMENTATION Work with the City of San Diego to improve trail
access to Mission Trails Regional Park from El Cajon.

At 5,800 acres, Mission Trails Regional Park is a
tremendous asset for El Cajon residents. For residents
in the northwest corner of El Cajon, the La Mesa trail
access near Grossmont College allows for pedestrian
and bike access to the park. Increasing awareness
of this access and further enhancing it has great
potential to improve recreation access for El Cajon
residents.

Coordinate with the Stormwater Division in Public
Works and the San Diego River Conservancy to
explore use of storm drainage infrastructure.

El
Cajon’s City-owned storm channels offer opportunities
for joint use of infrastructure for multiple benefits.

Where feasible, recreation and community
educational opportunities should be integrated,
especially in areas that are “underparked.”
Collaborate with Public Works to pilot use of street
rights-of-way for recreation.

Explore temporary
solutions such as parklets and temporary street
closures; connectivity improvements for bicyclists
and pedestrians including cycletracks and enhanced
crossings; and the potential for permanent park and
recreation enhancements.

Consult with Caltrans on potential use of I-8 R.O.W.
for park enhancements.

Explore feasibility for
projects similar to Lynnwood’s Ricardo Lara Linear
Park.

Reach out to other agencies to discuss potential
partnerships for park land acquisition outside of El
Cajon city limits.

Some vacant parcels sit just outside
El Cajon’s city limits, but still relatively accessible for some areas that lack 10-minute walk access. El Cajon
should initiate discussions with other agencies and
entities about partnering to acquire, develop and
operate parks in these situations.

Prepare for land acquisition opportunities. Though
El Cajon is mostly built out, there are opportunities
for land acquisition, whether for a vacant lot or for
a property that comes on the market. Sometimes
these opportunities come up quickly. El Cajon should
establish a monitoring protocol to stay aware of land
acquisition opportunities, not only in park deficient
areas but also for larger (1/2 acre+) sites anywhere in the City. In addition, the City should identify potential methods to secure funding quickly if needed for
earnest money or other acquisition costs.

Update funding mechanisms related to
development. This includes Quimby, in-lieu fees and
impact fees as well as potential new sources such as
“percent for art” requirements.

UPDATE TO EL CAJON 2030
The City of El Cajon Parks & Recreation Department
began the accreditation process with the National
Recreation & Park Association in 2022. It was
discovered that while El Cajon 2030 serves as the
department’s Parks & Recreation Master Plan, it was
missing recent data collection sets. This update
amendment meets those requirements and adds
suggestions from the community and stakeholder
groups. To see a complete list of community
members and stakeholder groups, it is best to refer to
the department’s strategic plan.

There have been eight community meetings hosted at
all recreation centers, on evenings and weekends, to
ensure the department met state and national
standards to apply for any future grants that require
community input as part of this master plan
development.

The intent is to implement this plan as a
Programmatic Plan. This document serves to guide
future renovations as well as park acquisition and
development. El Cajon is significantly
“underparked,” meaning it maintains 1.2 acres of
parkland per 1,000 residents, where the national
average is 3 acres per 1,000 residents. This is why El Cajon 2030 is still very relevant and a guide for the
City as to where it can situate the most effective
pocket parks in a City where roughly 99% of the city
is built-out.

Pocket Parks, a park that is approximately 10,000
square feet, is the ideal type of park to add to the
parks inventory, as it has limited maintenance needs
and the primary focus is active recreation. The
walkability of El Cajon has increased by 8% since
starting the El Cajon 2030 Plan.
40E L C A J O N 2 0 3 0 • U P D A T E D
The Need For An Update
Source: Trust for Public Land 2024
D
I •
'
El Cajon 2030
Cmmccting People
with Parks

CITY URBAN AREA
El Cajon , CA
52%
of residents live
within a 10-minute
walk of a park
P~Ser."O<I ™a l Popo;f_....,or~
53,902
City Statistics
T,otoJ t ,mbe, OIPluks
21 103,898
199
41E L C A J O N 2 0 3 0 • U P D A T E D
After carefully analyzing all of the data collected during the creation of El Cajon 2030 in 2019, it was recognized that more data was necessary to also get an understanding of existing facilities and services.

The Need for New Data
El Cajon 2030
Cmmccting People
with Parks
1). Are you a resident of the City of El Cajon? Do you have children in your household? 2). In the last 12 months have you or a person in your household participated in a recreation program offered by the City of El Cajon?
3). Are there recreation programs or activities that you would like to see offered? 4). How do you find out about recreation programs and services? Do you have ideas on how the Department can do a better job in creating awareness?
5). What amenities are most important to members in your household? 6). What are the best aspects of strengths of the park and recreation service? 7). What are the weaknesses of the parks and recreation service? 8). In the next 5 years, should the City focus on improving existing facilities, building new facilities, or both? 9). Are there areas of the City without convenient access or with limited access to parks? Where? What do you feel are the top 3 priorities for Parks and Recreation? 10). If you could only select one priority for the City of El Cajon Parks and Recreation Department, what would it be?
11). In 5 years, what one word of phrase would you like to be able to use to describe the El Cajon Parks & Recreation Department?
12). Who would you consider to be partners for the El Cajon Parks & Recreation Department? 13). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Cleanliness of Parks] 14). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Cleanliness of Recreation Centers] 15). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Parks Security] 16). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Marketing & Communications] 17). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Park Amenities] 18). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Accessibility] 19). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Distribution of Parks (locations within the community)]
20). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Quality of Parks] 21). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Quality of Recreation Programming]
22). On a scale of 1 to 5 (5 being the best), how would you rate the following? [Parks & Recreation Department as a whole]
23). Please share any final thoughts you have regarding the future of the El Cajon Parks & Recreation Department.
42E L C A J O N 2 0 3 0 • U P D A T E D
There have been a total of eight community meetings along with community stakeholder one-on-one qualitative interviews. In creating the data collection, we split the online surveys, with the same questions, into two separate surveys to understand the specific audience responding. One online survey set was sent to Cajon Valley Union School District for their families and the other was sent out through our traditional marketing, i.e. social media, email, etc. The following are the questions asked:

New Surveys
El Cajon 2030
l 01111ccti11,, People
with Parks
43E L C A J O N 2 0 3 0 • U P D A T E D
Survey Results
In Person
Are you a resident of El Cajon?
Yes No
School District
Are you a resident of El Cajon?
Yes No
Online
Are you a resident of El Cajon?
El Cajon 2030
Cmmccting I'l'ople
with Parks
18 67
Yes No
44E L C A J O N 2 0 3 0 • U P D A T E D
In Person
No
12 -18 years
5-12 vears •
0-4 years
0 Do you have children in your
household?
------------
20 40 60 80 100
School District
No

12.-18 years
5-12 years
0-4 years
Online
No
13 -18 years
5-12 years
0-4 years
El Cajon 2030
Cmmccting I'l'ople
with Parks
0 0
Do you have children in your
household?
10 20 30 40 so 60
Do you have children in your
household?
10 20 30 40
120
70 80
so
4 5E L C A J O N 2 0 3 0 • U P D A T E D
In Person
In the IMt 12 months, have you or a
person in your household participated in a
recreation program offered by the City of
El caj<1n?
Yes o
Schoo l District
In the last 12. months, have you or a person in
your hou,sehold participated in a re creation
program offered by the City of El Cajon?
Yes o
Online
In the last 12 months have you or a person in
your household participated in a rncre.J;tian
program offered by the City of El C-ajon?
8 77
Yes No
El Cajon 2030
Cmmccting People
with Parks
4 6E L C A J O N 2 0 3 0 • U P D A T E D
'"', tn :, ........
~ (')
? ~ %........_..
r :::i o
;:.t~ ~ '1c ::, s, N
a- 0
\,/,J
0 Cooking
Dog Training
Flag Football
Mini Dance
Pageants
Robotics
Soccer
Softooll
Teen Sports
Traci< & Field
Water Polo
Women's Volleyball
Woodwor king
Art/Painting
Baseball
Boicing
0 ..... N W .;ii,
Family Event s -- ~
Karate
Parkour
Senior Activities _..,_, _ _.

Senior f itness - ~ i
Youth Sports - : /
Adult Tennis h ' ' 1
~~
Jiu Jitsu
Music Lessons
wrest ling
Gymnastics •••!...--...J
Pid<leball
Swim Lessons
q', --.j !XI
l>
""I
l'D
r+
:::r
I'll
""I
11 < l:LI
0 :l
C <
:e ;
0 Q r:: 11
- IU C. ..+
0 ,::- :l
11 r+ "'Cl 0 ""I
0 Ill O'Q
~ @
0 3
... (II
ti' 0
""I ""I
11 IU
c. n
•.,_J r+
<' !:t:
11 (II
r+
:::r
IU r+
:::,
,,
(I)
""I ,(IJ
0 :::,
4 7E L C A J O N 2 0 3 0 • U P D A T E D
In Person
How do you find out about recreation programs and
services?
Word-of-Mouth
Social Media
School
Street Bamers
Online
Flyers
Library
0 s 10 15 20
How do you find out about recreation programs
and services? Do you have ideas on how the
Department can do a better job in creating
awareness?
Rec Guide
Website
Word-of-Mouth
Ernail s
\/igt Park
Social Media
Schools
Street Bar11lers
Rec Squad
El Cajon 2030
Cmmccting People
with Parks
0 5 10 15 20 25
2S 30
30 4 8E L C A J O N 2 0 3 0 • U P D A T E D
In Person
What amenities are most important to members in your
household?
Youth Sports
Dance
Gymnastics
Swimming
Arts & Crafts
Soccer
Pia y grou nd s
Tumbling
Dog Parks
Bicyling
Basketball
Hiking
Baseball
Adult Sports
Cheer
Pickleball
Preschool Programs
Volleyball
Running
Softball
Greenspace
Adult Outdoor Fitness Courts
Older Adult Services
El Cajon 2030
Cmmccting I'l'ople
with Parks
0 10 20 30 40 so 60 70
4 9E L C A J O N 2 0 3 0 • U P D A T E D
School District
What amenities are most important to members in your
household?
Swimming
Playgrounds
Youth Sports
Arts & Craft s
Dance
Gymnastics
Hiking
Greenspace
Basketball
Baseball
Running
Dog Parks
Ad ult Outdoor Fitness Course
El Cajon 2030
Cmmccting I'l'ople
with Parks
Soccer
Adult Sports
Older Adult Services
Cheer
Volleyball
Preschool Programs
Softball
Pickleball -
Tennis -
Cooking -
Self Defense -
0 10 20 30 40 so 60
5 0E L C A J O N 2 0 3 0 • U P D A T E D
Online
What amenities are most important to members in your
household?
Youth Sports
Playgrounds
Swimming
Gymnastics
Arts & Crafts
Dance
Older Adult Services
Hiking
Tumbl ing
Pickle ball
Basketball
Soccer
Preschool Programs
Greenspace
Ad ult Outdoor Fitnes.s Course
Adult Sports
Volleyball
Dog Parks
Bicycling
El Cajon 2030
Cmmccting People
with Parks
Cheer
Baseball
Running
Ping Pong
Events
Yoga
Tennis
0 '
r
I
5 10
I I
I I I
I
15 20 25 30 35
5 1E L C A J O N 2 0 3 0 • U P D A T E D
In Person
What are the best aspects of strengths of the park &
recreation service?
40 35
30 25
20 15
10 5
0 Parks/Amenities Prosrams/Activities
School District
Staff Pricing/ Affordability
What are the best aspects of strengths of the park
and recreation service?
19 18
17 16
15 14
13 Parks/Amenities Programs/ Activities
Online
Staff Pricin!!/ Aff•O rdability
What are the best aspects of strengths of the park
and recreation service?
25 20
15 10
5 0
;,p
~<::-
4"
El Cajon 2030
Cmmccting People
with Parks
/
5 2E L C A J O N 2 0 3 0 • U P D A T E D
In Person
20 15
10 5
0 What are the weaknesses of the
parks and recreation service?
School District
20 15
10 5
0 What a re the weaknesses of the
parks and recreation service?
ft>~~# ✓ti' ~,r' .,po~.,
oe; w ; J>-
Online
30 20
10 0
~~· q,"' ~
What are the weaknesses of the
parks and recreation service?
El Cajon 2030
Cmmccting People
with Parks
5 3E L C A J O N 2 0 3 0 • U P D A T E D
In Person
In the next S years, should the city focus on
improving exisiting facilities, building new
facilities, or both?
Improving exisiting facilitie Building new faciliti es School District
Both
In the next 5 years, should the City focus on
improving existing facilities, building new
facilities, or both?
Both Improving Existing Faciliti es Building New Faciliti es Online
In the next 5 years, should the City focus on
improving existing facilities, building new
facilities, or both?
Building new facilities
El Cajon 2030
Cmmccting I'l'ople
with Parks
Improve existing facilities Both
5 4E L C A J O N 2 0 3 0 • U P D A T E D
In Person
60 Schoo l Distric t
El Cajon 2030
Cmmccting I'l'ople
with Parks
40 35
3 25
20 15
10 5
What do you fee l are t he top 3 priorities for Parks & Recreation? What do you feel are the top 3 priorities for Parks and Recreation? 5 5E L C A J O N 2 0 3 0 • U P D A T E D
Online
What do you feel are the top 3 priorities for Parks and Recrea tion? Recreation Progra mmin g
Update Park Amenities
Communi ty Activit ies& Event s
Recreation Center
Swimming Pool
Expand Walking Paths
Promote Physical Activ ity & Wel lness
Add Parks in Under served Areas
Pre school Programs
Greempace
Marketing & Commun ication
Build Commu nity & Develop Partnerships
El Cajon 2030
Cmmccting People
with Parks
0 s 10 15 20 25 30 35 40 45 so
5 6E L C A J O N 2 0 3 0 • U P D A T E D
In Person
Cleanliness of
Ree:r,eation Centers
60 40
20 0
1 2
School Distr iict
3 4 5
c:1eanliness of Recreation
Centers
40 30
20 10
0 -1
Online
2 3 4
Cleanliness of Parks
30 25
20 15
0 5
0 1
El Cajon 2030
Cmmccting People
with Parks
2 3 4
5 5
5 7E L C A J O N 2 0 3 0 • U P D A T E D
In Person
so
40 30
20 10
0 1
Parks Security
2 3 4
Parks Security
School District
35 30
25 20
15 10
5 0
1 Online
30 25
20 15
10 5
0 l
El Cajon 2030
Cmmccting People
with Parks
Parks Security
2 3 4
Parks Security
Parks Security
2 3 4
5 s
s
5 8E L C A J O N 2 0 3 0 • U P D A T E D
In Person
Marketing &
Communications
60 40
20 0
1 2 3 4
Marketfng & Communications
School District
30 20
10 0
Online
40 30
20 10
0 1
El Cajon 2030
Cmmccting I'l'ople
with Parks
Marketing &
Communications
2 3 4
Market ing & Communicat ions
Marketing &
Communications
2 3 4
s
5 5
5 9E L C A J O N 2 0 3 0 • U P D A T E D
In Person
60 50
40 30
20 0
0 1
Parlk Am,enities
2 3 4
Park Amenities
School Dis1riict
40 30
20 10
0 Online
35 30
25 20
15 0
5 0
El Cajon 2030
Cmmccting I'l'ople
with Parks
1 1
Parks Amen"ties
2 3 4
Pa rks Amenities
Park Amen if es
2 3 4
5 s
5 6 0E L C A J O N 2 0 3 0 • U P D A T E D
In Person
60 50
40 30
20 lO
0 1
Accessibility
2 3
Accessibil:itv
4 School District
40 30
20 lO
0 Online
30 25
20 15
lO
5 0
1 1
El Cajon 2030
Cmmccting People
with Parks
Accessibiillity
2 3
Accesslb i lity
4 Accessibility
2 3 4
5 5
5 6 1E L C A J O N 2 0 3 0 • U P D A T E D
In Person
Distribution of Parks
60 50
40 30
20 ,o
0 -
1 2 3 4 5
School Distric t
40 30
20 lO
0 Onliine
30 25
20 15
lO
5 0
El Cajon 2030
Cmmccting People
with Parks
Distribution of Parks
1 2 3 4
Distribution of Parks
1 2 3 4
5 s
6 2E L C A J O N 2 0 3 0 • U P D A T E D
In Person
70 60
so
40 30
20 0
0 -1
Qua I ity of Parks
2 3
Quality of Parks
4 School District
35 30
25 20
15 10
5 0
Onliine
35 30
25 20
15 0
5 0
El Cajon 2030
Cmmccting People
with Parks
1 1
Qua1 I ity of Parks
2 3
Quality of Parks
4 QuaUty ;of Parks
2 4
5 5
s
6 3E L C A J O N 2 0 3 0 • U P D A T E D
In Person
80 60
40 20
0 Parks & Re,creation
Department as a whole
1 2 3 4 5
School District
30 20
10 0
Parlks & Recreation
Department as a whole
1 2 3 4 5
Online
40 30
20 0
El Cajon 2030
Cmmccting I'l'ople
with Parks
Parks & Recreation
Department as a Whole
1 2 3 4 s
6 4E L C A J O N 2 0 3 0 • U P D A T E D
In Person
Quality of Recreation
Programming
60 40
20 0 -
1 2 3 4
School District
40 30
20 10
0 Online
30 25
20 15
10 5
0 Qua I ity of Recreation
Programming
1 2 3 4
Qua I ity of Recreation
Programming
1 2 3 4
El Cajon 2030
Cmmccting I'l'ople
with Parks
5 5
5 6 5E L C A J O N 2 0 3 0 • U P D A T E D
After receiving the survey results
regarding all of the recreation
programming, the department will
update its recreation program plan in
the coming years, accounting for all
the current and future community
input. With pickleball one of the
highest priorities, a pickleball complex
is planned at Wells Park, which was
not on the original El Cajon 2030 Plan.
recreation
programming
~~
El Cajon 2030
6 6E L C A J O N 2 0 3 0 • U P D A T E D
In response to surveys regarding
fencing around playgrounds for youth
safety, a coordinated response will be
included with CIP plans to add fencing
around playgrounds that do not
currently have them, one fence per
year. The remaining playgrounds
absent a fence are located at Hillside,
Kennedy and Wells Parks and that is
the order of priority to place the fences
given their immediate proximately to
paved road.
fencing around
playgrounds
El Cajon 2030
I pit
with Parks
6 7E L C A J O N 2 0 3 0 • U P D A T E D
In response to surveys regarding shade structures at
playgrounds for user comfort and safety, a coordinated
response will be included with CIP plans to add a shade structure at Wells Park, the last remaining park without a shade structure over its playground.
shade structures over
playgrounds
El Cajon 2030
( , 1111, l'cop/c
------- u ks
6 8E L C A J O N 2 0 3 0 • U P D A T E D
Through the surveys, requests for seating
next to active recreation areas, such as
playgrounds, is consistently requested.

Staff will seek a coordinated park bench
needs assessment and will move forward
adding park benches in active recreation
areas where needed.
park benches
6 9E L C A J O N 2 0 3 0 • U P D A T E D
In response to surveys regarding park cleanliness, the
department will seek new adopt-a-park programs
where individuals, groups, faith based organizations
and non-profits can adopt a city park and offer
beautification days each month.
adopt-a-park
program
El Cajon 2030
7 0E L C A J O N 2 0 3 0 • U P D A T E D
In response to surveys
regarding playground
surfacing, the department
will prioritize a list of
remaining playgrounds to be
resurfaced with the long
lasting tile surfacing meeting
current ASTM standards. The
remaining playgrounds are
located at Bostonia, Renette
and Wells Park.
playground
surfacing
~~
El Cajon 2030
7 1E L C A J O N 2 0 3 0 • U P D A T E D
Increasing parks security using
Crime Prevention Through
Environmental Design (CPTED)
continues to be an integral part
in parks development and
renovation. Working with the
IT Department and increasing
staff’s visible parks presence
will be a high priority moving
forward.
parks
security
7 2E L C A J O N 2 0 3 0 • U P D A T E D
Utilizing the department’s newly
formed “Communications” Focus
Area Leadership Team (FALT), the
department staff will analyze,
develop, implement and evaluate a
new marketing plan that is evolved
to meet the community information
needs.
marketing
~c(j~
El Caj 1 2030
7 3E L C A J O N 2 0 3 0 • U P D A T E D
Future park renovations will include cost
savings evaluations as related to existing
lighting in parks and sports fields. Renovations
include migration towards LED, full cut-off
lighting that is more effective and much more
cost savings. Refer to plan El Cajon 2030 for
park renovations and public needs assessments
for renovating of parks, especially greater need
for soccer and pickleball courts.
park
renovations
~ )
El Cajon 2030
ith 11,rk
All proposed recreational facility and park
improvements will be reviewed in accordance
with the California Environmental Quality Act.

As delineated in the El Cajon 2030 Plan,
priority for future park sites will be given to
Environmental Justice Communities for
programming park and facility improvements.
ceqa & priority
7 4E L C A J O N 2 0 3 0 • U P D A T E D
Bill Wells, Mayor
Steve Goble, Council Member
Gary Kendrick, Council Member
Michelle Metschel, Council Member
Phil Ortiz, Council Member
Graham Mitchell, City Manager
~CAJo
~ -~~~~~- ~
'Jbe Valley of Opportunity
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~Porate6.

THE CITY OF EL CAJON
PARKS it
REG
--........· ... ~~:£+~
El Cajon 2030
City Council
Agenda Report
Agenda Item 11.

DATE: February 13, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Mara Romano, Purchasing Agent
SUBJECT: Award of RFP No. 028-24 – Oakdale Alameda Construction Management Services
RECOMMENDATION:

That the City Council:

Decreases Citywide Street Beautification & Safety Projects (233780PWMP) project budget and related appropriations by $400,000;

1. Increases Oakdale Alameda Gateway Beautification (233785PWCP) project budget and related appropriations by $400,000; and

2. Adopts the next Resolution, in order, to enter into an agreement with Unico Engineering, Inc. (UEI), in an amount not to exceed $550,448.95, effective through December 31, 2024.

3. BACKGROUND:

The Oakdale Alameda Beautification Project is funded by Coronavirus State & Local Fiscal Recovery (American Rescue Plan Act) and Clean California Grant Funds and encompasses construction management services.

On September 12, 2023, the City Council approved SOQ No. 007-24 – On-Call Professional Services. The Statement of Qualifications (SOQ) resulted in a pre-qualified list of firms for on-call professional services covering multiple disciplines such as: civil engineering, landscape architectural, construction management/inspection/labor compliance, land surveying, storm water quality, architectural, municipal planning, and housing and real estate services. The list included approximately four consultants for each discipline to provide services on an “as-needed” basis when projects or services cannot be completed by City staff and proposals.

Contracts greater than $75,000 require City Council approval.

Selection of pre-qualified firms is on a rotating basis for individual tasks within each discipline; however, at this dollar amount, proposals were requested from all pre-qualified Construction Management firms. One proposal was received before 5:00 p.m. on December 5, 2023, and was independently reviewed by a three-person evaluation committee. The committee based its assessment on the evaluation criteria specified in the RFP: project organization and key personnel; project experience and references; exceptions and innovations; and cost. UEI provided a proposal and the remaining three consultants declined to submit a proposal. Staff determined that UEI was the most qualified firm to deliver construction management services for the Oakdale Alameda Beautification Project.
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CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The City Council approved the Oakdale Alameda Beautification Project on October 24, 2023.

This project requests the City Council approves project funding changes and enters into an agreement with Unico Engineering, Inc. for construction management services of the Oakdale Alameda Beautification Project. These actions are exempt from the California Environmental Quality Act (CEQA) in accordance with State CEQA Guidelines section 15378(b)(5) because they are administrative activities of government that will not result in direct or indirect physical changes in the environment.

FISCAL IMPACT:

The fiscal impact of award is $550,448.95. Funds are available in Fiscal Year 2023-24 Annual Budget: Oakdale Alameda Gateway Beautification (233785PWCP) and contingent upon approval of additional funding. The appropriation of additional funds will increase the project budget to $7,943,000.

Prepared By: Mara Romano, Purchasing Agent
Reviewed By: Yazmin Arellano, Director of Public Works
Approved By: Graham Mitchell, City Manager
Attachments
Resolution
Memorandum - 028-24

Page 1 of 2 ends

RESOLUTION NO. ___-24

RESOLUTION AWARDING PROPOSAL FOR

OAKDALE ALAMEDA BEAUTIFICATION PROJECT

CONSTRUCTION MANAGEMENT SERVICES
(RFP No. 028-24)

WHEREAS, the Oakdale Alameda Beautification Project (the "Project") is funded by Coronavirus State & Local Fiscal Recovery (American Rescue Plan Act) , Clean California Grant Funds, and Transnet Funds, and the Project encompasses the need for construction management services; and

WHEREAS, in response to the Request for Proposals for Construction Management Services Project (the "RFP") issued by the City of El Cajon (the "City"), one (1) proposal was received from Unico Engineering Inc. ("UEI") prior to the 5:00 p.m. deadline on December 5, 2023; and

WHEREAS, the sole proposal was independently reviewed by a three- person evaluation committee, which based its assessment on the evaluation criteria specified in the RFP, including project organization and key personnel; project experience and references; exceptions and innovations; and cost; and

WHEREAS, after thorough evaluation of the proposal, City s taff has determined that UEI is the most qualified firm to deliver construction management services for the Project; and

WHEREAS, t he cost for the construction management services of UEI is $550,448.95, and funds appropriated in Fiscal Year 2023- 24 Annual Budget: Oakdale Alameda Gateway Beautification (Project No. 233785PWCP), are insufficient to award the contract to UEI without an additional $400,000; and

WHEREAS, the current budget for the Citywide Street Beautification & Safety Projects (Project No. 233780PWCP) includes an appropriation of $3,207,000 of American Rescue Plan Act funds, and City staff recommends that the budget and related appropriations of American Rescue Plan Act funds for Project No. 233780PWCP be decreased by $400,000 and appropriated as additional funding of $400,000 to Project No. 233785PWCP to increase the total Project budget to $7,943,000; and

WHEREAS, the City Council believes it to be in the best interest of the City to award the RFP to UEI, for a period through December 31, 2024, as recommended by staff, and to appropriate an additional $400,000 of available American Rescue Plan Act funds to increase the budget for the Project.

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.

Page 2 of 2 ends

2. The City Council hereby determines that these actions are exempt from the California Environmental Quality Act pursuant to state CEQA Guidelines section 15378(b)(5) because they are administrative activities of government that will not result in direct or indirect physical changes in the environment.

3. The City Council hereby awards RFP No. 028-24 to Unico Engineering Inc. in an amount not to exceed $550,448.95, for a period effective through December 31, 2024.

4. The City Council hereby authorizes a decrease of American Rescue Plan Act funding in the Citywide Street Beautification & Safety Projects (Project No. 233780PWCP) budget by $400,000.

5. The City Council hereby further authorizes appropriation of an additional $400,000 of available American Rescue Plan Act funds to Project No. 233785PWCP to increase the total budget for the Oakdale Alameda Gateway Beautification Project to $7,943,000.

6. 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 actions and to execute all documents and/or attachments to the Agreement, and other documents necessary or appropriate to carry out the terms of the Agreement.

02/13/24 CC Agenda
Reso – RFP 028-24 – Oakdale Alameda Construction Mgmt Svcs - Award (Unico Eng) 020624

CITY OF EL CAJON
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MEMORANDUM
DATE: January 31 , 2024
TO: Mara Romano, Purchasing Agent
FROM: Mario Sanchez, City Engineer/Deputy Director of Public Works VIA: Yazmin Arellano, Director of Public Works
SUBJECT: RECOMMENDATION TO AWARD - RFP No. 028-24 - Oakdale Alameda Construction Management Services
On December 5, 2023, one proposal was received for the above referenced Request for Proposal (RFP). The selection committee, comprised of staff from Public Works Engineering, independently scored each proposal on the evaluation form included in RFP No. 028-24. The proposal evaluation form is based on a weighted scale with criteria including: 1) Project Organization and Key Personnel, 2) Project Experience and References , 3) Exceptions & Innovation, and 4) Cost, with a possible weighted average score of 100 points.

The weighted scores for RFP No. 028-24 after initial evaluations resulted in the following ranking:

Vendor Total Weighted Average Score
Unico Engineering, Inc. 90.50
Ardurra Group Did not submit a proposal.

Dudek Did not submit a proposal.

PPC Did not submit a proposal.

Recommendation
The selection committee recommends that the professional services contract be awarded to Unico Engineering, Incorporated, Folsom, California, in the amount of $550,448.95. The reason why the other three consultants did not submit a proposal were lack of available staff, resources to commit this project, and too busy with other projects.

The Oakdale Alameda Street Beautification Project is funded both with ARPA and Clean California grant funds. The project will revitalize and enhance the existing City right-of-way (along Oakdale Avenue and Walter Way, between Madison Avenue and Main Street) to vibrant, safe, and green spaces. As the project progresses into construction, the Public Works Department determined it would be beneficial to use Construction Management professional services staff from the City's on-call consultant list to assist City staff for the successful completion for this project. For this reason, staff is requesting to transfer $400,000 .00 from 233780PWMP-9065, Citywide Street Beautification & Safety Projects, to the 233785PWCP- 8325, Oakdale Alameda Beautification project. There are sufficient funds in the 233780PWMP- 9065 master project to help fund this professional services contract. Please place this item on the February 13, 2024, City Council Agenda .

Authorized by:

Mario Sanchez, Ct Yazmin Ar
ACTIVITY: 550590
PROJECT NO: 233785PWCP
Original Project
Budget
Current
Project Budget
Proposed Project
Amendment
Proposed Project
Budget
- - - - 885,000 885,000 400,000 1,285,000 - - - - 80,000 80,000 - 80,000 125,522 125,522 - 125,522 - - - - - - - - - -
250 250 - 250 - - - - 50 50 - 50 - - - - - - - - - - - - - - - - 702,178 6,452,178 6,452,178 - - - - 1,793,000 7,543,000 400,000 7,943,000 1,793,000 1,793,000 400,000 2,193,000 - 5,000,000 - 5,000,000 750,000 750,000
1,793,000 7,543,000 400,000 7,943,000

CAPITAL IMPROVEMENT PROJECT
FISCAL YEAR 2023 - 2024
Revision 1
PROJECT NAME: OAKDALE ALAMEDA GATEWAY BEAUTIFICATION
Engineering Services-Internal (8336)
Description:

The project limits are on Oakdale Avenue from approximately 665 feet west of Second Street to approximately 185 feet east of Second Street including the Oakdale Avenue/Second Street intersection. This is a primary entryway into the City due to its location immediately adjacent to the Second Street/Interstate 8 interchange. The project limits also include the conversion of an existing paved and unlit alleyway into a "green" alley that runs parallel to Second Street between Oakdale Avenue and Madison Avenue, and finally improvements along Walter Way which also runs parallel to Second Street between Madison Avenue and Main Street.

Justification:

The project will revitalize and beautify the existing City right-of-way by transforming them from inaccessible and deteriorating paved surfaces to vibrant, safe, and green spaces that foster accessible pedestrian connections – Alameda is where the community can enjoy culturally relevant art, shaded areas, and decorative safety and pedestrian scale lighting. The project is consistent with City Council Goals regarding beautification for entry ways to the City.

Scheduling:

Project will be completed by the end of 2024.

Operating Budget Impact:

Funding is provided from a Clean California Grant and ARPA funds.

Architectural Services (8315)
Consulting Services (8325)
Engineering Services (8335)
Infrastructure (9065)
Inspection Services-Internal (8337)
Legal Services (8345)
Other Prof/Tech Services (8395)
Internal Prof/Tech Services (8396)
Advertising (8522)
Janitorial Services (8544)
Permits & Fees (8560)
Printing & Binding (8570)
Furniture, Machinery & Equipment (9035)
Land Acquisition (9050)
Construction-Buildings (9060)
Clean California Grant
TransNet EL03
FUNDING TOTAL:

Contingency (9060)
PROJECT COST TOTAL:

Source(s) of Funds:

American Rescue Plan Act (ARPA10)
ACTIVITY: 550590
PROJECT NO: 233780PWCP
Original Project
Budget
Current Project
Budget
Proposed Project
Amendment
Proposed Project
Budget
- -
375,000 375,000
- -
109,000 109,000
90,000 90,000
- -
125,000 125,000
900 900
- -
100 100
- -
- -
- -
- -
2,507,000 (400,000) 2,107,000 - -
3,207,000 - (400,000) 2,807,000 3,207,000 (400,000) 2,807,000 3,207,000 - (400,000) 2,807,000

CAPITAL IMPROVEMENT PROJECT
FISCAL YEAR 2023 - 2024
PROJECT NAME: Citywide Street Beautification and Safety Projects Engineering Services-Internal (8336)
Description:

The project will implement street beautification and safety improvements City-wide focused around the City's main entry points and prominent corridors. The following project features are anticipated to be improved with the scope of the project: signage, gateway, way-finding, and City logo; traffic medians; street lighting; street trees and vegetation; sidewalks and concrete; and street surfacing.

Justification:

The planned improvements will address aging infrastructure and provide aesthetic improvement to a majority of the City's main thoroughfares.

Scheduling:

Design is expected to commence in FY23/24 with construction to begin in FY24/25.

Operating Budget Impact:

No impacts to the City's operating budget are expected to result from the project.

Architectural Services (8315)
Consulting Services (8325)
Engineering Services (8335)
Contingency (9065)
Inspection Services-Internal (8337)
Legal Services (8345)
Other Prof/Tech Services (8395)
Advertising (8522)
Janitorial Services (8544)
Permits & Fees (8560)
Printing & Binding (8570)
Furniture, Machinery & Equipment (9035)
Land Improvements (9055)
Construction-Buildings (9060)
Infrastructure (9065)
FUNDING TOTAL:

PROJECT COST TOTAL:

Source(s) of Funds:

American Rescue Plan Act (ARPA10)
City Council
Agenda Report
Agenda Item 12.

DATE: February 13, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Mayor Wells
SUBJECT: Council Activity Report
RECOMMENDATION:

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

BACKGROUND:

Government Code Section 53232.3(d) requires members of a legislative body to provide brief reports on meetings attended at the expense of the local agency at the next regular meeting of the legislative body. This City Administrative Activity is not a project and therefore not subject to CEQA.

REPORT:

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

February 6, 2024 – Interview with NewsMax
February 6, 2024 – Meeting with City Manager
February 6, 2024 – State of the City
February 7, 2024 – Interview with Fox and Friends
February 7, 2024 – Interview with Fox Business
February 13, 2024 – City Council Meeting(s)
I am available to answer questions.

Submitted By: Bill Wells, Mayor
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City Council
Agenda Report
Agenda Item 13.

DATE: February 13, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Councilmember Goble
SUBJECT: COUNCILMEMBER STEVE GOBLE
MTS (Metropolitan Transit System Board); East County Advanced Water Purification Joint Powers Authority Board; Chamber of Commerce – Government Affairs Committee; SANDAG – Board of Directors – Alternate; SANDAG Public Safety Committee – Alternate.

RECOMMENDATION:

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

BACKGROUND:

REPORT:

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

January 25, 2024 - Emails with MTS CEO re: storm damage January 25, 2024 - Emails with Col. Jim G (ret) re: MCRD visit January 25, 2024 - Phone call with Ray M @ SANDAG re: 125 Toll Road January 26, 2024 - SANDAG Board of Directors
January 28, 2024 - Emails with Mayor re: SANDAG meeting review January 29, 2024 - Site Tour of MCAS Miramar
January 30, 2024 - Emails with Justin H re: encampment in Forester Creek January 30, 2024 - SANDAG Military Working Group Agenda Meeting January 31, 2024 - Speak at MTS Press Conf re: increased security February 1, 2024 - MTS Exec Committee Mtg
February 2, 2024 - Emails with AWP Project Manager
February 3, 2024 - Emails with Ibrhahim @ Sup Anderson's office February 6, 2024 - El Cajon State of the City Address
February 8, 2024 - MTS Board of Directors
February 12, 2024 - SANDAG Military Working Group Meeting February 12, 2024 - Meeting with City Manager
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February 13, 2024 - City Council Meeting(s)
I am available to answer questions.

Submitted By: Steve Goble, Councilmember
City Council
Agenda Report
Agenda Item 14.

DATE: February 13, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Councilmember Kendrick
SUBJECT: COUNCILMEMBER GARY KENDRICK
METRO Commission/Wastewater JPA; Heartland Communications; Heartland Fire Training JPA.

RECOMMENDATION:

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

BACKGROUND:

REPORT:

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

February 6, 2024 – State of the City
February 13, 2024 – City Council Meeting(s)
I am available to answer questions.

Submitted By: Gary Kendrick, Councilmember
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City Council
Agenda Report
Agenda Item 15.

DATE: February 13, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Councilmember Metschel
SUBJECT: COUNCILMEMBER MICHELLE METSCHEL
Harry Griffen Park Joint Steering Committee; METRO
Commission/Wastewater JPA – Alternate; Heartland Communications – Alternate; Heartland Fire Training JPA – Alternate.

RECOMMENDATION:

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

BACKGROUND:

REPORT:

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

January 25, 2024 – Participated in Point in Time Count
February 6, 2024 – State of the City
February 13, 2024 – City Council Meeting(s)
I am available to answer questions.

Submitted By: Michelle Metschel, Councilmember
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City Council
Agenda Report
Agenda Item 16.

DATE: February 13, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Deputy Mayor Ortiz
SUBJECT: DEPUTY MAYOR PHIL ORTIZ
League of California Cities, San Diego Division; East County Economic Development Council; MTS (Metropolitan Transit System Board) – Alternate; East County Advanced Water Purification Joint Powers Authority Board – Alternate; Chamber of Commerce – Government Affairs Committee – Alternate.

RECOMMENDATION:

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

BACKGROUND:

REPORT:

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

January 26, 2024 – Tour of NECA Training Facility
February 6, 2024 – State of the City
February 12, 2024 – League of California Cities
February 13, 2024 – City Council Meeting(s)
I am available to answer questions.

Submitted By: Phil Ortiz, Deputy Mayor
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City Council
Agenda Report
Agenda Item 17.

DATE: February 13, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Morgan Foley, City Attorney
SUBJECT: Introduction of Ordinance to Amend ECMC Chapter 3.20 – Bidding and Written Contracts
RECOMMENDATION:

That the City Council:

Moves to introduce the next Ordinance, in order; and1.

Directs the City Clerk to read the Ordinance by title only.2.

BACKGROUND:

The City’s purchasing ordinance, located at Chapter 3.20 of the El Cajon Municipal Code (“ECMC”), establishes procedures for the purchase or acquisition of goods, materials, supplies, and services. The Purchasing Division of the Finance Department is responsible for following these purchasing procedures and is constantly seeking refinements to make the procedures more efficient and effective for the City, as well as for vendors of goods, materials, supplies, and services.

In recent years Chapter 3.20 was amended to expand the process for procurement on behalf of the City by establishing fewer formal procedures to be used, including allowing the City Manager and departments more flexibility for routine and minor purchases – generally anything less than $75,000 – including situations allowing open market solicitations by the Purchasing Agent, or sole source procurement. (ECMC § 3.20.010 (A) and (B).) These changes, a result of the City's charter city status, ended the need to require formal bidding for purchases over $5,000, which includes requiring the City Council to award such bids. The exceptions to these new procedures, where formal bidding and awards of bids are made by the City Council, are in those cases where the City is awarding bids for public projects (e.g., public works, projects, construction, repairs, or remodeling of City buildings, etc.) in an amount exceeding $200,000, or in the case of the acquisition of “military equipment.”

One evolving concept is to participate in cooperative purchase agreements with other governmental agencies. The City has used this process in the past in the acquisition of vehicles (typically under a State of California solicitation) or equipment and supplies, which might utilize a cooperative bid by agencies located outside of California. The requirement for utilizing cooperative agreements is that the lead agency must first proceed in a manner that solicits bids following a legally established procedure that will achieve the goal of finding the lowest responsive and responsible bidder, and the process includes the requirement to allow other public agencies to “piggyback” on the bid for an established period. The advantage is that such cooperative procurement options eliminate the need for formal bidding and allow purchases to .!!!!_ Valley of opportunity
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cooperative procurement options eliminate the need for formal bidding and allow purchases to be made as a “sole source.” (ECMC § 3.20.010 (C) (3) and (5).)

Recently a question was raised whether the cooperative agreement procedure can be used for the acquisition of “services,” such as consultant services, or services for programs where the vendor would supply the “moving stock,” such as vans, buses, or other vehicles, along with the service of moving people with such stock. Although Chapter 3.20 might be interpreted to include “services,” in utilizing cooperative agreements, it would be better for section 3.20.010 (C) to include “services” in the list of cooperative procurement options.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The proposed ordinance amendment is not subject to the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) because the activity is not a “project” since it is an organizational or administrative activity of government that will not result in direct or indirect physical changes in the environment.

FISCAL IMPACT:

It is anticipated that expanding the use of sole source acquisition of services under cooperative agreements will create cost savings in reduced staff time to solicit proposals for services from vendors where they already agree to established rates, pricing, and other terms and conditions.

Attachments
Ordinance

Page 1 of 2 ends

ORDINANCE NO.

AN ORDINANCE TO AMEND SECTION 3.20.010, OF
CHAPTER 3.20 OF TITLE 3 OF THE EL CAJON MUNICIPAL CODE

RELATING TO ACQUISITION OF SERVICES, SUPPLIES, OR EQUIPMENT

THE CITY COUNCIL OF THE CITY OF EL CAJON DOES ORDAIN AS FOLLOWS:

SECTION 1. Subsection (C) of section 3.20.010 of Chapter 3.20 of Title 3 of the El Cajon Municipal Code is hereby repealed.

SECTION 2. A new subsection (C) of section 3.20.010 is hereby added to Chapter

3.20 of Title 3 of the El Cajon Municipal Code to read as follows:

C. Except as otherwise provided in subsection (D) , t he bidding procedures of this chapter may be waived, and an open market acquisition, sale, or purchase pursuant to section 3.20.110 of this chapter may be authorized by:

1. The city manager, or his or her designee, for all
acquisitions, purchases , and sales not exceeding
seventy-five thousand dollars, when:

a. The commodity or service can be obtained from
only one source;

b. The commodity or service is required to match or
be compatible with other furnishings, material ,
services, or equipment presently on hand, and is
to be purchased from the supplier of such on-
hand items;

c. The city manager or city council has ordered a
standardized type or make of commodity; or

d. The city manager, or his or her designee,
determines that due to special circumstances, it
is in the city’s interest to waive the bidding
requirement;

2. The city manager, or his or her designee, for all
expenditures not involving a public project, when an
emergency requires that the commodity or services
must be obtained from the nearest available source;

3. The city manager, or his or her designee, when services, supplies, or equipment may be acquired from or in
cooperation with another governmental agency that is

Page 2 of 2 ends

acquiring or has acquired services, supplies or
equipment in a process that accomplishes the purposes
of this chapter;

4. The city manager, or his or her designee, when services, supplies, or equipment may be acquired under a
competitively-bid California state contract;

5. The city council, for all expenditures not involving a public project when any of the circumstances stated in
subsections (C)(1) through (C)(4) of this section exist, or when the city council determines that due to special
circumstances it is in the city’s interest to waive the bidding requirement; or

6. The city council, for all expenditures involving a public project over the limits established in subsections (A)(1) through (A)(3) of this section, or if authorized by the Public Contract Code, the Government Code, or by the
courts of this state.

SECTION 3. This ordinance shall go into effect thirty (30) days following its passage and adoption.

02/13/24 CC Agenda – 1
st Reading
02/27/24 CC Agenda – 2nd Reading

Ord - Amend ECMC 3.20 – Bidding and Written Contracts 020624

City Council
Agenda Report
Agenda Item 18.

DATE: February 13, 2024
TO: City Clerk
FROM: City Attorney/General Legal Counsel
SUBJECT: Closed Session - Conference with Real Property Negotiators - pursuant to Government Code section 54956.8:

Property:

APN 488-242-43-00
405 E. Lexington Avenue

Negotiating Party
:

San Diego Chaldean Community Council
Dr. Noori Barka

City Negotiators
:

City Manager
Assistant City Manager
City Attorney

Under Negotiation
:

Price and terms of payment for lease of property
RECOMMENDATION:

That the following Closed Session be scheduled for the Joint City Council / Housing Authority / Successor Agency to the El Cajon Redevelopment Agency meeting on Tuesday, February 13, 2024, at 3:00 p.m.

CONFERENCE WITH REAL PROPERTY NEGOTIATORS – pursuant to Government Code section 54956.8.

Conference with real property negotiators is not a project subject to the California Environmental Quality Act (CEQA) because it is a procedural, administrative step in the process.

Morgan L. Foley
City Attorney/General Legal Counsel
MLF:hms
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El Cajon City CouncilFebruary 13, 2024

El Cajon City Council
February 13, 2024