Agenda packet — El Cajon City Council, September 23, 2025 (part 1 of 2)

Time and Location
2nd and 4th Tuesday of each month. 3:00 PM
Council Chambers
200 Civic Center Way
El
Cajon, CA 92020
Watch Online
elcajon.gov/videostreaming
or Facebook Live (comments are not monitored)
In-Person Comments
Members of
the public may address the City Council/Agency Members on any item listed on the agenda, or on matters which are not listed on the agenda but are within the subject matter jurisdiction of the City Council, Housing Authority and Successor Agency to the El Cajon Redevelopment Agency.

Public comments are limited to three (3) minutes per person, per agenda item.

Written Comments
Comments must be emailed to [email protected] or mailed to the City Clerk at 200 Civic Center Way, El Cajon, CA 92020 and received by 4:00 pm the day prior to the City Council meeting for prompt distribution. Written public comments will be recorded in the public record and will
be provided to the City Council in advance
of the meeting for review.

Listening Devices and other Accomodations
ALDs are available from the City Clerk’s office. As required by the Americans with Disabilities Act (ADA), requests for reasonable accommodations to facilitate meeting participation will be provided, please contact the City Clerk’s office at least two (2) working days prior to the meeting at 619.441.1763.

For more information, please contact the City Clerk’s office at 619.441.1763.

Business hours: Monday-Thursday, 7:30 a.m. to 5:00 p.m., and alternating Fridays from 8:00 a.m. to 5:00 p.m.

FUTURE AGENDAS
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CITY COUNCIL

HOUSING AUTHORITY AND

SUCCESSOR AGENCY TO THE EL CAJON

REDEVELOPMENT AGENCY

Council Chamber
200 Civic Center Way
El Cajon, CA 92020
Agenda
SEPTEMBER 23, 2025, 3:00 p.m.

Bill Wells, Mayor Graham Mitchell, City Manager
Gary Kendrick, Mayor Pro Tem Vince DiMaggio, Assistant City Manager Steve Goble, Councilmember Marisol Thorn, Deputy City Manager Michelle Metschel, Councilmember Morgan Foley, City Attorney Phil Ortiz, Councilmember Angela Cortez, City Clerk

CALL TO ORDER: Mayor Bill Wells

ROLL CALL: City Clerk Angela Cortez

PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE

POSTINGS: The City Clerk posted Orders of Adjournment of the September 9, 2025, Meeting and the Agenda of the September 23, 2025, Meeting in accordance to State Law and City Council/Housing Authority/Successor Agency to the Redevelopment Agency Policy.

PRESENTATIONS:

Proclamation: German American Month

Proclamation: Human Resources Professionals Day

Proclamation: Fire Prevention Week

AGENDA CHANGES:

~ Valley of opportunity
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CONSENT ITEMS:

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

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

RECOMMENDATION:

That the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency approves Minutes of the September 9, 2025, Meeting of the El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency.

2. Warrants
RECOMMENDATION:

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

3. Approval of Reading Ordinances by Title Only
RECOMMENDATION:

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

4. El Cajon Housing Authority Annual Report (Fiscal Year 2024-2025)

RECOMMENDATION:

That the City Council, acting as the El Cajon Housing Authority:

Approves the attached 2024-2025 Annual Report; and 1.

Authorizes the Executive Director or designee to transmit it, in a form substantially as presented, to the California Department of Housing and Community Development as required by State Law.

2. 5. Sewer System Management Plan Addendum

RECOMMENDATION:

That the City Council:

Receives the Addendum to the 2025 Sewer System Management Plan (SSMP) for approval and filing; and

1. Adopts the next Resolution, in order, certifying that the Addendum to the 2025 SSMP is in compliance with the State of California Waste Discharge Requirements (WDR).

2. PUBLIC COMMENT:

PUBLIC COMMENT:

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

WRITTEN COMMUNICATIONS:

PUBLIC HEARINGS:

6. FY 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER) and Initiation of FY 2026-2027 One Year Action Plan

RECOMMENDATION:

That the City Council:

Opens the public hearing;1.

Accepts public testimony for the FY 2024-2025 Consolidated Annual Performance and Evaluation Report and initiation of the FY 2026-2027 One Year Action Plan;

2. Closes the public hearing; 3.

Approves the FY 2024-2025 Consolidated Annual Performance and Evaluation Report as presented and authorizes the City Manager or designee to submit to the U.S. Department of Housing and Urban Development and to make any necessary updates; and

4. Approves initiation of the FY 2026-2027 One Year Action Plan.5.

ADMINISTRATIVE REPORTS:

7. Updated Traffic Calming Policy and Analysis of Alternative Speed Control Devices on Cut-Through Streets

RECOMMENDATION:

That the City Council:

Adopts the next Resolution, in order, adopting a Traffic Calming Policy for the City of El Cajon, which incorporates speed cushions (recycled rubber and asphalt) as alternative speed control devices; and

1. Authorizes implementation of a pilot project on identified cut-through streets.2.

8. Small Business Incubator Update

RECOMMENDATION:

That the City Council receives the report.

9. City Council Priority Update on Third-Party Service Providers and Street Sweeping Pilot Program

RECOMMENDATION:

That the City Council:

Receives and files the staff report on third-party contractors; and1.

Provides staff with feedback on whether to proceed with a six-month street sweeping pilot program on three streets.

2. 10. New Technology for Understanding Homelessness in El Cajon

RECOMMENDATION:

That the City Council receives the report and provides feedback.

11. Contract Amendment for Bid No. 022-25 – Wells Park Pickleball

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to amend the scope of work and increase the compensation for the Public Works Contract with SWCS, Inc. in the not-to-exceed amount of $430,286.57.

COMMISSION REPORTS:

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

12. Council Activity Report

13. Travel Expenses for America First Policy Institute's Mayors' Council - Mayor Bill Wells

RECOMMENDATION:

That the City Council reviews and approves the attached claim for advance/reimbursement of travel expenses form for Mayor Bill Wells, submitted in accordance with City Council Policy G-1.

ACTIVITIES REPORTS/COMMENTS OF COUNCILMEMBERS:

14. 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 – San Diego Military Working Group.

15. MAYOR PRO TEM GARY KENDRICK
METRO Commission/Wastewater JPA; Heartland Communications; Heartland Fire Training JPA.

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

17. COUNCILMEMBER PHIL ORTIZ
League of California Cities, San Diego Division; East County Economic Development Council; MTS (Metropolitan Transit System Board) – Alternate; East County Advanced Water Purification Joint Powers Authority Board – Alternate; Chamber of Commerce – Government Affairs Committee – Alternate.

JOINT COUNCILMEMBER REPORTS:

GENERAL INFORMATION ITEMS FOR DISCUSSION:

ORDINANCES: FIRST READING

ORDINANCES: SECOND READING AND ADOPTION

18. Zoning Reclassification for 628-630 and 702 Broadway

RECOMMENDATION:

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

An Ordinance Rezoning a Portion of Property Located on The North Side of Broadway, Between Mollison Avenue and Ballantyne Street, from Residential, Single-family (RS-6) To Office Professional (O-P) (628-630 Broadway, APN: 483-130-21-00) And Property Located on The North Side ff Broadway, Between Mollison Avenue and Ballantyne Street, From Residential, Multi-family, 2,200 Square Feet (RM-2200) (702 Broadway; APN: 483-130-47-00), To Office Professional (O-P) Zone; General Plan Designation: Office Non-retail (O/NR).

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

In 1990, the City Council adopted a comprehensive amendment to the General Plan, including the General Plan Land Use Map. The 1990 General Plan Land Use Map indicated, as it does today, that the subject properties are designed as “Office/Non-Retail” (O/NR). Prior to this amendment, the City Council certified Environmental Impact Report No. 48 (SCH No. 87081907) by adopting City Council Resolution No. 09-91. The proposed zone change to “Office Professional” (O-P) is consistent with the General Plan, and it will not directly result in any physical changes or any expansion of use of the site at this time.

CLOSED SESSIONS:

19. Closed Session - Conference with Legal Counsel - Anticipated Litigation - Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Government Code section 54956.9: One (1) potential case: Angela Solis has submitted a Claim for Damages alleging losses suffered when her vehicle was struck by a City police vehicle operated by an officer in the course of duty. A copy of the claim is available for public inspection at the office of the El Cajon City Clerk, City Hall, 1st Floor, 200 Civic Center Way, El Cajon, California.

ADJOURNMENT: The Adjourned Regular Joint Meeting of the El Cajon City Council/El Cajon Housing Authority/Successor Agency to the El Cajon Redevelopment Agency held this 23rd day of September 2025, is adjourned to Tuesday, October 14, 2025, at 3:00 p.m.

City Council
Agenda Report
Agenda Item 1.

DATE: September 23, 2025
TO: Honorable Mayor and City Councilmembers
FROM: Angela Cortez, City Clerk
SUBJECT: Minutes of the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Meeting
RECOMMENDATION:

Attachments
09-09-25DRAFTminutes - 3PM

Joint Meeting: El Cajon City Council/Housing Authority/ September 9, 2025 Successor Agency to the Redevelopment Agency -181- 3:00 p.m.

JOINT MEETING OF THE

EL CAJON CITY COUNCIL/HOUSING

AUTHORITY/SUCCESSOR AGENCY

TO THE EL CAJON

REDEVELOPMENT AGENCY

MINUTES

CITY OF EL CAJON

EL CAJON, CALIFORNIA

September 9, 2025

A Regular Joint Meeting of the El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency, held Tuesday, September 9 , 2025, was called to order by Mayor/Chair Bill Wells at 3:00 p.m., in the Council Chambers, 200 Civic Center Way, El Cajon, California.

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

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

POSTINGS: The City Clerk posted Orders of Adjournment of the August 12 , 2025, meeting, the Joint Special Meeting of September 2, 2025, and the Agenda of the September 9 , 2025, meeting in accordance with State Law and El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Policy.

The Valley of Opportunity
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C'o V '-ci ~PorateO

Joint Meeting: El Cajon City Council/Housing Authority/ September 9, 2025 Successor Agency to the Redevelopment Agency -182- 3:00 p.m.

PRESENTATIONS:

• Proclamation: National Preparedness Month

AGENDA CHANGES: None

CONSENT ITEMS: (1 – 8)

MOTION BY WELLS, SECOND BY METSCHEL, to APPROVE Consent Items 1 to 8.

MOTION CARRIED BY UNANIMOUS VOTE.

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

Approve Minutes of the August 12 , 2025, Meeting and the Joint Special Meeting of September 2, 2025 of the El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency.

2. Warrants

Approve payment of Warrants as submitted by the Finance Department.

3. Approval of Reading Ordinances by Title Only

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

4. Monthly Treasurer’s Report for the period ended July 31, 2025

Receive the Monthly Treasurer’s Report for the period ended July 31, 2025.

5. Amend the Conflict of Interest Code of the City of El Cajon

Adopt Resolution No. 092-25, approving the latest amendment of the City of El Cajon’s Conflict of Interest Code.

Joint Meeting: El Cajon City Council/Housing Authority/ September 9, 2025 Successor Agency to the Redevelopment Agency -183- 3:00 p.m.

CONSENT ITEMS: (Continued)

6. Purchase of Fleet Fueling Services - Increase in Final Year Compensation

Adopt Resolution No. 093 -25, to amend the Fleet Fueling Services multi -year purchase agreement with Cardlock Fuel Systems, LLC dba SC Fuels (SCF) increasing the final year compensation by $465,000 for a not-to-exceed amount of $750,000.

7. Authorization to Apply for, Accept, Appropriate, and Expend the CalRecycle Beverage Container Recycling City/County Grant for FY 2025-26

Adopt Resolution No. 094-25, to:

1. Authorize the City Manager or designee to apply for, and if awarded, accept, appropriate, and expend the CalRecycle Beverage Container Recycling City/County Grant for FY 2025-26; and

2. Authorize the City Manager or designee to execute any documents and agreements necessary to apply for, and receive, the grant funds.

8. Acceptance of Permanent Local Housing Allocation Funding Award for Program Years 2022 and 2023

Adopt Resolution No. 095-25, to:

1. Accept, appropriate, allocate, and expend an additional award of $977,350 for a five-year total of $3,729,761 from the State of California Department of Housing and Community Development's (HCD) Permanent Local Housing Allocation (PLHA) grant award (22 -PLHA-17775) authorized by Senate Bill 2 (SB 2), Chapter 364, Statutes of 2017;

2. Accept, appropriate, allocate, and expend Program Income in the amount of $74,983.84 from accrued interest that has been received to date; and

3. Authorize the City Manager or designee to make any necessary updates and sign any agreements and amendments to obligate and expend PLHA funding.

PUBLIC COMMENT:

Mayor Wells announced that due to the number of speakers, Public Comments would be limited to two minutes and that the first five speakers would be heard at this time , with the remaining speakers being heard at the end of the meeting.

Leslie Thompson spoke in opposition of cooperating with ICE.

In response to Ms. Thompson’s comments, Mayor Wells stated that SB -54 does not allow the City to cooperate with ICE.

Joint Meeting: El Cajon City Council/Housing Authority/ September 9, 2025 Successor Agency to the Redevelopment Agency -184- 3:00 p.m.

PUBLIC COMMENT: (Continued)

Stephanie Cauchon spoke in support of the Recall of Councilmember Ortiz , asked Councilmember Goble to consider repealing Resolution 015 -25, regarding SB-54, and spoke about the El Cajon Policy Department’s policy manual.

Chris Ford spoke in opposition of ICE detaining non -violent criminals and in support of the Recall of Councilmember Ortiz.

Alexander Kraft spoke in opposition of cooperating with ICE and announced that he will be running for Mayor in 2026. Mr. Kraft stated that he would like to schedule a debate with Mayor Wells.

Harper Roman spoke about the City’s compliance with SB-54.

WRITTEN COMMUNICATIONS: None

PUBLIC HEARINGS:

Mayor Wells stated that Councilmember Goble and himself would recuse themselves and not participate on Item 9, due to a conflict of interest due to financial contributions made to their campaigns by Dr. Johnson, and left the Chamber at 3:17 p.m.

9. Zoning Reclassification for 628-630 and 702 Broadway

RECOMMENDATION: That the City Council:

1. Opens the Public Hearing and considers public testimony;

2. Closes the Public Hearing;

3. Moves to adopt the next Resolution, in order, approving a CEQA determination for a common sense exemption under CEQA Guidelines section 15103 (b) (3); and

4. Moves to introduce the next Ordinance, in order, APPROVING Zone Reclassification No. 2025-0002.

DISCUSSION

Deputy Director of Community Development, Noah Alvey, provided a summary of the Item.

In response to a question from Councilmember Metschel, Mr. Alvey stated that Dr. Johnson has not submitted any plans for the property yet.

Mayor Pro Tem Kendrick opened the Public Hearing.

Joint Meeting: El Cajon City Council/Housing Authority/ September 9, 2025 Successor Agency to the Redevelopment Agency -185- 3:00 p.m.

PUBLIC HEARINGS: (Item 9 – Continued)

No public comment was received for the Item.

MOTION BY KENDRICK, SECOND BY ORTIZ, to CLOSE the Public Hearing.

MOTION CARRIED BY UNANIMOUS VOTE
OF THOSE PRESENT (WELLS and GOBLE
– Disqualified).

MOTION BY ORTIZ, SECOND BY METSCHEL, to APPROVE a CEQA determination for a common sense exemption under CEQA Guidelines section 15103 (b) (3).

MOTION CARRIED BY UNANIMOUS VOTE
OF THOSE PRESENT (WELLS and GOBLE
– Disqualified).

MOTION BY ORTIZ, SECOND BY METSCHEL, to INTRODUCE the next Ordinance, in order, APPROVING Zone Reclassification No. 2025-0002.

MOTION CARRIED BY UNANIMOUS VOTE
OF THOSE PRESENT (WELLS and GOBLE
– Disqualified).

The City Clerk recited the title of the Ordinance:

AN ORDINANCE REZONING A PORTION OF PROPERTY LOCATED ON

THE NORTH SIDE OF BROADWAY, BETWEEN MOLLISON AVENUE

AND BALLANTYNE STREET, FROM RESIDENTIAL, SINGLEFAMILY
(RS-6) TO OFFICE PROFESSIONAL (O -P) (629-630 BROADWAY, APN:
483-130-21-00) AND PROPERTY LOCATED ON THE NORTH SIDE OF

BROADWAY, BETWEEN MOLLISON AVENUE AND BALLANTYNE
STREET, FROM RESIDENTIAL, MULTI -FAMILY, 2,200 SQUARE FEET (RM-2200) (702 BROADWAY; APN: 483 -130-47- 00), TO OFFICE PROFESSIONAL (O-P) ZONE; GENERAL PLAN DESIGNATION: OFFICE NON-RETAIL (O/NR).

Dr. Johnson thanked the City Council , Planning Commission, and staff for their professionalism.

In response to a question from Councilmember Metschel, Dr. Johnson stated they are developing a dog training program and plan to extend the program to include therapy dogs for hospitals.

Mayor Wells and Councilmember Goble returned to the Chamber at 3:26 p.m.

Joint Meeting: El Cajon City Council/Housing Authority/ September 9, 2025 Successor Agency to the Redevelopment Agency -186- 3:00 p.m.

ADMINISTRATIVE REPORTS:

10. Faces of Freedom Banner Program – Honoring Local Military Heroes

RECOMMENDATION: That the City Council receives the report and provides feedback regarding implementation of the Faces of Freedom Banner Program.

DISCUSSION

Deputy Director of Parks and Recreation , Julie Alon , provided detailed information of the Item.

No public comment was received for the Item.

In response to a question from Councilmember Metschel, Ms. Alon stated that the program will be completely funded by the $200 application fee.

MOTION BY ORTIZ, SECOND BY METSCHEL, to receive the report.

MOTION CARRIED BY UNANIMOUS VOTE.

11. City Council Action Plan (2025) Quarterly Update

RECOMMENDATION: That the City Council receives the report and provides feedback.

DISCUSSION

City Manager Mitchell provided detailed information of the Item.

No public comment was received for the Item.

Discussion ensued amongst City Council and Staff concerning the following:
• Setbacks due to budget cuts;
• Revenue generated by the Magnolia; and
• Providing information about City services to those new to the City.

MOTION BY ORTIZ, SECOND BY METSCHEL, to receive the report.

MOTION CARRIED BY UNANIMOUS VOTE.

COMMISSION REPORTS: None

Joint Meeting: El Cajon City Council/Housing Authority/ September 9, 2025 Successor Agency to the Redevelopment Agency -187- 3:00 p.m.

ACTIVITIES REPORTS/COMMENTS OF MAYOR WELLS:

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

12. Council Activities Report/Comments

Report as submitted.

ACTIVITIES REPORTS OF COUNCILMEMBERS:

13. 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 – San Diego Military Working Group.

Council Activities Report/Comments.

In addition to the submitted report, Councilmember Goble stated that the MTS board will be meeting on September 11, 2025 to discuss financial sustainability, a fair increase, and possible service cuts.

14. MAYOR PRO TEM GARY KENDRICK
METRO Commission/Wastewater JPA; Heartland Communications; Heartland Fire Training JPA.

Council Activities Report/Comments.

Report as submitted.

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

Council Activities Report/Comments.

Report as submitted.

Joint Meeting: El Cajon City Council/Housing Authority/ September 9, 2025 Successor Agency to the Redevelopment Agency -188- 3:00 p.m.

ACTIVITIES REPORTS OF COUNCILMEMBERS: (Continued)

16. COUNCILMEMBER PHIL ORTIZ
League of California Cities, San Diego Division; East County Economic Development Council; MTS (Metropolitan Transit System Board) – Alternate; East County Advanced Water Purification Joint Powers Authority Board – Alternate; Chamber of Commerce – Government Affairs Committee – Alternate.

Council Activities Report/Comments.

In addition to the submitted report, Councilmember Ortiz added that he attended League of California Cities meeting on September 8, 2025.

JOINT COUNCILMEMBER REPORTS: None

GENERAL INFORMATION ITEMS FOR DISCUSSION: None

ORDINANCES: FIRST READING – None

ORDINANCES: SECOND READING AND ADOPTION – None

Mayor Wells announced that the remaining Public Comments would be heard at this time.

Valerie Traina spoke in opposition of cooperating with ICE.

Brenda Hammond spoke about pop up churches and stated she is sad that the concerts in the park are over for the year.

Reverend RJ Lucchesi spoke about politics and religion being intertwined, and how one can impact the other.

Joann Pastori spoke about the Pledge of Alliance and in opposition of cooperating with ICE.

Carlos Perez spoke about racial profiling and in support of the Recall of Councilmember Ortiz.

Jo Alegria invited City Council and the community to the Pregnancy Care Clinic’s Annual Clinic Banquet on Thursday, October 9, 2025.

Joint Meeting: El Cajon City Council/Housing Authority/ September 9, 2025 Successor Agency to the Redevelopment Agency -189- 3:00 p.m.

In response to a question from Councilmember Metschel, Ms. Alegria confirmed that the Pregnancy Care Clinic accepts donations of baby items.

Connie Elder asked what triggers a change in the amount of time allowed for public comments.

Mayor Wells responded that it is based on the number of speakers and the number of items on the agenda.

Connie Elder spoke about a meeting between Councilmember Ortiz and community members, in support of the Recall of Councilmember Ortiz, and asked Councilmember Goble to repeal Resolution 015-25, regarding SB-54.

Melanie Bennett spoke about decisions that are made without all of the facts, and asked Councilmember Goble to repeal Resolution 015-25, regarding SB-54.

CLOSED SESSIONS:

RECOMMENDATION: That the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency adjourns to Closed Session as follows:

17. Closed Session - Conference with Legal Counsel - Existing Litigation - pursuant to paragraph (1) of subdivision (d) of Government Code section 54956.9: Jake Cain v. City of El Cajon; WC Claim No. 22014609

MOTION BY WELLS, SECOND BY KENDRICK, to ADJOURN to Closed Session at 4:10 p.m.

MOTION CARRIED BY UNANIMOUS VOTE.

RECONVENED to Open Session at 4:16 p.m.

City Attorney Foley reported the following actions:
• Direction given to City’s Workers Compensation adjuster.

Adjournment: Mayor Wells adjourned the Regular Joint Meeting of the El Cajon City Council/ Housing Authority/Successor Agency to the El Cajon Redevelopment Agency held this 9th day of September, 2025, at 4:17 p.m., to Tuesday, September 23, 2025, at 3:00 p.m.

________________________
ANGELA L. CORTEZ, CMC
City Clerk/Secretary
City Council
Agenda Report
Agenda Item 4.

DATE: September 23, 2025
TO: Honorable Mayor and City Councilmembers
FROM: Jose Dorado, Housing Manager
SUBJECT: El Cajon Housing Authority Annual Report (Fiscal Year 2024-2025) RECOMMENDATION:

That the City Council, acting as the El Cajon Housing Authority:

Approves the attached 2024-2025 Annual Report; and 1.

Authorizes the Executive Director or designee to transmit it, in a form substantially as presented, to the California Department of Housing and Community Development as required by State Law.

2. BACKGROUND:

The attached Annual Report provides a background of the Housing Authority's formation, assets, budget, and activities from July 1, 2024, through June 30, 2025. The report is formatted to the specifications of the California Department of Housing and Community Development ("HCD").

On March 9, 2011, the City Council adopted Resolution No. 32-11 establishing the El Cajon Housing Authority ("Housing Authority"). In accordance with California Health and Safety Code sections 34328 and 34328.1, the Housing Authority must prepare and submit a report of housing activities during the previous fiscal year by October 1st of each year. The annual report must be filed with the City Clerk and submitted to HCD.

Over the past year, the Housing Authority has continued to focus on supporting efforts to provide affordable housing for low-income households through the following activities:

Project Based Rental Assistance to 40 extremely-low households at Lexington Square Senior Apartments;
Financial support for the Salvation Army's "A Way Back Home Program"; and Working with developers to identify financial resources and possible sites for construction and/or rehabilitation of affordable housing.

The Annual Report demonstrates compliance with the requirements of Health and Safety Code section 34312.3, which includes:

Monitoring and providing the required number of affordable housing units for lower-income households in housing projects assisted by the Housing Authority; Establish base rents for units reserved for lower-income households, adjusted by household size;
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Establish maximum rental payments to lower-income households pursuant to State and Federal requirements; and
Report on activities related to the development or transaction of land for the purpose of increasing the supply of affordable housing for lower-income households.

Annual Report Summary
Deed-restricted properties meet all requirements of California Community Redevelopment Law regarding affordable housing, including those properties that were assisted by Low-and Moderate-Income Housing Funds of the former redevelopment agency.

Table 3 of the Annual Report includes the unaudited budget for 2024-25 and the proposed budget for 2025-26 that was approved by the City Council acting as the Housing Authority in June 2025, reflecting revenues and expenditures for various Housing Authority activities and projects.

The Administration line item reflects anticipated costs for the overall administration of Housing Authority funds for activities unrelated to a specific project. This includes internal staff costs, records management and external costs, such as legal and consultant services.

Materials, Services, and Supplies line item represents similar expenditures as those above, but in relation to a particular Housing Authority project (represented as an aggregate). The major costs in this category for FY 2024-25 reflect the participation in the Lexington Square Apartment project subsidies and for homeless services.

The Capital Outlay line item includes costs for anticipated projects such as land acquisition and construction. A proposed future project to be identified represents the majority of the projected expenditures. Once one or more specific projects are identified, they will be brought before the City Council, acting as the El Cajon Housing Authority, for approval.

The attached Annual Report provides more in-depth information about the Housing Authority activities, including housing unit compliance with affordability requirements, activities concerning existing debt obligations, as well as land transactions and development.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

This action is exempt from the California Environmental Quality Act ("CEQA"). Pursuant to State CEQA Guidelines section 15378(b)(5), this report is an administrative action that does not result in any change in the environment and is therefore exempt.

FISCAL IMPACT:

There is no impact to the General Fund. In accordance with Health and Safety Code Section 34328.1(b), the Housing Authority may be required to reimburse HCD for the cost of processing the report. If required, the cost would be covered by the Low and Moderate Income Housing Asset Fund (290200).

Prepared By: Jose Dorado, Housing Manager
Reviewed By: Anthony Shute, Director of Community Development Approved By: Graham Mitchell, City Manager
Attachments
FY 2024-25 Annual Report
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El Cajon Housing
Authority
Annual Report
FY 2024-25
Community Development
Housing Division
200 Civic Center Way
El Cajon, CA 92020
(619)441-1710
www.elcajon.gov/housing
The Valley of Opportunity
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1 TABLE OF CONTENTS
INTRODUCTION ................................................................................................................................ 2 OBJECTIVES OF THE HOUSING AUTHORITY ......................................................................... 3 HOUSING AUTHORITY DEB T OBLIGATIONS ................................................................... 4 LAND TRANSACTIONS AND DEVELOPMENT ACTIVITIES ............................................. 4 HOUSING AUTHORITY ASSETS .................................................................................................. 4 HOUSING UNIT COMPLIANCE ..................................................................................................... 5 FINANCIAL STATEMENT/BUDGET ............................................................................................. 8 FUTURE HOUSING AUTHORITY ACTIVITIES ......................................................................... 9

2 INTRODUCTION
Pursuant to California Health & Safety Code (“HSC”) section 34328, all housing authorities must annually file a report by October 1st of their activities for the preceding year (“Annual Report”) with their respective City or County Clerk and with the California Department of Housing and Community Development (“HCD”). This Annual Report covers all activities of the El Cajon Housing Authority that occurred during the Fiscal Year (“FY”) 2024-25, including housing unit compliance with affordability requirements, activities concerning existing debt obligations, as well as land transactions and development.

LEGAL AUTHORITY
The State legislature allows housing authorities to function as local entities with the primary responsibility of providing housing for very low- and low -income households. Housing authorities are distinct, autonomous, legal entities that derive their power from State legislature. Under HSC s ection 34200, the law provides the functioning of a local housing authority through a resolution of the local governing body.

AUTHORITY BACKGROUND
The El Cajon City Council adopted Resolution No. 32-11 on March 9, 2011, to establish the El Cajon Housing Authority (“Housing Authority”) by confirming and finding: (1) that unsanitary or unsafe inhabited dwellings exist in the City; or (2) that there is a shortage of safe and sanitary dwellings accommodations in the City available to persons of low income at affordable rents.

On January 24, 2012, the El Cajon Redevelopment Agency (“Agency”) adopted Resolution No.

ECRA-427 to transfer title of the Agency’s housing real property assets and loans receivable before February 1, 2012, to the Housing Authority and transfer all remaining housing assets to same entity, including, but not limited to: reco rded or unrecorded leases, Deeds of Trust, intangible assets, fixtures and equipment, agreements, contracts, promises to pay, receivables and any/all other unspecified assets. The Housing Authority then adopted Resolution No.

ECHA-1 to appoint the officers of the Housing Authority; to accept the Agency’s housing real property assets and loans receivable before February 1, 2012; to accept transfer of all remaining housing assets, including, but not limited to: recorded or unrecorded leases, Deeds of Trust, intangible assets, fixtures and equipment, agreements, contracts, promises to pay, receivables and any/all other unspecified assets; and to authorize the Executive Director to pay enforceable obligations, and conduct day to day operations of the Housing Authority.

3 OBJECTIVES OF THE HO USING AUTHORITY
Historically, the primary role of housing authorities has been to interact with the Department of Housing and Urban Development (“HUD”) on behalf of their communities, and to function as the administrator of “Section 8” funds, as defined by Section 8 of the United States Housing Act of 1937. A housing authority’s function under Section 8 entails determining applicants’ eligibility to receive Section 8 assistance, maintain ing a waiting list of eligible part icipants, contracting with property owners, and ensuring that contracted rent prices are reasonable. The County of San Diego conducts this function on the behalf of the Housing Authority.

However, a housing authority also serves to meet the affordable housing needs of a wider range of residents than Section 8 alone. Unlike the former Agency, the Housing Authority can own and operate housing developments , subject to Article XXXIV of the California Constitution (“Article 34”) limitations, which alleviates the need to find prospective owners or operators for the units created. If political support permits, the Housing Authority can utilize eminent domain as a tool by which to assemble land for housing developments without the need to document blighting conditions.

The Housing Authority’s future goals and objectives are to:
 Increase, improve or preserve housing stock available to low and very low -income residents;
 Rehabilitate multi-family properties that exhibit unsafe or unhealthy characteristics;  Increase the affordability of housing for low and very low-income residents;  Reduce overcrowding conditions in multi-family units;  Fulfill obligations to produce and maintain affordable housing units pursuant to HSC section 33000 et. seq., with housing assets transferred from the Agency; and  Generate ongoing revenues to achieve Housing Authority self-sustainability.

CONTENTS OF THE HOUSING AUTHORITY’S ANNUAL REPORT
This Annual Report has been developed to address the following requirements:
 Provide a complete report of activities during FY 2024-25, including any bond issuances, and loans or finance agreements that the Authority has entered into;  Compliance with the requirements of HSC section 34312.3 such as providing the minimum amount of housing units affordable to lower income households in projects assisted by the Authority with bonds and documenting established base rents and/or maximum rental payments for lower income households; and  Information on any tenancy or Housing Choice Voucher terminations of domestic violence victims required by HSC section 34328.1.

4 HOUSING AUTHORITY DEB T OBLIGATIONS
Pursuant to HSC section 34312.3, the Housing Authority must provide a complete report of its activities taken during the prior fiscal year, which includes bonds, loans, and financing agreements for multifamily rental projects.

The Housing Authority was activated on March 9, 2011, and has not issued any bonds. Any future financing for the acquisition, construction, rehabilitation, or development of multi - family housing through the issuance of bonds, construction loans, mortgage loans, and/or financing agreements will be documented and provided in subsequent Annual Reports.

LAND TRANSACTIONS AN D DEVELOPMENT ACTIVITIES
HSC section 34312.3 requires that all prior year’s activities be reported. Which include not only debt obligations, but activities related to the development, rehabilitation, or finance of housing projects. Additionally, including purchase, sale, lease, ownership, operation, or management of housing projects assisted by the Housing Authority; conveyance of surplus lands to a developer for permitted purposes; and establishment of a special trust fund or account funded with bond -loan issuance proceeds or developer fees. Table 1 -A describes the Housing Authority’s land transactions or development status.

El Cajon Housing Authority
Land Transactions and Development
Table 1-A
Parcel # Site
Address
Type Purpose Status
488-212-21-00 250 E.

Lexington
Commitment for
Sale of the
Leasehold
Interest;
Disposition and
Development
Agreement
The Housing Authority committed $3.95
million (from the sale proceeds) to provide
Project Based Rental Assistance (“PBRA”) to
40 units at or below extremely low income
over a period of 15 years. This commitment
has given the Housing Authority to monitor
the property on annual basis.

Completed

HOUSING AUTHORITY ASSETS
The Housing Authority assets include but are not limited to real property, recorded or unrecorded leases, Deeds of Trust, intangible assets, fixtures and equipment, agreements, contracts, promises to pay, receivables , transfers, and any/all other unspecified assets . All Real Property Assets owned and transferred to the Housing Authority are shown on Table 1- B and a summary of all Loans Receivable are shown on Table 1-C.

5 El Cajon Housing Authority
Real Property Assets (Properties owned and transferred to the Housing Authority) Table 1-B
Parcel # Site Address Date Acquired Current Use
487-180-09-00 151 Chambers Street 07/26/2007 Affordable Senior Housing Apartments – Solterra Sr. Residences (land lease)
487-191-14-00 131 Chambers Street 07/25/2008 Affordable Senior Housing Apartments – Solterra Sr. Residences (land lease)
488-111-35-00 Lot Adjacent to 146 Ballantyne
Street
08/24/1973 Vacant – property is in the disposition
process
488-212-21-00 250 E. Lexington Avenue 07/01/1994 Lease – Affordable Senior Housing- Lexington Senior Apartments (land
lease)
488-212-22-00 Prescott Promenade- Parking
Lot
06/27/2014 Parking Lot-Lease to Lexington Senior
Apartments (land lease)

El Cajon Housing Authority
Loans Receivable (Loans transferred to the Housing Authority) 1, 2 Table 1-C
Loan Receivable Type # Of Outstanding Loans Value of 6/30/2025 Multi-Family Projects 3 $ 7,956,621
Single Family Units 54 $ 3,931,138
Total 57 $ 11,887,759

1. The figures in Table 1-C are provided for information purposes only and are unaudited.

2. The final audited figures will be made available as part of the City of El Cajon’s Annual Comprehensive Financial Reports at https://www.elcajon.gov/your-government/departments/finance/financial-reports.

HOUSING UNIT COMPLIANC E
As set forth by HSC sections 34328 and 34328.1, housing authorities are required to:
 Prove compliance with the requirements of HSC section 34312.3 such as the minimum number of housing units affordable to lower income households in projects assisted by the Housing Authority and establish base rents and/or maximum rental payments for lower income households;
 Lower-income households are defined as a household with income not greater than 80% of AMI established by HUD; and
 To document any domestic violence tenancy terminations or Section 8 voucher terminations as required by HSC section 34328.1.

The following subsections provide a summary of the Housing Authority’s progress toward the requirements listed above.

6 HOUSING UNIT AFFORDABILITY REQUIR EMENT
Pursuant to HSC section 34312.3, not less than 20 percent of the units assisted by the Housing Authority, or 15 percent in targeted areas 1, as defined by section 103(b) (12) (A) of Title 26 of the United States Code, must be affordable to persons of low income. Of that percentage, not less than one-half must be available to persons of very-low income, if the housing development is financed by bonds 2. Nevertheless, the power to finance, own, build, and/or operate a housing development allows the Housing Authority to take on a more active role in the creation and maintenance of housing for low-income families.

Table 1-D provides a summary of the multi-family real estate assets owned or managed by the Housing Authority, and the breakdown of the current income levels that the units fall within, where known. Table 1-D shows how the current affordability mix of the Housing Authority’s projects meet established requirements within HSC section 34312.3, or the requirements of the funding sources at the time the assistance was provided.

El Cajon Housing Authority
Multi-Family Residential Real Estate Assets (Owned or managed by the Housing Authority)
Table 1-D
Project Name/Location Project Type VL Low Mod Mkt Unit Total No.

Units
Solterra Sr. Residences 48 --- 1 --- 49
131 & 151 Chambers
Street
Senior Rental
Units

(Ground Lease)

Cornerstone Place Apts.
230 S Sunshine Ave
Family and Veteran --- 69 --- --- 69

Lexington Senior Apts.
250 E. Lexington Avenue
Senior Rental Units
(Ground Lease)
100 --- --- --- 100

El Cajon Senior Towers, L. P
180 Ballantyne Street
Senior Rental Units 13 --- --- --- 13
Total 161 69 1 --- 231

BASE & MAXIMUM RENTS
HSC section 34312.3 establishes a set of guidelines to determine the base and maximum rents that a housing authority can charge for units reserved for lower income households.

According to HSC s ection 34312.3, “rental payments shall not exceed the amount derived by multiplying 30 percent times 50 percent of the median adjusted gross income for the area, adjusted for family size, as determined pursuant to Section 8 of the United States Housing Act of 1937 (42 U. S. C. Sec. 1437f).” The Housing Authority does not have an adopted schedule of base rental payments; however, the following table provides a calculation of the maximum rental payments that the Housing Authority can charge for affordable rental housing units.

The Housing Authority monitors to ensure compliance of rent al payments charged for its

1 CA Health & Safety Code Section 34312.3 (c)(1)(A)
2 CA Health & Safety Code Section 34312.3 (2)(A)
7 housing units and based on the last monitoring period all units across all three properties were found to be in compliance with their respective affordable housing agreement and the rents listed in Table 2.

As part of the monitoring process for the three properties, the Housing Authority compiles reports on each property’s unit compliance in accordance with each property’s affordable housing agreement, loan agreement, funding source, and/or covenant. The properties received funding that requires compliance with either HCD, HOME, or MTSP rent limits, or some combination thereof.

EL CAJON HOUSING AUTHORITY - 2024
Affordable Rental Housing Limits
San Diego County
Table 2
Area Median Income $119,500 2024
Very Low Income Low Income Moderate Income
Change from 2023 2.31%
Median Utility HUD Number of Qualifying
Income
Limit
Max
Rent
30% X
50%*
Qualifying
Income
Limit
Max
Rent
30% X
60%**
Qualifying
Income
Limit
Max
Rent
30% X
110%***
Income Allowance FMR1 Persons Bedrooms

H&S Code 50053(b)(2) H&S Code
50053(b)(3)
H&S Code 50053(b)(4)
$83,650 $130 $1,714 1 Studio $53,050 $1,046 $84,900 $1,255 $100,400 $2,300 $95,600 $155 $1,885 2 One $60,600 $1,195 $97,000 $1,434 $114,700 $2,629 $107,550 $212 $2,399 3 Two $68,200 $1,344 $109,150 $1,613 $129,050 $2,958 $119,500 $266 $3,279 4 Three $75,750 $1,494 $121,250 $1,793 $143,400 $3,286 $129,050 $320 $3,988 5 Four $81,850 $1,613 $130,950 $1,936 $154,850 $3,549 $138,600 $378 N/A 6 Five $87,900 $1,733 $140,650 $2,079 $166,350 $3,812 1Fair Market Rents (effective October 1, 2023 for 2024) *Affordable Housing Cost for Very Low-Income Households is the product of 30 percent times 50 percent of the area median income adjusted for family size appropriate to the unit. Health and Safety Code section 50053(b)(2). **Affordable Housing Cost for Lower Income Households is the product of 30 percent times 60 percent of the area median income adjusted for family size appropriate to the unit. Health and Safety Code section 50053(b)(3). ***Affordable Housing Cost for Moder ate Income Households is not more than the product of 30 percent times 110 percent of the area median income adjusted for family size appropriate to the unit. Health and Safety Code section 50053(b)(4).

Utility Allowance reflects the use of natural gas for heating, cooking, other electric and air con ditioning in accordance with the County of San Diego Section 8 Rental Assistance Program, effective 1/1/2024.

DOMESTIC VIOLENCE
State law requires that a housing authority annually report data related to domestic violence incidents in units owned or operated by the housing authority. Specifically, the report must include data on the following:
 Data on termination of tenancy and/o r Section 8 vouchers of victims of domestic violence in Housing Authority units.
 Summary of steps taken by the Housing Authority to address any termination of tenancies and/or Section 8 vouchers of victims of domestic violence.

The Housing Authority does not own or operate any multifamily projects. Hence, there is no reportable activity between July 1, 2024, and the end of the reporting year on June 30, 2025. The County of San Diego administers the Housing Choice Voucher Program ( Section 8 ) rental assistance in the City of El Cajon, as the local Public Housing Agency. The County of San Diego reported no terminations of Section 8 vouchers of victims of domestic violence during this 8 reporting period. Any information on any terminations of this kind are always limited to a summary of the number(s) and may include non-specific information to protect the privacy of the parties involved.

FINANCIAL STATEMENT/ BUDGET
Table 3 presents the revenues and expenditures within the Housing Authority’s actual budget for FY 2024-25 as well as the proposed budget for FY 2025-26.

Table 3
El Cajon Housing Authority Schedule of Revenues, Expenditures and Fund Balance Actual (Unaudited) Proposed Budget
2024-25 2025-26
Beginning Fund Balance $16,951,158 $ 17,103,638 Revenues/Sources:

Investment Earnings $535,295 $ 100,000 Sale of Property - - Rental Income $5,048 $2 Other Revenues $4,988 $5,400 Loan Repayment1 $147,801 $100,000 Transfers in In-Lieu Funds - - Total Revenues $545,331 $105,402
Expenditures/Uses:

Administration $149,721 $184,076 Materials, Services, and Supplies $243,130 $504,770 Loan Disbursements - $2,464,800 Total Expenditures $392,851 $3,153,646 Excess (deficiency) of revenues
over (under) expenditures/uses $152,480 ($3,048,244)

Ending Fund Balance $17,103,638 $14,055,394

Source: City of El Cajon Finance Department

1 Loan repayments are not added to the fund balance as it reduces the receivable. 9 FUTURE HOUSING AUTHO RITY ACTIVITIES
Future Housing Authority activities to meet goals and objectives will be directed to undertaking activities that meet HSC and supplementary /leveraged funding regulatory requirements, maximize existing and new financial resources for the production of affordable housing for low-income households, generate ongoing revenues through housing production to ensure Housing Authority self -sustainability, improve the quality of affordable housi ng stock, and eliminate conditions that lead to blight in affordable housing developments.

Specific activities that are anticipated or may be contemplated during 2025-2026 include:
 Ongoing Compliance: Continue to monitor existing affordable housing project s as shown in Table 1-D and collect residual receipts and monitoring fees, if applicable.  Production of Affordable Housing: Continue to seek opportunities t o increase the production of affordable units consistent with the requirements of HSC sections 34176 and 34176.1.

Specific Obligations for 2025-2026 includes:
 250 E. Lexington Avenue: On March 5, 2020, as amended on December 14, 2022, the Housing Authority committed $3.95 million in rental assistance to the Lexington Avenue Senior Apartments throug h a project -based housing assistance (PBA) Agreement between ECHA and Lexington ECJ Housing, LP. The Agreement provides PBA for up to 40 households at or below extremely low -income levels for a 15 -year period. The annual contribution for 2025-26 is budgeted at $244,000 using LMIHAF.

Specific activities related to Homeless Prevention and Rapid Re-housing programs are:
 El Cajon Housing Connections: The Housing Authority is currently reviewing project balances to determine if additional funding is needed to provide emergency housing placements when shelter beds are full.
 A Way Back Home: In October 2017, the City funds The Salvation Army “A Way Back Home” program, which reunites homeless individuals in the City with their families by providing assistance with transportation, food, and, if needed, an overnight stay while in route. During Fiscal Year 2024 -2025, 10 individuals were placed into permanent housing through this program. A total of $3,894 was expended using LMIHAF for this program, for an average of $389 per household housed. This program will continue in 2025-2026 and the annual contribution is estimated at $10,000 using LMIHAF.

Conclusion:

Current revenue and asset limitations will be the greatest challenge for the Housing Authority’s goal of increasing the production of affordable housing units and achiev ing self- sustainability. As federal, state, and local programs are being eliminated or reduced, there are fewer subsidies and financial resources available to make affordable projects economically feasible. This trend requires the Housing Authority to be strategic and deliberate in the types of projects for which it chooses to participate, or it must seek other viable alternatives to preserve or build housing that is affordable.

City Council
Agenda Report
Agenda Item 5.

DATE: September 23, 2025
TO: Honorable Mayor and City Councilmembers
FROM: Yazmin Arellano, Director of Engineering Services SUBJECT: Sewer System Management Plan Addendum
RECOMMENDATION:

That the City Council:

Receives the Addendum to the 2025 Sewer System Management Plan (SSMP) for approval and filing; and

1. Adopts the next Resolution, in order, certifying that the Addendum to the 2025 SSMP is in compliance with the State of California Waste Discharge Requirements (WDR).

2. BACKGROUND:

In 2006, the State Water Resources Control Board (SWRCB) adopted Order 2006-0003-DWQ (State Order), which mandated all public agencies (Enrollees) operating a sanitary sewer system to develop a comprehensive engineering, operations, and maintenance plan to eliminate sanitary sewer overflows (spills) and consequential pollution of the waters of the State.

Following the 2006 Order, City staff assembled a comprehensive Sewer System Management Plan (SSMP) that included program elements such as standard operations and maintenance practices, capacity assurance, and spill response. On December 6, 2022, the State Water Board adopted General Order WQ 2022-0103-DWQ (General Order), which supersedes the previous State Order and its amendments. The General Order became effective on June 5, 2023, and noted that all sections and attachments of the General Order are enforceable by the State Water Board and the Regional Water Quality Control Board (RWQCB).

Earlier this year, City staff conducted an update to the SSMP to comply with the new General Order, and on April 22, 2025, the City Council adopted Resolution No. 037-25, approving the 2025 update to the SSMP. On May 1, 2025, the certified SSMP document was uploaded to the State's online tool, the California Integrated Water Quality System (CIWQS).

The San Diego RWQCB staff notified the City in June 2025 that they had completed a limited review of Chapter 8 of the City’s updated SSMP against the current General Order and determined the SSMP failed to meet the requirements of Sections 8.1 and 8.2 of Attachment D of the General Order. Per the RWQCB's direction, this Addendum has been created, reviewed with the San Diego RWQCB staff, and will be added to the 2025 SSMP as a replacement for Chapter 8. The Addendum has been written to match the format of Section 8 of the General Order for greater compliance and transparency.
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CALIFORNIA ENVIRONMENTAL QUALITY ACT:

City Council action to adopt the next resolution, in order, approving the Addendum to the Sewer System Management Plan ("SSMP") is exempt from the California Environmental Quality Act (“CEQA”), because it will have no significant effect on the environment. The SSMP documents how the City of El Cajon manages, operates, and maintains all parts of the sanitary sewer system to help reduce, prevent, and mitigate sanitary sewer overflows. Furthermore, approving the Addendum to the SSMP constitutes an organizational or administrative activity of government that will not result in direct or indirect physical changes in the environment.

Accordingly, this action is exempt pursuant to State CEQA Guidelines sections 15378(b)(4) and (5). Moreover, implementation of the SSMP will apply to sanitary sewer collection systems that constitute "existing facilities" of the City or may require the installation of minor sewer system facilities, which will involve either minor alterations to existing facilities, or repair or replacement of existing facilities involving negligible or no expansion of sewer capacity. Such activities are exempt from review under State CEQA Guidelines sections 15301 and 15302. The adoption of the SSMP is also exempt from environmental review pursuant to CEQA Guidelines Section 15308 because it requires the implementation of management operations programs and plans to enhance and protect the environment by limiting the occurrence of sanitary sewer spills in the City.

Prepared By: Yazmin Arellano, Director of Engineering Services Reviewed By: Vince DiMaggio, Assistant City Manager
Approved By: Graham Mitchell, City Manager
Attachments
Resolution - SSMP Addendum
SSMP - Addendum

Page 1 of 2 ends

RESOLUTION NO. -25

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EL CAJON

APPROVING AND CERTIFYING THE
2025 SEWER SYSTEM MANAGEMENT PLAN

ADDENDUM

WHEREAS, on May 2, 2006, the State Water Resources Control Board ( the "SWRCB") adopted O rder No. 2006 -0003-DWQ (the "Order"), which mandated that all public agencies ("Enrollees") operating a sewer system develop a comprehensive engineering, operations and maintenance plan; the Sewer System Management Plan ("SSMP"), to eliminate sanitary sewer overflows and consequential pollution of the waters of the State of California; and

WHEREAS, following the Order, City of El Cajon ("City") staff assembled a comprehensive asset management plan that included fourteen (14) elements, ranging from capacity assurance to overflow response, and presented it to the City Council for approval on July 28, 2009; and

WHEREAS, City Council adopted Resolution No. 88 -09 on July 28, 2009, approving the SSMP and certifying compliance with the State of California Waste Discharge Requirements (the "WDR"); and

WHEREAS, the 2009 WDR required that all Enrollees perform an audit and recertify the SSMP biannually, with any necessary amendments and recertification of the SSMP approved by their governing board every five (5) years thereafter; and

WHEREAS, on December 6, 2022, the SWRCB adopted General Order WQ 2022- 0103-DWQ ( "General Order "), which supersedes the Order and its amendments , and which requires audits of the Enrollees’ SSMPs every three years, and recertification by the Enrollees every six years; and

WHEREAS, the General Order became effective on June 5, 2023, and noted that all sections and attachments of the General Order are enforceable by the SWRCB and the San Diego Regional Water Quality Control Board (the "Regional Board"); and

WHEREAS, the City previously certified the SSMP in 2015, 2020, and most recently in April of 2025, and since 2015, staff has performed two (2) audits and SSMP revisions, and updated the City's Spill Emergency Response Plan ( "SERP") to comply with the State Order; and

WHEREAS, most of the original goals to bring the City's SSMP into compliance with the WDR were satisfied in 2015, but each new audit and SSMP revision establishes additional goals and updates to existing goals in order to address current requirements; and

Page 2 of 2 ends

WHEREAS, in June of 2025, the City received notification from the Regional Board indicating that, upon review of the City’s 2025 SSMP for compliance with the General Order and statewide WDRs, the Regional Board determined the SSMP was incomplete and did not satisfy the requirements of Sections 8.1 and 8.2 of Attachment D to the General Order; and

WHEREAS, s taff recommends that City Council approves the 2025 SSMP Addendum (the "Addendum") certifying that the Addendum complies with the General Order and statewide WDRs, and approving and accepting the Addendum for filing with the SWRCB through their online tool, the California Integrated Water Quality System ("CIWQS"); and

WHEREAS, the Addendum is exempt from the California Environmental Quality Act ("CEQA"), pursuant to State CEQA Guidelines sections 15378(b)(4) and (5), as it will have no significant effect on the environment ; State CEQA Guidelines sections 15301 and 15302, as it would consist of alterations to "existing facilities" of the City; State CEQA Guidelines section 15308 as it requires the implementation of management operations programs and plans to enhance and protect the environment ; and the action is also statutorily exempt from CEQA under section 15262 of the State CEQA Guidelines.

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

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

2. The City Council hereby approves the 2025 SSMP Addendum certifying that the Addendum complies with Order WQ 2022-0103-DWQ and State of California Waste Discharge Requirements and approves and accept s the Addendum for filing with the SWRCB through their online tool, the CIWQS.

3. The 2025 SSMP Addendum is exempt from the California Environmental Quality Act ("CEQA"), in accordance with State CEQA Guidelines sections 15378(b)(4) and (5), as it will have no significant effect on the environment ; State CEQA Guidelines sections 15301 and 15302, as it would consist of alterations to "existing facilities" of the City; State CEQA Guidelines section 15308 , as it requires the implementation of management operations programs and plans to enhance and protect the environment ; and the action is also statutorily exempt from CEQA under section 15262 of the State CEQA Guidelines.

4. The City Council hereby directs staff to file the 2025 SSMP Addendum with the SWRCB through the CIWQS.

CITY OF EL CAJON

SEWER SYSTEM MANAGEMENT PLAN - ADDENDUM
WDID: 9SSO10649
SEPTEMBER 23, 2025
Prepared for:

200 Civic Center Way
El Cajon, California 92020
Prepared by:

9665 Chesapeake Dr, Suite 230
San Diego, CA 92123
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Sewer System Management Plan Addendum (September 2025) Page i Certification
September 23, 2025

Mr. Frank Melbourn
Water Resources Control Engineer
California Regional Water Quality Control Board
San Diego Region
2375 Northside Drive, Suite 100
San Diego, CA 92108

Subject: R equested Amendment to Sewer System Management Plan Dear Mr. Melbourn,
This letter is in response to an email received by the City of El Cajon (City) on June 24, 2025, from the California Regional Water Quality Control Board (RWQCB), San Diego Region. The email noted that the San Diego RWQCB completed a limited review of only Chapter 8 of the City’s submitted SSMP and deemed the chapter to be incomplete as compared to the requirements of Sections 8.1 and 8.2 of Attachment D of the State Water Resources Control Board Order WQ 2022-0103-DWQ, Statewide Waste Discharge Requirements, General Order for Sanitary Sewer Systems (General Order).

Attached is a copy of the revised Chapter 8 and the Certification of the SSMP Addendum the City has completed in its commitment to compliance with all applicable requirements.

Sincerely,

Graham Mitchell
City Manager
City of El Cajon

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Sewer System Management Plan Addendum (September 2025) Page ii Certification
Certiﬁcation
I certify under penalty of law that this Sewer System Management Plan Addendum, and the subparts contained herein, complies with the requirements set forth in the General Waste Discharge Requirements (WDRs) for Sanitary Sewer Systems, Order WQ 2022-0103-DWQ, which became effective June 5, 2023. I further certify that this document and all attachments were prepared under the City of El Cajon’s direction and supervision in accordance with its policies and procedures to assure that qualified personnel properly provided, evaluated, and incorporated the information reflected in this document, that the information included in this document is, to the best of my knowledge and belief, true, accurate, and complete, and that this document has been duly presented to and approved by the El Cajon City Council on the _____ day of ______________,______.
___________________________________ _______________________ Graham Mitchell Date
City Manager

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Sewer System Management Plan Addendum (September 2025) Page 8-1 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements Chapter 8
System Evaluation, Capacity Assurance, and Capital
Improvements
This section discusses the City’s methods for evaluating and managing the condition and capacity needs to address the current and future capacity and condition related improvement projects.

The General Order includes a requirement that the SSMP include procedures to assure capacity management measures that address the current and future capacity requirements of its collection system. Also required is that the City prepare and implement a capital improvement plan that will provide hydraulic capacity of key sanitary sewer system elements for dry weather peak flow conditions, as well as the appropriate design storm or wet weather event. At a minimum, the plan must include:
a) System Evaluation and Condition Assessment
b) Capacity Assessment and Design Criteria
c) Prioritization of Corrective Actions, and
d) Capital Improvement Plan

8.1 Discussion on System Evaluation, Capacity Assurance, and Capital Improvement Plan
At the time this SSMP was updated, the City was in the process of updating its Sewer Master Plan (Master Plan), which was previously completed in 2015. Therefore, the following information reflects the most current information contained in the 2015 master plan and current City practices. The City anticipates the Master Plan Update will be completed by FYE2026 and will include the following:
• U
pdate the City’s sewer flow estimates using regional population and employment projections, the latest projections for the downtown area, the Winter Gardens area and other information on planned developments;
• U
pdate the hydraulic model to incorporate CIP projects that have been completed since the last master plan;
• I dentify and incorporate the appropriate design storm(s) or wet weather events that may result in or contribute to Spill events (Spills);
• U pdate the City’s list of CIP projects to reflect the City’s most recent information on existing and projected sewage flow generation. Identify areas that have the potential to be affected due to climate change, including but not limited to: flooding and/or erosion due to increased storm volumes, frequency, and/or intensity; and wildfires. sea level rise; and increased power 11,e Valley 1ifOpport1111i~1•
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Sewer System Management Plan Addendum (September 2025) Page 8-2 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements disruptions will also be reviewed, but are discussed in Section 8.1.7 as not being perceived as directly threatening to the City’s collection system;
• I dentify locations where there is the potential for system components to be affected by erosive forces due to larger and/or higher intensity storm events; • U tilize observations/evidence of system conditions that may contribute to exiting of sewage from the system which can reasonably be expected to discharge into a water of the State; and • E stablish a central record keeping repository (such as GIS) to maintain access to system evaluation and condition assessment inspections and activities and proposed rehabilitation and repair methods and schedules.

The following subsections provide a brief summary of the findings from the previous master plan and modeled system, flow estimates, and evaluation criteria used for the City’s sewer system capacity evaluation.

8.1.1 Evaluate the sanitary sewer system assets utilizing the best practices and technologies available;
The best practices and technologies currently being applied by the City include Closed Circuit Television (CCTV) for conducting inspection of the wastewater collection system (detailed in Chapter 4, here and Sections 8.1.2, 8.1.3, and 8.1.5), permanent real-time alert flow monitors at specific points of concern (detailed in Section 8.1.3.A), GIS-based data tracking and comparative analysis (detailed below and in Chapters 1 and 4), and digital hydraulic modeling for capacity evaluation of the wastewater collection system (detailed in Sections 8.1.7 and 8.2.1).

The City performs routine inspections of its collection systems facilities (pipelines and manholes).

Using CCTV, pipeline inspections are conducted to document observed maintenance issues and defects in the sewer mains, clean outs, and manholes. A description of the City’s CCTV inspection program is included in Chapter 4 as part of the City’s routine O&M activities. The City’s CCTV truck is equipped with WinCan software, which uses NASSCO PACP coding system. Defects are assigned a defect code and a severity rating according to the rating scale included with the WinCan software.

Inspections are performed systematically by a two-person crew and typically occur subsequent to the cleaning of the subject pipelines. Daily progress is recorded by the staff members, submitted to the Public Works Supervisor and utilized for tracking and reporting purposes.

The information obtained from the CCTV inspections is reviewed, recorded, and defects are documented. Identified maintenance problem areas in the collection system are logged and categorized into an enhanced cleaning frequency schedule (HFML), which may be bi-weekly, monthly, quarterly, semi-annually, and annually.

The information collected is also provided to the Engineering Services Department for further assessment and determinations of repair and/or rehabilitation methods. The City Engineering Services and Public Works Departments work in partnership to confirm the repair and/or 11,e Valley 1ifOpport1111i~1•
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Sewer System Management Plan Addendum (September 2025) Page 8-3 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements rehabilitation methods and prioritize the projects. Noted structural defects are logged and prioritized in a CIP tracking matrix spreadsheet for repair or replacement.

The rehabilitation and replacement plan includes effort to identify and prioritize system deficiencies and implement short-term and long-term rehabilitation actions to address each deficiency.

Finally, the rehabilitation and replacement plan includes a capital improvement plan that addresses proper management and protection of the infrastructure assets. The plan includes a time schedule for implementing the short and long-term projects plus a schedule for developing the funds needed for the improvement projects.

As referenced in the opening summary of Section 8.1, the City was in the process of updating its Master Plan at the time this SSMP was updated. The City currently has two-dimensional models of the City’s sewer and storm drain collection systems in GIS and tools within the GIS are used to review and track details of these data sets. However, the Master Plan Update includes plans to use GIS to further identify system assets and configurations that may hold a high level of environmental consequences, which will be further discussed in Sections 8.1.3.A-C. Additionally, the City plans to make CIP program tracking more resilient by including the repair and replacement needs and updates on GIS layers in an effort to make these long-term plans more apparent and available.

8.1.2 Identify and justify the amount (percentage) of its system for its condition to be assessed each year;
The City’s goal is to televise its sewer system on a ten (10) year cycle based on the size and expected life-span of the collection system, current schedule of CIP repairs, and the expense of inspection services and capital improvements. This effort equates to 10% of the system being televised per year, on average.

Regular CCTV inspections performed by City staff typically occur subsequent to the cleaning of pipelines, but these efforts are occasionally supplemented by a long-term project with contracted professional services to meet long-term goals. Pipelines subject to a CIP project for rehabilitation or replacement are also inspected shortly before project bids are requested to verify the repair needs have not changed. As noted in section 5.2.2, the City also requires video inspections be performed by contractors when retained for construction, installation, and rehabilitation of wastewater pipelines and manholes to confirm quality of construction work.

8.1.3 Prioritize the condition assessment of system areas that:
• H
old a high level of environmental consequences if vulnerable to collapse, failure, blockage, capacity issues, or other system deficiencies (Section 8.1.3.A); • A re located in or within the vicinity of surface waters, steep terrain, high groundwater elevations, and environmentally sensitive areas (Section 8.1.3.B); 11,e Valley 1ifOpport1111i~1•
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Sewer System Management Plan Addendum (September 2025) Page 8-4 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements • Are within the vicinity of a receiving water with a bacterial-related impairment on the most current Clean Water Act section 303(d) List (Section 8.1.3.C); The following sections include a summary of the City’s current methods for evaluating, managing, and prioritizing the current and future condition-related improvement needs. However, all of these items will be further reviewed and developed as part of the Master Plan Update, including an audit to determine criteria on the potential influence zones between sewer system facilities and storm water conveyance facilities. It is recognized that certain configurations of sewer and storm facilities constitute a higher threat of Spills reaching a waterbody based on factors like the horizontal and vertical distances between facilities, groundwater depth, surrounding soil type, and the capacity of the sewer system. Upon conclusion of the Master Plan Update, any measures to update City practices to ensure full compliance with these items will be included on the City’s list of Goals and Objectives (Table E-1 in Appendix E).

A. Hold a high level of environmental consequences if vulnerable to collapse, failure, blockage, capacity issues, or other system deficiencies; The City prioritizes conducting enhanced O&M and monitoring activities at locations where there is a combined high level of vulnerability and environmental consequence. These practices include more frequent cleaning (HFML) and inspection, as well as active monitoring (SmartCover sensors). Nearly all of the City’s twelve (12) siphons cross under storm channels, which is why they are not only included on the HFML and cleaned on a higher frequency, but also include active flow monitors with high-level alarms in the upstream manholes. These monitors detect and report back-ups via email and text messages to multiple key personnel before they become Spills. SmartCover monitors are battery powered and e mail notiﬁcations
are sent when SmartCovers have low battery or signal loss. Table 4-1, Summary of Existing S
iphons, in Section 4.3.2, page 4-6, includes a summary of the siphons, noting those crossing creeks or channels, and considered to hold a high level of environmental consequence.

The City’s O&M Program is developed and adjusted based on the specific needs and condition of the system. Based on information obtained using the CCTV technology and findings from the routine cleaning of the system the condition related deficiencies are primarily associated with maintenance needs. Therefore, to optimize the use of the sewer collection system and prevent sewer Spills, the City’s O&M program is largely focused on the following activities in addition to the scheduled CCTV inspections and routine cleaning:
• Siphons - identified as HFMLs on a three (3) month cleaning cycle • Siphons - include SmartCover lids in upstream manholes (section 4.3.2) • HFMLs - Jetting
• HFMLs - Rodding
• Manholes - Root Maintenance
• Manholes - Root Foaming
• Pipelines - Root Foaming
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Sewer System Management Plan Addendum (September 2025) Page 8-5 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements As part of the City’s Preventative Maintenance Program, the City uses both in-house staff and outside services to perform the planned maintenance tasks at scheduled frequencies as part of our preventative maintenance program. Frequencies are established and sometimes adjusted based on experience and attribute information to minimize the risk of blockages or equipment failures that could lead to Spills. The City’s maintenance program consists of O&M practices to maintain its facilities including routine and high frequency line cleaning and inspections (CCTV and visual). Appendix B includes the information pertaining to the above activities performed at specific locations.

Additionally, pipelines identified with structural defects are prioritized for earlier repair or rehabilitation if the defect could directly or indirectly cause the discharge of sewage, especially if that discharge is likely to reach a water body.

B. Are located in or within the vicinity of surface waters, steep terrain, high groundwater elevations, and environmentally sensitive areas;
As noted in Section 8.1.3.A, the City prioritizes conducting O&M and active monitoring activities at locations where there is a potentially high level of environmental consequence, especially the siphons crossing under channels or creeks.

Though inflow mitigation has been the primary Spill-prevention goal of the City, with the smoke testing and inflow prevention disk installation programs, infiltration reduction is also considered a risk. Infiltration of groundwater found during the course of regular maintenance and inspection activities is reported as a defect on the associated work order so the asset can be added to the database of necessary repairs. This data is also compiled using GIS to identify areas of concern where groundwater levels and the locations of wastewater and stormwater infrastructure may constitute a higher chance of Spill.

Areas where sewer lines are more prone to root intrusion also are identified and systematically met with more frequent maintenance and CCTV inspections and may be included in the Root Foaming Program. During all CCTV inspections, any private lateral disconnects that are found are referred to Engineering Services to include in the CIP or issue a Notice to Repair to the property owner, as warranted.

The City has previously relocated certain sewer lines within slopes and does maintain many of these lines more often, but further identification and mitigation of sewer lines at risk due to erosion (scour) is being reviewed, especially those with a high risk of consequence and lower likelihood of public visibility.

This item will be further developed as part of the Master Plan Update. Upon conclusion of the update, any measures to update City practices to ensure full compliance with this item will be included on the City’s list of Goals and Objectives (Table E-1 in Appendix E). 11,e Valley 1ifOpport1111i~1•
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Sewer System Management Plan Addendum (September 2025) Page 8-6 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements The schedule for development of this item is with the completion of the Master Plan Update and will serve as a Performance Measure for subsequent audits and updates. Once completed, this will be added to the Change Log in the SSMP .

C. Are within the vicinity of a receiving water with a bacterial-related impairment on the most current Clean Water Act section 303(d) List;
Based on review of the most recent Clean Water Act Section 303(d) list of impaired water bodies, the City’s wastewater collection system is located within the vicinity of a waterbody (Forester Creek) identified as impaired under this designation. The portions of the collection system within proximity of Forester Creek are being identified and analyzed with the current Master Plan update for potential impacts to comply with the required Total Maximum Daily Load (TMDL) for pollutant reduction, as defined by the U.S. Environmental Protection Agency and the California State Water Resources Control Board.

In compliance with the dry-weather component on the TMDL requirements and Time Schedule Order R9-2023-0006, the City currently has regular flow sampling conducted, as well, weekly inspections of all major storm drain outfalls discharging to Forester Creek. If any outfalls show active flows, the flow is traced upstream to identify a source. Outreach and enforcement actions are conducted for sources identified as illicit discharges from private property (over- irrigation, car washing, PLSDs, etc.). Additionally, storm channel and culvert sweeps and clean-up efforts are conducted regularly to remove debris and homeless encampments. Any flows that are not tied to an approved practice, such as water district supply line maintenance, or known groundwater sources are investigated and samples taken and tested, as needed.

8.1.4 Assess the system conditions using visual observations, video surveillance and/or other comparable system inspection methods;
The best practices and technologies currently being applied include Closed Circuit Television (CCTV) for conducting inspection of the wastewater collection system, permanent real-time alert flow monitors at specific points of concern, and digital hydraulic modeling for capacity evaluation of the wastewater collection system. Chapter 4 and Sections 8.1.1, 8.1.2, 8.1.3 (A-C), 8.1.5, and

8.2 provide further details on these practices.

The City performs the routine inspection of its collection system and manholes using CCTV technology. Identified maintenance problem areas in the collection system are logged and categorized into a cleaning frequency schedule which may be bi-weekly, monthly, quarterly, semi- annually, and annually. Noted structural defects are logged and prioritized for improvement. 11,e Valley 1ifOpport1111i~1•
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Sewer System Management Plan Addendum (September 2025) Page 8-7 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements

8.1.5 Utilize observations/evidence of system conditions that may contribute to exiting of sewage from the system which can reasonably be expected to discharge into a water of the State;
CCTV inspections and regular cleaning are essential practices in maintaining the integrity of sewer systems and preventing sewage from escaping into the environment. CCTV allows for visual inspection of the interior of sewer pipes to identify blockages, cracks, root intrusions, or structural failures before they escalate into major issues. As problems are detected, targeted cleaning and repairs are performed to restore proper flow and prevent overflows or leaks. Routine cleaning, such as jetting or rodding, removes debris, grease, and sediment buildup that may otherwise cause backups or force sewage out through manholes or cracks. The combination of these proactive measures helps ensure that wastewater remains contained within the sewer system, protecting public health and the environment. Additionally, the system being entirely under gravity flow and not under pressure reduces the potential severity and impact of possible leaks.

This item will also be further developed as part of the Master Plan Update. Upon conclusion of the update, any measures to update City practices to ensure full compliance with this item will be included on the City’s list of Goals and Objectives (Table E-1 in Appendix E).

The schedule for development of this item is with the completion of the Master Plan Update and will serve as a Performance Measure for subsequent audits and updates. Once completed, this will be added to the Change Log in the SSMP .

8.1.6 Maintain documents and recordkeeping of system evaluation and condition assessment inspections and activities;
CCTV inspections are performed systematically, generally on a regular basis, and typically occur subsequent to the cleaning of the pipelines. Daily progress is recorded by the staff members and submitted to the Public Works Supervisor. Records are logged into an electronic database, which is utilized for tracking and reporting purposes. A formal CMMS is being planned for near-future implementation in an effort to efficiently and effectively facilitate the tracking, planning, coordination, and data entry with respect to maintenance activities. WinCan software is used to record the CCTV inspection videos and assessment reports, which are stored in a cloud-based system with ties to assets identified in the City’s GIS.

Information obtained from the CCTV inspections is reviewed, recorded, and defects are documented. The information collected is assembled and provided to the Engineering Services Department for further assessment and determination of repair and/or rehabilitation methods. The City Engineering Services and Public Works Departments work in partnership to confirm the repair and/or rehabilitation methods and prioritize the projects. Proposed repairs and replacements are tracked in the Master Plan, as well as a sewer and storm drain assessment matrix spreadsheet.

The previous master plan copies are stored by Engineering Services both digitally and by paper copy.
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Sewer System Management Plan Addendum (September 2025) Page 8-8 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements As referenced in the opening summary of Section 8.1, the City was in the process of updating its Master Plan at the time this SSMP was updated. These updates include a plan to make the CIP program tracking more resilient by including the repair and replacement needs and updates on GIS layers in an effort to make these long-term plans more apparent and available.

Flooding and/or Erosion : The City has been implementing ongoing inflow preven tion and
monitoring measures for manholes within areas prone to flooding or impounded waters and enhanced O&M, inspection, monitoring, and CIP practices to mitigate risks associated with sewer lines in areas potentially prone to failure due to erosion, as previously referenced in Section 8.1.3A and 8.1.3.B.

This item will be further developed as part of the Master Plan Update, where areas of concern will be identified and evaluated for potential enhanced mitigation and/or monitoring. The update of practices related to identification and mitigation of sewer lines at risk due to erosion (scour) and determining sources of I/I are included on the City’s list of Goals and Objectives (Table E-1 in Appendix E) and will serve as a Performance Measure for subsequent audits and updates. Once completed, this will be added to the Change Log in the SSMP. • Increased Storm Volumes, Frequency, and/or Intensity: The Master Plan Update will include a capacity evaluation of the wastewater collection system under more current conditions and for extended planning horizons. A comparison of modeled versus actual wet weather flow response was made for large storm events that had occurred in recent years. This analysis will be used to determine the system’s response to wet weather events. The calibrated model will be run for design wet weather flows under existing and projected growth scenarios using approved criteria. This evaluation will allow the City to determine if capacity deficiencies exist that may have the potential to result in a Spill. Should these deficiencies be identified, the City will schedule and prioritize capacity-related projects. • Wildfires: Wildfires can destroy or damage above-ground and underground components of sewer systems leading to service disruptions. The City of El Cajon only has a 25’ section of above-ground sewer, most of the collection system is made of fire-resistive materials, and no facilities require power to operate so direct threats from wildfire to the sewer collection system is viewed as minimal, but will be further scrutinized during the current Master Plan Update.

However, fires generate ash, debris, and hazardous chemicals that can be transported as runoff and enter sewer systems through damaged pipes or stormwater inflow. These 11,e Valley 1ifOpport1111i~1•
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Sewer System Management Plan Addendum (September 2025) Page 8-9 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements contaminants can overload treatment plants and pose risks to public health and the environment. Additionally, as post-fire landscapes often experience a reduction or complete destruction of vegetation and altered soil properties, these conditions can also lead to the infiltration of flows into the sewer systems and overwhelm wastewater treatment facilities.

Following any wildfire, the City would do assessments of all potentially affected sewer facilities to ensure viability. Flow monitoring would also be conducted if increased I/I issues were discovered in affected areas.
• While the City manages its local sewer infrastructure, the transportation and treatment of its wastewater is handled under agreement with the City of San Diego. Wastewater flows are transported via the City of San Diego’s Metropolitan Sewerage System and treated at the Point Loma Wastewater Treatment Plant.
• Power Disruptions: Power disruptions are not likely to affect El Cajon within the scope of sewage transmission since the City of El Cajon sewers are all under gravity flow with no pump stations. Additionally, SmartCover monitors are battery powered and email notiﬁcations are sent to multiple parties when SmartCovers have low battery or signal loss.

8.2 Capacity Assessment and Design Criteria
The Master Plan Update will include a capacity evaluation of the wastewater collection system under more current conditions and for extended planning horizons. This evaluation will allow the City to determine if capacity deficiencies exist that may have the potential to result in a Spill. Should these deficiencies be identified pursuant to the following conditions listed in this section, the City will schedule and prioritize capacity-related projects.

Modeled population and non-residential flow from the 2008 Master Plan were adjusted to existing conditions (2014) using information on the most recent development projects and population and employment statistics from the SANDAG 2050 Regional Growth Forecast. The model was then calibrated to match observed flows at the City’s sewer billing meters by modifying unit flow factors in terms of gallons per capita per day (GPCD). The updated model indicates that since the last calibration was conducted in 2008, sewer flows have decreased by 9% within the City. The residential unit flow factor dropped from 70 to 60 GPCD, suggesting that much of the decrease is attributed to water conservation measures.

Future dry weather flows were determined using various sources including the 2008 Master Plan, SANDAG 2050 Regional Growth Forecast, and the revised Master Plan Addendum. With City input, the SANDAG population growth forecast was reduced, as the City felt the SANDAG forecast was too high. For projected employment, SANDAG projections were used to determine the location of employment growth.
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Sewer System Management Plan Addendum (September 2025) Page 8-10 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements

8.2.1 The Plan must include procedures to identify system components that are experiencing or contributing to Spills caused by hydraulic deficiency and/or limited capacity, including procedures to identify the appropriate hydraulic capacity of key system elements for:

A. Dry-weather peak flow conditions that cause or contributes to Spill events; The City has conducted the hydraulic analysis of dry weather flows as part of its master plan updates. Existing average and peak dry weather flows and projected average and peak dry weather flows were analyzed as part of the hydraulic analysis of the system. As part of the Master Plan Update that is currently in progress, these flows will be updated. Also noted is that the model revealed that no deficiencies were identified under these conditions.

The City has not experienced a dry or wet weather capacity-related Spill since 2017. Since that time, steps have been taken to prevent a recurrence of the Spill that had occurred and reduce the potential for Spills in similar areas of the system. Recent Spills have been due to illicit discharges of FOG and/or debris/rags) and roots.

B. The appropriate design storm(s) or wet weather events that cause or contribute to Spill events;
The City has not experienced a dry or wet weather capacity-related Spill since 2017. In response to the previous Spill the City has taken corrective action to prevent any future Spills by reducing inflow by initiating its program of installing inflow prevention disks at sewer manholes.

The capacity assessments completed as part of the City’s previous master plans were based on calibrated models run under wet weather flow scenarios to determine deficiencies for existing conditions, various growth projections, and planning horizons. Deficiencies were categorized based on the wet weather flow scenario in which they were triggered.

A standard practice, and one which has been applied in the City’s previous master plans, is to account for rainfall-dependent infiltration and inflow (RDI/I). RDI/I parameters were evaluated in the wet weather flow analysis. A comparison of modeled versus actual wet weather flow response was made for large storm events that had occurred in recent years; this analysis indicated that the model was able to reasonably represent the system’s response to wet weather. The calibrated model was run for design wet weather flows under existing, 2020, 2035 and 2050 growth scenarios.

The
calibrated hydraulic model design criteria are further described in Section 8.2.3.

C. The capacity of key system components;
The City’s approach to identifying and addressing capacity improvements includes using its updated and calibrated hydraulic modeling tool. Using the hydraulic model (as previously outlined in the previous section and further described in Section 8.2.3) the City can identify 11,e Valley 1ifOpport1111i~1•
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Sewer System Management Plan Addendum (September 2025) Page 8-11 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements existing and/or potential improvements to address collection system needs, including for the siphons.

Corrective actions are implemented based on the findings of the last master plan update.

Projects included prioritized capacity and condition related projects, CIPP lining projects, and emergency repairs.

D. Identify the major sources that contribute to the peak flows associated with sewer Spills.

The City has not experienced dry or wet weather capacity-related Spills since 2017. In response to the previous Spill, the City has taken corrective and proactive actions to prevent future potential Spills by reducing inflow through its program of installing inflow prevention disks at targeted sewer manholes.

8.2.2 The capacity assessment must consider:

A. Data from existing system condition assessments, system inspections, system audits, Spill history, and other available information; Information obtained from the CCTV inspections is reviewed, recorded, and defects are documented. The information collected is assembled for further assessment by the City’s Engineering Services Department. Determination of repairs and/or rehabilitation methods and identified in partnership with the Public Works Department.

In addition to those methods mentioned above, the City’s approach to identifying and addressing capacity improvements is through using its updated and calibrated hydraulic modeling tool. Using the hydraulic model (as previously outlined in Section 8.2.1.B and further described in Section 8.2.3), the City is able to identify existing and / or potential improvements to address collection system improvements, including the siphons.

The findings of the capacity assessment will be integrated with data from condition assessments, system inspections, and spill history to ensure an overall understanding of system performance and potential vulnerabilities. Routine inspections help identify the physical state of infrastructure components such as structural damage and operational issues such as blockages or maintenance needs. Using Spill history, specific areas with recurring overflows or failures are highlighted and evaluated in more detail for capacity constraints or other deficiencies. Integrating these data sources allows the City to prioritize improvements and allocate resources effectively to enhance the resilience and reliability of the wastewater system.

B. Capacity of flood-prone systems subject to increased infiltration and inflow, under normal local and regional storm conditions;
Flow analysis has been done using RDI/I, as previously outlined in Section 8.2.1.B and further described in Section 8.2.3.
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Sewer System Management Plan Addendum (September 2025) Page 8-12 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements The City implemented a Smoke Testing program to identify possible causes of increased flows in the wastewater collection system due to potential illicit connections and/or I/I. This data is being used to identify and reduce I/I. Further, the Master Plan Update includes flow monitoring to capture existing flow condition, as well as storm events. An enhancement to the Master Plan Update includes planned wet-weather sewer flow monitoring to further locate and reduce I/I sources. The evaluation will also capture RDI/I impacts. Rainfall events will be evaluated in the wet weather flow analysis to allow the City to determine if capacity deficiencies exist that may have the potential to result in a Spill. Should these deficiencies be identified, the City will schedule and prioritize capacity-related projects.

Additionally, as referenced in Chapters 4 and 7, the City maintains a proactive private lateral inspection and repair program.

Private owners of all non-single family residential properties applying for a building permit are required to submit a new or recent inspection of their lateral from the building to the sewer main connection. Additionally, by municipal code, all non- single family residential properties are required to conduct this inspection at least every ten years. Inspection reports are also required to include a review of any illicit connections to the private system that may convey stormwater to the sewer system. Further, private lateral repairs are required for all notable defects, including root intrusions, rather than requiring preventative maintenance. This approach serves as a proactive measure to prevent infiltration and reduce the potential for private Spills, improve repair and rehabilitation improvements (CIPP) at the lateral connections, and reduce the potential of future liabilities and enforcement efforts due to non-compliance.

Additionally, continuing inflow reductions have been made with the City’s ongoing installations of inflow prevention disks in sewer manholes.

C. Capacity of systems subject to increased infiltration and inflow due to larger and/or higher-intensity storm events as a result of climate change; The capacity assessment completed as part of the City’s previous master plan was based on a calibrated model that was run under wet weather flow scenarios to determine deficiencies for existing conditions and for various growth scenarios for several planning horizons. Deficiencies were categorized based on the wet weather flow scenario in which they were triggered.

Flow analysis has been done using RDI/I, as previously outlined in Section 8.2.1.B and further described in Section 8.2.3. This will be further enhanced with the Master Plan Update, as discussed section 8.2.2.B, and will include review of current and more high- intensity storm event scenarios due to climate change impacts.

D. Increases of erosive forces in canyons and streams near underground and above- ground system components due to larger and/or higher-intensity storm events; In addition to the activities described in 8.1.3.A and 8.1.3.B with reference to sewer infrastructure within the influence zone of steep terrain, this item will be further developed 11,e Valley 1ifOpport1111i~1•
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Sewer System Management Plan Addendum (September 2025) Page 8-13 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements as part of the Master Plan Update and will be included on the City’s list of Goals and Objectives (Table E-1 in Appendix E).

E. Capacity of major system elements to accommodate dry weather peak flow conditions, and updated design storm and wet weather events; The City has conducted the hydraulic analysis of dry weather flows as part of its master plan updates. Existing average and peak dry weather flows and projected average and peak dry weather flows were analyzed as part of the hydraulic analysis of the system. The model revealed that no deficiencies were identified under these conditions. As part of the Master Plan Update that is currently in progress, these flows will be updated.

Flow analysis has been done using RDI/I (as previously outlined in Section 8.2.1.B and further described in Section 8.2.3) and will be further enhanced with the Master Plan Update.

These efforts will include review of current and more high-intensity storm event scenarios due to climate change impacts.

Capacity assessment was completed with the City’s previous master plan based on a calibrated model that was run under wet weather flow scenarios to determine deficiencies for existing conditions and for various growth scenarios for several planning horizons.

Deficiencies were categorized based on the wet weather flow scenario in which they were triggered.

F. Necessary redundancy in pumping and storage capacities.

The City has an entirely gravity flow system and has no existing pumping or storage facilities and shows no need for either nor any specified redundancies. Updates could be made to the SSMP document to specifically address in Chapter 8 the lack of existing pumping and storage facilities and that existing hydraulic modeling has not shown a need for redundant storage capacities. As previously referenced, the City has implemented practices to reduce I/I potentials and is currently in the process of completing its Master Plan Update which includes I/I tracing efforts and a capacity evaluation of the wastewater collection system under more current conditions and for extended planning horizons.

8.2.3 Calibrated Hydraulic Model Design Criteria
The capacity assessment completed as part of the City’s Master Plan Addendum was based on a calibrated model that was run under wet weather flow scenarios to determine deficiencies for existing conditions (2014), as well as 2020, 2035, and 2050 projections. The calibrated model was also run for dry weather flows under the existing scenario and no deficiencies were found.

Deficiencies were categorized based on the wet weather flow scenario in which they were triggered (existing, 2020, 2035 or 2050).
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Sewer System Management Plan Addendum (September 2025) Page 8-14 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements The 2008 Master Plan RDI/I parameters were used in the wet weather flow analysis. A comparison of modeled versus actual wet weather flow response was made for large storm events in recent years; this analysis indicated that the model was able to reasonably represent the system’s response to wet weather. Therefore, no modification was made to the RDI/I parameters in the model. RDI/I flow from the annexation sub-catchments was added under the 2020 scenario. The calibrated model was run for design wet weather flows under existing, 2020, 2035 and 2050 growth scenarios.

The system evaluation was performed to identify improvements necessary to adequately convey existing wastewater discharges and support future wastewater flows through build-out conditions.

Capacity improvement projects were developed to correct the hydraulic capacity deficiencies identified. Alternatives were developed and tested, and sizes of proposed improvements were verified. The following includes a summary of the hydraulic analysis conducted in the previous master plans and the design criteria applied.
a) In the current Master Plan, the modeled population and non-residential flows were adjusted to reflect existing conditions using information from recent development projects, population and employment statistics from the SANDAG 2050 Regional Growth Forecast. The model was calibrated to match observed flows at the City’s sewer billing meters by modifying unit flow factors in terms of gallons per capita per day (GPCD). The updated model indicated that since the previous calibration, sewer flows had decreased by 9% within the City. The residential unit flow factor dropped from 70 to 60 GPCD, suggesting that much of the decrease was attributed to water conservation measures.
b) Future dry weather flows were determined using various sources including the previous master plan and SANDAG 2050 Regional Growth Forecast. With City input, the SANDAG growth forecast were reduced, as the City felt the SANDAG forecast was too high. For projected employment, SANDAG projections were used to determine the location and population and employment growth.
c) The capacity assessment completed as part of the City’s master plan was based on a calibrated model that was run under wet weather flow scenarios to determine deficiencies for existing conditions, as well as 2020, 2035, and 2050 projections. The calibrated model was also run for dry weather flows under the existing scenario and no deficiencies were found.

Deficiencies were categorized based on the wet weather flow scenario in which they were triggered (existing, 2020, 2035 or 2050).
d) The previous master plan rainfall-dependent infiltration and inflow (RDI/I) parameters were used in the wet weather flow analysis. A comparison of modeled versus actual wet weather flow response was made for large storm events in recent years; this analysis indicated that the model was able to reasonably represent the system’s response to wet weather. Therefore, no modification was made to the RDI/I parameters in the model. RDI/I flow from the 11,e Valley 1ifOpport1111i~1•
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Sewer System Management Plan Addendum (September 2025) Page 8-15 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements annexation sub-catchments was added under the 2020 scenario. The calibrated model was run for design wet weather flows under existing, 2020, 2035 and 2050 growth scenarios. e) The system evaluation was performed to identify improvements necessary to adequately convey existing wastewater discharges and support future wastewater flows through build-out conditions. Capacity improvement projects were developed to correct the hydraulic capacity deficiencies identified. Alternatives were developed and tested, and sizes of proposed improvements were verified.

The City’s previous master plan incorporated the following design criteria to determine if a CIP project was needed. These criteria were based on the modeled peak wet weather flows in the system. All projects were sized to convey flows from the buildout scenario, and the existing pipe slopes and depths were assumed for the new sewers.
• A
llowable d/D under peak wet weather flow:
o 0.75 for diameters ≤ 15 inches
o 1.0 for diameters ≥ 18 inches
These criteria for sizing new sewers are less conservative than those stated in the City’s existing sewer design guidelines, which was appropriate as the City’s criteria are based on peak dry weather flow rather than a peak wet weather design condition.

For the Master Plan Update currently in process, the following hydraulic design guidelines from the City’s standards will be applied:
• A
Manning’s ‘n’ of 0.013 shall be used in the design calculation. • A llowable d/D under peak dry weather flow:
o 0.5 for diameters ≤ 15 inches
o 0.75 for diameters ≥ 18 inches
• M inimum velocity at design flow (peak dry weather flow) shall be 2 feet per second (fps) • P ipe slope shall be determined by using design flow and velocities with the exception that minimum grade for 8-inch sewers shall not be less than 0.4%.

For 18-inches diameter or larger pipeline, surcharging up to two (2) feet over the pipe crown is acceptable, provided the hydraulic grade line remains at least five (5) feet below the ground surface and no surcharging occurs during peak dry weather conditions.

For pipelines smaller than 18-inch diameter, no surcharging should be allowed, due to the greater chance that capacity will be compromised by factors such as offset joints, roots, grease, and debris.
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Sewer System Management Plan Addendum (September 2025) Page 8-16 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements

8.3 Prioritization of Corrective Actions
As detailed throughout Chapter 8, the prioritization of corrective actions is a complicated multi- dimensional program that includes enhanced O&M and CIP practices. As outlined in Section 8.1.1 and Chapter 4, initial response to certain identified defects includes adding the system segment(s) to the enhanced inspection and cleaning frequency schedule (HFML) until permanent repair(s) can be made.

The current Sewer Master Plan, including the Addendum, listed eight (8) CIP projects identified based on the sewer deficiency criteria. Five (5) of the projects address deficiencies triggered during existing wet weather flows. The other three (3) projects address deficiencies during 2020 and 2050 wet weather flows. Each of these projects were independent from each other and required upsizing of pipelines in place. The two (2) new projects (Projects 6 and 7) were triggered based on the annexed areas in the eastern area of the City.

The projects were ranked based on the scenario during which the project was triggered. The design criteria applied allowed pipelines with a 15-inch diameter or less to flow full before triggering a project, while pipelines larger than 15-inches in diameter were allowed to surcharge as long as the hydraulic grade-line did not come within five (5) feet of the ground surface. The four (4) trigger scenarios considered were existing, 2020, 2035, and 2050. Within each trigger scenario group, projects were ranked based on the freeboard depth (distance between the estimated maximum water depth and the ground surface).

Projects completed since the 2015 Master Plan Addendum include the following:
• R
ealignment and upsizing of sewer main near El Cajon Blvd. and Marshall Ave (includes 2014 Project IDs 3a and 3b);
• I nstallation of inflow prevention disks in sewer manholes near gutter line on Broadway (includes 2014 Project ID 4);
• P roject WW3250-2, Johnson Avenue Sewer Relief Phase II (trunk line capacity related project, not included in Addendum list);
• P roject WW3429, Fletcher Parkway Sewer (capacity related project, not included in Addendum list);
• N orth Pierce Street Emergency Sewer Repair;
• P roject WW3519, Sewer and Storm Drain Repair and Replacement (various locations); • P roject WW60019, Pipeline Lining 2019 (various locations); • P roject 210021PWCP, Pipeline Lining and Rehabilitation Project (various locations); • E ast Lexington Avenue / First Street and Tyrone Street Emergency Sewer Repairs; • G raves Ave Emergency Sewer Repair (Crossing of I-8 pipe realignment); • P ipe Repair on Shady Lane.
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Sewer System Management Plan Addendum (September 2025) Page 8-17 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements Appendix D includes a summary of the capacity and condition related Capital Improvement Projects identified in the 2015 Master Plan. Since the completion of the Master Plan, the City identified additional projects scheduled for the following project cycle. The projects included:
• F uture Upsize of Downstream Sewer due to Flying Hills Elementary expansion (manhole 6229 through 6290)
• F uture Upsize of Downstream Sewer due to Rezoning for Transit District (various locations, as needed and prior to future development)
Smoke Testing
In an effort to continue to manage and maintain its wastewater system, the City commissioned the completion of a Smoke Testing Program due to the increase in sewer flows during rain events. The purpose of the program was to identify possible causes for the increased in sewer flows which could include illicit connections and/or Inflow and Infiltration (I/I). The program included smoke testing of basins for a total 127 miles and was completed in two (2) phases. The initial phase was completed in 2009 and the second phase in May 2020. The findings included a summary of potential sources of additional flows including area drains, cleanouts, and service laterals.

As part of the City’s Master Plan Update, the areas / basins where a large number of defects were notes will be considered when selecting locations to conduct flow monitoring and identify the potential locations CIP projects. This will help to understand potential major sources that may contribute to the peak flows that may increase the potential for Spills. The most severe issues that were identified in the public right of way have been addressed through either repairs or replacements or coordination with other agencies.

8.4 Capital Improvement Plan
The City’s 2015 Master Plan identified capacity-related Capital Improvement Projects necessary to optimize the system hydraulics and correct deficiencies. Projects are summarized by the trigger scenario as identified in the hydraulic analysis. Sources of funding for the CIP projects include the Wastewater Enterprise Fund and State Revolving Loan Funds. Also identified in the document are estimated costs.

Also included in Appendix D is the list of capital improvement projects from 2017 through 2025 and the City’s operating budget which can also be accessed on the City’s website at www.elcajon.gov.

Together the information illustrates the City has continued to proactively manage and maintain its wastewater collection system.

The City continues to successfully implement CIP projects due to the cooperative coordination between operation and maintenance staff, Public Works and Engineering staff/consultants during planning, design, and construction of capital improvement projects; and Interagency coordination with other impacted utility agencies.
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CITY OF EL CAJON

SEWER SYSTEM MANAGEMENT PLAN - ADDENDUM
WDID: 9SSO10649
SEPTEMBER 23, 2025
Prepared for:

200 Civic Center Way
El Cajon, California 92020
Prepared by:

9665 Chesapeake Dr, Suite 230
San Diego, CA 92123
The Valley of Opportunity
N

ARDURRA

Sewer System Management Plan Addendum (September 2025) Page i Certification
September 23, 2025

Mr. Frank Melbourn
Water Resources Control Engineer
California Regional Water Quality Control Board
San Diego Region
2375 Northside Drive, Suite 100
San Diego, CA 92108

Subject: Failure to address requirements in submitted Sewer System Management Plan (CW-631928)
Dear Mr. Melbourn,
This letter is in response to an email from the California Regional Water Quality Board, San Diego Region. The email correspondence titled Failure to address requirements in submitted Sewer System Management Plan. (CW-631928) was received by the City of El Cajon on June 24, 2025.

Noted was that the San Diego Water Board completed a limited review of the City of El Cajon’s (City’s) submitted SSMP against the current State Water Resources Control Board Order WQ 2022-0103-DWQ, Statewide Waste Discharge Requirements, General Order for Sanitary Sewer Systems (General Order) and determined that the City’s SSMP was incomplete and that it failed to meet the requirements of Sections 8.1 and 8.2 of Attachment D of the General Order.

The City understands the SRWQCB requires the addendum to be certified and uploaded to CIWQS. Therefore, the City has prepared the required addendum to the SSMP which a revision to Chapter 8 of the SSMP to include detailed responses to each section and subsection included in your email and Items 8.1 and 8.2 of Attachment D of the General Order.

The City is committed to ensuring compliance with all applicable requirements and further developing the details of several items as part our Sewer Master Plan Update, which is currently underway and scheduled to be completed by FYE2026.

Attached is a copy of the revised Chapter 8, System Evaluation, Capacity Assurance, and Capital Improvements and the Certification of the SSMP Addendum.

Sincerely,

Graham Mitchell
City Manager
City of El Cajon

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The City performs routine inspections of its collection systems facilities (pipelines and manholes).

The rehabilitation and replacement plan includes effort to identify and prioritize system deficiencies and implement short-term and long-term rehabilitation actions to address each deficiency.

8.2 provide further details on these practices.

Sewer System Management Plan Addendum (September 2025) Page 8-7 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements

The previous master plan copies are stored by Engineering Services both digitally and by paper copy.
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Sewer System Management Plan Addendum (September 2025) Page 8-10 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements

The
calibrated hydraulic model design criteria are further described in Section 8.2.3.

Corrective actions are implemented based on the findings of the last master plan update.

Projects included prioritized capacity and condition related projects, CIPP lining projects, and emergency repairs.

D. Identify the major sources that contribute to the peak flows associated with sewer Spills.

8.2.2 The capacity assessment must consider:

Additionally, as referenced in Chapters 4 and 7, the City maintains a proactive private lateral inspection and repair program.

Additionally, continuing inflow reductions have been made with the City’s ongoing installations of inflow prevention disks in sewer manholes.

Flow analysis has been done using RDI/I (as previously outlined in Section 8.2.1.B and further described in Section 8.2.3) and will be further enhanced with the Master Plan Update.

These efforts will include review of current and more high-intensity storm event scenarios due to climate change impacts.

Deficiencies were categorized based on the wet weather flow scenario in which they were triggered.

F. Necessary redundancy in pumping and storage capacities.

Deficiencies were categorized based on the wet weather flow scenario in which they were triggered (existing, 2020, 2035 or 2050).
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The system evaluation was performed to identify improvements necessary to adequately convey existing wastewater discharges and support future wastewater flows through build-out conditions.

Sewer System Management Plan Addendum (September 2025) Page 8-16 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements

Also included in Appendix D is the list of capital improvement projects from 2017 through 2025 and the City’s operating budget which can also be accessed on the City’s website at www.elcajon.gov.

Together the information illustrates the City has continued to proactively manage and maintain its wastewater collection system.

CITY OF EL CAJON

SEWER SYSTEM MANAGEMENT PLAN - ADDENDUM
WDID: 9SSO10649
SEPTEMBER 23, 2025
Prepared for:

200 Civic Center Way
El Cajon, California 92020
Prepared by:

9665 Chesapeake Dr, Suite 230
San Diego, CA 92123
The Valley of Opportunity
N

ARDURRA

Sewer System Management Plan Addendum (September 2025) Page i Certification
September 23, 2025

Mr. Frank Melbourn
Water Resources Control Engineer
California Regional Water Quality Control Board
San Diego Region
2375 Northside Drive, Suite 100
San Diego, CA 92108

Attached is a copy of the revised Chapter 8, System Evaluation, Capacity Assurance, and Capital Improvements and the Certification of the SSMP Addendum.

Sincerely,

Graham Mitchell
City Manager
City of El Cajon

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The City performs routine inspections of its collection systems facilities (pipelines and manholes).

The rehabilitation and replacement plan includes effort to identify and prioritize system deficiencies and implement short-term and long-term rehabilitation actions to address each deficiency.

As noted in section 5.2.2, the City also requires video inspections be performed by contractors when retained for construction, installation, and rehabilitation of wastewater pipelines and manholes to conﬁrm quality of construction work.

8.1.3 Prioritize the condition assessment of system areas that:
• H old a high level of environmental consequences if vulnerable to collapse, failure, blockage, capacity issues, or other system deficiencies (Section 8.1.3.A); • A re located in or within the vicinity of surface waters, steep terrain, high groundwater elevations, and environmentally sensitive areas (Section 8.1.3.B); 11,e Valley 1ifOpport1111i~1•
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8.2 provide further details on these practices.

Sewer System Management Plan Addendum (September 2025) Page 8-7 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements

The previous master plan copies are stored by Engineering Services both digitally and by paper copy.
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8.1.7 Identify system assets vulnerable to direct and indirect impacts of climate change, including but not limited to: sea level rise; flooding and/or erosion due to increased storm volumes, frequency, and/or intensity; wildfires; and increased power disruptions. • Sea Level Rise: The City of El Cajon is located approximately 20 miles inland from the Pacific Ocean and approximately 400’ elevation at its lowest point. This distance places it outside the immediate coastal zone that would be directly affected by rising sea levels. Sea level rise is not a direct threat to the City’s sewer system, though these threats would likely have indirect capital cost impacts to El Cajon through the need for the San Diego Metropolitan Wastewater infrastructure updates.
• Flooding and/or Erosion : The City has been implementing ongoing inflow preven tion and
monitoring measures for manholes within areas prone to flooding or impounded waters and enhanced O&M, inspection, monitoring, and CIP practices to mitigate risks associated with sewer lines in areas potentially prone to failure due to erosion, as previously referenced in Section 8.1.3A and 8.1.3.B.

This item will be further developed as part of the M
aster Plan Update, where areas of concern
will be identified and evaluated for potential enhanced mitigation and/or monitoring. The update of practices related to identification and mitigation of sewer lines at risk due to erosion (scour) and determining sources of I/I are included on the City’s list of Goals and Objectives (Table E-1 in Appendix E) and will serve as a Performance Measure for subsequent audits and updates. Once completed, this will be added to the Change Log in the SSMP. • Increased Storm Volumes, Frequency, and/or Intensity: The Master Plan Update will include a capacity evaluation of the wastewater collection system under more current conditions and for extended planning horizons. A comparison of modeled versus actual wet weather flow response was made for large storm events that had occurred in recent years. This analysis will be used to determine the system’s response to wet weather events. The calibrated model will be run for design wet weather flows under existing and projected growth scenarios using approved criteria. This evaluation will allow the City to determine if capacity deficiencies exist that may have the potential to result in a Spill. Should these deficiencies be identified, the City will schedule and prioritize capacity-related projects. • Wildfires: Wildfires can destroy or damage above-ground and underground components of sewer systems leading to service disruptions. The City of El Cajon only has a 25’ section of above-ground sewer, most of the collection system is made of fire-resistive materials, and no facilities require power to operate so direct threats from wildfire to the sewer collection system is viewed as minimal, but will be further scrutinized during the current Master Plan Update.

Sewer System Management Plan Addendum (September 2025) Page 8-10 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements

The
calibrated hydraulic model design criteria are further described in Section 8.2.3.

Corrective actions are implemented based on the findings of the last master plan update.

Projects included prioritized capacity and condition related projects, CIPP lining projects, and emergency repairs.

D. Identify the major sources that contribute to the peak flows associated with sewer Spills.

8.2.2 The capacity assessment must consider:

Additionally, as referenced in Chapters 4 and 7, the City maintains a proactive private lateral inspection and repair program.

Additionally, continuing inflow reductions have been made with the City’s ongoing installations of inflow prevention disks in sewer manholes.

Flow analysis has been done using RDI/I (as previously outlined in Section 8.2.1.B and further described in Section 8.2.3) and will be further enhanced with the Master Plan Update.

These efforts will include review of current and more high-intensity storm event scenarios due to climate change impacts.

Deficiencies were categorized based on the wet weather flow scenario in which they were triggered.

F. Necessary redundancy in pumping and storage capacities.

Deficiencies were categorized based on the wet weather flow scenario in which they were triggered (existing, 2020, 2035 or 2050).
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The system evaluation was performed to identify improvements necessary to adequately convey existing wastewater discharges and support future wastewater flows through build-out conditions.

Sewer System Management Plan Addendum (September 2025) Page 8-16 Chapter 8. System Evaluation, Capacity Assurance, and Capital Improvements

Also included in Appendix D is the list of capital improvement projects from 2017 through 2025 and the City’s operating budget which can also be accessed on the City’s website at www.elcajon.gov.

Together the information illustrates the City has continued to proactively manage and maintain its wastewater collection system.

DATE: September 23, 2025
TO: Honorable Mayor and City Councilmembers
FROM: Deyanira Brito, Senior Management Analyst
SUBJECT: FY 2024-2025 Consolidated Annual Performance and Evaluation Report (CAPER) and Initiation of FY 2026-2027 One Year Action Plan RECOMMENDATION:

That the City Council:

Opens the public hearing;1.

Accepts public testimony for the FY 2024-2025 Consolidated Annual Performance and Evaluation Report and initiation of the FY 2026-2027 One Year Action Plan;

2. Closes the public hearing; 3.

4. Approves initiation of the FY 2026-2027 One Year Action Plan.5.

BACKGROUND:

The U.S. Department of Housing and Urban Development ("HUD") provides funding each year to eligible jurisdictions relative to the Community Development Block Grant ("CDBG") and HOME Investment Partnership ("HOME") entitlement programs. In order to receive these funds, the City develops and adopts the following documents: a Five-Year Consolidated Plan ("Con Plan"), a One-Year Action Plan ("Action Plan") and a Consolidated Annual Performance and Evaluation Report (“CAPER”).

The Con Plan was approved by the City Council on May 28, 2024, and provides a strategy for investments used for eligible projects and programs that benefit low- and moderate-income residents. The Action Plan further describes projects and programs with specific goals for the current fiscal year. Furthermore, the City prepares a CAPER that provides a comprehensive review of the previous fiscal year’s Action Plan performance, including the progress made towards meeting the overall goals of the Con Plan.

INITIATION OF THE FY 2026-2027 ACTION PLAN
A public hearing is required to inform the public, City departments, and organizations of the initiation of the FY 2026-2027 Action Plan process and timeline. This will count as the first of two public hearings that are required by HUD regulations. .!!!!_ Valley of opportunity
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For FY 2026-2027, the City anticipates receiving approximately $1,200,000 in CDBG funds and approximately $600,000 in HOME funds. A “Notice of Funding Availability” ("NOFA") and the application process for CDBG/HOME funding will be released in December 2025, and will become available for a minimum of thirty (30) days for eligible agencies, organizations, and City Departments. The NOFA will provide information regarding the amount of funds expected to be available, the procedures to follow for submitting proposals to the City with a schedule of applicable activities, and any additional information determined to be necessary. Information will be posted on the City’s website at elcajon.gov/housing along with the kiosk outside the Council Chamber, First Floor at City Hall, and public libraries in early December 2025. An email will also be sent out to all interested parties that have been added to the housing division’s interest list for the NOFA.

The tentative schedule for the FY 2026-2027 Action Plan is as follows:* September
23, 2025
First Public Hearing to initiate the 2026-2027 Action Plan.

December 8,
2025
“Notice of Funding Availability” made available to eligible agencies, City Departments and all interested parties.

January 8,
2026
Deadline for proposals/applications for CDBG/HOME funds to be submitted to the Housing Division.

April 2026 TENTATIVE: City Council at 3:00 p.m. Public Hearing (Second Public Hearing) to solicit public input and to allocate FY 2026-2027 CDBG and HOME funds.

April 2026 Draft Action Plan available for a 30-day public review and comment period and includes a full listing of approved projects and amounts.

May 2026 TENTATIVE: City Council at 3:00 p.m. final adoption of FY 2026-2027 Action Plan.

May - June
2026
HUD Review of Action Plan (up to 45-days after submittal).

June 2026 Agreements with selected grant recipients (awardees) targeted for execution on or before June 30, 2026.

July 1, 2026 Begin Fiscal Year 2026-2027.
*All dates listed herein are approximate and are subject to change.

The funding recommendations will be presented to City Council in April 2026 and the final approvals will come before City Council in May 2026 contingent upon receiving the final CDBG and HOME allocations for 2026–2027.

EVALUATION OF PAST FISCAL YEAR'S PERFORMANCE – FY 2024-2025 CAPER Annually, the City prepares a CAPER using the HUD prescribed format. The CAPER covers the reporting period from July 1, 2024, through June 30, 2025, and includes a description of the resources made available, the investment of available resources, the geographic distribution and location of investments, the families and persons assisted, actions taken to further fair housing, and other actions indicated in the FY 2024-2028 Con Plan and the 2024-2025 Action Plan. This CAPER covers the first year of the FY 2024-2028 Con Plan and is required to be submitted to HUD within 90 days of the close of the fiscal year (September 28, 2025). The I I
CAPER is included as an attachment to this agenda report and was made available for a fifteen (15) day public review and comment period from September 5, 2025, to September 19, 2025.

Summary of Accomplishments
The FY 2024-2025 CAPER reports on the expenditures and accomplishments for completed activities that were approved by City Council in the FY 2024-2025 Action Plan on May 28, 2024, as well as other activities that were rolled over from previous years using previous year funding sources. The expenditures and accomplishments during FY 2024-2025 are as follows:

Resources/Expenditures
CDBG: The total resources available in FY 2024-2025 include the following:

FY 2024-2025 grant allocation from HUD: $1,282,473
Program Income received during the year: $20,025.89
Prior Year funds carried over: $2,267,817.69
A total of $3,570,316.58 in CDBG funds was available for projects during the year and a total of $1,631,283.78 was expended.

HOME: The total HOME resources available in FY 2024-2025 include the following:

FY 2024-2025 grant allocation from HUD: $620,392.41
Program Income received: $23,176.56
Prior Year funds carried over: $4,992,625.87
A total of $5,636,194.84 in HOME resources was made available for projects during the year and $287,712.33 was expended. On May 27, 2025, $2,365,757 of available HOME resources was re-approved for the San Diego Habitat for Humanity for FY 2025-2026 for the provision of For-Sale Affordable Development and Homeownership. There is approximately $3,270,437.84 in unallocated balance that is available for an additional project or program that is HOME eligible and meets a Consolidated Plan goal.

Geographic Distribution and Location of Investments
As described above, CDBG funds for neighborhood streetlights were committed and expended in low- and moderate-income census tracts in order to meet a National Objective. For the ADA concrete improvement project, funds were committed Citywide in primarily residential areas.

HOME funds were primarily spent on planning and administrative costs in FY 2024-2025. San Diego Habitat for Humanity continues to search for a viable location to develop a for-sale housing project for low-income persons making less than 80 percent of the Area Median Income for the San Diego Area.

Accomplishments — Families and Persons Assisted
Accomplishments addressing all the 2024-2028 Con Plan priority needs, goals, and objectives outlined in the Action Plan during FY 2024-2025 are as follows:

Goal 1: Provide Decent and Affordable Housing
The Housing Rehabilitation Loan Program (HRLP): A total of three (3) mobile home projects were completed. One (1) single-family project began construction. Two (2) mobile home applicants and (1) single-family applicant were approved for program eligibility and are underway with loan signing and expected to begin construction next month. • • •
• • •
•
Additionally, there are about ten (10) interested households for the program and staff will continue to work with them toward program eligibility.

Emergency Repair Program (ERP): A total of two (2) mobile home projects were completed. Two (2) mobile home applicants were also approved for program eligibility and are in the bidding process stage. These two (2) projects are anticipated to be completed during FY 2025-2026.

The First Time Home Buyer Program (FTHB): Two (2) first time home buyer households received down payment assistance for a townhome in El Cajon. San Diego Housing Commission (SDHC) continues to administer the program and update staff on program progress.

San Diego Habitat for Humanity (Habitat for Humanity) - Development of Affordable For-Sale: The City continues to work with the San Diego Habitat for Humanity (Habitat for Humanity) nonprofit organization for the development of for-sale affordable units for home buyers. Although it has faced some challenges in locating a viable site, Habitat for Humanity anticipates that a site will be located during FY 2025-2026.

Goal 2: Support Continuum of Care System for the Homeless East County Transitional Living Center – Emergency Shelter: provided shelter, case management and food to 282 individuals and expended a total of $100,000.

Interfaith Shelter Network – Rotational Shelter: provided shelter, case management and food to 11 individuals and expended a total of $10,893.

Home Start – Outreach and Homeless Services Program: provided services to a total of 25 individuals and expended a total of $14,057.

Home Start – Emergency Housing Placement Program: provided services to a total of 35 individuals and expended a total of $31,477.

Crisis House – Services to the Homeless and Victims of Domestic Violence: Provided services to a total of 940 homeless individuals and families with no expended funds.

Although the City did not incur expenditures during FY 2024-2025, Crisis House entered into an Agreement with the City for $700,000 on November 20, 2020, for the acquisition of a facility that provides services to the homeless and those at risk of homelessness, including victims of domestic violence. Crisis House must continue reporting accomplishments until the year 2030.

Goal 3: Provide Community Facilities and Infrastructure ADA Curb Ramps and Sidewalks Project (2019 and 2020): completed one hundred and one (101) ramps. The Notice of Completion was filed, and final retention payment was paid out. This project assisted a total of three thousand seven hundred and twenty-one (3,721) disabled persons in El Cajon. This project expended a total of $53,268 for the final retention payment during FY 2024-2025 to complete the close-out process.

ADA Curb Ramps and Sidewalks Project (2023): The project is underway. A contractor has been selected and construction is set to begin in the next few months. This project expended a total of $21,917 for the planning, design and bidding phase.

East County Transitional Living Center (ECTLC) Window Replacement: The project was completed and a total of $99,000 was expended.

Neighborhood Streetlights (2021): completed installation of thirty-four (34) new streetlights, including necessary foundations, conduit and pull boxes. The Notice of Completion and final retention payment were paid out, and the project had a final closeout.

This project expended a total of $37,748 for the final retention payment.

Neighborhood Streetlights (2022): is close to completion. It is anticipated that a total of •
•
•
•
•
•
•
•
•
•
•
•
Neighborhood Streetlights (2022): is close to completion. It is anticipated that a total of thirty-eight (38) new public streetlights will be installed. This project is in progress and under construction and will be completed during FY 2025-2026. This project expended a total of $814,374 on material and labor costs.

Neighborhood Streetlights (2024): project implementation was underway to include project specifications, cost estimate and preparation of the formal bid. Formal bids were put out, and a contractor was selected to complete the work. To date, the associated costs expended were a total of $30,312.

The Wells Park Community Center Roof Replacement (2024): this project is underway. A contractor was selected, agreements are in place and construction is set to be completed during FY 2025-2026. This project did not expend funds during FY 2024-2025.

Goal 4: Provide Community and Supportive Services:

Meals on Wheels: provided meal delivery services for 112 home-bound low-income seniors. This program expended $25,000.

Elder Help – Senior Coordination: provided coordinated care and transportation assistance for 47 low-income seniors. This program expended $10,000.

Mama’s Kitchen Home-Delivery Meals: provided home-delivered, medically-tailored meals to 43 critically-ill persons. This project expended $15,000.

Affirmatively Furthering Fair Housing
A total of 268 households were assisted with fair housing/tenant landlord inquiries by CSA San Diego County (CSA). CSA provides direct walk-in services at their offices located at 327 Van Houten Avenue, holds various webinars and participates at community events to provide fair housing information and resources in the community. City staff also makes referrals to CSA when residents call the Project Assistance Center at City Hall seeking services on how to address fair housing and tenant/landlord issues.

Citizen Participation
In accordance with the City’s Citizen Participation Plan, a Public Notice was published on September 5, 2025, announcing today’s public hearing and 15-day public review and comment period. The posting was available in English through the Daily Transcript and translated into Spanish and Arabic. The Public Notice was also made available at the Project Assistance Center, First Floor, 200 Civic Center Way, El Cajon, CA 92020, online at elcajon.gov/housing, the Council Chamber kiosk, and at the public libraries. The public review and comment period began September 5, 2025, and concluded September 19, 2025. The draft CAPER was made available for public review at the Project Assistance Center, First Floor, 200 Civic Center Way, El Cajon, CA 92020 and online at elcajon.gov/housing. No comments have been received to date and comments (if any) received at today’s City Council meeting will be incorporated into the final document.

CONCLUSION
Staff recommends that the City Council approves the draft FY 2024-2025 CAPER, the initiation of the FY 2026-2027 Action Plan, as summarized in the report, authorizes the City Manager or designee to make any necessary updates, and to submit the report to HUD. •
•
•
•
•
•
CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The proposed action is exempt from the provisions of the California Environmental Quality Act ("CEQA"), pursuant to State CEQA Guidelines sections 15060(c)(3) and 15378, because it is not defined as a project and does not have the potential to cause a significant effect on the environment. Furthermore, the public hearing for the consideration of the 2024-2025 CAPER and the development of the 2026-2027 Action Plan is exempt from the provisions of the National Environmental Policy Act (NEPA) pursuant to 24 CFR, Part 58, Section 58.34(a)(3) because it is an administrative action and does not involve activities that will alter existing environmental conditions.

FISCAL IMPACT:

There is no fiscal impact on the General Fund to produce this administrative report as the associated costs are covered by the HUD entitlement grants.

Prepared By: Jose Dorado, Housing Manager and Deyanira Pelayo-Brito, Senior Management Analyst
Reviewed By: Anthony Shute, Director of Community Development Approved By: Graham Mitchell, City Manager
Attachments
Draft FY 2024-2025 CAPER
DRAFT
FY 2024-2025

CONSOLIDATED ANNUAL

PERFORMANCE AND

EVALUATION REPORT
Community Development
Housing Division
200 Civic Center Way
El Cajon, CA 92020
(619)441-1710
www.elcajon.gov/housing
1be Valley of Opportunity
~ ~ i,
()0 ~ "'"' '.f'Porate<\
FY 2024-2025 CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table of Contents
CR-05 - Goals and Outcomes .................................................................................................................... 2 CR-10 - Racial and Ethnic composition of families assisted ...................................................................... 9 CR-15 - Resources and Investments 91.520(a) ....................................................................................... 10 CR-20 - Affordable Housing 91.520(b) .................................................................................................... 17 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ................................ 21 CR-30 - Public Housing 91.220(h); 91.320(j) ........................................................................................... 26 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) .................................................................................... 27 CR-40 - Monitoring 91.220 and 91.230 ................................................................................................... 32 CR-45 - CDBG 91.520(c) .......................................................................................................................... 34 CR-50 - HOME 24 CFR 91.520(d) ............................................................................................................. 36 CR-58 – Section 3 .................................................................................................................................... 38 Attachment 1 – Summary of Annual Goals and Progress Con Plan Goals ............................................ ..40 Attachment 2 – Low Mod Income Area Map ........................................................................................ ..46 Attachment 3 – Citizen Participation .................................................................................................... ..48 Attachment 4 – IDIS Reports ................................................................................................................. ..61 FY 2024-2025 CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.

91.520(a)

This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.

This Consolidated Annual Performance and Evaluation Report (CAPER) covers the first year of the City of El Cajon’s Five-Year Consolidated Plan (“Con Plan”). The Con Plan was developed through a community process that identified needs, established priorities and developed goals, objectives and performance benchmarks for housing and non-housing community development actions and needs relative to the City’s formula-based federal grant programs, Community Development Block Grant (CDBG) and HOME Investment Partnership Act Programs (HOME) to address priority needs within the El Cajon community.

The City of El Cajon's (“City”) CAPER is used to report on its progress toward the City’s vision and strategies that were described in the Con Plan that was adopted on May 28, 2024, and covers the period FY 2024- 2025 to FY 2028-2029.

Generally, the CAPER describes the use of the four federal entitlement programs including CDBG, HOME, Emergency Solutions Grants (ESG) and Housing Opportunities for Persons with AIDS (HOPWA). The City of El Cajon, as an Entitlement Jurisdiction (“EJ”), onl y receives and distributes CDBG and HOME funds from the U.S. Department of Housing and Urban Development (HUD). The other two federal entitlement programs, ESG and HOPWA are only available to certain EJs. The County of San Diego administers the HOPWA and i s available Countywide. The City of San Diego, City of Chula Vista, and the County of San Diego are the only EJs that administer ESG. Eligible organizations serving homeless and at risk of homeless can access ESG funding via the County of San Diego. The County of San Diego has an agreement with the State of California Department of Housing and Community Development (HCD) to act as the local administrator for non-ESG EJs in the San Diego Region.

In addition to the two entitment programs (CDBG and HOME), the City received one -time funding from the HOME-American Rescue Plan (HOME-ARP) with an allocation of $2,192,518. This ConPlan also reports on the use of those funds and accomplishments.

El Cajon’s CAPER report was prepared using the eConPlanning Suite system developed by HUD. The structure and contents of this document follow HUD's Consolidated Planning regulations. These regulations mandate that the City report on the progress made to im plement its ConPlan and its Annual Action Plans (AAP). The AAP outlines specific objectives and projects to address the priorities and needs identified in the ConPlan and the AAP, including any amendments.

Overall, this report summarizes the actions undertaken during the AAP for FY 2024-2025 in the City of El Cajon and the progress toward achieving the five year goals that include the use of CDBG, HOME and HOME-ARP funds. The FY 2024-2025 AAP was adopted on May 28, 2024. Since the adoption of the plan FY 2024-2025 CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
for FY 2024-2025, a total of $1,631,283.78 in CDBG funds, and a total of $287,712.33 in HOME funds (for a combined total of $1,918,996.11) was expended to address the priorities and goals identified in the AAP.

A complete list of projects and funds expended over the Con Plan period using CDBG, and HOME funds are summarized on the Summary of Specific Annual Objectives and Progress in Meeting Specific 5-Year Consolidated Plan Objectives, Attachment 1.

Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g)

Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

FY 2024-2025 CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Category Source /
Amount
Indicator Unit of Measure Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Planning and
Administration
Program
Administration
CDBG: $
/ HOME:
$
Other Other 0 0 100% 0 0 100%
Provide Community and
Supportive Services
Non-Housing
Community
Development
CDBG: $
/ HOME:
$
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 1190 202

16.97% 238 202

84.87%
Provide Community
Facilities and
Infrastructure
Non-Housing
Community
Development
CDBG: $
/ HOME:
$
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 60030 3751

6.24% 12006 3751

31.24%
Provide Decent and
Affordable Housing
Affordable
Housing
CDBG: $
/ HOME:
$
Homeowner Housing
Added
Household
Housing Unit 10 0

0.00% 2 0

0.00%
Provide Decent and
Affordable Housing
Affordable
Housing
CDBG: $
/ HOME:
$
Homeowner Housing
Rehabilitated
Household
Housing Unit 15 5

33.33% 7 5 71.42%
Provide Decent and
Affordable Housing
Affordable
Housing
CDBG: $
/ HOME:
$
Direct Financial
Assistance to
Homebuyers
Households
Assisted 20 2

10.00% 4 2

50.00%
FY 2024-2025 CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
Support Continuum of
Care System for the
Homeless
Homeless
CDBG: $
/ HOME:
$
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 0 0 0.00% 0 0 0.00%
Support Continuum of
Care System for the
Homeless
Homeless
CDBG: $
/ HOME:
$
Homeless Person
Overnight Shelter
Persons
Assisted 1900 328

17.26% 380 328

86.32%
Support Continuum of
Care System for the
Homeless
Homeless
CDBG: $
/ HOME:
$
Overnight/Emergency
Shelter/Transitional
Housing Beds added
Beds 0 0 0.00% 0 0 0.00%

Table 1 - Accomplishments – Program Year & Strategic Plan to Date

FY 2024-2025 CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

The City addressed all the priority needs, goals and objectives outlined in the AAP during FY 202 4-2025.

CDBG, HOME, and HOME-ARP funds were invested for projects that provided benefit to primarily low and moderate-income individuals and households in the City. For programs funded with HOME-ARP funds, please refer to the HOME-ARP narrative following Goal 4 below.

CDBG and HOME projects completed and/or underway during FY 2024-2025 included the following:

Goal 1: Provide Decent and Affordable Housing
• The Housing Rehabilitation Loan Program (HRLP) for single -family and mobile home properties was underway during FY 2024 -2025. A total of three (3) mobile home projects were completed and one (1) single-family project began construction. The single-family project is expected to be completed during FY 2025-2026. For the mobile homes, two (2) applicats that were approved for program eligibility and are underway with the bidding process and other program requirements.

It is anticipated that the three participan ts will follow through with their requests. Additionally, there are about ten (10) interested households for the program and staff will continue to work with them toward program eligibility.
• The Emergency Repair Program (ERP) was also underway during FY 2024-2025.A total of two (2) mobile home projects were completed. Two (2) applications were also approved for program eligibility and are in the bidding process stage. These applicants are anticipated to be completed next fiscal year.
• The First Time Homebuyer Program (FTHB) provided down payment assistance to two (2) first time homebuyer households during FY 2024-2025. Down payment assistance was use to purchase a townhome. This program continues to gain interest but has its challenges, which are described later in this report. The San Diego Housing Commission (SDHC) continues to administer the program and update staff on program progress.
• During FY 2024-2025, the City continued to work with the San Diego Habitat for Humanity (Habitat for Humanity) nonprofit organization for the development of for -sale affordable units for homebuyers. Habitat for Humanity is currently in the planning stages and has met with the City to discuss poten tial site locations in El Cajon for development. Although it has faced some challenges in locating a viable site, Habitat for Humanityanticipate s that a site will be located during FY 2025-2026.

Goal 2: Support Continuum of Care System for the Homeless • Provided shelter, case management and food for a combined total of one thousand two hundred and ninety-three (1,293) homeless individuals and families through five (5) programs: East County Transitional Living Center – Emergency Shelter, Interfaith Shelter Network – Rotational Shelter, FY 2024-2025 CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
Home Start – Outreach and Homeless Services Program , Home Start – Emergency Housing Placement Program and Crisis House – Services to the Homeless and Victims of Domestic Violence.

Goal 3: Provide Community Facilities and Infrastructure • The ADA Curb Ramps and Sidewalks Project (2019 and 2020) was completed during FY 2023-2024 and included one hundred and one (101) ramps. The Notice of Completion, however, was filed during FY 2024-2025 and that is also when the final retention payment was paid to the contractor to process close out of the project.
• ADA Curb Ramps and Concrete Improvements (2023) is also underway with a contractor being selected and construction set to begin in early FY 2025-2026. • The East County Transitional Living Center (ECTLC) window replacement project was completed during FY 2024-2025.
• The Wells Park Community Center Roof Replacement project was underway during FY 2024-2025.

Contractor was selected during that time and construction is set to be completed during FY 2025- 2026.
• Neighborhood Street Lights Program (2022) is close to completion. It is anticipated that a total of thirty-eight (38) new public street lights will be installed. This project will be completed FY 2025- 2026.
• The Neighborhood Street Lights (2024) project implementation was underway to include project specifications, cost estimate and preparing the formal bid. Formal bids were put out and a contractor was selected to complete the work during next fiscal year.

Goal 4: Provide Community and Supportive Service
• Provided meal delivery services for one hundred and twelve (112) homebound, lo w-income seniors from El Cajon.
• Provided medically tailored meals for forty -three (43) low -income critically-ill persons from El Cajon.
• Provided coordinated preventative senior home care and transportation assistance for forty- seven (47) low-income seniors from El Cajon.
• Provided fair housing and landlord -tenant ser xvices for two hundred and s ixty-eight (268) individuals.

HOME-ARP Narrative
Accomplishments using HOME-ARP funds in FY 2024-2025 included the following:
• City Council approved the HOME-ARP Allocation Plan-March 14, 2023. • City was notified of an increase of $3,246 by HUD in HOME-ARP funding. • Staff plans on putting out a Request for Proposals during FY 2025 -2026 for eligible activities and will continue to seek guidance from HUD , as needed, on the implementation of this one -time FY 2024-2025 CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
funding that is consistent with the HOME-ARP Plan.

There are no specific outcomes to report during FY 2024-2025.

How City Addressed Worst Case Needs
Through the first year period of the Con Plan, the City conducted the following activities and efforts to address the worst-case housing and non-housing needs in the City:
• Provided shelter, case management and food for a combined total of one thousand two hundred and ninety-three (1,293) homeless individuals and families through five (5) programs: East County Transitional Living Center – Emergency Shelter, Interfaith Shelter Network – Rotational Shelter, Home Start – Outreach and Homeless Services Program, Home Start – Emergency H ousing Placement
• Program and Crisis House – Services to the Homeless and Victims of Domestic Violence. • Provided meal delivery services for elderly households and individuals, for a total of one hundred and twelve (112) low-income seniors, provided coordinated preventative senior home care and transportation assistance for forty-seven (47) low-income seniors and provided medically tailored meals for forty-three (43) low-income critically-ill persons from El Cajon. • Provided fair housing and landlord tenant services to two hundred and sixty-eight (268) low - income residents of El Cajon.
• Added one hundred and one (101) ramps to provide ADA accessibility to three throusand seven hundred and twentu one (3,721) disabled persons in El Cajon.

FY 2024-2025 CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)

CDBG HOME
White 4,010 1
Black or African American 217 0
Asian 53 2
American Indian or American Native 91 0
Native Hawaiian or Other Pacific Islander 21 0
Total 4,392 3
Hispanic 576 1
Not Hispanic 3,816 2

Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
The City and its partnering service providers collect voluntary data from persons assisted during the AAP plan year on racial and ethnic composition. Data collected above is generated by HUD’s Integrated Disbursement and Information System (IDIS) and does not include an “Other/Multi -Racial” category, projects or programs reported under Administration and Planning (e.g. the Fair Housing and Landlord/Tenant program) and completed projects that may require long-term reporting (e.g. Crisis House Services to the Homeless and Victims of Domestic Violence).

Through the Fair Housing and Landlord/Tenant program administered by CSA San Diego County an additional 268 persons were assisted. A total of 140 persons were identified as White, 43 persons were identified as Black/African American, 8 person was identified as Asian, 2 persons were identified as American Indian/ Alaskan Native,5 persons were identified as Native Hawaiian/Other Pacific Islander, and 70 persons were identified as Other/Multi -Racial. Of those identified, there was a total of 45 persons identified as Hispanic.

Crisis House – Services to the Homeless and Victims of Domestic Violence program assisted a total of 940 persons. Of those, 694 identified as White, 219 persons identified as Black/African American, 8 persons identified as Asian, 16 persons identified as Native Hawaiian/Other Pacific Islander, 2 persons identified as Black/African American and White and 1 person identified as Other/Multi-Racial. Of those identified, there was a total of 358 persons identified as Hispanic.

Including data from the Table 2 and persons assisted through CSA San Diego County and Crisis House, a total of 5,600 persons were assisted with CDBG funds in FY 2024-2025.

FY 2024-2025 CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 3,570,316.58 1,631,283.78
HOME public - federal 5,636,194.84 287,712.33
Table 3 - Resources Made Available

Narrative
CDBG: The total resources available in FY 2024-2025 included the following:
• FY 2024-2025 grant allocation from HUD: $1,282,473
• Program Income received during the year: $20,025.89
• Prior Year funds carried over: $2,267,817.69
A total of $ 3,570,316.58 in CDBG funds was available for projects during the year and a total of $1,631,283.78 was expended.

HOME: The total HOME resources available in FY 2024-2025 included the following:
• New grant allocation from HUD: $620,392.41
• Program Income received: $23,176.56
• Prior Year funds carried over: $4,992,625.87.

A total of $ 5,636,194.84 in HOME resources was made available for projects during the year and $287,712.33 was expended. There is unallocated balance that is available for an additional project or program that is HOME eligible and meets a Consolidated Plan goal.

HOME-ARP: the total HOME-ARP resources available in FY 2024-2025 included the following:
• Grant allocation from HUD: $2,192,518
Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
City-wide 100 100 See below.

Table 4 – Identify the geographic distribution and location of investments

FY 2024-2025 CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative
Generally, the City invests its CDBG funds citywide . In terms of specific geographic distribution of investments, infrastructure improvements and public facilities, CDBG funds have been invested in areas with concentrations of low and moderate -income population, as required by the CDBG Program.

Attachment 2 contains a Map of the low and moderate-income areas in the City (defined as a block group where at least 51 percent of the population has incomes not exceeding 80 percent of the Area Median Income).

Taken into effect as of August 1, 2024, the City of El Cajon’s overall low and moderate-income percentage is 64.5 percent as set forth in the estimates of the number of low - and moderate -income individuals (LMISD) based on the new 2016-2020 ACS data.

All FY 202 4-2025 investments in public facilities and services serving special needs populations and primarily low and moderate-income persons have been made in qualifying service areas or in areas that benefit the disabled throughout the City. The housing rehabilitation and homebuyer assistance programs were made available to income-qualified households citywide.

FY 2024-2025 CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were us ed to address the needs identified in the plan.

During the fi rst year of the Con Plan, the City partnered with many agencies that have been successful in obtaining both public and private resources to address the needs of low -income families and individuals, as follows:
• $192,370 in CDBG funds for public service programs has leveraged about $1,233,954 in local, State and federal funding to provide services for low-income residents.

The City continues to seek partnerships and to use its resources from HUD in a manner that leverages additional financial resources.

A complete list of projects using leveraged funds expended over the Con Plan period are summarized in Attachment 1, Summary of Specific Annual Objectives and Progress in Meeting Specific 5-Year Consolidated Plan Objectives.

Other funds the City uses to leverage CDBG and HOME include the Low and Moderate Housing Income Asset Fund (LMIHAF) and the Permanent Local Housing Allocation (PLHA) fund.

During FY 202 4-2025, the City used approximately $10,000 in LMIHAF funds toward homeless services and programs. In past years, the City would allocate and expend a higher amount in LMIHAF, close to $210,000 (mainly used for homeless outreach services). However, during FY 2022-2023, the City was awarded $2,752,411 in PLHA funds. PLHA funding is made available to eligible local governments from the passage of Senate Bill 2 (SB2) that imposed a $75 transaction fee on certain real estate recorded documents. The PLHA funds are administered by the State of California Department of Housing and Community Development (HCD). A total of $637,814.68 of PLHA funds was expended in FY 202 4-2025 for homeless services that included Case Management, Outreach, Emergency Shelter, and Rapid Rehousing/Rental Assistance funding. On August 26, 2024, the City received an additional $553,280 in PLHA funds and during FY 2024 - 2025, the City received program income of bringing the total PLHA allocation to $3,366,129.05 City staff is currently working on a Request for Proposals for t hese additional funds to be allocated to eligible homeless activities during FY 2025-2026.

Lastly, the City currently has no HOME match liability and has received waivers for FY 2020-2021, FY 2021-2022, FY 2022-2023, FY 2023-2024 and FY 2024-2025. Below is the excess HOME match FY 2024-2025 CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
carried over from prior Federal fiscal years for a total of $6,592,663.

Fiscal Year Summary – HOME Match

1. Excess match from prior Federal fiscal year $6,592,663

2. Match contributed during current Federal fiscal year 0

3. Total match available for current Federal fiscal year (Line 1 plus Line 2) $6,592,663

4. Match liability for current Federal fiscal year 0

5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $6,592,663 Table 5 – Fiscal Year Summary - HOME Match Report

FY 2024-2025 CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
Match Contribution for the Federal Fiscal Year
Project No. or
Other ID
Date of
Contribution
Cash
(non-Federal
sources)
Foregone
Taxes, Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastructure
Site
Preparation,
Construction
Materials,
Donated labor
Bond
Financing
Total Match

N/A N/A N/A N/A N/A N/A N/A N/A N/A
Table 6 – Match Contribution for the Federal Fiscal Year

HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period Balance on hand at begin-
ning of reporting period
Amount received
during reporting period
Total amount expended
during reporting period
Amount expended for
TBRA
Balance on hand at end
of reporting period
$738,700 $23,176.56 $0 $0 $761,877.52
Table 7 – Program Income

FY 2024-2025 CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises White Non -
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Contracts
Dollar
Amount 0 0 0 0 0 0
Number 0 0 0 0 0 0
Sub-Contracts
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Total Women
Business
Enterprises
Male
Contracts
Dollar
Amount 0 0 0
Number 0 0 0
Sub-Contracts
Number 0 0 0
Dollar
Amount 0 0 0
Table 8 - Minority Business and Women Business Enterprises

Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Minority Property Owners White Non -
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Table 9 – Minority Owners of Rental Property

FY 2024-2025 CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, not Displaced 0 0
Households
Displaced
Total Minority Property Enterprises White Non -
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
Table 10 – Relocation and Real Property Acquisition

FY 2024-2025 CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low -income, low-income, moderate- income, and middle-income persons served.

One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 30 0
Number of Special -Needs households to be
provided affordable housing units 0 0
Total 30 0
Table 11 – Number of Households

One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 20 0
Number of households supported through
Rehab of Existing Units 6 3
Number of households supported through
Acquisition of Existing Units 4 2
Total 30 5
Table 12 – Number of Households Supported

Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

To summarize, Table 11 and 12 goals above include:
• CDBG - MH Rehab (City): 3 units
• HOME - SF Rehab (City): 3 units
• HOME - FTHB (City): 4 units
• HOME – For-Sale Affordable Develop/FTHB (San Diego Habitat for Humanity): 20 units At the beginning of FY 2024-2025, a total of thirty (3 0) household/units were anticipated to be assisted. The City anticipated using a combination of CDBG and HOME funds to address the affordable housing goals above for Rehab, Acquisition of Existing Units and For -Sale Affordable Development for Homeownership. Progress made during FY 2024-2025 is as follows:

FY 2024-2025 CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
CDBG:
• MH Rehab (existing units): The Housing Rehabilitation Loan Program (HRLP) for mobile home properties was underway during FY 202 4-2025. A total of three (3) projects were completed during this time. Two (2) applications have been approved for program eligibility. Applicants are currently in the bidding process and are anticipated to be complete during FY 2025-2026.

Additionaly, there are five (5) a pplicants that applied and are now under the program eligibility process. Through the Emergency Repair Program (ERP) a total of two (2) projects were completed during FY 2024-2025. There are two (2) applicants that are currently in the bidding process stage and are expected to be completed next fiscal year as well. • SF Rehab (existing units): The Housing Rehabilitation Loan Program for single-family homes was also active during FY 2024-2025. No projects were completed, however, one (1) project began the construction phase of the program and is anticipated to be completed during FY 202 5-2026.

There are also a total of five (5) interested applicants and staff will continue working with them toward program eligibility.

HOME:
• FTHB: The FTHB program remained active during FY 202 4-2025, and is still administered by the San Diego Housing Commission (SDHC). Two (2) FTHB loans were completed . The SDHC, in partnership with the City of El Cajon, will continue its outreach efforts to meet the yearly goal next fiscal year. During FY 2024 -2025, t he City updat ed its program guidelines to remove the shared-equity portion of the program and allow for a three percent (3%) deferred loan model in order to attract more applicants.
• For-Sale Affordable Development/Homeownership: This project is currently underway with Habitat for Humanity as the developer for for-sale affordable units for homeownership in El Cajon.

Habitat for Humanity received $2,365,757 toward this project in order to develop these units .

Habitat for Humanity is currently in the planning stages and has met with the City to discuss potential site locations in El Cajon for development. Although it has faced some challenges in locating a viable site, Habitat for Humanity anticipates that a site will be located during FY 2025- 2026.

Discuss how these outcomes will impact future annual action plans.

CDBG: The City will continue to utilize CDBG funds for the provision of affordable housing units for low - income households as follows:
• MH Rehab: The City will continue working efficiently with the active applicants approved for the Housing Rehabilitation Loan Program and Emergency Repair Program for mobilehomes. The goal is to complete three (3) or more mobile home projects each year. The City will continue its outreach efforts to target El Cajon homeowners and the owners/managers of the eight (8) eligible mobile home parks in the City. Applications will be processed as they come in.

FY 2024-2025 CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
• SF Rehab: The City will proactively market the SF Rehab Program using its updated program guidelines, and to target the completion of three (3) or more single-family projects each year using HOME or CDBG funds. Working to achieve this goal includes outreach efforts to target El Cajon homeowners. Applications will be processed as they come in. • Other rehab projects: The City will continue to accept and review applications from qualified subrecipients for CDBG funding for rehabilitation projects for low-income homeowners of private and publically owned homes/facilities, including facilities that house special needs populations.

HOME: The City will continue to utilize HOME and other funds available for the provision of affordable housing for low-income households as follows:
• FTHB: The City removed shared-equity for this program and updated its guidelines during this fiscal year. By doing so, this will attract a bigger pool of applicants. Additionally, the City, in partnership with SDHC, will continue its outreach efforts to ensure an increase in applicants for next fiscal year.
• For-Sale Affordable Development/Homeownership: The City will continue to meet regularly with Habitat for Humanity and work with the City’s Planning Division staff to identify a viable site in El Cajon in order to achieve the goal of twenty (20) for -sale affordable units during next fiscal year using HOME funds.

Include the number of extremely low -income, low -income, and moderate -income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 3 0
Low-income 0 2
Moderate-income 0 0
Total 3 2
Table 13 – Number of Households Served
Narrative Information
A discussion of the City's progress in meeting its worst-case needs is included in the CR-05 section of this report. The City has made some progress in its first year of the five-year Consolidated Plan in meeting the goals and objectives and addressing the worst-case needs identified in the City. The City will continue to focus its CDBG, HOME and other available funds to the provision of decent housing, suitable l iving environment and expanded economic opportunities for persons of low and moderate income. • FTHB: The City will continue to proactively market the FTHB Program and its updated guidelines.

Guideline updates include d removal of the shared -equity portion of the program and moving towards a three percent (3%) simple interest deferred loan model, in order to direct HOME funding to target the completion of four (4) or more FTHB loans during 2025-2026 and each FY 2024-2025 CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
subquent year (until funds are exhausted). The FTHB guidelines will continue to be updated as needed by the City to ensure a successful program. In addition, staff will continue to pursue a marketing and awareness campaign for this core-housing program as a resource that allows first- time homebuyers to enter the housing market through the next Action Plan period. This will be in collaboration with the City Manager’s Deprtment as they oversee the City’s social media presence. The HOME funds will be used t o the greatest extent possible to increase affordability levels for low income homebuyers earning less than eighty percent (80%) of the area median income (AMI) (currently at $132,400 for a family of 4). • Production of New Rental Units: The City will look for additional opportunities to work with developers and to layer available funds for production of affordable rental units for low-income households, using HOME, HOME-ARP, LMIHAF, and PLHA or other available funds. • Production of New Homeownership Units: The City will continue to look for a viable site for the production of additional homeownership units in partnership with San Diego Habitat for Humanity for the provision of For-Sale Affordable Development and Homeownership for Phase 1 of project that began during FY 2025-2026. Any and/or all homes completed will be covenanted with HOME affordability restrictions.

FY 2024-2025 CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
El Cajon participates in the San Diego Regional Task Force on Homelessness (RTFH - formerly the San Diego Regional Task Force on the Homeless) as a continued partner to service providers in the East County area.

The East County area is comprised of the 18 cities and the County of San Diego, non -profit service providers, and stakeholders. The RTFH coordinates and oversees the annual application process for HUD funding, and develops and vets programs to address issues regarding homelessnes s in the region. The RTFH also oversees the collection of regional homeless data (which serves as a clearing house for regional information on homeless data and resources), identifies gaps in services, and leads strategic planning initiatives to move people from homelessness to permanent housing. The City will continue to work closely with the RTFH as staffing and resources allow to support services and to assist service provider agencies to apply for funding to address (and end) homelessness in our region.

Additionally, as part of the progress to address homelessness in the region, the executed Memorandum of Understanding (MOU), executed between City of El Cajon, La Mesa, Lemon Grove, Santee and San Diego County is still active and continues to establish a s hared network of housing solutions, which El Cajon continues to work toward. The MOU strategy between El Cajon and the mentioned jurisdictions continues to be to coordinate with cities in the East County region to provide housing and services to individuals experiencing homelessness.

The City also uses its CDBG and other available funds to complement the RTFH and the MOU strategy in El Cajon.

FY 2024-2025 City Expended Funds for Outreach, Case Management, Food and Shelter • $100,000 in CDBG funds for the East County Transitional Living Center (ECTLC) Emergency Shelter Program. This secular program serves the general homeless population through direct case management services, shelter beds, meals, referrals to other agencies, or other direct assistance for up to twenty-eight (28) days;
• $10,893 in CDBG funds for Interfaith Shelter Network Rotational Shelter Program providing shelter beds at East County area churches that volunteer to host on a rotational basis (two-weeks each) during the months of January through March;
• $45,534 in CDBG funds for Home Start to include emergency housing (in form of motel vouchers) and homeless outreach in El Cajon;
• $10,000 in other local (LMIHAF) funds to The Salvation Army for a program that reunites homeless individuals and families with their families and permanent housing by providing assistance with FY 2024-2025 CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
transportation, food and other necessities;
• $144,028 in state (PLHA) funds to ECTLC used toward outreach services in form of pop-up events showcasing various programs provided by ECTLC and connecting individuals to other agency existing programs or resources with outside agencies . Funds were also used to supplement the ECTLC existing Emergency Shelter Program providing direct case management services, shelter beds, meals, or other direct assistance for up to twenty-eight (28) days; • $529,624 in state (PLHA) funds to Home Start to use toward rental assistance and rapid re-housing services for homeless individuals and families. This includes relocation and stabilization services and short -term and medium -term rental assistance to move into perm anent housing.

Additionally, funds were used to provide case management and continue street outreach in collaboration with the El Cajon Police Department to connect homeless individuals and f amilies to needed services; and
• During FY 2024-2025, Crisis House continued to connect homeless individuals and victims of domestic violence with housing and services throughout East County. This was due to the $700,000 in CDBG funding that Crisis House received for the acquisition of a facility that provides services to the homeless and those at risk of homelessness, including victims of domestic violence.

In FY 202 5-2026, the City plans to continue using CDBG and other local funds (LMIHAF and PLHA) for homeless outreach with connections to services and permanent housing through a local service providers.

Addressing the emergency shelter and transitional housing needs of homeless persons As noted above, the City uses its CDBG and other available funds to complement the RTFH and the MOU strategy in El Cajon. For FY 2024-2025, the City expended CDBG funds for outreach, case management, food and shelter as follows:
• $100,000 in CDBG funds for the East County Transitional Living Center (ECTLC) Emergency Shelter Program. This secular program serves the general homeless population through direct case management services, shelter beds, meals, referrals to other agencies, or other direct assistance for up to twenty-eight (28) days;
• $10,893 in CDBG funds for Interfaith Shelter Network Rotational Shelter Program providing shelter beds at East County area churches that volunteer to host on a rotational basis (two-weeks each) during the months of January through March;
• $45,534 in CDBG funds for Home Start to include emergency housing (in form of motel vouchers) and homeless outreach in El Cajon;
• $10,000 in other local (LMIHAF) funds to The Salvation Army for a program that reunites homeless individuals and families with their families and permanent housing by providing assistance with transportation, food and other necessities;
• $144,028 in state (PLHA) funds to ECTLC used toward outreach services in form of pop-up events showcasing various programs provided by ECTLC and connecting individuals to other agency existing programs or resources with outside agencies. Funds were also us ed to supplement the ECTLC existing Emergency Shelter Program providing direct case management services, shelter FY 2024-2025 CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
beds, meals, or other direct assistance for up to twenty-eight (28) days; • $529,624 in state (PLHA) funds to Home Start to use toward rental assistance and rapid re-housing services for homeless individuals and families. This includes relocation and stabilization services and short -term and medium -term rental assistance to move i nto permanent housing.

Additionally, funds were used to provide case management and continue street outreach in collaboration with the El Cajon Police Department to connect homeless individuals and families to needed services; and
• During FY 2024 -2025, Crisis House continued to connect homeless individuals and victims of domestic violence with housing and services throughout East County. This was due to the $700,000 in CDBG funding that Crisis House received for the acquisition of a facility that provides services to the homeless and those at risk of homelessness, including victims of domestic violence.

Additionally, the City approved an update to the City’s ordinance in 2020 to allow for construction of Emergency Cabins in the premises of a faith -based provider to be used as transitional housing. At that time, a maximum of six (6) emergency housing units were allowed on large properties. During F Y 2024- 2025, the City approved a zoning code update to allow for the existing emergency housing operation with six units that have been operating for more than one year without any substantiated complaints or code compliance actions to add up to two additional units with the approval of an amendment of the previously approved Administrative Zoning Permit (AZP). If the same project operates with eight units while meeting the criteria above, two more units may be con sidered for a maximum of ten with an approved AZP. This would qualify the one emergency housing program currently operating in the City. The Emergency Cabins were completed during FY 2022-2023 and since has been able to provide emergency transitional housing for up to 90 days, for women or women with children experiencing homelessness. Supportive services such as case management are provided by a local service provider. During FY 2024-2025, a total of 52 households were able to use the cabins and transition to a more permanent housing solution.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs One of the City’s key strategies for homeless prevention is employment development. The goal is to enhance a person's ability to obtain and keep a job, and to make an adequate income to be self-sufficient.

These resources are described in detail under workforce training initiatives in Section MA-45 Non-Housing Community Development Assets of the City’s Con Plan. The City also works diligently to expand and conserve its affordable housing inventory; especially affordable rental housing that benefits the extremely low and low-income households who are most at risk of becoming homeless.

In addition, the County of San Diego in collaboration with the RTFH maintains Discharge Coordination Policies for the systems of care it administers, such as discharge from the Corrections System, the Foster FY 2024-2025 CAPER 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
Care system and the Mental Health systems. The City supports the joint planning efforts of the County and the RTFH to advocate for development of consistent policy implementation by hospital administrators for best practices such as recuperative care, and co-location of health services near affordable housing developments.

The City also allocates funds to nonprofit organizations that specialize in providing support to low-income individuals and families, including those at risk of homelessness after discharge from publicly funded institutions or systems of care. These agencies are equipped with the expertise and resources necessary to empower individuals by fostering self-sufficiency and stability. Through individually targeted assistance, nonprofit agencies, such as ECTLC and Home Start, help individuals avoid entering homel essness for the first time or in some cases, re -entering the system by achieving long -term success and staying permanently housed.

Lastly, the City of El Cajon requires that all service providers offering homeless support services in El Cajon obtain a Special Operations License. As part of that process, a discharge and transportation plan is required for all the participants of those programs.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the peri od of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
As noted above, El Cajon participates in the RTFH and the County's efforts in ending chronic homelessness.

The RTFH coordinates services and funding for the homeless to move people from homelessness to permanent housing. Chronically homeless persons requir e rehabilitation services, employment training and placement, health services, and case management to move from homelessness to transitional housing, and then to supportive/permanent housing. The Continuum of Care Strategy coordinated by the RTFH offers a full range of services and facilities. The City supports the RTFH's strategy for constructing housing facilities that help transition chronically homeless persons to a stable housing situation and to receive supportive services that would improve their employment skills.

As mentioned previously, El Cajon, in partnership with the participating jurisdictions of the MOU, has worked together to establish a shared network of housing solutions for people experiencing homelessness. This includes the increase access to low -barrier emergency housing and facilities within the municipal boundaries included in said MOU. This means each participating jurisdiction may take responsibility for the operation, maintenance, capital improvement, ongoing services and/or permanent supportive housing in order to meet goals in assisting those experiencing homelessness in East County.

As outlined above, the City uses its CDBG and other available funds to complement the RTFH and MOU strategy in El Cajon.

FY 2024-2025 CAPER 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
FY 2024-2025 City Expended Funds for Outreach, Case Management, Food and Shelter • $100,000 in CDBG funds for the East County Transitional Living Center (ECTLC) Emergency Shelter Program. This secular program serves the general homeless population through direct case management services, shelter beds, meals, referrals to other agencies, or other direct assistance for up to twenty-eight (28) days;
• $10,893 in CDBG funds for Interfaith Shelter Network Rotational Shelter Program providing shelter beds at East County area churches that volunteer to host on a rotational basis (two-weeks each) during the months of January through March;
• $45,534 in CDBG funds for Home Start to include emergency housing (in form of motel vouchers) and homeless outreach in El Cajon;
• $10,000 in other local (LMIHAF) funds to The Salvation Army for a program that reunites homeless individuals and families with their families and permanent housing by providing assistance with transportation, food and other necessities;
• $144,028 in state (PLHA) funds to ECTLC used toward outreach services in form of pop-up events showcasing various programs provided by ECTLC and connecting individuals to other agency existing programs or resources with outside agencies. Funds were also used to supplement the ECTLC existing Emergency Shelter Program providing direc t case management services, shelter beds, meals, or other direct assistance for up to twenty-eight (28) days; • $529,624 in state (PLHA) funds to Home Start to use toward rental assistance and rapid re-housing services for homeless individuals and families. This includes relocation and stabilization services and short -term and medium -term rental assistance to move i nto permanent housing.

Additionally, funds were used to provide case management and continue street outreach in collaboration with the El Cajon Police Department to connect homeless individuals and families to needed services; and
• During FY 2024 -2025, Crisis House continued to connect homeless individuals and victims of domestic violence with housing and services throughout East County. This was due to the $700,000 in CDBG funding that Crisis House received for the acquisition of a facility that provides services to the homeless and those at risk of homelessness, including victims of domestic violence.

The City also works diligently to expand and conserve its affordable housing inventory; especially affordable rental housing that benefits the extremely low and low -income households who are most at risk of becoming homeless.

FY 2024-2025 CAPER 26
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
N/A. There are no public housing units located in the City of El Cajon.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
N/A. There are no public housing units located in the City of El Cajon.

Actions taken to provide assistance to troubled PHAs
N/A. There are no public housing units, and no public housing agencies, located in the City of El Cajon.

FY 2024-2025 CAPER 27
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City of El Cajon works to remove barriers to affordable housing and the financial impact of efforts to protect public health and safety by taking actions to reduce costs or provide off-setting financial incentives to assist in the production of safe, high quality, affordable housing.

Land Use Actions Taken
The City has taken the following actions to facilitate the development of affordable housing:
• Adopted the 2021-2029 Housing Element which includes goals, policies and programs for housing production, and which also includes meaningful actions to continue to support the furthering of fair housing;
• Continue to streamline the environmental review process for housing developments utilizing available state categorical exemptions and federal categorical exclusions, when applicable; • Annually pursue State, Federal and other funding opportunities, allocate available affordable housing funds to increase the supply of safe, decent, affordable housing units in El Cajon for lower income households (including extremely low income households) including housing for seniors, disabled, homeless, and those at risk of becoming homeless; • Annually outreach to developers to promote affordable housing development in the City and support the funding applications by developers in their pursuit for affordable housing funds.

Specifically, outreach to developers that are experienced in producing special needs housing; • Approved the Accessory Dwelling Unit (ADU) program that provides construction loans for homeowners constructing ADUs that will be rented out at affordable rates to low-and-moderate individuals and families;
• Created preapproved ADU Standard Plans to assist in the affordability for homeowners constructing ADUs;
• Increased the number of ADUs permitted annually to 25, and continue to monitor ADU production to meet the 2021-2029 Housing Element production goal of 18 per year; and • Implement and continue to improve a project tracking and permitting system with an online portal to facilitate permitting and land use entitlement reviews; and, continued to offer a Housing Rehabilitation Loan Program, Emergency Repair Program and Multi-family Inspection program to maintain existing market-rate and affordable units.

The City plans to take the following actions to facilitate the development of affordable housing:
• Encourage the use of density bonuses and provide other regulatory concessions to facilitate FY 2024-2025 CAPER 28
OMB Control No: 2506-0117 (exp. 09/30/2021)
affordable housing development;
• Facilitate building permit and development plan processing for residential construction; • Expedite project review of residential developments with an affordable housing component; • Implement adopted objective design standards for multi -family housing development to streamline development reviews;
• Continue to allow ADU developments specified in the City’s Zoning Code on single and multi - family properties;
• Continue conversations with nonprofit organizations and developers for opportunities to create and increase affordable housing units in the City;
• Prioritize use of CHDO, HOME, LMIHAF, and PLHA (SB2) funds to incentivize or partner in affordable unit development;
• Continue to permit Low Barrier Navigation Centers (AB 101, 2019); and • Continue to permit emergency shelters (AB 139, 2019), transitional and supportive housing (AB 745, 2014), supportive housing (AB 2162, 2019), density bonus (1763, 2019), and implement development standards (SB 330) and streamlined approval of affordable ho using (SB 35) as specified in the City’s Zoning Code.

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The major obstacle to addressing the underserved needs is the lack of adequate funding, especially for affordable housing activities. With the dissolution of redevelopment in California and reduced State and Federal funding levels, the City's ability to address the extensive needs in the comm unity was and still is seriously compromised.

To address some of those extensive needs in the community, the City adopted its 2021 -2029 Housing Element, which includes a commitment to annually pursue State, Federal and other funding opportunities to increase the supply of safe, decent, affordable hous ing in El Cajon for lower income households (including extremely low income households), such as seniors, disabled, the homeless, and those at risk of homelessness. Additionally, the City will continue to leverage available funds to the greatest extent possible.

To further address said needs, the City will continue its conversation with nonprofit organizations and developers to potentially facilitate the increase of affordable housing units. By partnering, the development of affordable housing can become more feasible.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City implemented 24 CFR Part 35, et al. effective September 15, 2000. As part of the inspection process for the Mobile Home and Single -Family Rehabilitation and First Time Homebuyer Programs for residences built prior to 1978, the City requires inspections for the potential presence of lead-based paint and the potential hazard such paint may pose to occupants of the residence. If the inspection reveals that a potential hazard exists, the City requires full testing, mitigation and removal of the lead -based paint FY 2024-2025 CAPER 29
OMB Control No: 2506-0117 (exp. 09/30/2021)
hazard in accordance with HUD regulations. CDBG and/or HOME funds can be provided as a separate forgivable loan if insufficient equity exists, for the abatement of lead -based paint hazards through both rehabilitation programs.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) As a means of reducing the number of persons with incomes below the poverty line, the City continues to make efforts to coordinate with other public and private organizations providing economic development and job training programs. A number of public, qua si-public, and nonprofit organizations provide economic development and job training services in El Cajon. These include:
• East County Regional Chamber of Commerce
• East County Regional Occupational Program (ROP)
• East County Economic Development Council (ECEDC)
• Grossmont College Regional Occupational Program (ROP) • San Diego Workforce Partnership
• East County Career Center
• Crisis House
• Volunteers of America
• East County Transitional Living Center
• Home Start
• County of San Diego Health and Human Services Agency
Through the agencies mentioned above, residents of El Cajon can increase their economic independence and self -sufficiency utilizes existing job training and social service programs to increase employment marketability, household income, and housing options. Additionally, during FY 2024-2025, all bid packages for construction projects using federal funds included the City’s Section 3 goals for the hiring of local residents and other required certifications. Bid submittals which include plans and activities to further the City’s Section 3 goals may be awarded preference over similar bid responses.

The City of El Cajon and the El Cajon Housing Authority will continue to seek to create, implement, and improve economic development programs in the City of El Cajon without redevelopment funding. More opportunities for developing the employability of residents will be explored in the future.

Actions taken to develop institutional structure. 91.220(k); 91.320(j) This section describes the institutional framework that El Cajon works within to carry out its delivery of service. Public agencies, for-profit and non-profit private organizations all play a part in the provision of affordable housing, community development and support services. No gaps in institutional structure have been identified. Collaborations among these groups have helped to enhance coordination and delivery of services to El Cajon residents.

FY 2024-2025 CAPER 30
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City continues to participate in regional planning groups and forums to foster collaboration with other agencies and organizations. Through collaboration, the City identifies common goals and strategies to avoid overlaps in services and programs and identify potential for leveraging resources.

To help bridge the funding gap, the City allocates the maximum allowable 15 percent of the CDBG funds to support much -needed services and leverages other state and federal funding sources when eligible.

The City continues to proactively pursue funding at t he local, State, and Federal levels to leverage CDBG and HOME funds.

Public/private partnership also represents an important strategy for bridging the funding gap and fostering collaboration. The Consolidated Plan includes a strategy to work with for -profit and non-profit developers to expand the affordable housing inventory in the community.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City maintains a contact list of interested potential applicants that is updated throughout the year. Letters or notices in multiple languages (English, Spanish, Arabic) announcing the availability of funds are emailed to interested agencies at least annually , in addition to publishing notices in the local newspaper, the public kiosk, public libraries, on the City website and social media accounts. Applications for public service and public facility projects are accepted after notification for a minimum of a 3 0-day availability period. In addition, City staff attends several local and regional meetings, conferences and trainings, which include service providers, neighboring public agencies and elected officials to keep abreast of issues impacting the quality of life for EI Cajon's low- income residents. The City maintains an active web presence and is pro -active in providing technical assistance throughout the year to assist interested citizens and agencies in understanding and applying for EI Cajon's CDBG and H OME funds. In 2024-2025, this list was updated to ensure that current providers that are active in the community were aware of any available opportunities.

In addition, the City is active in its coordination and consultation processes with other agencies, including State and local public agencies, the Regional Task Force on the Homeless and others, to ensure that needed services and funding for homeless and other services are directed to the East County region and to El Cajon residents specifically. Staff has and will continue to consult closely with members of the RTFH, the County, and local non-profit agencies to develop efficiencies in data sharing, collaborate on strategic planning, and encourage the coordination of services and efforts among the providers. The City will continue to work with these and other agencies and organizations to strengthen coordination, assess gaps in the delivery of services, deve lop strategies to overcome those gaps, and to carry out the goals and objectives of the Annual Action Plan. There are no public housing units located in the City of El Cajon.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) FY 2024-2025 CAPER 31
OMB Control No: 2506-0117 (exp. 09/30/2021)
The latest Regional Analysis of Impediments to Fair Housing Choice was completed and accepted by all jurisdictions in the San Diego County region in August of 2020 (“2020 AI”). The 2020 -2024 AI presents a comprehensive review of the demographic profile of San Diego County, assesses the extent of housing needs among specific income groups, evaluates lending practices and public policies, and evaluates the range of available housing choices for residents. The 2020 -2024 AI also analyzes the conditions in the private market and public sector that may limit the range of housing choices or impede a person’s access to housing.

The AI concludes by identifying impediments that may prevent equal housing access and develops an action plan to mitigate or remove such impediments. The 2020 AI lists regional and jurisdiction -specific impediments, including impediments that were identified in previous AI’s but may be persisting, and new regional and jurisdiction -specific impediments that were identified. Regional impediments include loan and credit counseling, overconcentration of Housing Choice Vouchers, limited housing choices in the region, limited enforcement activities, lack of outreach and education and racial segregation and linguistic isolation. Jurisdiction -specific impediments include public policies affecting range of housing choice available. Some regional and jurisdiction -based actions taken to overcome the effects of those impediments are as follows:
• Coordinate with the Reinvestment Task Force to receive annual reporting from the Task Force on progress in outreach and education;
• Expand affordable housing inventory;
• Amend the Zoning Code to address new State Laws to increase housing options for special needs populations;
• Support stronger enforcement activity by fair housing service providers; and • Expand outreach and education in the community.

Additional details and more actions to overcome effects of impediments are available for review in the 2020 AI posted on the City’s webpage at www.elcajon.gov/housing. The City will continue to address ongoing regional impediments as well as specific impe diments for El Cajon. The City will also be implementing its 2021-2029 Housing Element that was approved by the State of California Department of Housing and Community Development (HCD).

FY 2024-2025 CAPER 32
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long -term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements All proposed projects and subrecipient/CHDO -applicants are evaluated closely for eligibility as a part of the pre-award assessment. Technical assistance is provided, and on -site monitoring is conducted for all new subrecipients, and/or whenever a subrecipient/CHDO is showing signs of compliance issues.

On March 27, 2020, the CARES Act was signed into law, which provides HUD with broad authority to waive statues and regulations, with certain exceptions. Pursuant to the CARES Act, HUD has established waivers and alternative requirements for several statutory and regulatory requirements for the CDBG and HOME programs.

For CDBG, desk reviews are performed continually as follows: All performance reports are reviewed monthly or quarterly as required for progress and performance of the activities. Invoices and payment requests submitted are reviewed in detail for appropriat e documentation of services rendered, allowability of costs, and proof of payment. It is the City’s policy that reimbursements are withheld whenever reports are late and until any outstanding compliance issues are resolved. On-site monitoring is normally conducted in the first year for agencies new to the City's CDBG program, and at least once every two years for continuing agencies and projects receiving CDBG funds that are experiencing no compliance issues.

Monitoring will be completed for all CDBG and CDBG-CV public service programs/projects during FY 2024- 2025. Funds are fully expended for CDBG-CV projects so all activities will require a final monitoring to be completed during the close-out period.

Cornerstone is scheduled for its next annual on-site and desk-review monitoring during November 2025.

In addition, all active loan files (both CDBG and HOME loans) are monitored on an annual basis for compliance with owner-occupancy requirements of the loan documents. A letter is sent to the Borrowers of record for execution under penalty of perjury, alon g with a requirement for submittal of occupancy documentation. In addition, staff verifies County records to ensure that the property ownership records reflect that the property is owner-occupied when needed to verify annual owner- occupancy.

HOME-ARP
In FY 2024-25, there were no HOME-ARP activities that required monitoring.

FY 2024-2025 CAPER 33
OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

A Notice of Public Hearing, Public Review and Comment Period was published in the local paper on September 5, 202 5, giving notice that the draft CAPER was available for a 15 -day public review and comment period and that a public hearing would be held on September 23, 2025 at 3:00 p.m. The Notice of Public Hearing, Public Review and Comment Period was published in English in the local newspaper.

The 15-day period began on September 5, 2025 and concluded on September 19, 2025. The Notice was also posted in multiple languages (English, Spanish and Arabic) in the kiosk outside of Council Chambers, on the City’s website and the two El Cajon libraries announcing the availability of the annual performance report for review during normal business hours.

The draft CAPER was made available at the City of El Cajon City Hall, Project Assistance Center located on the First Floor at 200 Civic Center Way, El Cajon, during normal business hours, and was also available on the City’s webpage located at www.elcajon.gov/housing.

No verbal or written comments were received. Copies of the Notice of Public Hearing, Public Review and Comment Period are located in Attachment 3.

FY 2024-2025 CAPER 34
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

In the past, the City was able to leverage redevelopment and LMIHAF funds to address many of the goals and objectives of the Consolidated Plan. The dissolution of the redevelopment agency along with severe reductions in HOME funding have seriously depleted resources available to increase homeownership.

The City revised its First Time Homebuyer (FTHB) Program guidelines for the first time in FY 2021-2022 to increase maximum funding levels for households (now up to $150,000). During FY 2024-2025, the City identified the need to update its guidelines once more to remove the shared-equity portion for borrowers and shift to a three percent (3%) deferred loan model. Aside from these actions, during next fiscal year, the City will increase outreach and marketing efforts, which in turn should increase program participation and increase homeownership opportunities for low -income households in El Cajon. Although two (2) FTHB loans were completed during FY 2024-2025, the City plans to continue to increase its efforts . This was due to rapidly increasing home prices, interest rates and changing market conditions in the San Diego County. These conditions have severely limited the ability of the City’s pre -qualified homebuyers using FTHB program funds to have their offers accepted or even qualify based on the pre-qualification process.

Unfortunately, other jurisdictions are having the same challenges. The most updated homeownership value limits were effective September 2024. As mentioned above, City staff updated the FTHB guidelines and outreach materials to revamp the program to increase program participation. Staff also continues to analyze and evaluate its guidelines as needed and continue promoting the FTHB program through outreach, in an effort to increase homeownership rates and stabilize neighborhoods.

Further, the City will continue to support efforts to increase participation in the MH Rehab and SF Rehab loan programs and the Emergency Repair Program by pursuing a marketing strategy of outreach to target aging neighborhoods through the next Con Plan period.

Staff will continue to educate project managers and applicants of the importance of readiness and timely expenditures for HUD funds to ensure proper expenditure of funds across all type of programs and projects CDBG and/or HOME technical assistance will co ntinue to be made available upon request to all subrecipients and City staff as part of the program/project request. Additionally, staff plans to provide a dedicated technical assistance session for all interested subrecipients during its “Notice of Fundin g Availability” period for CDBG and HOME funds outlining all the HUD requirements and answering frequently asked questions. Lastly, the City plans to implement an Interdepartmental Agreement between City Departments to ensure timely expenditures during FY 2025-2026.

FY 2024-2025 CAPER 35
OMB Control No: 2506-0117 (exp. 09/30/2021)
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.

N/A

FY 2024-2025 CAPER 36
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-50 - HOME 24 CFR 91.520(d)
Include the results of on -site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on -site this program year based upon the schedule in 24 CFR §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.

On-site monitorings are normally conducted annually for all HOME rental projects. The City currently monitors one HOME rental project: Cornerstone Place (a 48-unit family rental project completed in 2019 [11 units are HOME-assisted). On-site and desk-review monitoring was completed in November 2024 for Cornerstone Place. This property was found to be in compliance with all HOME requirements. Currently, there are no other multi-family projects in El Cajon that are subject to on-site inspections or desk-review monitorings under the HOME program. Annual monitoring for Cornerstone Place will continue in November 2025 for FY 2024-2025.

Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 24 CFR 91.520(e) and 24 CFR 92.351(a)
All HOME-funded projects with five or more HOME -assisted units are required to submit an affirmative marketing plan for their specific project(s). As a part of the City’s FY 2023 -2024 on-site and desk-review monitoring of the Cornerstone project, monitoring staff confirmed that this project continues to support the furthering of fair housing and was found in full compliance per the compliance monitoring report completed March 2025. The City will ensure this is consistent in the next annual monitoring taking place in October 2025 for FY 2024-2025.

Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics Program income (PI) in the HOME program is received primarily from the repayment of outstanding loan balances from prior loans made in the First Time Homebuyer Program and/or the Housing Rehabilitation Loan Program. Program Income can also be received from the repayment of development loans for new construction homeownership units. Once the units are sold, repayment (or partial repayment as warranted) is made, while at the same time funds in turn are provided for down -payment assistance to the new homebuyers.

The PI balance on hand at the beginning of the fiscal year (as of July 1, 2024) was $738,700.96. Additional PI was received and recorded during the year totaling $ 23,176.56. All of the PI received was from the repayment of previous FTHB loans and interest earned on the fund balance. The total balance of HOME PI funds at the end of the report period was $761,877.52 FY 2024-2025 CAPER 37
OMB Control No: 2506-0117 (exp. 09/30/2021)
The PI funds received from the repayment of previous housing program loans are generally allocated to and made available in the Housing Programs Pool of Funds (HPOOL) for use in the current programs (FTHB or SF Rehab) as needed. If an excess balance of PI funds is determined to exist beyond the needs of the FTHB and SF Rehab programs, and if a specific local housing project is identified during the year, it will be brought to the City Council for approval as an amendment to the Action Plan for re -allocation of the PI funds to that project.

Describe other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 24 CFR 91.320(j)
The City continues to place a high priority on homeownership and ownership -related activities in the community to address the Housing needs as set forth in the Con Plan. The City of El Cajon works to remove barriers to affordable housing and the financial impact of efforts to protect public health and safety by taking actions to reduce costs or provide off-setting financial incentives to assist in the production of safe, high quality, affordable housing.

In FY 2024-2025, the City allocated $465,2954 in new HOME allocations to the Housing Programs Pool of Funds (HPOOL) for continuing authorized housing programs (FTHB and SF Rehab) and $ 93,058 for a required CHDO reserve fund.

Furthermore, as outlined in section CR -35, the City adopted its 2021 -2029 Housing Element, which identifies a number of steps the City has and will take during the period to facilitate the development of affordable housing.

During FY 202 4-2025, a total of $2,365,757 of available HOME resources was reallocated to San Diego Habitat for Humanity for the provision of For -Sale Affordable Development and Homeownership for the City’s continued support of affordable housing projects.

In addition, the City maintains all available housing programs and resource materials at City Hall and on the City’s website. A marketing strategy that includes mailing and emailing out program flyers, posting on the City’s social media page, website and n ewsletter, will continue to target aging, low -income neighborhoods during FY 2024-2025.

All of these programs, projects and activities assist the City in fostering and maintaining affordable housing, as well as meeting the goals and objectives as adopted in the new Five -Year Consolidated Plan and the Housing Element for the City of El Cajon.

FY 2024-2025 CAPER 38
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 0 0 0
Total Labor Hours 5,905 0 0 0 0
Total Section 3 Worker Hours 4,479 0 0 0 0
Total Targeted Section 3 Worker Hours 227 0 0 0 0
Table 14 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers 0 0 0 0 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0 0 0 0 0
Direct, on-the job training (including apprenticeships). 0 0 0 0 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0 0 0 0 0
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 0 0 0 0 0
Outreach efforts to identify and secure bids from Section 3 business concerns. 1 0 0 0 0
Technical assistance to help Section 3 business concerns understand and bid on contracts. 1 0 0 0 0
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. 1 0 0 0 0
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services. 0 0 0 0 0
Held one or more job fairs. 0 0 0 0 0
Provided or connected residents with supportive services that can provide direct services or referrals. 0 0 0 0 0
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
0 0 0 0 0
Assisted residents with finding child care. 0 0 0 0 0
Assisted residents to apply for, or attend community college or a four year educational institution. 0 0 0 0 0
Assisted residents to apply for, or attend vocational/technical training. 0 0 0 0 0 Assisted residents to obtain financial literacy training and/or coaching. 0 0 0 0 0 Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. 0 0 0 0 0
Provided or connected residents with training on computer use or online technologies. 0 0 0 0 0
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0 0 0 0 0
Outreach, engagement, or referrals with the state one -stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
0 0 0 0 0
Other. 0 0 0 0 0
Table 15 – Qualitative Efforts - Number of Activities by Program

I I I I I I
FY 2024-2025 CAPER 39
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative
During FY 202 4-2025, one project (ADA Pedestrian Curb Ramps ) that triggered Section 3 requirements were completed.

FY 2024-2025 CAPER 40
OMB Control No: 2506-0117 (exp. 09/30/2021)
ATTACHMENT 1
Summary – Annual Goals and Progress Con Plan Goals
Summary of Specific Goals and Objectives and Progress in Meeting Specific 5-Year Consolidated Plan Objectives
IDIS Activity #s Sources of
Funds
Performance
Indicators Year Expected
Number
Actual
Number
Percent
Completed
Total FEDERAL
Expended Total Leverage
CDBG $ 57,000 $ -
HOME $ - $ -
CDBG $ - $ -
HOME
CDBG $ - $ -
HOME
CDBG $ - $ -
HOME
CDBG $ - $ -
HOME
10 3 30% $ 57,000 $ -
CDBG 40%
CDBG Households 2028 0 0 0% $ - -$
5 2 40% $ 18,773 $ -
1157, 1163 HOME Households 2024 10 2 20% $ 240,850 -$
HOME Households 2025 0 0 0% $ - -$
HOME Households 2026 0 0 0% $ - -$
HOME Households 2027 0 0 0% $ - -$
HOME Households 2028 0 0 0% $ - -$
10 2 20% $ 240,850 $ -
1142 HOME Housing units 2024 20 0 0% -$ -$
HOME Housing units 2025 0 0 0% -$ -$
HOME Housing units 2026 0 0 0% -$ -$
HOME Housing units 2027 0 0 0% -$ -$
HOME Housing units 2028 0 0 0% -$ -$
20 0 0% -$ -$
45 7 90% $ 316,623.00 $ -
GOAL 1: Provide Decent and Affordable Housing
San Diego Habitat for Humanity - For Sale
Affordable Development for Homeownership:

HOME funds were allocated for the provision of
acquisition and rehabilitation program for homes in
El Cajon neighborhoods for first time homebuyers.

Site location is being identified.
$ 18,773 -$
GOAL 1 FIVE-YEAR GOAL / TOTAL
Consolidated Plan Goal / Programs to Address
the Priority
Households

FIVE-YEAR GOAL / SUBTOTAL
1123, 1156, 1159,
1160
Households 2
2025 2 0%
Households 2026 2 0 0%
2 0 0%
0Housing Rehabilitation Program(s):

This continuing program supports the direct program
delivery costs of both the HOME and CDBG
Rehabilitation programs, as well as loan funds to
LMI mobile home and single-family owners.
2024: Thornton, Paulis, Grosse.

Households 2024 2
CDBG
CDBG
CDBG
3 150%
0 FIVE-YEAR GOAL / SUBTOTAL
2027 0%
Households 2028
First Time Homebuyers Program(s):
2024: Nguynen, Vazquez.
1134, 1154, 1158 Households 2024
Households 2025
2026

FIVE-YEAR GOAL / SUBTOTAL
Households 2027
Households

FIVE-YEAR GOAL / SUBTOTAL
$ -
$ -
$ -
-$
-$
-$
Emergency Repair Program:

This pilot program supports the direct program
delivery costs and funds for a forgivable loan of up
to $10k for low-income homeowners, for emergency
repairs for mobile homes and single-family owners.
2024: Sheehan, Paulis.
2 0 0 0%
0 0 0%
0 0 0%
5 Rev. date: 9/15/2025 Attachment 1 (1 of 5)
Summary of Specific Goals and Objectives and Progress in Meeting Specific 5-Year Consolidated Plan Objectives
ATTACHMENT 1
IDIS Activity #s Sources of
Funds
Performance
Indicators Year Expected
Number
Actual
Number
Percent
Completed
Total FEDERAL
Expended Total Leverage
GOAL 1: Provide Decent and Affordable Housing
Consolidated Plan Goal / Programs to Address
the Priority
1147 CDBG People 2024 400 282 71% 100,000$ 448,000$ CDBG People 2025 0 0 0% -$ -$
CDBG People 2026 0 0 0% -$ -$
CDBG People 2027 0 0 0% -$ -$
CDBG People 2028 0 0 0% -$ -$
400 282 71% 100,000$ 448,000$
1130 CDBG People 2024 10 25 250% 14,057$ -$
CDBG People 2025 0 0 0% -$ -$
CDBG People 2026 0 0 0% -$ -$
CDBG People 2027 0 0 0% -$ -$
CDBG People 2028 0 0 0% -$ -$
10 25 250% 14,057$ -$
1143 CDBG People 2024 15 35 233% 31,477$ -$
CDBG People 2025 0 0 0% -$ -$
CDBG People 2026 0 0 0% -$ -$
CDBG People 2027 0 0 0% -$ -$
CDBG People 2028 0 0 0% -$ -$
15 35 233% 31,477$ -$
1150 CDBG People 2024 30 11 37% $ 10,000 $ 388,838
CDBG People 2025 0 0 0% -$ -$
CDBG People 2026 0 0 0% -$ -$
CDBG People 2027 0 0 0% -$ -$
CDBG People 2028 0 0 0% -$ -$
30 11 37% 10,000$ 388,838$
1091 CDBG People 2024 350 940 269% -$ -$
CDBG People 2025 0 0 0% -$ -$
CDBG People 2026 0 0 0% -$ -$
CDBG People 2027 0 0 0% -$ -$
CDBG People 2028 0 0 0% -$ -$
350 940 269% $ - $ -
805 1,293 859% $ 155,534.00 $ 836,838.00
Crisis House: 2020 - Crisis House moved to a new
location through the acquisition of a facility to
continue to serve El Cajon residents.

Accomplishment responsibility serving El Caojon
until year 2030.2024: served 940 El Cajon residents.

GOAL 2: Support Continuum of Care System for the Homeless Interfaith Shelter Network:

Rotational Shelter Program serving homeless
individuals for overnight stays.

FIVE-YEAR GOAL / SUBTOTAL
GOAL 2 FIVE-YEAR GOAL / TOTAL

FIVE-YEAR GOAL / SUBTOTAL
East County Transitional Living Center:

Emergency Shelter Program serving homeless
individuals and families (up to a 28-day stay).

FIVE-YEAR GOAL / SUBTOTAL
Home Start Outreach and Homeless Services:

Emergency Shelter Program serving homeless
individuals and families (up to a 28-day stay).

FIVE-YEAR GOAL / SUBTOTAL
Home Start Emergency Housing Placement:

Emergency Shelter Program serving homeless
individuals and families (up to a 28-day stay).

FIVE-YEAR GOAL / SUBTOTAL
Rev. date: 9/15/2025 Attachment 1 (2 of 5)
Summary of Specific Goals and Objectives and Progress in Meeting Specific 5-Year Consolidated Plan Objectives
ATTACHMENT 1
IDIS Activity #s Sources of
Funds
Performance
Indicators Year Expected
Number
Actual
Number
Percent
Completed
Total FEDERAL
Expended Total Leverage
GOAL 1: Provide Decent and Affordable Housing
Consolidated Plan Goal / Programs to Address
the Priority
1093, 1135 CDBG Public facility 2024 3,000 3,721 124% 53,268$ 145,352$ CDBG Public facility 2025 0 0 0% -$ -$
CDBG Public facility 2026 0 0 0% -$ -$
CDBG Public facility 2027 0 0 0% -$ -$
CDBG Public facility 2028 0 0 0% -$ -$
3,000 3,721 124% 53,268$ 145,352$
1118 CDBG Public facility 2024 1 1 100% 99,000$ -$
CDBG Public facility 2025 0 0 0% -$ -$
CDBG Public facility 2026 0 0 0% -$ -$
CDBG Public facility 2027 0 0 0% -$ -$
CDBG Public facility 2028 0 0 0% -$ -$
1 1 100% 99,000$ -$
1153 CDBG Public facility 2024 1 0 0% -$ -$
CDBG Public facility 2025 0 0 0% -$ -$
CDBG Public facility 2026 0 0 0% -$ -$
CDBG Public facility 2027 0 0 0% -$ -$
CDBG Public facility 2028 0 0 0% -$ -$
1 0 0% -$ -$
1105, 1110, 1145 CDBG Public facility 2024 1 0 0% 882,436$ -$ CDBG Public facility 2025 0 0 0% -$ -$
CDBG Public facility 2026 0 0 0% $ - $ -
CDBG Public facility 2027 0 0 0% -$ -$
CDBG Public facility 2028 0 0 0% -$ -$
1 0 0% 882,436$ -$
3,003 3,722 224% $ 1,034,703.59 $ 145,352.00
Neighborhood Street Lights Improvements
Program:

Project will install estimated of about 68 street lights in El Cajon.
1105: completed. 1110: complete but need to close
out project. 1145: bid awarded, construction in
progress.

GOAL 3: Provide Community Facilities & Infrastructure
Wells Park Roof Replacement:
2024: Roof replacement construction in progress.

Bid awarded.

ADA Curb Ramps Installation:

This continuing program includes installation and
retrofit of ADA-accessible curb ramps and sidewalks
throughout the City. 2024: remainder of ADA ramps
were completed, totaling 101 ADA ramps.

FIVE-YEAR GOAL / SUBTOTAL

FIVE-YEAR GOAL / SUBTOTAL
East County Transitional Living Center:
2024: Window replacement project completed (181
windows).

FIVE-YEAR GOAL / SUBTOTAL
GOAL 3 FIVE-YEAR GOAL / TOTAL

FIVE-YEAR GOAL / SUBTOTAL
Rev. date: 9/15/2025 Attachment 1 (3 of 5)
Summary of Specific Goals and Objectives and Progress in Meeting Specific 5-Year Consolidated Plan Objectives
ATTACHMENT 1
IDIS Activity #s Sources of
Funds
Performance
Indicators Year Expected
Number
Actual
Number
Percent
Completed
Total FEDERAL
Expended Total Leverage
GOAL 1: Provide Decent and Affordable Housing
Consolidated Plan Goal / Programs to Address
the Priority
1146 CDBG People 2024 150 112 75% $ 25,000 $ 205,000
CDBG People 2025 0 0 0% -$ -$
CDBG People 2026 0 0 0% -$ -$
CDBG People 2027 0 0 0% -$ -$
CDBG People 2028 0 0 0% -$ -$
150 112 75% 25,000$ 205,000$
1149 CDBG People 2024 45 47 104% 10,000$ 114,660$
CDBG People 2025 0 0 0% -$ -$
CDBG People 2026 0 0 0% -$ -$
CDBG People 2027 0 0 0% -$ -$
CDBG People 2028 0 0 0% $ - $ -
45 47 104% 10,000$ 114,660$
1144 CDBG People 2024 43 43 100% 15,000$ 77,456$
CDBG People 2025 0 0 0% -$ -$
CDBG People 2026 0 0 0% -$ -$
CDBG People 2027 0 0 0% -$ -$
CDBG People 2028 0 0 0% $ - $ -
43 43 100% 15,000$ 77,456$
238 202 279% $ 50,000.00 $ 397,116.00
Mama's Kitchen:

Provides medically-tailored meals to critically-ill
disabled persons and seniors in El Cajon.

GOAL 4: Provide Community and Supportive Services
GOAL 4 FIVE-YEAR GOAL / TOTAL

FIVE-YEAR GOAL / SUBTOTAL
Meals on Wheels:

Assists homebound seniors through delivery of 2
nutritious meals per day.

FIVE-YEAR GOAL / SUBTOTAL
ElderHelp Care Coordination Program:

Provides referral services and other essential
services for seniors in El Cajon.

FIVE-YEAR GOAL / SUBTOTAL
Rev. date: 9/15/2025 Attachment 1 (4 of 5)
Summary of Specific Goals and Objectives and Progress in Meeting Specific 5-Year Consolidated Plan Objectives
ATTACHMENT 1
IDIS Activity #s Sources of
Funds
Performance
Indicators Year Expected
Number
Actual
Number
Percent
Completed
Total FEDERAL
Expended Total Leverage
GOAL 1: Provide Decent and Affordable Housing
Consolidated Plan Goal / Programs to Address
the Priority
1151 CDBG $ 220,499 $ -
1152 HOME $ 45,862 $ -
CDBG $ - $ -
HOME $ - $ -
CDBG $ - $ -
HOME $ - $ -
CDBG $ - $ -
HOME $ - $ -
CDBG $ - $ -
HOME $ - $ -
0 0 0% $ 266,361 $ -
250 268 107% $ 40,000 $ 346,500
0 0 0% $ 25,000.00 $ -
$ 1,888,222
$ 1,725,806
$ 3,614,028

ADMINISTRATION OF HOME AND CDBG GRANTS
CDBG
CDBG
CDBG
CDBG
CDBG
$ 40,000
$ -
$ -
$ -
$ -
$ 346,500
$ -
$ -
$ -
$ -
2025
2026
*TOTAL ALL FUNDS INVESTED IN FIVE-YEAR CON PLAN PERIOD TO DATE:

TOTAL LEVERAGED FUNDS INVESTED IN FIVE-YEAR CON PLAN PERIOD TO DATE:
0%
0%
0%
0%
People 0%
0 People 0 0
People 0
1148
*TOTAL FEDERAL FUNDS INVESTED IN FIVE-YEAR CON PLAN PERIOD TO DATE:

CDBG and HOME Administration
People 2024 0
0People 2027
0 0

SUBTOTAL
CSA San Diego County: Fair Housing Services in
El Cajon
People 2024 250 268
People 2027 0 0
107%
People 2025 0 0 0%

SUBTOTAL
02028 0
0%
People 2028 0 0 0%
People 2026 0 0 0%

SUBTOTAL
CDBG
CDBG
CDBG
CDBG
CDBG
$ 25,000
$ -
$ -
$ -
$ -
People 2024 0 0 0%
People 2025 0 0 0%
People 2026 0
$ -
$ -
$ -
$ -
$ -
1148
0 0%
Housing Services:

Additional administrative costs for HOME programs
and projects.
0 0%
People 2027 0 0 0%
People 2028 0
Rev. date: 9/15/2025 Attachment 1 (5 of 5)
FY 2024-2025 CAPER 46
OMB Control No: 2506-0117 (exp. 09/30/2021)
ATTACHMENT 2
Low Mod Income Area Map
0 ¼ ½ 1
Miles
SANTEE
City of El Cajon
/
CDBG Low/Mod Income Areas
Effective August 1, 2024
Source: https ://www .hudexchange .info/programs/acs-low-mod summary -data/
15405
(2)
Overall LMI Percentage: 64.1 %
c::::J El Cajon Municipal Boundary
Low & Moderate Income Percentage
i:=J 2:51%
N
A
FY 2024-2025 CAPER 48
OMB Control No: 2506-0117 (exp. 09/30/2021)
ATTACHMENT 3
Citizen Participation

CITY OF EL CAJON

NOTICE OF PUBLIC HEARING AND PUBLIC REVIEW AND COMMENT PERIOD THE
DEVELOPMENT OF THE 2026-2027 ANNUAL ACTION PLAN
AND
DRAFT FY 2024-2025

CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT
NOTICE IS HEREBY GIVEN that a public hearing will be held at 3 :00 p.m. on Tuesday, September 23, 2025, in the City Council Chambers located at 200 Civic Center Way in El Cajon.

The purpose of the public hearing is to provide El Cajon citizens with the opportunity to voice their opinions on, and participate in the development of the City’s FY 2026-202 7 Annual Action Plan (AAP) and provide comments to the City’s Consolidated Annual Performanc e and Evaluation Report (CAPER) for 2024-2025.
2026-2027 Annual Action Plan
For fiscal year 2026-2027 , the City anticipates receiving two sources of funding from the U.S.

Department of Housing and Urban Development (HUD). The approximate amounts are as follows and subject to federal appropriations: $1.2M in Community Development Block Grant (CDBG), and $600k in HOME Investment Partnership Act (HOME) funds.

The City will allocate public resources to activities which can be coordinated to meet mutual City and local community needs under one funding allocation process. The funding allocation process will distribute available funds from the CDBG and HOME to eligible organizations serving low and moderate income households and special needs populations residing in the City of El Cajon.

Applications will be available after December 8, 2025 at the Project Assistance Center public counter located at 200 Civic Center Way, First Floor, El Cajon, California 92020. You may also request an electronic version of the 2026-2027 application by contacting the Housing Division at 619-441-1710, at [email protected], or at www.elcajon.gov/housing. 2024-2025 Consolidated Annual Performance Evaluation Report The CAPER is a required document by HUD that must be submitted at the end of each fiscal year as part of the CDB G and HOME entitlement funds received on an annual basis . This report provides an assessment of the City’s progress toward meeting its goals and high priority needs during program year 2024-2025.

The City will accept comments on the draft CAPER for fifteen (15) days from September 5, 2025 and will end on September 19, 202 5 at 5:00 pm. The draft report is available for review at the Project Assistance Center public counter located at 200 Civic Center Way, First Floor, El Cajon, California between the hours of 8:00 am and 5:00 pm, Monday through Thursday, and from 8:00 am to 5:00 pm on alternating Fridays (September 5 and September 19, 2025), on the City’s webpage at www.elcajon.gov/housing or a copy can be requested by calling 619-441-1710.

Wri
tten comments can be submitted via electronic mail to [email protected] or mailed to the City of El Cajon, Community Development Department – Housing Division, 200 Civic Center Way, El Cajon, California 92020. Comments relative to the CAPER must be received by September 19, 2025 by 5:00 pm to be considered in the CAPER document.

Publ
ished: September 5, 2025
CIUD

AD DE EL CAJON
AVISO DE AUDIENCIA PÚBLICA Y PERIODO DE REVISIÓN Y COMENTARIOS PÚBLICOS DES
ARROLLO DEL PLAN DE ACCIÓN ANUAL 2026-2027
Y
BORRADOR DEL INFORME ANUAL CONSOLIDADO DE DESEMPEÑO Y EVALUACIÓN (CAPER) PARA EL AÑO FISCAL 2024-2025
POR LA PRESENTE SE INFORMA que se llevará a cabo una audiencia pública a las 3:00 p.m. el martes 23 de septiembre de 2025, en la Sala del Consejo Municipal ubicada en 200 Civic Center Way, El Cajon. El propósito de la audiencia pública es proporcionar a los ciudadanos de El Cajon la oportunidad de expresar sus opiniones y participar en el desarrollo del Plan de Acción Anual para el año fiscal 2026- 2027 y ofrecer comentarios sobre el Informe Anual Consolidado de Desempeño y Evaluación (CAPER, por sus siglas en inglés) para el año fiscal 2024-2025.

Plan de Acción Anual 2026-2027
Para el año fiscal 2026-2027 , la Ciudad anticipa recibir dos fuentes de financiamiento del Departamento de Vivienda y Desarrollo Urbano de los Estados Unidos (HUD, por sus siglas en inglés). Los montos aproximados son los siguientes: $1.2M del Community Development Block Program (CDBG, por sus siglas en inglés ) y $600.000 de HOME Investment Partnership Act Program (HOME, por sus siglas en inglés).

La Ciudad asignará recursos públicos a actividades que puedan ser utilizados para alcanzar las metas comunes de la Ciudad y de la comunidad utilizando un solo proceso para asignar fondos. El proceso de asignación de fondos distribuirá los recursos disponibles de CDBG y HOME a organizaciones elegibles que ofrecen servicios a hogares de ingresos bajos y moderados y poblaciones con necesidades especiales que residen en la Ciudad de El Cajon.

Las solicitudes estarán disponibles a partir del 8 de diciembre de 2025 en el área de recepción del Centro de Asistencia de Proyectos, ubicado en 200 Civic Center Way, Primer Piso, El Cajon, California 92020. También puede solicitar una versión electrónica de la solicitud para 2025-2026 comunicándose con la División de Vivienda al 619-441-1710, al correo electrónico [email protected], o en www.elcajon.gov/housing .

Informe Anual Consolidado de Desempeño y Evaluación (CAPER) 2024-2025 El CAPER es un documento requerido por HUD que debe presentarse al final de cada año fiscal como parte de los fondos de CDBG y HOME que la Ciudad recibe anualmente. Este informe proporciona una evaluación del progreso de la Ciudad hacia el cumplimiento de sus metas y altas prioridades durante el año fiscal 2024-2025.

La Ciudad aceptará comentarios sobre el borrador del CAPER durante quince (15) días, desde el 5 de septiembre de 2025 hasta el 19 de septiembre de 2025 a las 5:00 p.m. El borrador del informe está disponible para su revisión en el mostrador de atención pública del Centro de Asistencia de Proyectos, ubicado en 200 Civic Center Way, Primer Piso, El Cajon, California, entre las 8:00 a.m. y las 5:00 p.m., de lunes a jueves, y de 8:00 a.m. a 5:00 p.m. en viernes alternos (excepto en días festivos legales), en la página web de la Ciudad en www.elcajon.gov/housing
o se puede solicitar una copia llamando al 619-441-1710.

Los c
omentarios por escrito pueden enviarse por correo electrónico a [email protected] o por correo postal a la Ciudad de El Cajon, Departamento de Desarrollo Comunitario – División de Vivienda, 200 Civic Center Way, El Cajon, California 92020. Los comentarios relativos al CAPER deben recibirse antes del 19 de septiembre de 2025 a las 5:00 p.m. para ser considerados en el documento CAPER.

La Ci
udad de El Cajon se esfuerza por cumplir totalmente con la Ley de Estadounidenses con Discapacidades (ADA). Según lo requerido por la ADA, se proporcionarán ajustes razonables para facilitar la participación en la reunión, como impresión en letra grande, traducción o dispositivos de asistencia auditiva (ADL) para personas con discapacidades. Si necesita algún tipo de asistencia para participar en las Audiencias Públicas, por favor contacte a la Oficina del Secretario de la Ciudad al 619-441-1763 al menos dos (2) días hábiles antes de la reunión.

Publicar el 5 de septiembre de 2025
ﻣدﯾﻧﺔ اﻟﻛﺎھون
إﺷﻌﺎر ﺟﻠﺳﺎت اﻻﺳﺗﻣﺎع اﻟﻌﺎﻣﺔ وﻓﺗرة اﻟﻣراﺟﻌﺔ اﻟﻌﺎﻣﺔ وﺗﻘدﯾم اﻟﻣﻼﺣظﺎت ﺗطوﯾر ﺧطﺔ اﻟﻌﻣل اﻟﺳﻧوﯾﺔ ﻟﻌﺎم 2026-2027
وﻣﺳودة
اﻟﺗﻘرﯾر اﻟﺳﻧوي اﻟﻣوﺣد ﻟﻸداء واﻟﺗﻘﯾﯾم
ﻟﻠﺳﻧﺔ اﻟﻣﺎﻟﯾﺔ 2024-2025
ﻧُﻌﻠن ﺑﻣوﺟب ھذا اﻹﺷﻌﺎر ﻋن ﻋﻘد ﺟﻠﺳﺔ اﺳﺗﻣﺎع ﻋﺎﻣﺔ ﻓﻲ ﺗﻣﺎم اﻟﺳﺎﻋﺔ3:00 ﻣﺳﺎءً ﯾوم اﻟﺛﻼﺛﺎء اﻟﻣواﻓﻖ23 ﺳﺑﺗﻣﺑر2025، ﻓﻲ ﻗﺎﻋﺔ ﻣﺟﻠس اﻟﻣدﯾﻧﺔ اﻟﻛﺎﺋﻧﺔ ﻓﻲ 200 Civic Center Wayاﻟﺳﻧوﯾﺔ ) ، ﺑﻣدﯾﻧﺔ اﻟﻛﺎھون. وﺗﮭدف ﺟﻠﺳﺔ اﻻﺳﺗﻣﺎع اﻟﻌﺎﻣﺔ إﻟﻰ إﺗﺎﺣﺔ اﻟﻔرﺻﺔ ﻟﻣواطﻧﻲ اﻟﻣدﯾﻧﺔ ﻟﻠﺗﻌﺑﯾر ﻋن آراﺋﮭم واﻟﻣﺷﺎرﻛﺔ ﻓﻲ إﻋداد ﺧطﺔ اﻟﻌﻣل AAP( ﻟﻠﻣدﯾﻧﺔ ﻟﻠﺳﻧﺔ اﻟﻣﺎﻟﯾﺔ 2026-2027، وﺗﻘدﯾم ﻣﻼﺣظﺎﺗﮭم ﺑﺷﺄن اﻟﺗﻘرﯾر اﻟﺳﻧوي اﻟﻣوﺣد ﻟﻸداء واﻟﺗﻘﯾﯾمCAPER( ﻟﻠﻣدﯾﻧﺔ ﻟﻠﻌﺎم2024-2025 . ﺧطﺔ اﻟﻌﻣل اﻟﺳﻧوﯾﺔ ﻟﻌﺎم2026-2027
ﺗﺗوﻗﻊ اﻟﻣدﯾﻧﺔ، ﻟﻠﺳﻧﺔ اﻟﻣﺎﻟﯾﺔ2026-2027، اﻟﺣﺻول ﻋﻠﻰ ﻣﺻدرﯾن ﻟﻠﺗﻣوﯾل ﻣن وزارة اﻹﺳﻛﺎن واﻟﺗﻧﻣﯾﺔ اﻟﺣﺿرﯾﺔ اﻷﻣرﯾﻛﯾﺔHUD(. واﻟﻣﺑﺎﻟﻎ اﻟﺗﻘرﯾﺑﯾﺔ ھﻲ ﻛﻣﺎ ﯾﻠﻲ، وﺗﺧﺿﻊ

1.2 ﻣﻠﯾون دوﻻر أﻣرﯾﻛﻲ ﻣن ﻣﻧﺣﺔ اﻟﺗﻧﻣﯾﺔ اﻟﻣﺟﺗﻣﻌﯾﺔCDBG، و600 أﻟف دوﻻر أﻣرﯾﻛﻲ ﻣن أﻣوال ﻗﺎﻧون ﺷراﻛﺎت اﻻﺳﺗﺛﻣﺎر ﻓﻲ اﻟﻣﻧﺎزل HOME . (
ا
ﻟﺗﻣوﯾل. وﺳﺗُوزِّع ﻋﻣﻠﯾﺔ ﺳﺗُﺧﺻِّص اﻟﻣدﯾﻧﺔ ﻣوارد ﻋﺎﻣﺔ ﻟﻸﻧﺷطﺔ اﻟﺗﻲ ﯾﻣﻛن ﺗﻧﺳﯾﻘﮭﺎ ﻟﺗﻠﺑﯾﺔ اﻻﺣﺗﯾﺎﺟﺎت اﻟﻣﺷﺗرﻛﺔ ﻟﮭﺎ وﻟﻠﻣﺟﺗﻣﻊ اﻟﻣﺣﻠﻲ ﺿﻣن ﻋﻣﻠﯾﺔ واﺣدة ﻟﺗﺧﺻﯾص ﺗﺧﺻﯾص اﻟﺗﻣوﯾل اﻷﻣوال اﻟﻣﺗﺎﺣﺔ ﻣن ﻣﻧﺣﺔ اﻟﺗﻧﻣﯾﺔ اﻟﻣﺟﺗﻣﻌﯾﺔ )CDBG( وﻗﺎﻧون ﺷراﻛﺎت اﻻﺳﺗﺛﻣﺎر ﻓﻲ اﻟﻣﻧﺎزلHOME( ﻋﻠﻰ اﻟﻣﻧظﻣﺎت اﻟﻣؤھﻠﺔ اﻟﺗﻲ ﺗﺧدم ﯾناﻷﺳر ذات اﻟدﺧﻠ اﻟﻣﻧﺧﻔض واﻟﻣﺗوﺳط واﻟﻔﺋﺎت ذات اﻻﺣﺗﯾﺎﺟﺎت اﻟﺧﺎﺻﺔ اﻟﻘﺎطﻧﺔ ﻓﻲ ﻣدﯾﻧﺔ اﻟﻛﺎھون.

ﺳﺗُﺗﺎح اﻟطﻠﺑﺎت اﻋﺗﺑﺎرًا ﻣن 8 دﯾﺳﻣﺑر2025 ﻓﻲ ﻣﻛﺗب اﻻﺳﺗﻘﺑﺎل اﻟﻌﺎم ﻟﻣرﻛز دﻋم اﻟﻣﺷﺎرﯾﻊ، اﻟﻛﺎﺋن ﻓﻲ200 Civic Center Way, First Floor, El Cajon, California 92020. وﯾﻣﻛﻧك أﯾﺿًﺎ اﻟﺣﺻول ﻋﻠﻰ ﻧﺳﺧﺔ إﻟﻛﺗروﻧﯾﺔ ﻣن طﻠب اﻟﻌﺎم2026-2027 ﺑﺎﻟﺗواﺻل ﻣﻊ ﻗﺳم اﻹﺳﻛﺎن ﻋﺑر اﻟﮭﺎﺗف ﻋﻠﻰ اﻟرﻗم 1710-441-619www.elcajon.gov/housing
اﻟﺗﻘرﯾر اﻟﺳﻧوي اﻟﻣوﺣد ﻟﻸداء واﻟﺗﻘﯾﯾم ﻟﻌﺎم 2024-2025
ﯾُﻌد اﻟﺗﻘرﯾر اﻟﺳﻧوي اﻟﻣوﺣد ﻟﻸداء واﻟﺗﻘﯾﯾمCAPER( وﺛﯾﻘﺔ إﻟزاﻣﯾﺔ ﺻﺎدرة ﻋن وزارة اﻹﺳﻛﺎن واﻟﺗﻧﻣﯾﺔ اﻟﺣﺿرﯾﺔHUD، ﯾﻠزم ﺗﻘدﯾﻣﮭﺎ ﻓﻲ ﻧﮭﺎﯾﺔ ﻛل ﺳﻧﺔ ﻣﺎﻟﯾﺔ ﻛﺟزء ﻣن وﯾﺔ ﻟﻣﻧﺣﺔ اﻟﺗﻧﻣﯾﺔ اﻟﻣﺟﺗﻣﻌﯾﺔ )اﻻﺳﺗﺣﻘﺎﻗﺎت اﻟﺳﻧCDBG( وﻗﺎﻧون ﺷراﻛﺎت اﻻﺳﺗﺛﻣﺎر ﻓﻲ اﻟﻣﻧﺎزلHOME(. وﯾُﻘدِّم ھذا اﻟﺗﻘرﯾر ﺗﻘﯾﯾﻣًﺎ ﻟﻣدى إﺣراز اﻟﻣدﯾﻧﺔ ﻟﻠﺗﻘدم ﻓﻲ ﺗﺣﻘﯾﻖ أھداﻓﮭﺎ وﺗﻠﺑﯾﺔ اﺣﺗﯾﺎﺟﺎﺗﮭﺎ ذات اﻷوﻟوﯾﺔ اﻟﻘﺻوى ﺧﻼل ﻋﺎم اﻟﺑرﻧﺎﻣﺞ 2024-2025 . ﺳﺗﻘﺑل اﻟﻣدﯾﻧﺔ اﻟﻣﻼﺣظﺎت ﻋﻠﻰ ﻣﺳودة اﻟﺗﻘرﯾر اﻟﺳﻧوي اﻟﻣوﺣد ﻟﻸداء واﻟﺗﻘﯾﯾمCAPER( ﻟﻣدة ﺧﻣﺳﺔ ﻋﺷر15( ﯾوﻣًﺎ، اﺑﺗداءً ﻣن5 ﺳﺑﺗﻣﺑر2025 وﺣﺗﻰ 19 ﺳﺑﺗﻣﺑر2025 ﻓﻲ ﺗﻣﺎم اﻟﺳﺎﻋﺔ 5:00 ﻣﻛﺗب اﻻﺳﺗﻘﺑﺎل اﻟﻌﺎم ﻟﻣرﻛز دﻋم اﻟﻣﺷﺎرﯾﻊ اﻟﻛﺎﺋن ﻓﻲ ﻣﺳﺎءً. وﺗﺗوﻓر ﻣﺳودة اﻟﺗﻘرﯾر ﻟﻠﻣراﺟﻌﺔ ﻓﻲ 200 Civic Center Way, First Floor, El Cajon, California، وذﻟك ﻣن اﻟﺳﺎﻋﺔ8:00 ﺻﺑﺎﺣًﺎ إﻟﻰ اﻟﺳﺎﻋﺔ5:00 ﻣﺳﺎءً ﻣن اﻻﺛﻧﯾن إﻟﻰ اﻟﺧﻣﯾس، وﻣن اﻟﺳﺎﻋﺔ8:00 ﺻﺑﺎﺣًﺎ إﻟﻰ اﻟﺳﺎﻋﺔ5:00 ﻣﺳﺎءً ﻓﻲ أﯾﺎم اﻟﺟﻣﻌﺔ )5 و19 ﺳﺑﺗﻣﺑر2025(، أو ﯾﻣﻛن اﻟوﺻول إﻟﯾﮭﺎ ﻋﺑر اﻟﻣوﻗﻊ اﻹﻟﻛﺗروﻧﻲ ﻟﻠﻣدﯾﻧﺔ ﻋﻠﻰ www.elcajon.gov/housingأو طﻠب ﻧﺳﺧﺔ ﻣن ﺧﻼل اﻻﺗﺻﺎل ﻋﻠﻰ اﻟرﻗم 1710-441-619.

[email protected] أو ﻋﺑر اﻟﺑرﯾد اﻟﻌﺎدي إﻟﻰ City of El Cajon, Community Development Department – Housing Division, 200 Civic Center Way, El Cajon, California 92020. وﯾﺟب اﺳﺗﻼم اﻟﺗﻌﻠﯾﻘﺎت اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﺗﻘرﯾر اﻟﺳﻧوي اﻟﻣوﺣد ﻟﻸداء واﻟﺗﻘﯾﯾم )CAPER( ﻓﻲ ﻣوﻋد أﻗﺻﺎه ﯾوم19 ﺳﺑﺗﻣﺑر2025 ﻓﻲ ﺗﻣﺎم اﻟﺳﺎﻋﺔ5:00 ﻹدراﺟﮭﺎ ﻓﻲ وﺛﯾﻘﺔ ھذا اﻟﺗﻘرﯾر ﺗﺳﻌﻰ ﻣدﯾﻧﺔ اﻟﻛﺎھون ﺟﺎھدة ﻟﻼﻟﺗزام اﻟﺗﺎم ﺑﻘﺎﻧون اﻷﻣرﯾﻛﯾﯾن ذوي اﻹﻋﺎﻗﺔ )ADA(. ووﻓﻘًﺎ ﻟﻣﺎ ﯾﻘﺗﺿﯾﮫ ھذا اﻟﻘﺎﻧون، ﺳﯾﺗم ﺗوﻓﯾر ﺗﺳﮭﯾﻼت ﻣﻌﻘوﻟﺔ ﻟﺗﯾﺳﯾر ﻣﺷﺎرﻛﺔ اﻷﻓراد ذوي اﻹﻋﺎﻗﺔ ﻓﻲ اﻻﺟﺗﻣﺎﻋﺎت، ﻣﺛل ﺗوﻓﯾر اﻟطﺑﺎﻋﺔ ﺑﺣروف ﻛﺑﯾرة أو اﻟﺗرﺟﻣﺔ أو اﻷﺟﮭزة اﻟﻣﺳﺎﻋدة ﻋﻠﻰ اﻟﺳﻣﻊ )ADL(. وإذا ﻛﻧت ﺑﺣﺎﺟﺔ إﻟﻰ ﻣﺳﺎﻋدة ﻣن أي ﻧوع ﻟﻠﻣﺷﺎرﻛﺔ ﻓﻲ ﺟﻠﺳﺎت اﻻﺳﺗﻣﺎع اﻟﻌﺎﻣﺔ، ﻓﯾرﺟﻰ اﻻﺗﺻﺎل ﺑﻣﻛﺗب ﺳﻛرﺗﯾر اﻟﻣدﯾﻧﺔ ﻋﻠﻰ اﻟرﻗم 1763-441-619 ﻗﺑل ﯾوﻣﻲ ﻋﻣل ﻋﻠﻰ اﻷﻗل ﻣن ﻣوﻋد اﻻﺟﺗﻣﺎع ﺗﺎرﯾﺦ اﻟﻧﺷر: 5 ﺳﺑﺗﻣﺑر2025
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CITY OF EL CAJON
Community Development Dept. I Housing
200 Civic Center Way, El Cajon, CA 92020 (619) 441-1710

VERIFICATION OF ADVERTISING & POSTING
A "Notice of Public Hearing and Public Review and Comment Period for the Development of the 2026-2027 Annual Action Plan and Draft FY 2024-2025 Consolidated Annual Performance and Evaluation Report" was posted to the following parties:

Hand Delivered on Friday, September 5, 2025
County of San Diego Library
576 Garfield Avenue
El Cajon, CA 92020
Legal Advertisement
County of San Diego Library
201 East Douglas Avenue
El Cajon, CA 92020
The "Notice of Public Hearing and Public Review and Comment Period for the Development of the 2026-2027 Annual Action Plan and Draft FY 2024-2025 Consolidated Annual Performance and Evaluation Report" was legally advertised in English in the Daily Transcript on September 5, 2025.

Posting
On Thursday, September 4, 2025, the "Notice of Public Hearing and Public Review and Comment Period for the Development of the 2026-2027 Annual Action Plan and Draft FY 2024- 2025 Consolidated Annual Performance and Evaluation Report" was also posted in English, Spanish and Arabic at the Project Assistance Center counter in City Hall, First Floor, 200 Civic Center Way, El Cajon, CA 92020 and at the kiosk located in the west entrance of the City Council Chambers, 200 Civic Center Way, El Cajon, CA 92020, in the City's website under "What's New" on the Housing webpage (www.elcajon .gov/housing), and under City News which generates an email notification to all registered residents.

Date: September 5, 2025
DEYA~ YO-BRITO
Senior Management Analyst
H:\RH\CDBG-HOME\Yr51- 2025-2026\PUBLIC NOTICE\Verifications\9-23- 25\Verification of Mailing Posting - 15 Day CAPER review and initiation of 26-27 action plan.doc
This space for filing stamp only

OR#:

O R A N G E C O U N T Y R E P O R T E R

~ SINCE 1921 ~

600 W. Santa Ana Blvd., Suite 205, Santa Ana, California 92701-4542 Telephone (714) 543-2027 / Fax (714) 542-6841

PROOF OF PUBLICATION

(2015.5 C.C.P.)

State of California )
County of Orange ) ss
Notice Type:

Ad Description:

I am a citizen of the United States and a resident of the State of California; I am over the age of eighteen years, and not a party to or interested in the above entitled matter. I am the principal clerk of the printer and publisher of the ORANGE COUNTY REPORTER, a newspaper published in the English language in the City of Santa Ana, and adjudged a newspaper of general circulation as defined by the laws of the State of California by the Superior Court of the County of Orange, State of California, under date of June 2, 1922, Case No. 13,421. That the notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:

Executed on: 10/10/2004
At Los Angeles, California
I certify (or declare) under penalty of perjury that the foregoing is true and correct.

Signature

T H E D A I L Y T R A N S C R I P T
2652 4TH AVE 2ND FL, SAN DIEGO, CA 92103
(619) 232-3486 (619) 232-1239
SD 3962789
Deyanira Pelayo-Brito

EL CAJON CITY COMMUNITY DEVELOPMENT
200 CIVIC CENTER WAY
EL CAJON, CA - 92020

HRG - NOTICE OF HEARING

NOTICE OF PUBLIC HEARING AND PUBLIC REVIEW AND
COMMENT PERIOD THE DEVELOPMENT OF THE 2026-2027
I am a citizen of the United States and a resident of the State of California; I am over the age of eighteen years, and not a party to or interested in the above entitled matter. I am the principal clerk of the printer and publisher of THE DAILY TRANSCRIPT, a newspaper published in the English language in the City of SAN DIEGO, County of SAN DIEGO and adjudged a newspaper of general circulation as defined by the laws of the State of California by the Superior Court of the County of SAN DIEGO, State of California, under date of 05/13/2003, Case No. GIC808715. That the notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:
09/05/2025
09/05/2025

SAN DIEGO
!A000007197957!
Email

CITY OF EL CAJON

NOTICE OF PUBLIC HEARING AND

PUBLIC REVIEW AND COMMENT
PERIOD
THE DEVELOPMENT OF THE 2026 -
2027 ANNUAL ACTION PLAN
AND
DRAFT FY 2024 -2025

CONSOLIDATED ANNUAL

PERFORMANCE AND EVALUATION
REPORT
NOTICE IS HEREBY GIVEN that a public
hearing w ill be held at 3:00 p.m. on
Tuesday, September 23, 2025, in the
City Council Chambers located at 200
Civic Center Way in El Cajon. The
purpose of the public hearing is to provide
El Cajon citizens with the opportunity to
voice their opinions on, and partic ipate in
the development of the City's FY 2026 -
2027 Annual Action Plan (AAP) and
provide comments to the City's
Consolidated Annual Performance and
Evaluation Report (CAPER) for 2024 -
2025.
2026 -2027 Annual Action Plan
For fiscal year 2026 -2027, the City
an ticipates receiving two sources of
funding from the U.S. Department of
Housing and Urban Development (HUD).

The approximate amounts are as follows
and subject to federal appropriations:
$1.2M in Community Development Block
Grant (CDBG), and $600k in HOME
Investment Partnership Act (HOME)
funds.

The City will allocate public resources to
activities which can be coordinated to
meet mutual City and local community
needs under one funding allocation
process. The funding allocation process
will distribute availa ble funds from the
CDBG and HOME to eligible
organizations serving low and moderate
income households and special needs
populations residing in the City of El
Cajon.

Applications will be available after
December 8, 2025 at the Project
Assistance Center pub lic counter located
at 200 Civic Center Way, First Floor, El
Cajon, California 92020. You may also
request an electronic version of the 2026 -
2027 application by contacting the
Housing Division at 619 -441 -1710, at
[email protected], or at
www.elcajon.gov/ housing.
2024 -2025 Consolidated Annual
Performance Evaluation Report
The CAPER is a required document by
HUD that must be submitted at the end of
each fiscal year as part of the CDBG and
HOME entitlement funds received on an
annual basis. This report provi des an
assessment of the City's progress toward
meeting its goals and high priority needs
during program year 2024 -2025.

The City will accept comments on the
draft CAPER for fifteen (15) days from
September 5, 2025 and will end on
September 19, 2025 at 5:0 0 pm. The draft
report is available for review at the Project
Assistance Center public counter located
at 200 Civic Center Way, First Floor, El
Cajon, California between the hours of
8:00 am and 5:00 pm, Monday through
Thursday, and from 8:00 am to 5:00 pm
on alternating Fridays (September 5 and
September 19, 2025), on the City's
webpage at www.elcajon.gov/housing or
a copy can be requested by calling 619 -
441 -1710.

Written comments can be submitted via
electronic mail to [email protected] or
mailed to the City of El Cajon, Community
Development Department – Housing
Division, 200 Civic Center Way, El Cajon,
California 92020. Comments relative to
the CAPER must be received by
September 19, 2025 by 5:00 pm to be
considered in the CAPER document.

The City of E l Cajon is endeavoring to be
in total compliance with the Americans
with Disabilities Act (ADA). As required by
the ADA, requests for reasonable
accommodations to facilitate meeting
participation, such as large print,
translation or assistive listening dev ices
(ADL's) for individuals with disabilities, will
be provided. If you are someone that
requires any form of assistance in order to
participate at Public Hearings, please
contact the City Clerk's Office at 619 -441 -
1763 at least two (2) working days prior to
the meeting.
9/5/25
SD -3962789#
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..., Housing I El Cajon, CA X + X
f- C ~. elcajon.gov/your-government/depar tments/communi ty-developmen... 0.. * D ® DD DD .,. App Portal o_ Suggested Sites CJ Imported From IE ~ MYCITY CMS jl GIS Maps » CJ All Bookmarks DISCOVER EL CAJON RESIDENT SERVICES DOING BUSINESS I WANT TO ... @ - Community Development
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Housing
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Welcome!
Housing enhances the community by increasing, improving and preserving the supply of decent affordable housing, revitalizing neighborhoods, expand economic opportunities, and providing improved community facilities and services principally for low income persons.

Housing coordinates, monitors, and implements grant programs and funding requests that may use any of the following sources:

Community Development Block Grant (CDBG). funds
HOME funds
• Cal Home funds
Various Federal or State grants that may be awarded from time to time For more information on housing programs available through the City, please see the materials linked below and on the Funding Sources webpage, or call us at 619-441-1710 or email [email protected]!.

AB 987 Affordable Housing Database end June 2025
• San Di!l90 Regional Analysis of lmP-ediments to Fair Housing Choice (August 2020).

SB-341 ReP-Ort
What's New
Public Notice: Draft FY 2024-2025 Consolidated Annual Performance and Evaluation Regort and DeveloP-ment of the FY 2026-2027 Annual Action Plan (English Sganish Arabic)
Draft FY 2024-2025 Consolidated Annual Performance and Evaluation Regor! Free viewers are required for some of the attached documents.

They can be downloaded by clicking on the icons below.
4:53 PM
9/4/ 2025

1 Roxana Guzman
From: El Cajon, CA <[email protected]>
Sent: Friday, September 5, 2025 10:06 AM
To: Roxana Guzman
Subject: Public Notice: Draft FY 2024-2025 Consolidated Annual Performance and Evaluation Report and Development of the FY 2026-2027 Annual Action Plan (English, Spanish, Arabic) CAUTION: [EXTERNAL EMAIL] Do not click any links or open any attachments unless you trust the sender and know the content is safe.

Public Notice: Draft FY 2024-2025 Consolidated Annual Performance and Evaluation Report and Development of the FY 2026-2027 Annual Action Plan (English, Spanish, Arabic) Post Date: 09/05/2025 10:05 AM
Notice of Public Hearing and Public Review and Comme nt Period 26-27 Annual Action Plan and Draft 24-25 CAPER
Click here for more information
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This email was sent to [email protected] using govDelivery Communications Cloud on behalf of: El Cajon, California · 707 17th St, Suite 4000 · Denver, CO 80202
FY 2024-2025 CAPER 61
OMB Control No: 2506-0117 (exp. 09/30/2021)
ATTACHMENT 4
IDIS Reports
PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
13:50
09-15-25
Program Year 2024
El Cajon , CA
Metrics
Grantee
Program Year
PART I: SUMMARY OF CDBG RESOURCES
01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 02 ENTITLEMENT GRANT
03 SURPLUS URBAN RENEWAL
04 SECTION 108 GUARANTEED LOAN FUNDS
05 CURRENT YEAR PROGRAM INCOME
05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE) 06 FUNDS RETURNED TO THE LINE-OF-CREDIT
06a FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE
08 TOTAL AVAILABLE (SUM, LINES 01-07)
PART II: SUMMARY OF CDBG EXPENDITURES
09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES
15 TOTAL EXPENDITURES (SUM, LINES 11-14)
16 UNEXPENDED BALANCE (LINE 08 - LINE 15)
PART III: LOWMOD BENEFIT THIS REPORTING PERIOD
17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT
21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20)
22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11)

LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS
23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION
24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS
26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS
27 DISBURSED IN IDIS FOR PUBLIC SERVICES
28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS
31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 32 ENTITLEMENT GRANT
33 PRIOR YEAR PROGRAM INCOME
34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP
35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34)
36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) PART V: PLANNING AND ADMINISTRATION (PA) CAP
37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS
41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 42 ENTITLEMENT GRANT
43 CURRENT YEAR PROGRAM INCOME
44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP
45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44)
46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45) El Cajon , CA
2,024.00

0.00 1,282,473.00

0.00 0.00
20,025.89

0.00 0.00

0.00 0.00
1,302,498.89
1,370,784.89

0.00 1,370,784.89
260,498.89

0.00 0.00
1,631,283.78
(328,784.89)

0.00 0.00
1,364,096.24

0.00 1,364,096.24

99.51%
PY: 2024 PY: 2025 PY: 2026

0.00 0.00

0.00%
206,427.08

0.00 0.00

0.00 206,427.08
1,282,473.00
29,586.00

0.00 1,312,059.00

15.73%
260,498.89

0.00 0.00

0.00 260,498.89
1,282,473.00
20,025.89

0.00 1,302,498.89

20.00%
PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
13:50
09-15-25
Program Year 2024
El Cajon , CA
LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17 No data returned for this view. This might be because the applied filter excludes all data.

LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18 No data returned for this view. This might be because the applied filter excludes all data.

LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2021

2019

2021
2022
2022
2022
2022
2022
2022
2022
2024
2024
2024
2024
2024

2020
2023
2023
2023
2023

2019
2019
2019
2019
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024

2024
2024
2024
2024
2024
2024
2024
2024

5 23
3 4
4 4
4 4
4 4
8 8
8 8
8 5
4 4
4 4
25 25
25 25
1 1
1 1
3 3
3 6
6 6
6 2
2 2
2 4
4 4
4 1118
1124
1105
1110
1110
1110
1110
1110
1110
1110
1145
1145
1145
1145
1145
1093
1135
1135
1135
1135
1130
1130
1130
1130
1150
1150
1150
1150
1147
1147
1147
1143
1143
1143
1143
1149
1149
1149
1149
1146
1146
1146
1146
7010510
6974526
6974526
6974526
6987556
7000201
7010510
7013509
7019101
7058314
7000201
7010510
7013509
7017561
7058314
6974526
7010510
7013509
7017561
7058314
6974526
6987556
7010510
7058314
6974526
7000201
7019101
7058314
6974526
6987556
7000201
7010510
7013509
7019101
7058314
6974526
7000201
7017561
7058314
6974526
6987556
7017561
7058314
ECTLC Window Replacement Project (2021)
Stoney Park Fitness Equipment Project
Neighborhood Street Light Improvements Program (2021)
Neighborhood Street Light Improvements Program (2022)
Neighborhood Street Light Improvements Program (2022)
Neighborhood Street Light Improvements Program (2022)
Neighborhood Street Light Improvements Program (2022)
Neighborhood Street Light Improvements Program (2022)
Neighborhood Street Light Improvements Program (2022)
Neighborhood Street Light Improvements Program (2022)
Neighborhood Street Lights Program (2024)
Neighborhood Street Lights Program (2024)
Neighborhood Street Lights Program (2024)
Neighborhood Street Lights Program (2024)
Neighborhood Street Lights Program (2024)
ADA Concrete Improvement Project (2019 & 2020)
ADA Curb Ramps and Concrete Improvements (2023)
ADA Curb Ramps and Concrete Improvements (2023)
ADA Curb Ramps and Concrete Improvements (2023)
ADA Curb Ramps and Concrete Improvements (2023)
Home Start Outreach and Homeless Services
Home Start Outreach and Homeless Services
Home Start Outreach and Homeless Services
Home Start Outreach and Homeless Services
Interfaith Shelter Network - Rotational Shelter Program (2024) Interfaith Shelter Network - Rotational Shelter Program (2024) Interfaith Shelter Network - Rotational Shelter Program (2024) Interfaith Shelter Network - Rotational Shelter Program (2024) ECTLC - Emergency Shelter Program (2024)
ECTLC - Emergency Shelter Program (2024)
ECTLC - Emergency Shelter Program (2024)
Home Start Emergency Housing Placement Program (2024)
Home Start Emergency Housing Placement Program (2024)
Home Start Emergency Housing Placement Program (2024)
Home Start Emergency Housing Placement Program (2024)
Elder Help - Senior Care Coordination (2024)
Elder Help - Senior Care Coordination (2024)
Elder Help - Senior Care Coordination (2024)
Elder Help - Senior Care Coordination (2024)
Meals on Wheels (2024)
Meals on Wheels (2024)
Meals on Wheels (2024)
Meals on Wheels (2024)
03C
03C
03F
03F
03K
03K
03K
03K
03K
03K
03K
03K
03K
03K
03K
03K
03K
03K
03L
03L
03L
03L
03L
03L
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
05A
05A
05A
05A
05A
05A
05A
05A
05A
LMC
Matrix Code 03C
LMA
Matrix Code 03F
LMA
LMA
LMA
LMA
LMA
LMA
LMA
LMA
LMC
LMC
LMC
LMC
LMC
Matrix Code 03K
LMC
LMC
LMC
LMC
LMC
Matrix Code 03L
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
Matrix Code 03T
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
Matrix Code 05A
$99,000.00
$99,000.00
$10,758.88
$10,758.88
$37,748.69
$212,590.00
$74,789.27
$158,480.91
$3,509.84
$254,924.45
$107,326.25
$2,754.00
$10,073.97
$6,003.16
$4,386.08
$5,348.91
$4,500.06
$882,435.59
$53,268.27
$7,446.49
$5,844.44
$5,159.05
$3,467.64
$75,185.89
$3,429.73
$5,580.13
$3,173.19
$1,874.03
$3,407.66
$5,237.15
$1,502.19
$746.00
$80,220.00
$15,360.00
$4,420.00
$1,367.23
$11,105.69
$2,871.35
$16,132.73
$156,427.08
$2,774.48
$2,799.82
$2,731.21
$1,694.49
$6,250.00
$6,250.00
$6,250.00
$6,250.00
$35,000.00
PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 3
13:50
09-15-25
Program Year 2024
El Cajon , CA
Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2024
2024
2024
2024
2020
2020
2020
2020
2020
2020
2020
2023
2023
2020
2020
2020
2020
2020
2020
2020
2023
2023
2023
2023
Total
5 5
5 5
8 8
8 8
8 8
8 3
3 8
8 8
8 8
8 8
3 3
3 3
1144
1144
1144
1144
1156
1159
1159
1160
1160
1160
1161
1154
1158
1123
1123
1123
1123
1123
1123
1123
1134
1134
1134
1134
6974526
7000201
7019101
7058314
7000201
7010510
7013509
7010510
7017561
7058314
7058314
6987556
7013509
6974526
6987556
7000201
7010510
7013509
7017561
7058314
6987556
7000201
7010510
7013509
Mama's Kitchen - Medically Tailored Home-Delivered Meal Service Program (2024) Mama's Kitchen - Medically Tailored Home-Delivered Meal Service Program (2024) Mama's Kitchen - Medically Tailored Home-Delivered Meal Service Program (2024) Mama's Kitchen - Medically Tailored Home-Delivered Meal Service Program (2024) HRLP MH Rehab - Thornton
HRLP MH Rehab - Paulis
HRLP MH Rehab - Paulis
HRLP MH Rehab - Grosse
HRLP MH Rehab - Grosse
HRLP MH Rehab - Grosse
HRLP SF Rehab - Barajas
ERP MH Rehab - Sheehan
ERP MH Rehab - Paulis
HRLP Administration (2020)
HRLP Administration (2020)
HRLP Administration (2020)
HRLP Administration (2020)
HRLP Administration (2020)
HRLP Administration (2020)
HRLP Administration (2020)
Emergency Repair Program Administration (2023)
Emergency Repair Program Administration (2023)
Emergency Repair Program Administration (2023)
Emergency Repair Program Administration (2023)
05B
05B
05B
05B
05B
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14H
14H
14H
14H
14H
14H
14H
14H
14H
14H
14H
14H
LMC
LMC
LMC
LMC
Matrix Code 05B
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
Matrix Code 14A
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
Matrix Code 14H
$3,750.00
$3,750.00
$3,750.00
$3,750.00
$15,000.00
$20,000.00
$18,200.00
$1,800.00
$5,813.56
$10,786.44
$400.00
$9,750.00
$8,773.00
$10,000.00
$85,523.00
$2,933.05
$149.05
$7.58
$302.61
$30.26
$75.00
$543.82
$585.94
$55.26
$75.65
$7.58
$4,765.80
$1,364,096.24
LINE 27 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 27 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number
Activity to
prevent,
prepare for,
and respond
to
Coronavirus
Activity Name Grant Number Fund
Type
Matrix
Code
National
Objective
Drawn Amount
2019
2019
2019
2019
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
25 25
25 25
1 1
1 1
3 3
3 6
6 6
6 2
2 2
2 4
4 4
4 5
5 5
5 1130
1130
1130
1130
1150
1150
1150
1150
1147
1147
1147
1143
1143
1143
1143
1149
1149
1149
1149
1146
1146
1146
1146
1144
1144
1144
1144
6974526
6987556
7010510
7058314
6974526
7000201
7019101
7058314
6974526
6987556
7000201
7010510
7013509
7019101
7058314
6974526
7000201
7017561
7058314
6974526
6987556
7017561
7058314
6974526
7000201
7019101
7058314
Yes
Yes
Yes
Yes
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
Home Start Outreach and Homeless Services
Home Start Outreach and Homeless Services
Home Start Outreach and Homeless Services
Home Start Outreach and Homeless Services
Interfaith Shelter Network - Rotational Shelter Program (2024) Interfaith Shelter Network - Rotational Shelter Program (2024) Interfaith Shelter Network - Rotational Shelter Program (2024) Interfaith Shelter Network - Rotational Shelter Program (2024) ECTLC - Emergency Shelter Program (2024)
ECTLC - Emergency Shelter Program (2024)
ECTLC - Emergency Shelter Program (2024)
Home Start Emergency Housing Placement Program (2024)
Home Start Emergency Housing Placement Program (2024)
Home Start Emergency Housing Placement Program (2024)
Home Start Emergency Housing Placement Program (2024)
Elder Help - Senior Care Coordination (2024)
Elder Help - Senior Care Coordination (2024)
Elder Help - Senior Care Coordination (2024)
Elder Help - Senior Care Coordination (2024)
Meals on Wheels (2024)
Meals on Wheels (2024)
Meals on Wheels (2024)
Meals on Wheels (2024)
Mama's Kitchen - Medically Tailored Home-Delivered Meal Service Program (2024)
Mama's Kitchen - Medically Tailored Home-Delivered Meal Service Program (2024)
Mama's Kitchen - Medically Tailored Home-Delivered Meal Service Program (2024)
Mama's Kitchen - Medically Tailored Home-Delivered Meal Service Program (2024)
B21MC060541
B21MC060541
B21MC060541
B21MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
B24MC060541
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
03T
05A
05A
05A
05A
05A
05A
05A
05A
05A
05B
05B
05B
05B
05B
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
Matrix Code 03T
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
Matrix Code 05A
LMC
LMC
LMC
LMC
Matrix Code 05B
$3,429.73
$5,580.13
$3,173.19
$1,874.03
$3,407.66
$5,237.15
$1,502.19
$746.00
$80,220.00
$15,360.00
$4,420.00
$1,367.23
$11,105.69
$2,871.35
$16,132.73
$156,427.08
$2,774.48
$2,799.82
$2,731.21
$1,694.49
$6,250.00
$6,250.00
$6,250.00
$6,250.00
$35,000.00
$3,750.00
$3,750.00
$3,750.00
$3,750.00
$15,000.00
PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 4
13:50
09-15-25
Program Year 2024
El Cajon , CA
Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number
Activity to
prevent,
prepare for,
and respond
to
Coronavirus
Activity Name Grant Number Fund
Type
Matrix
Code
National
Objective
Drawn Amount
Total
No
Yes
Activity to prevent, prepare for, and respond to Coronavirus Activity to prevent, prepare for, and respond to Coronavirus $192,370.00
$14,057.08
$206,427.08
LINE 37 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 37 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
Total
9 9
9 9
9 9
9 9
7 7
7 7
1151
1151
1151
1151
1151
1151
1151
1151
1148
1148
1148
1148
6974526
6987556
7000201
7010510
7013509
7017561
7019101
7058314
6974526
7000201
7017561
7058314
CDBG Administration (2024)
CDBG Administration (2024)
CDBG Administration (2024)
CDBG Administration (2024)
CDBG Administration (2024)
CDBG Administration (2024)
CDBG Administration (2024)
CDBG Administration (2024)
Fair Housing Services - CSA San Diego (2024)
Fair Housing Services - CSA San Diego (2024)
Fair Housing Services - CSA San Diego (2024)
Fair Housing Services - CSA San Diego (2024)
21A
21A
21A
21A
21A
21A
21A
21A
21A
21D
21D
21D
21D
21D
Matrix Code 21A
Matrix Code 21D
$87,549.66
$19,054.78
$22,289.89
$27,727.64
$20,560.63
$16,944.51
$5,527.92
$20,843.86
$220,498.89
$10,008.96
$9,839.13
$11,745.74
$8,406.17
$40,000.00
$260,498.89
PR26 - Activity Summary by Selected Grant
Date Generated: 09/11/2025
Grantee: El Cajon
Grant Year: 2024
Formula and Competitive Grants only
State Grantee Amount DrawnGrantGrant Activity Matrix National IDIS Activity Amount Funded Total Grant Amount for CDBG 2024 Grant year B24MC060541 Grant Number = $1,282,473.00 % of CDBG Drawn Total CDBG Funded
Name From Selected GrantNumberYear Group Code Objective Activity Status From Selected Grant From Selected Amount Grant/Grant
Amount
(All Years All Sources)
Activity to prevent,
prepare for, and
respond to Coronavirus
Total CDBG Drawn
Amount
(All Years All Sources)
CA El Cajon 2024 B24MC060541 Administrative And Planning 21A 1151 Completed $200,473.00 $200,473.00 $220,498.89$220,498.89No CA El Cajon 2024 B24MC060541 Administrative And Planning 21D 1148 Completed $40,000.00 $40,000.00 $40,000.00$40,000.00No Total Administrative And Planning 18.75%$240,473.00 $240,473.00 $260,498.89 $260,498.89 CA El Cajon 2024 B24MC060541 Housing 14H LMH 1123 Open $16,021.00 $0.00 $4,126.87$182,224.57No Total Housing 0.00%$16,021.00 $0.00 $182,224.57 $4,126.87 CA El Cajon 2024 B24MC060541 Public Improvements 03K LMA 1110 Open $225,950.00 $165,764.80 $962,399.72$1,022,584.92No CA El Cajon 2024 B24MC060541 Public Improvements 03K LMC 1145 Open $607,659.00 $0.00 $30,312.18$644,745.00No Total Public Improvements 12.93%$833,609.00 $165,764.80 $1,667,329.92 $992,711.90 CA El Cajon 2024 B24MC060541 Public Services 03T LMC 1143 Completed $31,477.00 $31,477.00 $31,477.00$31,477.00No CA El Cajon 2024 B24MC060541 Public Services 03T LMC 1147 Completed $100,000.00 $100,000.00 $100,000.00$100,000.00No CA El Cajon 2024 B24MC060541 Public Services 03T LMC 1150 Completed $10,893.00 $10,893.00 $10,893.00$10,893.00No CA El Cajon 2024 B24MC060541 Public Services 05A LMC 1146 Completed $25,000.00 $25,000.00 $25,000.00$25,000.00No CA El Cajon 2024 B24MC060541 Public Services 05A LMC 1149 Completed $10,000.00 $10,000.00 $10,000.00$10,000.00No CA El Cajon 2024 B24MC060541 Public Services 05B LMC 1144 Completed $15,000.00 $15,000.00 $15,000.00$15,000.00No Non CARES Related Public Services 15.00%$192,370.00 $192,370.00 $192,370.00 $192,370.00 Total 2024 46.68%$1,282,473.00 $598,607.80 $1,449,707.66$2,302,423.38

46.68%Grand Total $1,282,473.00 $598,607.80 $1,449,707.66$2,302,423.38 U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
Section 3 Report
DATE:

TIME:

PAGE:
09-11-25
17:42
1 Grantee: El Cajon

CDBGREPORT FOR CPD PROGRAM
PGM YR 2024
Section 3 Total By Program CDBG
Total Number of Activities
Total Labor Hours
Section 3 Worker Hours
Targeted Section 3 Worker Hours
Qualitative Efforts
A Outreach efforts to generate job applicants who are Public Housing Targeted Workers B Outreach efforts to generate job applicants who are Other Funding Targeted Workers C Direct, on-the job training (including apprenticeships) D Indirect training such as arranging for, contracting for, or paying tuition for, off-site training E Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching) F Outreach efforts to identify and secure bids from Section 3 business concerns G Technical assistance to help Section 3 business concerns understand and bid on contracts H Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns I Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services J Held one or more job fairs
K Provided or connected residents with supportive services that can provide direct services or referrals L Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation M Assisted residents with finding child care
N Assisted residents to apply for/or attend community college or a four year educational institution O Assisted residents to apply for or attend vocational/technical training P Assisted residents to obtain financial literacy training and/or coaching Q Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns R Provided or connected residents with training on computer use or online technologies S Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses T Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act U Other
1 5,905
4,479
227
0 0
0 0
0 1
1 1
0 0
0 0
0 0
0 1
1 0
1 0
0 U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
Section 3 Report
DATE:

TIME:

PAGE:
09-11-25
17:42
2 Grantee: El Cajon
Program Program
Year Field Office Grantee Activity
ID Activity Name Qualitative Efforts - Other Effort
Description
Total
Labor
Hours
S3
Worker
Hours
S3W
Benchmark
Met (25%)
Targeted
S3W
Hours
Targeted
S3W
Benchmark
Met (5%)

A B C D E F G H I J K L M N O P Q R S T U
CDBG
CDBG
CDBG
2024
2024
Total

LOS ANGELES
Total for 2024
El Cajon 1093 ADA Concrete Improvement
Project (2019 & 2020) 5,905 4,479 Yes 227 No X X X X X X 5,905 4,479 1 227 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 1 1 0 1 0 0 5,905 4,479 1 227 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 1 1 0 1 0 0 Section 3 Details By Program, Program Year & Activity
Legend
A Outreach efforts to generate job applicants who are Public Housing Targeted Workers B Outreach efforts to generate job applicants who are Other Funding Targeted Workers.

C Direct, on-the job training (including apprenticeships).

D Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.

E
F
G
H
I
J
K
L
M
N
O
P
Q
R
U
Assisted residents to obtain financial literacy training and/or coaching.

Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.

Provided or connected residents with training on computer use or online technologies.

Other
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.

Assisted residents with finding child care.

Assisted residents to apply for/or attend community college or a four year educational institution.

Assisted residents to apply for or attend vocational/technical training.

Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.

Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.

Held one or more job fairs.

Provided or connected residents with supportive services that can provide direct services or referrals.

Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).

Outreach efforts to identify and secure bids from Section 3 business concerns.

Technical assistance to help Section 3 business concerns understand and bid on contracts.

T Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.

S Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.

City Council
Agenda Report
Agenda Item 7.

DATE: September 23, 2025
TO: Honorable Mayor and City Councilmembers
FROM: Yazmin Arellano, Director of Engineering Services SUBJECT: Updated Traffic Calming Policy and Analysis of Alternative Speed Control Devices on Cut-Through Streets
RECOMMENDATION:

That the City Council:

1. Authorizes implementation of a pilot project on identified cut-through streets.2.

BACKGROUND:

The City of El Cajon strives to enhance the quality of life for its residents by addressing speeding on local streets through the implementation of effective traffic-calming measures. The City’s current Traffic Calming Policy, last updated in July 2001, has now been comprehensively revised to reflect modern best practices, lessons learned from peer agencies, and community expectations. The updated Traffic Calming Policy (September 2025) is attached for City Council consideration.

The revised policy provides a clear process for evaluating resident requests, including:

A 10-point evaluation framework to assess candidate streets, including factors such as street alignment, average daily traffic, potential diversion, emergency response routes, street grade, land use, transit routes, posted speed limits, street classification, and street width.

A tiered evaluation system, with locations classified as Category A (ideal), Category B (possible with further study), or Category C (not suitable).

A requirement that at least two-thirds (67%) of affected residents sign a petition in support before installation may proceed.

Fire Department review and concurrence before approval to ensure emergency access needs are addressed.

A commitment to post-installation monitoring six months after installation to verify effectiveness.

Importantly, the revised policy now incorporates both recycled rubber and asphalt speed cushions into the City's traffic-calming toolbox. Recycled rubber speed cushions are modular and flexible, making them effective for pilot projects and relocations, while asphalt speed cushions provide permanent and durable installations. This dual approach allows the City to test solutions in a cost-effective, data-driven manner while maintaining a path toward permanent measures where appropriate.

To ensure the updated policy aligns with regional best practices, staff surveyed nearby jurisdictions, including Chula Vista, Del Mar, La Mesa, San Diego, San Marcos, and Vista. The cities of Chula Vista and San Marcos use recycled rubber speed cushions. The cities of Del Mar, San Diego, and Vista prefer the use of asphalt speed cushions. The City of La Mesa is exploring the use of recycled rubber speed cushions for temporary installations.

Feedback from other cities:

City Feedback
Chula
Vista
Uses recycled rubber speed cushions. Results: 85th
percentile speeds under 25 mph, stable volumes, 10-year warranty. Requires 75%+ residents' support and Fire
Department approval. Some noise complaints from properties adjacent to the speed cushions.

Del Mar Uses asphalt speed cushions. Shifted from bumps to humps to cushions, driven by Fire Department input. Drainage and emergency access are major considerations.

La
Mesa
Considering using recycled rubber speed cushions. Employs a phased approach: temporary speed cushions first, then permanent installations based on results. Requires resident support and Fire/Police concurrence.

San
Diego
Uses asphalt speed cushions. Applied selectively to balance traffic-calming with emergency access.

San
Marcos
Uses recycled rubber speed cushions. Results: Effective at speed reduction, but localized "speed-ups" between devices observed. Fire Department receptive but cautious of overuse.

Positive community support.

Vista Uses asphalt speed cushions. Tested recycled rubber cushions, but removed them after loosening and vehicle
damage.

After researching both options, City staff recommends including recycled rubber speed cushions as an alternative option for the implementation of a pilot traffic-calming project because of the advantages over traditional asphalt speed cushions listed below:

Criteria Recycled Rubber Speed
Cushions
Asphalt Speed
Cushions
Cost $5,000 per set of cushions (1) $5,000-$10,000 per
cushion
Installation Quick, modular; 1-day;
in-house crews
Requires grinding/paving
contractor; longer
process
Durability 10-year warranty; sections
replaceable; may loosen
Long life span;
integrated into pavement
Flexibility Relocatable/removable; ideal
for pilot projects
Permanent; costly to
remove
Emergency
Access
Wheel gaps reduce Fire/EMS
delay
Could mimic the wheel
gaps of the recycled
rubber speed cushions
Resident
Impacts
Strong speed reduction;
some adjacent noise
complaints
Quieter; visually
permanent
Summary: Recycled rubber speed cushions are flexible and cost-effective for pilot projects, while asphalt cushions provide long-term durability. A phased strategy—recycled rubber for pilots, asphalt for permanent solutions—reflects the regional best practice.

Staff applied the City's 10-point evaluation process to local cut-through streets with known speeding issues. The following six streets were identified as suitable candidates for a pilot program:

Street Collisions
(5 yrs)
85th %
Speed
(mph)
ADT
(vehicles/day)
Cost
Estimate
Naranca Avenue
(N 2nd to N 3rd) 4 36 1,683 $40,000
Sandalwood Drive
(Ballantyne St. to
Applewood St.)
3 33 1,856 $30,000
Taft Ave (E
Washington Ave
to Herbert St.)
1 32 459 $20,000
Bostonia St.
(Greenfield Dr. to
Broadway)
1 25 1,237 $30,000
Graves Ave
(Broadway to
Lloyd St.)
3 32 1,181 $15,000
Dorothy St.
(Jamacha Rd. to E
Washington Ave)
1 23 937 $20,000
All six streets scored Category A or B for the 10-point evaluation process, making them eligible under the proposed policy.

Staff recommends that one or two of the highest-priority projects be advanced as a pilot program to evaluate community response, effectiveness, and cost. Once the streets are selected by the City Council, staff will secure the support from residents in the area. If there is no support, staff will return with an alternative recommendation.

Approval of the updated Traffic Calming Policy and initiation of a pilot speed cushion program will provide the City of El Cajon with a data-driven, flexible, and regionally tested approach to address neighborhood speeding. The pilot will evaluate the effectiveness of recycled rubber cushions while maintaining asphalt cushions as a long-term alternative, ensuring decisions balance cost-effectiveness, durability, emergency access, and resident satisfaction.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

Updating the Traffic Calming Policy and the implementation of the pilot project to reduce vehicle speeds on public streets are exempt from the California Environmental Quality Act ("CEQA") pursuant to sections 15378(b)(5) and 15301 of the State CEQA Guidelines. Section 15378(b)(5) exempts administrative activities of government that will not result in direct or indirect physical changes in the environment and section 15301 exempts minor alterations to existing public facilities, including public streets.

FISCAL IMPACT:

Funding for one to two pilot installations—approximately $70,000—is available in the Fiscal Year 2025-2026 Traffic Safety Calming Project (233790PWCP).

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El Cajon City CouncilSeptember 23, 2025

El Cajon City Council
September 23, 2025