CITY COUNCIL
HOUSING AUTHORITY AND
SUCCESSOR AGENCY TO THE EL
CAJON
REDEVELOPMENT AGENCY
Police Department
Community Room
100 Civic Center Way
El Cajon, CA 92020
City Council Priorities & Goal Setting Workshop
DECEMBER 16, 2025, 6:30 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
PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
ADMINISTRATIVE REPORT:
1. 2026 City Council Priorities & Goal Setting Workshop
RECOMMENDATION:
That the City Council conducts the annual Priorities & Goal Setting Workshop and provides direction to staff in preparation for the 2026 City Council Action Plan.
ADJOURNMENT: The City Council Priorities & Goal Setting Workshop of the El Cajon City Council/El Cajon Housing Authority/Successor Agency to the El Cajon Redevelopment Agency held this 16th day of December 2025, is adjourned.
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City Council
Agenda Report
Agenda Item 1.
DATE: 12/16/2025
TO: Honorable Mayor and City Councilmembers
FROM: Graham Mitchell, City Manager
SUBJECT: 2026 City Council Priorities & Goal Setting Workshop RECOMMENDATION:
That the City Council conducts the annual Priorities & Goal Setting Workshop and provides direction to staff in preparation for the 2026 City Council Action Plan.
BACKGROUND:
This agenda report is intended to prepare the City Council for its upcoming annual Priorities & Goal Setting Workshop. The following documents are attached for review:
The Five-Year Business Plan (budget projections),
A memo titled “City Council Action Plan Workshop,” and
A matrix summarizing progress on the 2025 City Council Action Plan (CCAP).
At the Workshop, staff recommends that the City Council receives an update on budget projections and a status report on the 2025 CCAP. With this information, the City Council may consider identifying its priority focus areas for 2026, determine which 2025 goals should continue, and establish one or two new goals for each priority area for the coming year.
Consistent with prior years, staff recommends the following format for the Workshop:
Receive a budget projection update.1.
Review the 2025 CCAP at a high level, along with City Council questions and public comment.
2. Identify 2026 priorities, with an opportunity for public comment.3.
Brainstorm on goals/outcomes for each priority area. After discussion and public input, the City Council can narrow each priority to one or two specific goals/outcomes.
4. CALIFORNIA ENVIRONMENTAL QUALITY ACT:
The Goal Setting Workshop is exempt from the California Environmental Quality Act ("CEQA") under section 15061(b)(3) of the State CEQA Guidelines. The “common sense rule” exemption states that where it can be seen with certainty that there is no impact on the environment, the activity is exempt from CEQA.
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FISCAL IMPACT:
Budget considerations will be included in the budget preparation and adoption process.
Prepared By: Graham Mitchell, City Manager
Reviewed By:
Approved By: N/A
Attachments
Five Year Budget Forecast
Memo - City Council Action Plan Workshop
2025 CCAP Initiatives Update
CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
CITY OF EL CAJON
FIVE-YEAR BUSINESS PLAN
FISCAL YEARS 2027-31
The Five-Year Business Plan is used to evaluate and update reve nue and expenditure assumptions for the General Fund and other funds based on current economic conditions.
Long-range forecasting can reveal imbalances not apparent today, providing time to take corrective action in a proactive way. Accordingly, financial pl anning is central to how the City is governed and managed. This long-range financial forecast is not intended as a budget, but as a decision-making tool.
The purpose of the plan is to assist City staff in making bette r business decisions by assessing mid-term and long-term f inancial implications of curr ent economic conditions and proposed obligations, policies, programs, and assumptions. As such, the Five-Year Business Plan is an important tool in preparation of the upcomi ng budget. The plan represents the opportunity to take a broad view of the City’s operating finances before considering the details of the Annual Budget.
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CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
Economic Outlook
The economic outlook for the county, state, and nation are taken into consideration when updating the Five-Year Business Plan. To summarize its outlook, the Federal Reserve’s Open Market Committee (FOMC) made the following comments in its October 29, 2025 press release.
Available indicators suggest that economic activity has been ex panding at a moderate pace. Job gains have slowed this year, and the unemployment rat e has edged up but remained low through August; more recent indicators are consistent with these developments. Inflation has moved up since earlier in the year and remains somewhat elevated.
The Committee seeks to achieve maximum employment and inflation at the rate of 2 percent over the longer run. Uncertainty about the economic outlook remains elevated. The Committee is attentive to the risks to both sides of its dual m andate and judges that downside risks to employment rose in recent months.
This message follows its more co mprehensive Monetary Policy Report from June 20, 2025 which summarized the economy with the following.
Inflation has continued to moderate this year, though it remain s somewhat elevated. The labor market is in solid shape, with a moderate pace of job gai ns so far this year and the unemployment rate at a low level. Although growth in real gross domestic product (GDP) is reported to have paused in the first quarter, growth in private domestic final demand was moderate, reflecting a modest increase in consumer spending and a jump in capital spending. However, measures of household and business sentiment have declined this year amid concerns about the effects of higher tariffs on inflation and employment as well as heightened uncertainty about the economic outlook.
This report includes summaries of economic projections from its participating economists.
The median projections of national GDP growth of 1.4% in 2025, 1.6% in 2026, and 1.8% in 2027. Beyond that, the expectation is 1.8% for the “Longer r un.” Additionally, the Report’s economists collectively projected a national unemployment rate of 4.5% for 2025 and 2026, and then dropping to 4.4% in 2027. This outlook has s oftened since the Committee’s report from February this year.
Most indicators suggest a slowly growing economy. However, both domestic and world events always represent possibl e disruption to the economy. The City will continue to monitor events closely, and make sound decisions based on data, rather than speculation.
Employee Retirement – CalPERS
The City is a member of the California Public Employees’ Retirement System (CalPERS).
All City employees who work at least 1,000 hours per fiscal year are eligible to participate in CalPERS. Participants in the plan vest after five years of employment.
Presented below are tables showing projected CalPERS contributi on rates, as well as projected total contributions a longside Pension Obligation Bond s (POB) debt service payments.
2 CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
PROJECTED CALPERS EMPLOYER CONTRIBUTION RATES
FY 2026-27 FY 2027-28 FY 2028-29 FY2029-30 FY2030-31
Miscellaneous 27.2% 29.5% 31.7% 30.3% 28.9%
Safety 48.4% 48.6% 51.9% 50.2% 48.5%
*The rates stated above are employer rates only; employee rates apply in addition to the above rates.
PROJECTED CALPERS/POB CASH FLOW ANALYSIS
Fiscal
Year
CalPERS
Contributions
POB Debt
Service
FY 2026-27 $ 17,353,737 $ 9,122,192
FY 2027-28 18,390,387 9,119,078
FY 2028-29 20,239,566 9,117,593
FY 2029-30 20,072,647 9,117,402
FY 2030-31 19,859,100 9,118,484
CalPERS employer contributions , and the City’s unfunded pension liability, continue to represent one of the most signifi cant challenges for the City. While the City has taken significant action to mitigate this issue, there is no guarantee that CalPERS contributions will not continue to grow. It is i mperative that the City maint ains focus on this issue to ensure the continuation of the progress it has made.
Highlight of this Update
This year’s edition of the Five-Year Business Plan update marks a significant shift in the timing of its release. In previous years this report was released in the spring and served as a kickoff to the following year’s budget preparation season. However, the information came too late to support its intended use as an aid to long-term, strategic decision making, as work on the following years budget was already well underway.
By releasing this report in the fall, more time is made available for decision makers to use the information it provides. Additionally, it balances staff’s workload in such a way to make more resources available for expanding the scope of this report . This year’s report represents a move in that direction.
Projection Limitations
Projections are designed to anticipate future performance based on past results, but unforeseen events can dramatically impact anticipated results. Projections should therefore be used as a planning tool and to identify structural flaws. The mitigation of these unforeseen events takes place during the annual budget pr ocess and the daily operation of the organization.
3 CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
THE GENERAL FUND
The General Fund is the City’s primary operating fund. Its operations include the basic functions of government including Public Safety and Parks & Rec reation. The presentation that follows include s a projection of what staff c onsiders the most likely scenario without speculation of future decisions and events.
Following that discussion, the impacts of potential events are considered and contrasted.
Projection Assumptions
The Five-Year Business Plan is based on the following assumptions regarding the future.
General Fund Revenue Assumptions
1. Revenue projections are based on experience and the most rec ent data available.
2. Sales tax revenue projections are based on estimates provide d by the City’s sales tax consultant/analyst.
3. Property tax revenues are projected to grow by 5.0% annually .
4. Assumes most other revenues to grow 2.0% annually where appropriate.
5. Anticipates no revenue reductions to aid in balancing the State’s budget.
General Fund Expenditure Assumptions
1. Salary and wages are project ed using negotiated or estimated rates where available and assumes growth where applicable.
2. Personnel costs assume an attr ition rate in all projected years.
3. Pension related costs are pr ojected based on information pro vided by CalPERS as part of the actuarial valuations.
4. Assumes reductions used in the development of the Fiscal Yea r 2025-26 Annual Budget continued into all future years.
5. Materials and Supplies expenditure growth is projected at 2. 0% annually where appropriate.
6. Assumes General Fund minimum funding of the City’s capital i mprovement program and vehicle replacement.
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CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
7. Assumes a $500,000 annual General Fund operating subsidy for the Magnolia Performing Arts Center.
8. Assumes the addition of one full new fire engine company, ne t of grant funding in applicable years.
General Fund Projection Results
Once the assumptions identified above are considered, and weighed alongside objective information, a picture of anticipated results emerges. The overall conclusion is that revenue is expected to resume typical growth in Fiscal Year 202 6-27. Expenditures will continue to be monitored to alig n with projected revenues. The impact of unforeseen events may have much bigger impac ts than what is anticipated here. The information presented below indicates the starting point from which adjustments can be made during the annual budget process to ensure balanced budgets going forward.
Summary of Projected General Fund Activity
Fiscal
Year
Projected
Inflows
Projected
Outflows
Change in
Fund Balance
FY 2025-26 $102,167,937 $104,331,187 $ (2,163,251)
FY 2026-27 105,908,550 107,459,730 (1,551,180)
FY 2027-28 109,471,338 110,512,862 (1,041,524)
FY 2028-29 113,174,517 114,747,270 (1,572,754)
FY 2029-30 117,094,771 116,994,460 100,311
FY 2030-31 121,187,449 118,901,131 2,286,318
FY 2031-32 125,227,115 121,833,342 3,393,774
FY 2032-33 129,409,958 124,871,026 4,538,932
FY 2033-34 133,741,230 127,998,101 5,743,129
FY 2034-35 138,226,380 131,217,717 7,008,663
FY 2035-36 142,871,062 134,532,799 8,338,263
Fund Balance
City Council Policy B-12, Fund Ba lance, establishes a policy th at ensures the City maintains adequate fund balance and reserves to provide suffici ent cash flow for daily needs, secure and maintain investment grade bond ratings, offset significant economic downturns and revenue shortfalls, and provide funds for unforeseen expenditures related to emergencies.
In accordance with the Policy, t he General Fund, Fund Balance i s currently segregated into an operating reserve, an economic uncertainty reserve, an unfunded pension obligation reserve, and a carryov er reserve. The purpose for ea ch of these reserves is discussed more fully below.
5 CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
Operating Reserve – The Operating Reserve is recomputed annuall y a t 2 0 % o f expenditures and is maintained eac h year. The Operating Reserve serves the following essential purposes:
1. Provides cash flow to avoi d borrowing (tax and revenue antic ipation notes) during low cash periods (typically the first six-months of the fiscal year).
2. Provides interest-earning re venues to benefit the General Fund.
3. Serves as the single most im portant practice evaluated by cr edit rating agencies when rating a municipality.
4. Protects the City from unfor eseeable circumstances such as:
Unexpected costs resulting from a national or local disaster. A sudden worsening in the economy.
Unanticipated external factors, such as litigation or negative actions of other governments.
Economic Uncertainty Reserve – This reserve is established for the purpose of stabilizing delivery of City services duri ng periods of structural budget d eficits and to mitigate the effects of major economic uncerta inties resulting from unforese en changes in revenues and/or expenditures.
Unfunded Retirement Obligation Reserve - This reserve was estab lished to address the increasing unfunded liability and higher employer contribution rates. CalPERS conducts periodic evaluations of the act uarial assumptions and, after du e consideration by its Board, modifies the assumptions based on actual experience.
Carryover Reserve – The Carryover Reserve is available for the following purposes, and, without mitigation, is expected to be reduced over the course o f the Five-Year Business Plan:
1. Allocating additional contribut ions to vehicle/equipment rep lacement, information technology replacement, and capital improvement projects for long- term fiscal sustainability.
2. Stabilizing delivery of City services during periods of operational budget deficits.
3. Mitigating the effects of maj or economic uncertainties resul ting from unforeseen changes in revenues and/or expenditures.
Based on projections, and without mitigation, the following tab le summarizes the impact on fund balance of anticipated activity over the next five years.
GENERAL FUND FY2025-26 FY2026-27 FY 2027-28 FY2028-29 FY2029-30 FY2030-31 Projected Total Ending
Fund Balance $65,448,975 $63,897,795 $62,856,271 $61,283,518 $61,383,828 $63,670,146
6 CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
Scenario Analysis Assumptions
The following discussion addresses the impacts of several poten tial decisions. Each is described below.
Scenario 1: Baseline - This scenario is a projection based sole ly on known information and does not make assumptions r egarding the topics explored in other scenarios.
Specifically, it makes no assu mption about Capital Improvement Program (CIP) or Vehicle Replacement prefunding or pay/benefit increases beyond existing Memoranda of Understanding (MOU) with the city’s labor associations.
Scenario 2: CIP / Vehicle Replacement Prefunding – The City doe s not currently have a systematic process to assess infrastructure condition, replacem ent, or funding needs.
However, it is easy to understand that this need exists in prin ciple, therefore for this analysis an annual General Fund contribution to the CIP program of $3.0 million and $1.0 million to vehicle replacement is assumed.
Scenario 3: Additional CalPERS UAL Contributions – The City’s Pension Funding Policy recommends additional CalPERS contributions when prudent. While the current year’s Annual Pension Status Report does not recommend additional payments at this time, for the sake of analysis additional payments of $5.0 million (citywide) is assumed for each of the next five years.
Scenario 4: Payroll Increases 2.0% Annually – This scenario ass umes cost of living increases of 2.0% annually for all labor associations for all years beyond existing MOUs.
Scenario 5: Payroll Increases 5.0% Annually – Similar to the pr evious scenario, except that this scenario assumes cost of living increases of 5.0% annually for all years beyond existing MOUs.
Scenario 6: Full CIP / Vehicle Replacement Prefunding and 5.0% Payroll Increases – This scenario combines the impacts of full CIP / Vehicle replacement Prefunding (Scenario 2) and 5.0% Payroll Increases (Scenario 4).
Summary of Scenario Results
The following table summarizes the annual impact for each of scenarios described.
Summary of Annual General Fund Impact
Scenario Name Scenario # FY2026-27 FY2027-28 FY2028-29 FY2029-30 FY2030-31 Baseline 1 - - - - -
Asset Prefunding 2 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 Additional CalPERS Cont. 3 4,617,500 4,583,000 4,582,500 4,586,000 4,591,000 Payroll Increases 2% Annually 4 592,570 1,065,455 1,099,367 1,130,183 1,161,189 Payroll Increases 5% Annually 5 1,481,534 2,663,650 2,748,434 2,825,462 2,902,985 Asset Prefunding / Payroll 5% 6 5,481,534 6,663,650 6,748,434 6,825,462 6,902,985
7 CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
The following table summarizes the impacts of each of these sce narios on the total General Fund ending fund balance
Summary of Annual General Fund Ending Fund Balance
Scenario Name Scenario # FY2026-27 FY2027-28 FY2028-29 FY2029-30 FY2030-31 Baseline 1 66,328,110 68,397,661 69,987,307 73,296,816 78,839,467 Asset Prefunding 2 62,328,110 60,397,661 57,987,307 57,296,816 58,839,467 Additional CalPERS Cont. 3 61,710,610 59,197,161 56,204,307 54,927,816 55,879,467 Payroll Increases 2% Annually 4 65,735,540 66,739,636 67,229,915 69,409,241 73,790,703 Payroll Increases 5% Annually 5 64,846,576 64,252,477 63,093,689 63,577,736 66,217,402 Asset Prefunding / Payroll 5% 6 60,846,576 56,252,477 51,093,689 47,577,736 46,217,402
All scenarios have a negative impact on General Fund reserve balances during the period in question. One may suggest that these scenarios have compelli ng arguments individually, but moving forward with all scenarios in combination would drain reserves at an unsustainable and rapid rate. The reality is that without ma tching increases to revenues, the General Fund simply cannot maintain reserves whil e choosing multiple strategies. Simply, City decision makers will be compelled by limited resources to be selective about the General Fund strategies it adopts.
Concluding Comments
Significant reductions were made to General Fund operations for the Fiscal Year 2025- 26 Annual Budget. These mitigating actions, austere in some cas es, will likely need to continue in the near future in o rder to keep the General Fund a pproximately balanced.
The mixed news of revenues beginning to return to normal patter ns, cuts made to the General Fund for Fiscal Year 2025-26, and the addition of an ad ditional fire engine company leaves the General Fund with a challenge to balance future budgets.
Overperforming revenues will ease this pressure; however, shoul d revenues soften instead, additional cuts may be necessary.
8 CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
Wastewater Enterprise Fund
The Wastewater Enterprise F und is responsible for the managemen t and disposal of wastewater and is the City of El Cajon’s only enterprise fund. This fund is overseen by the City’s Engineering Services Department and is funded primar ily by fees charged to external customers.
Projection Assumptions
The Five-Year Business Plan is based on the following assumptions regarding the future.
Wastewater Enterprise Fund Assumptions
1. Revenue projections are based on experience and assumes revenues to grow
2.0% annually.
2. Potential sewer rate increas es are not included in the projections.
3. Salary and wages are project ed using negotiated or estimated rates where available, and assumes growth where applicable.
4. Personnel costs assume an attr ition rate in all projected years.
5. Pension related costs are pr ojected based on information pro vided by CalPERS as part of the actuarial valuations.
6. Capital expenses are projected for the current year, and an assumed annual
2.0% growth rate for future years.
7. All other non-personnel expens es are projected at known amounts, or 2.0% annually.
Wastewater Enterprise Fund Projection Results
Once the assumptions identified above are taken into account, and weighed alongside objective information, a picture of anticipated results emerges. The impact of unforeseen events may have much bigger impac ts than what is anticipated he re. The information 9 The Valley of Opportunity
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CITY OF EL CAJON FIVE-YEAR BUSINESS PLAN
presented below indicates the starting point from which adjustments can be made during the annual budget process to ensure balanced budgets going forward.
Summary of Projected Wastewater Fund Activity
Fiscal
Year
Projected
Inflows
Projected
Outflows
Change in
Fund Balance
FY 2025-26 $ 36,622,119 $ 33,212,039 $ 3,410,080
FY 2026-27 37,354,561 34,319,413 3,035,148
FY 2027-28 38,101,653 35,096,313 3,005,340
FY 2028-29 38,863,686 35,874,643 2,989,042
FY 2029-30 39,640,959 36,577,863 3,063,096
FY 2030-31 40,433,779 37,291,643 3,142,135
It should be noted that this set of projections does not includ e the impact of user rate increases. As the City increases its repair, maintenance, and development of its sewer system beyond previous levels, authorized rate increases may be necessary.
Additionally, rate increases, significant increases in Metropol itan Wastewater JPA participation, or expanded capital activity will greatly affect projected results. However, based on projections, and without mitigation, the table below s ummarizes the impact on fund balance of anticipated activity over the next five years.
WASTEWATER FUND FY2025-26 FY2026-27 FY2027-28 FY2028-29 FY2029-30 FY2030-31 Projected Total Ending
Budgetary Fund Balance $64,422,128 $67,457,276 $70,462,616 $73,451,659 $76,514,755 $79,656,890
Concluding Comments
The outlook for the Wastewater E nterprise Fund is largely posit ive with sufficient resources to maintain operations, as well as ramp up the mainte nance of the City’s wastewater system. Growing b udgetary fund balance suggests the capacity for accelerated capital improvements consistent with planning. 10 1
DATE: December 10, 2025
TO: Mayor and City Council
FROM: Graham Mitchell, City Manager
SUBJECT: City Council Action Plan Workshop
This memo provides an updated on the 2025 City Council Action Plan (CCAP) and shares thoughts on the upcoming City Council Priority Setting Workshop on December 16, 2025. The purpose of the Workshop is to confirm the City’s priorities for 2026 —whether continuing existing priorities or identifying new ones—determine which projects should carry forward, and establish clear goals and outcomes for the year ahead.
The City has had an ambitious year, completing numerous major projects despite reduced staffing.
As we look toward 2026, the Workshop offers an opportunity for the City Council to refine its focus areas and position the organization for continued progress. Input received during the workshop will guide staff in preparing the 2026 CCAP, which will be presented to the City Council for adoption in January 2026.
As part of the Workshop, staff will provide budget context, following up on its report presented at the December 9th City Council meeting. Staff will also highlight progress on the 2025 CCAP. Attached is the updated 2025 CCAP Status Report, which summarizes progress on the 26 goals/outcomes and associated 93 tasks established earlier this year.
Staff Recommendations
As the City Council considers priorities for 2026, staff recommends maintaining the same priority areas as last year:
1. City Beautification
2. City Infrastructure
3. Economic Development
4. Homelessness
5. Public Safety
6. Miscellaneous
Staff further recommends that the City Council focus on completing unfinished 2025 projects and limit new goals/objectives to one or two per priority area. This approach reflects ongoing budget constraints, continued staffing reductions, and anticipated State and Federal mandates that will
M E M O R A N D U M
2 require significant staff resources. With most ARPA -funded projects now completed or nearing completion, staff is prepared to re-engage in routine projects that were previously deferred.
Workshop Format
Consistent with prior years, staff recommends the following structure for the Workshop:
1. Receive a budget projection update.
2. Review the 2025 CCAP at a high level, along with City Council questions and public comment.
3. Identification of 2026 Priorities, with an opportunity for public comment.
4. Brainstorming of goals/outcomes for each priority area. After discussion and public input, the City Council can narrow each priority to one or two specific goals/outcomes.
Attachment:
2025 CCAP Status Report (December 10, 2025)
City Beautification
Illegal Dumping from Apartment Complexes
6 Tasks
Identify top 10 locations for illegal dumping adjacent to apartment complexes Public Works 3/31/2025 Complete Collaborate with EDCO to develop marketing and outreach materials to property owners promote available resources for apartment management
Public Works 4/30/2025 Complete
Meet with the Southern California Rental Housing Association to share developed materials Public Works 5/9/2025 Complete Meet with apartment complex management near the top 10 illegal dumping locations Public Works 5/31/2025 Complete Re-assess hotspots associated with apartment complexes and meet with newly identified complex managers adjacent to problem areas
Public Works 7/30/2025 Complete
Present program progress and findings to City Council Public Works 8/12/2025 Complete Volunteer Connections Webpage
5 Tasks
Develop a web page name and create a draft webpage that includes a curated list of volunteer groups that residents in need can contact with help at their property (landscaping, wheelchair ramp, debris removal)
Parks & Rec
Develop the legal language required for the webpage Parks & Rec Solicit volunteer group names and contact information Parks & Rec Launch webpage Parks & Rec
Promote webpage through social media and Rec Guide CM's Office Third Party Contracts Management
3 Tasks
Formalize monthly spot-check reports to City Manager's Office, identifying third-party service providers and spot-check results for each vendor
Public Works 07/31/2025 Complete
Schedule quarterly meetings with third-party Public Works service providers to discuss spot- checks, contract performance, and areas of concern
Public Works 08/31/2025 Complete
Present an overview of Public Works’ third-party service providers to the City Council Public Works 09/30/2025 Complete 100% Complete
0% Complete
100% Complete
On Hold
Landscape City Streets
4 Tasks
Implement tree grant program secured by City Public Works 12/31/2025 Complete Publicize the City's "Request a Free Tree" program CM's Office 12/31/2025 Complete Ensure that all street projects include a robust landscaping plan Eng Srv 12/31/2025 Complete Seek grant funding to augment street projects to include landscaping Eng Srv 12/31/2025 Complete Sidewalk Panels that Light Up/Combined with Program Space Around The Magnolia 4 Tasks
Identify cities or properties that have similar sidewalks Eng Srv 6/30/2025 Complete Identify infrastructure required to install sidewalks Eng Srv 7/31/2025 Complete Identify pilot area and costs to install sidewalks Eng Srv 9/2/2025 Complete Present proposal and budget for City Council approval Eng Srv 10/14/2025 Complete 100% Complete
100% Complete
City Infrastructure
50%Enhanced Capital Improvement Program Review
2 Tasks
Present the One-Year Capital Improvement Program review for City Council approval CM's Office 6/24/2025 Complete Present a Five-Year Capital Improvement Program for City Council review CM's Office 10/28/2025 In Progress Neighborhood Capital Improvement Projects
2 Tasks
Survey City for missing sidewalk segments, unlit neighborhoods, and opportunities for public investment
Eng Srv 8/29/2025 Complete
Present sidewalk and lighting project updates to the City Council Eng Srv 10/14/2025 Complete 40% Complete
100% Complete
Economic Development
Parkway Plaza
5 Tasks
Re-present Hunden study to property owners for additional feedback CM's Office 3/3/2025 Completed Engage economic consultant to analyze acquisition strategies CM's Office 1/3/2025 Completed Develop alternative land use options CM's Office 12/9/2025 In Progress Develop a possible property acquisition plan and timeline CM's Office 12/9/2025 In Progress Identify and create funding districts CM's Office 1/1/2026 In Progress Property-Based Improvement District (PBID) Issues
3 Tasks
Encourage Downtown Business Partners to hire a professional management firm to operate the PBID
CM's Office 4/1/2025 Completed
Develop new events to attract more people to the downtown/Main Street area CM's Office 6/7/2025 Completed Present analysis of PBID renewal process and proposed modifications to City Council CM's Office 3/10/2026 In Progress Vacant Lot Incentive Program
5 Tasks
Consult with City Attorney case law implications of various program options Comm Dvlp 2/28/2025 Completed Discuss incentive options internally Comm Dvlp 10/1/2025 Completed Present program options to the City Council for feedback Comm Dvlp 11/3/2025 Not Started Draft vacant lot performance regulations based on City Council feedback Comm Dvlp 12/1/2025 Not Started Draft incentive program options encouraging development Comm Dvlp 8/26/2025 Not Started 40% Complete
60% Complete
80% Complete
Explore Business Attraction Opportunities around Airport 4 Tasks / 6 Subtasks
Identify and build relationships with 5 high impact businesses in the airport target area and explore expansion/retention opportunities
CM's Office 4/30/2025 Complete
Build relationships with high impact businesses in El Cajon and determine if suppliers/complimentary businesses could be attracted to airport target area CM's Office 7/31/2025 In Progress
Build relationships with local Commercial Real Estate Agents to better facilitate investment, attract new businesses, and to stay informed on market trends and emerging opportunities CM's Office 12/31/2025 Complete
Work with regional partners (ECEDC, CalBiz, etc.) to create a better pipeline for business attraction to El Cajon
CM's Office 12/31/2025 Complete
Program Space Around The Magnolia
6 Tasks
Research property details, identify infrastructure (utilities, etc.), create site plan Comm Dvlp 07/11/2025 Completed Schedule meeting with internal stakeholders, including Live Nation Comm Dvlp 7/18/2025 Completed Identify possible programming (uses) and constraints Comm Dvlp 9/12/2025 Completed Share with external stakeholders Comm Dvlp 10/17/2025 Completed Identify funding sources for physical improvements Comm Dvlp 10/17/2025 Completed Present programming ideas to City Council Comm Dvlp 12/9/2025 Completed 80% Complete
100% Complete
Homelessness
5 Tasks / 5 Subtasks
Highlight Cleanup Efforts on Social Media CM's Office 12/31/2025 Completed Stakeholder high level meeting to identify concepts CM's Office 3/21/2025 Completed Determine how to better document successes through reporting Comm Dvlp 7/1/2025 Completed Short feature on the Emergency Cabins CM's Office 6/16/2025 On Hold Repurpose/repackage existing video CM's Office 9/15/2025 In Progress Increase Quality of Life Task Force Coverage to Include Weekend & Holiday Coverage 5 Tasks
Present budget considerations for City Council feedback during FY 2024/25 Mid-Year Budget Report
CM's Office 2/25/2025 Completed
Work with Police and Public Works to identify the staffing required to increase enforcement efforts and develop a fined tuned budget proposal
Parks & Rec 3/28/2025 Completed
Depending on direction from City Council, present budget proposal as a mid-year budget amendment
Parks & Rec 9/23/2025 Completed
Schedule Additional Quality of Life Task Force Coverage Parks & Rec 9/3/2025 Completed Complete Additional Quality of Life Task Force Coverage Parks & Rec 9/27/2025 Completed Analysis of Impact of Prop 36
1 Tasks
Present to the City Council the impacts that the passage of Prop 36 has had on El Cajon Police Dept 12/9/2025 In Progress Revamp City's Homeless Dashboard on City's Website
5 Tasks
Meet with Homeless Taskforce to determine what data is collected IT 2/28/2025 Completed Meet with PD to determine what data is collected by Comm Center IT 2/28/2025 Completed Create draft dashboard for review IT 7/31/2025 Completed Make dashboard public IT 9/30/2025 Completed
38% Complete
100% Complete
50% Complete
100% Complete
Communicate to the Public the City's Efforts to Reduce Homelessness and Cleanup Encampments
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Present dashboard to the City Council IT 9/23/2025 Completed Public Safety
Staffing for Engine 208
5 Tasks
Conduct Engine 208 staffing workshop CM's Office 1/29/2025 Completed Sideletter with labor group HR 6/30/2025 Completed
Present budget considerations for City Council feedback during FY 2024/25 Mid-Year Budget Report
CM's Office 2/25/2025 Completed
Meet with internal staff to address staffing, schedules, and budget considerations CM's Office 3/28/2025 Completed Present budget and staff plan for City Council consideration CM's Office 6/24/2025 Completed Reduce Calls to Congregate Care Facilities
4 Tasks
Host meetings with congregate care facilities (up to three) to present challenges, share options, and solicit feedback
CM's Office 5/23/2025 In Progress
Present policy options to the City Council CM's Office 07/22/2025 In Progress Lift Assist Fee in Place CM's Office 5/13/2025 Completed Present ordinances for City Council consideration CM's Office 9/23/2025 In Progress Expand Police Department Engagements
4 Tasks
Explore a Police Foundation for El Cajon Police Dept 12/31/2025 Completed Creation of a Police Chief Advisory Council Police Dept 9/1/2025 Completed Explore cost and impacts of a Police Activities League Police Dept 12/31/2025 Completed Present budget plan and program for City Council consideration Police Dept 1/13/2026 Not Started Integrate Police Technology Tools
1 Tasks
100% Complete
25% Complete
75% Complete
80% Complete
Work with Police on Real Time Information Center Police Dept 2/28/2026 In Progress Update Policies on Privacy and Various New Technologies (Including Drones) 2 Tasks
Review/edit current Lexipol policies and add policies, if necessary Police Dept 12/2/2025 Completed Present review of policy revisions to the City Council Police Dept 12/9/2025 In Progress Threat Assessment for Fire Hydrant Water and Contingency Plans 3 Tasks
Meet with Helix Water Operations Fire Dept 2/28/2025 Completed Identify educational materials that would be helpful to the public Fire Dept 7/30/2025 Completed Host two town hall meetings about emergency preparedness CM's Office 10/17/2025 Not Started 66% Complete
66% Complete
Miscellaneous
Veterans Memorial
4 Tasks
Seek City Council feedback regarding a project budget Parks & Rec 2/11/2025 Completed Draft and release Request for Proposals to designers Parks & Rec 5/30/2025 Completed Present proposed draft design to the City Council & secure designer Parks & Rec 9/30/2025 Completed Procure Services of a developer for the Veterans Memorial Parks & Rec 2/28/2026 Not Started Alternative Means to Communicate City Events
2 Tasks
Identify a series of non-electronic communication strategies to share information with the City along with budget considerations
CM's Office 9/19/2025 Completed
Present program with budget considerations to the City Council CM's Office 10/14/2025 In Progress Increase Usage of My El Cajon App by 10% (1,350 Average Active Sessions per Month and 220 New Downloads per Month)
1 Tasks
Launch a banner campaign and ongoing social media campaign efforts 7/1/2025 In Progress The Magnolia to Not Rely on General Fund
2 Tasks
Review of revenue streams, costs, other models, and proposals CM's Office 6/30/2025 Completed Present findings to City Council and seek additional suggestions and direction CM's Office 8/12/2025 Completed 72% Complete
60% Complete
95% Complete
100% Complete