Fiscal Year 2024 & 2025 Expenditures
Account #
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Labor Costs
101‐6010‐451.1001 SALARIES FULL‐TIME $ 133,930 $ 140,500 $ 344,200 $ 355,400 101‐6010‐451.1002 SALARIES PART‐TIME 16,302 32,450 107,600 113,100 101‐6010‐451.1003 OVERTIME ‐ ‐ 2,700 2,900 101‐6010‐451.1008 AUTO ALLOWANCE 5,076 5,300 7,900 7,900 101‐6010‐451.1009 CELL PHONE ALLOWANCE ‐ 600 ‐ ‐ 101‐6010‐451.1101 PERS‐CITY PORTION 11,451 11,200 30,700 31,700 101‐6010‐451.1103 SECTION 125 CAFETERIA 20,593 22,800 40,800 43,200 101‐6010‐451.1104 LIFE INSURANCE 735 300 2,000 2,000 101‐6010‐451.1105 UNEMPLOYMENT INSURANCE 1,255 1,300 3,000 3,000 101‐6010‐451.1106 WORKER'S COMP INSURANCE 9,012 12,250 29,200 30,300 101‐6010‐451.1107 FICA 10,790 11,500 26,100 27,100 101‐6010‐451.1108 MGT MEDICAL REIMBURSEMENT ‐ 450 400 400 101‐6010‐451.1109 PARS CITY CONTRIBUTION 611 1,200 1,300 1,400 Labor Subtotal $ 209,755 $ 239,850 $ 595,900 $ 618,400 Parks & Recreation
The Parks, Recreation and Community Services Department began in June 2021 and was established to serve residents and visitors by providing recreational opportunities and community services programs for all. The programs and services offered through the department provide an opportunity to improve the health, wellness, and quality of life for all residents while also enhancing the image of the city for those who live, work, and recreate in Imperial Beach. The department is made up of five divisions; Recreation, Senior Services, Pool Operations, Community and Neighborhood Services and Community Events and Arts which includes special events in the City.
The Recreation Division provides a variety of programs, services, and recreational opportunities to include preschool aged youth to older adults. The programs administrated through the department include indoor and outdoor activities at a reasonable cost that meets the needs and interest of a diverse population. The division partners with outside agencies to increase recreation, leisure, health and wellness, fitness, creative arts and nature opportunities and programs for all. The department researches and applies for grants and sponsorships to be fiscally responsible and works to help foster a healthy vibrant community and enhance the quality of life for all residents of Imperial Beach.
Fiscal Year 2024 & 2025 Expenditures
Other Costs
101‐6010‐451.2006 PROFESSIONAL SERVICES $ 14,403 $ ‐ $ 52,000 $ 52,000 101‐6010‐451.2027 BANKING/FINANCE SVC CHARGES ‐ ‐ 1,000 1,000 101‐6010‐451.2104 TECHNICAL SERVICES 3,203 5,000 5,800 5,800 101‐6010‐451.2107 CONTRACTS ‐ RECREATION ‐ ‐ 6,000 6,000 101‐6010‐451.2503 UNIFORMS 743 1,000 1,000 1,000 101‐6010‐451.2701 GAS & ELECTRIC (SDG&E) 11,879 10,500 12,000 12,200 101‐6010‐451.2702 UTILITIES‐WATER 16,380 58,400 15,000 15,000 101‐6010‐451.2705 UTILITIES‐CELL PHONES 1,786 ‐ 2,800 2,900 101‐6010‐451.2801 MAINTENANCE & REPAIR 1,859 2,000 ‐ ‐ 101‐6010‐451.2804 TRAVEL, TRAINING, MEETINGS 1,850 1,500 4,500 4,500 101‐6010‐451.2807 ADVERTISING 672 2,000 2,000 2,000 101‐6010‐451.2808 COMMUNITY PROGRAMS ‐ ‐ 3,600 3,600 101‐6010‐451.2809 POSTAGE ‐ 250 ‐ ‐ 101‐6010‐451.2811 PRINTING SERVICES ‐ 1,000 1,200 1,200 101‐6010‐451.2812 MEMBERSHIP & DUES 635 500 1,900 1,900 101‐6010‐451.2814 SUBSCRIPTIONS 120 150 1,400 5,800 101‐6010‐451.2830 SCHOLARSHIPS ‐ 5,000 5,000 5,000 101‐6010‐451.2902 EMPLOYEE RECOGNITION AWRD ‐ ‐ 500 500 101‐6010‐451.3001 OFFICE SUPPLIES 2,081 1,000 1,100 1,100 101‐6010‐451.3002 OPERATING SUPPLIES 5,164 12,975 7,500 9,500 101‐6010‐451.3005 MEDICAL SUPPLIES ‐ ‐ 500 500 Other Subtotal $ 60,773 $ 101,275 $ 124,800 $ 131,500 Parks & Recreation Total $ 270,528 $ 341,125 $ 720,700 $ 749,900 Parks & Recreation (cont'd)
Fiscal Year 2024 & 2025 Expenditures
Account #
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Labor Costs
101‐6012‐451.1001 SALARIES FULL‐TIME $ ‐ $ ‐ $ 103,300 $ 105,900 101‐6012‐451.1002 SALARIES PART‐TIME ‐ ‐ 99,300 106,900 101‐6012‐451.1003 OVERTIME ‐ ‐ 2,800 2,900 101‐6012‐451.1101 PERS‐CITY PORTION ‐ ‐ 12,800 13,400 101‐6012‐451.1103 SECTION 125 CAFETERIA ‐ ‐ 17,700 17,700 101‐6012‐451.1104 LIFE INSURANCE ‐ ‐ 1,200 1,200 101‐6012‐451.1105 UNEMPLOYMENT INSURANCE ‐ ‐ 2,600 2,600 101‐6012‐451.1106 WORKER'S COMP INSURANCE ‐ ‐ 13,800 14,500 101‐6012‐451.1107 FICA ‐ ‐ 9,300 9,700 101‐6012‐451.1109 PARS CITY CONTRIBUTION ‐ ‐ 2,300 2,500 Labor Subtotal $ ‐ $ ‐ $ 265,100 $ 277,300 Other Costs
101‐6012‐451.2006 PROFESSIONAL SERVICES $ ‐ $ ‐ $ 3,600 $ 3,600 101‐6012‐451.2503 UNIFORMS ‐ ‐ 2,900 2,900 101‐6012‐451.2804 TRAVEL, TRAINING, MEETINGS ‐ ‐ 4,100 4,100 101‐6012‐451.2808 COMMUNITY PROGRAMS ‐ ‐ 1,700 1,700 101‐6012‐451.2812 MEMBERSHIP & DUES ‐ ‐ 2,600 2,600 101‐6012‐451.2814 SUBSCRIPTIONS ‐ ‐ 1,900 1,900 101‐6012‐451.3002 OPERATING SUPPLIES ‐ ‐ 1,000 1,000 101‐6012‐451.3005 MEDICAL SUPPLIES ‐ ‐ 500 500 Other Subtotal $ ‐ $ ‐ $ 18,300 $ 18,300 Pool Operations Total $ ‐ $ ‐ $ 283,400 $ 295,600 Pool Operations
A division of the Parks, Recreation and Community Services Department, the Pool Operations Division will begin in 2023 and will operate out of the Sweetwater Union High School District's new Mar Vista High School Pool. The pool will be utilized by the City under a joint use agreement and will provide aquatic programming opportunities for all ages and abilities. The division will provide opportunities for youth and adults to develop swimming skills and participate in water fitness programs. Aquatics staff will also provide educational opportunities to promote water safety around private pools, community pools and open bodies of water.
Fiscal Year 2024 & 2025 Expenditures
Account #
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Other Costs
101‐6014‐451.2006 PROFESSIONAL SERVICES $ ‐ $ ‐ $ 3,000 $ 3,000 101‐6014‐451.2104 TECHNICAL SERVICES ‐ ‐ 1,500 1,500 101‐6014‐451.2804 TRAVEL, TRAINING, MEETINGS ‐ ‐ 3,400 3,400 101‐6014‐451.2807 ADVERTISING ‐ ‐ 4,900 4,900 101‐6014‐451.2808 COMMUNITY PROGRAMS ‐ ‐ 247,700 259,000 101‐6014‐451.2809 POSTAGE ‐ ‐ 6,300 6,400 101‐6014‐451.2812 MEMBERSHIP & DUES ‐ ‐ 3,200 3,200 101‐6014‐451.2814 SUBSCRIPTIONS ‐ ‐ 300 300 Other Subtotal $ ‐ $ ‐ $ 270,300 $ 281,700 Community Events & Art Total $ ‐ $ ‐ $ 270,300 $ 281,700 Community Events & Art
The Community Events and Arts Division of the Parks, Recreation and Community Services Department is responsible for a wide variety of events including all City coordinated signature special events in Imperial Beach. Staff processes and permits all special event applications received by outside event organizations. Staff is also responsible for executing all City events such as 4th of July Community Celebration and Fireworks, Symphony by the Sea, Summer Concerts and Movie Nights in the Park, and others. Staff regularly partners with community organizations to host additional community events such as the Spring Egg Hunt, Dia de Los Ninos, Dia de Los Muertos, and annual Trunk or Treat Event. Sponsorships are solicited and acquired through this division for all City organized events. Marketing through social media and print materials is designed with department staff and outside vendors to increase resident engagement, community unity and cultural participation.
Fiscal Year 2024 & 2025 Expenditures
Account #
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Labor Costs
101‐6016‐451.1001 SALARIES FULL‐TIME $ ‐ $ ‐ $ 215,900 $ 230,500 101‐6016‐451.1002 SALARIES PART‐TIME ‐ ‐ 62,100 66,500 101‐6016‐451.1003 OVERTIME ‐ ‐ 2,800 2,900 101‐6016‐451.1101 PERS‐CITY PORTION ‐ ‐ 16,600 17,700 101‐6016‐451.1103 SECTION 125 CAFETERIA ‐ ‐ 53,100 53,100 101‐6016‐451.1104 LIFE INSURANCE ‐ ‐ 700 700 101‐6016‐451.1105 UNEMPLOYMENT INSURANCE ‐ ‐ 2,600 2,600 101‐6016‐451.1106 WORKER'S COMP INSURANCE ‐ ‐ 18,900 20,200 101‐6016‐451.1107 FICA ‐ ‐ 17,400 18,500 101‐6016‐451.1109 PARS CITY CONTRIBUTION ‐ ‐ 2,300 2,500 Labor Subtotal $ ‐ $ ‐ $ 392,400 $ 415,200 Other Costs
101‐6016‐451.2125 RCS PROGRAMMING $ ‐ $ ‐ $ 1,100 $ 1,100 101‐6016‐451.2503 UNIFORMS ‐ ‐ 3,300 3,300 101‐6016‐451.2804 TRAVEL, TRAINING, MEETINGS ‐ ‐ 5,500 2,900 101‐6016‐451.2808 COMMUNITY PROGRAMS ‐ ‐ 2,100 2,200 101‐6016‐451.2811 PRINTING SERVICES ‐ ‐ 1,600 1,600 101‐6016‐451.2812 MEMBERSHIP & DUES ‐ ‐ 100 100 101‐6016‐451.5004 EQUIPMENT ‐ ‐ 8,500 8,500 Other Subtotal $ ‐ $ ‐ $ 22,200 $ 19,700 Community & Neighborhood Services Total $ ‐ $ ‐ $ 414,600 $ 434,900 Community & Neighborhood Services
The Community and Neighborhood Services Division was created to provide both residents and visitors the opportunity to enjoy a safe and enjoyable city, beach area, and park environment through positive community relations. The division houses both the Community Response Crew and Community Park Rangers who support the departments’ goal of Creating Community Through Parks and Recreation.
The division also assist and teams with other departments for community clean‐ups, illegal dumping issues and outreach for those in the City that are currently experiencing homelessness.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Labor Costs
101‐6020‐452.1001 SALARIES FULL‐TIME $ 213,859 $ 207,500 $ 265,600 $ 282,400 101‐6020‐452.1002 SALARIES PART‐TIME 52,293 59,464 69,800 74,000 101‐6020‐452.1003 OVERTIME 2,661 2,700 4,600 4,900 101‐6020‐452.1007 STAND‐BY PAY 5,398 7,500 ‐ ‐ 101‐6020‐452.1101 PERS‐CITY PORTION 15,508 16,350 20,400 21,700 101‐6020‐452.1103 SECTION 125 CAFETERIA 40,434 17,800 60,000 64,800 101‐6020‐452.1104 LIFE INSURANCE 433 450 1,000 1,000 101‐6020‐452.1105 UNEMPLOYMENT INSURANCE 3,391 3,750 3,600 3,600 101‐6020‐452.1106 WORKER'S COMP INSURANCE 16,148 19,800 22,900 24,300 101‐6020‐452.1107 FICA 17,669 17,100 21,300 22,700 101‐6020‐452.1109 PARS CITY CONTRIBUTION 1,740 3,100 2,600 2,800 Labor Subtotal $ 369,534 $ 355,514 $ 471,800 $ 502,200 Other Costs
101‐6020‐452.2104 TECHNICAL SERVICES $ 81,892 $ 119,186 $ 168,800 $ 169,700 101‐6020‐452.2701 GAS & ELECTRIC (SDG&E) 40,861 42,000 42,000 42,000 101‐6020‐452.2702 UTILITIES‐WATER 65,222 61,000 50,000 50,000 101‐6020‐452.2705 UTILITIES‐CELL PHONES 1,859 ‐ ‐ ‐ 101‐6020‐452.2801 MAINTENANCE & REPAIR 26,181 27,300 39,000 28,700 101‐6020‐452.3002 OPERATING SUPPLIES 18,719 27,100 27,000 29,200 101‐6020‐452.3022 SMALL TOOLS/NON‐CAPITAL ‐ 650 700 800 Other Subtotal $ 234,735 $ 277,236 $ 327,500 $ 320,400 Park Maintenance Total $ 604,268 $ 632,750 $ 799,300 $ 822,600 Park Maintenance
The City maintains several parks for the enjoyment of residents and visitors. The most prominent parks are Veterans Park, the Imperial Beach Sports Park, Reama Park and Rose Teeple Memorial Park. There are many other areas maintained by the City including parkways, pocket parks, City Hall landscaping and various other locations.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Labor Costs
101‐6030‐453.1002 SALARIES PART‐TIME $ 25,370 $ 39,700 $ 40,800 $ 42,400 101‐6030‐453.1003 OVERTIME ‐ ‐ 600 600 101‐6030‐453.1105 UNEMPLOYMENT INSURANCE 982 850 400 400 101‐6030‐453.1106 WORKER'S COMP INSURANCE 1,702 2,700 2,600 2,700 101‐6030‐453.1107 FICA 368 600 600 600 101‐6030‐453.1109 PARS CITY CONTRIBUTION 951 1,500 1,500 1,600 101‐6030‐453.1112 HRA CONTRIBUTION ‐ ‐ ‐ ‐ Labor Subtotal $ 29,373 $ 45,350 $ 46,500 $ 48,300 Other Costs
101‐6030‐453.2006 PROFESSIONAL SERVICES $ 1,160 $ 2,100 $ 6,500 $ 6,500 101‐6030‐453.2705 UTILITIES‐CELL PHONES 321 ‐ ‐ ‐ 101‐6030‐453.2310 SENIOR PROGRAMS 47 8,150 21,100 21,600 101‐6030‐453.2804 TRAVEL, TRAINING, MEETINGS 105 500 2,700 2,800 101‐6030‐453.2812 MEMBERSHIP DUES ‐ 200 200 200 101‐6030‐453.3001 OFFICE SUPPLIES 67 400 400 400 101‐6030‐453.3002 OPERATING SUPPLIES 3,653 3,900 4,300 4,300 101‐6030‐453.3022 SMALL TOOLS/NON‐CAPITAL ‐ ‐ 1,600 1,600 101‐6030‐453.5003 IMPROVEMENTS NOT BUILDINGS ‐ ‐ ‐ 31,000 101‐6030‐453.5004 EQUIPMENT ‐ ‐ 5,600 23,000 Other Subtotal $ 5,353 $ 15,250 $ 42,400 $ 91,400 Senior Services Total $ 34,726 $ 60,600 $ 88,900 $ 139,700 Senior Services
The Senior Services Division of Parks, Recreation and Community Services provides programs to the 50+ population. The programs and services offered through the division assist with providing residents a better quality of life as well as aging in place strategies. The division strives to encourage healthy living and wellness through recreation programs, socialization activities, education, support, and informational workshops. During the FY 2024/2025 staff will continue to partner with the Community Development Department to become an Age‐Friendly City by joining the AARP Network of Age‐Friendly Communities.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Labor Costs
101‐6040‐454.1001 SALARIES FULL‐TIME $ 324,362 $ 321,100 $ 226,900 $ 289,300 101‐6040‐454.1002 SALARIES PART‐TIME 211,088 287,150 337,100 356,700 101‐6040‐454.1003 OVERTIME 7,831 5,350 11,000 12,200 101‐6040‐454.1007 STAND‐BY PAY 9,785 7,500 ‐ ‐ 101‐6040‐454.1101 PERS‐CITY PORTION 29,937 31,500 30,600 35,800 101‐6040‐454.1103 SECTION 125 CAFETERIA 66,862 86,700 88,800 70,800 101‐6040‐454.1104 LIFE INSURANCE 585 700 2,400 2,600 101‐6040‐454.1105 UNEMPLOYMENT INSURANCE 10,009 10,850 8,700 9,100 101‐6040‐454.1106 WORKER'S COMP INSURANCE 32,141 45,900 38,200 43,800 101‐6040‐454.1107 FICA 29,073 29,700 22,000 27,100 101‐6040‐454.1109 PARS CITY CONTRIBUTION 7,181 13,300 10,400 11,100 Labor Subtotal $ 728,854 $ 839,750 $ 776,100 $ 858,500 Other Costs
101‐6040‐454.2006 PROFESSIONAL SERVICES $ 4,000 $ 2,100 $ 34,000 $ 4,200 101‐6040‐454.2022 PEST CONTROL SERVICE 6,000 6,300 6,500 6,800 101‐6040‐454.2104 TECHNICAL SERVICES 77,538 93,500 122,000 126,400 101‐6040‐454.2502 RENT‐EQUIPMENT ‐ ‐ 2,000 2,000 101‐6040‐454.2705 UTILITIES‐CELL PHONES 1,545 ‐ ‐ ‐ 101‐6040‐454.3002 OPERATING SUPPLIES 90,839 93,100 100,000 100,000 101‐6040‐454.3022 SMALL TOOLS/NON‐CAPITAL 720 500 1,000 1,000 101‐6040‐454.5004 EQUIPMENT ‐ ‐ 20,000 20,000 Other Subtotal $ 180,642 $ 195,500 $ 296,500 $ 265,400 Tidelands Maintenance Total $ 909,496 $ 1,035,250 $ 1,072,600 $ 1,123,900 Total General Fund Expenditures $ 26,626,712 $ 26,159,312 $ 29,454,500 $ 29,973,300 Tidelands Maintenance
The Tidelands Maintenance Department is responsible for keeping our beach areas clean. This includes cleaning, repairing and improving all areas located in the tidelands throughout the community including Portwood Pier Plaza and Dunes Park. This includes coastal parks, beaches, restrooms, sidewalks, street ends and the Imperial Beach Pier.
Together with the Marine Safety Department, the Tidelands employees are important ambassadors for the City and are approached on a regular basis from visitors hoping to learn more about the City.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
103‐0000‐361.8001 ALLOCATED INTEREST $ 2,301 $ ‐ $ ‐ $ ‐ 103‐0000‐361.8003 MRKT VALUE OF INVESTMTS (31,856) ‐ ‐ ‐ 103‐0000‐376.8803 COMM. BENEFIT CONTRIBUTION 173,750 ‐ 744,000 744,000 Revenue Total $ 144,195 $ ‐ $ 744,000 $ 744,000 Other Costs
103‐1920‐419.9001 TRANSFER OUT $ ‐ $ ‐ $ ‐ $ ‐ 103‐6030‐453.5003 IMPROVEMENTS NOT BUILDINGS ‐ ‐ ‐ ‐ Other Subtotal $ ‐ $ ‐ $ ‐ $ ‐ Expenditure Total $ ‐ $ ‐ $ ‐ $ ‐ Revenue Over (Under) Expenditures $ 144,195 $ ‐ $ 744,000 $ 744,000 Community Benefit Fund
The Community Benefit fund consists of fees collected from a local cannabis outlet business. They may be used for any City purpose.
However, the primary goals are to use the funding for drug awareness programs, recreation, improvements to City facilities, and to improve community well‐being.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
105‐0000‐318.1015 CABLE (COX CABLE) $ 36,775 $ 40,800 $ 32,000 $ 32,000 105‐0000‐318.1030 AT&T 5,159 7,750 4,000 4,000 105‐0000‐361.8001 ALLOCATED INTEREST 66 ‐ ‐ ‐ 105‐0000‐361.8003 MRKT VALUE OF INVESTMTS (267) ‐ ‐ ‐ Revenue Total $ 41,734 $ 48,550 $ 36,000 $ 36,000 Other Costs
105‐1920‐419.9001 TRANSFER OUT $ 19,300 $ 24,800 $ 26,900 $ 29,100 Other Subtotal $ 19,300 $ 24,800 $ 26,900 $ 29,100 Expenditure Total $ 19,300 $ 24,800 $ 26,900 $ 29,100 Revenue Over (Under) Expenditures $ 22,434 $ 23,750 $ 9,100 $ 6,900 PEG Fund
The Public Educational and Government Access (PEG) fund consists of fees collected from customers of cable operators in connection with franchise agreements. The funding is to support public, educational and government programming. The City uses the resources to support public outreach such as streaming of public meetings, procurement of communication equipment, or emergency
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
201‐0000‐331.4001 GAS TAX SECTION 2105 $ 153,506 $ 158,000 $ 173,900 $ 175,600 201‐0000‐331.4002 GAS TAX SECTION 2106 103,176 103,700 116,100 117,300 201‐0000‐331.4003 GAS TAX SECTION 2107 183,429 185,850 208,900 211,000 201‐0000‐331.4004 GAS TAX SECTION 2107.5 6,000 6,000 6,000 6,000 201‐0000‐331.4006 GAS TAX SECTION 2103 218,907 242,500 262,700 265,300 201‐0000‐361.8001 ALLOCATED INTEREST 2,436 ‐ ‐ ‐ 201‐0000‐361.8003 MRKT VALUE OF INVESTMTS (4,446) ‐ ‐ ‐ Revenue Total $ 663,008 $ 696,050 $ 767,600 $ 775,200 Other Costs
201‐5015‐431.9001 TRANSFER OUT $ 665,017 $ 696,050 $ 767,600 $ 775,200 Other Subtotal $ 665,017 $ 696,050 $ 767,600 $ 775,200 Expenditure Total $ 665,017 $ 696,050 $ 767,600 $ 775,200 Revenue Over (Under) Expenditures $ (2,010) $ ‐ $ ‐ $ ‐ Gas Tax Fund
The Gas Tax Fund collects revenue resulting from a tax on the sale of gasoline. The City's share of gas tax revenue is based on a formula that accounts for vehicle registration, assessed property valuation, and population. The funding generated is used to perform citywide repairs and restoration to existing roadways, reduce congestion, improve safety, and provide for the construction of assets within the public right‐of‐way.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
202‐0000‐322.7306 TRANSNET FEES $ 31,626 $ 26,500 $ 26,900 $ 27,400 202‐0000‐331.4008 PROP "A" (TRANSNET) FUND 494,612 432,000 888,500 267,000 202‐0000‐361.8001 ALLOCATED INTEREST 2,112 ‐ ‐ ‐ 202‐0000‐361.8003 MRKT VALUE OF INVESTMTS (4,796) ‐ ‐ ‐ 202‐0000‐371.8303 MISCELLANEOUS REVENUE ‐ ‐ 195,100 ‐ Revenue Total $ 523,554 $ 458,500 $ 1,110,500 $ 294,400 CIP Other Costs
202‐5016‐531.2006 PROFESSIONAL SERVICES $ 115,981 $ 942,535 $ 918,900 $ ‐ CIP Other Subtotal $ 115,981 $ 942,535 $ 918,900 $ ‐ Other Costs
202‐5016‐431.9001 TRANSFER OUT $ 230,100 $ 249,500 $ 164,700 $ 267,000 Other Subtotal $ 230,100 $ 249,500 $ 164,700 $ 267,000 Expenditure Total $ 346,081 $ 1,192,035 $ 1,083,600 $ 267,000 Revenue Over (Under) Expenditures $ 177,474 $ (733,535) $ 26,900 $ 27,400 Proposition A (Transnet) Fund
San Diego Transportation Improvement Program (TransNet) is a half‐cent sales tax administered by San Diego Association of Governments (SANDAG). The City's share of TransNet revenue is based on population and the number of local street and road miles maintained. The purpose of TransNet is to fund essential transportation improvements that relieve traffic congestion, increase safety, and improve air quality. These improvements include repairs and restoration of existing roadways, and construction of new infrastructure projects. The TransNet revenues are primarily allocated to the Public Works department for street maintenance services, traffic engineering, and Capital Improvements Program (CIP) projects.
This fund also accounts for Regional Transportation Congestion Improvement Program (RCTIP) fees that are collected during the permitting process of residential construction. The funds are to be expended on improvements to the Regional Arterial System.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
207‐0000‐331.4010 GAS TAX SECTION 2031 RMRA $ 552,812 $ 536,450 $ 655,300 $ 661,900 207‐0000‐361.8001 ALLOCATED INTEREST 3,807 ‐ ‐ ‐ 207‐0000‐361.8003 MRKT VALUE OF INVESTMENTS (12,600) ‐ ‐ ‐ Revenue Total $ 544,019 $ 536,450 $ 655,300 $ 661,900 CIP Other Costs
207‐5000‐532.2006 PROFESSIONAL SERVICES $ 129,578 $ 436,343 $ 1,376,600 $ 661,900 207‐5000‐532.2104 TECHNICAL SERVICES ‐ ‐ ‐ ‐ CIP Other Subtotal $ 129,578 $ 436,343 $ 1,376,600 $ 661,900 Expenditure Total $ 129,578 $ 436,343 $ 1,627,600 $ 661,900 Revenue Over (Under) Expenditures $ 414,441 $ 100,107 $ (972,300) $ ‐ RMRA (SB1) Gas Tax Fund
The Road Maintenance and Rehabilitation Fund collects revenue from an additional 12 cent per gallon tax on gasoline and 20 cent a gallon tax on diesel, in addition to new fees charged on vehicles, starting in Fiscal Year 2018. Receipt of these funds are dependent on the City meeting State mandated minimum road funding standards.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
210‐0000‐334.5001 CDBG ‐ FEDERAL ASSISTANCE $ 60,305 $ ‐ $ 129,000 $ 129,000 Revenue Total $ 60,305 $ ‐ $ 129,000 $ 129,000 CIP Other Costs
210‐1235‐513.2006 PROFESSIONAL SERVICES $ 58,800 $ ‐ $ ‐ $ ‐ CIP Other Subtotal $ 58,800 $ ‐ $ ‐ $ ‐ Other Costs
210‐1235‐413.9001 TRANSFER OUT $ ‐ $ ‐ $ 129,000 $ 129,000 Other Subtotal $ ‐ $ 351,837 $ 129,000 $ 129,000 Expenditure Total $ 58,800 $ 351,837 $ 129,000 $ 129,000 Revenue Over (Under) Expenditures $ 1,506 $ (351,837) $ ‐ $ ‐ CDBG ‐ Federal Assistance Fund
Community Development Block Grant (CDBG) program is federally funded by the United States Department of Housing and Urban Development (HUD). The program allows the City to support a variety of projects that benefit low‐ to moderate‐income (LMI) citizens.
CDBG is a flexible funding source that can be used for both housing and non‐housing activities, including neighborhood revitalization, workforce and economic development, community facilities, capital assets, and infrastructure.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
212‐0000‐336.4002 SLESF "COPS" FUNDING $ 153,285 $ 150,000 $ 125,000 $ 125,000 Revenue Total $ 153,285 $ 150,000 $ 125,000 $ 125,000 Other Costs
212‐3036‐421.2006 PROFESSIONAL SERVICES $ 160,023 $ 150,000 $ 125,000 $ 125,000 Other Subtotal $ 160,023 $ 150,000 $ 125,000 $ 125,000 Expenditure Total $ 160,023 $ 150,000 $ 125,000 $ 125,000 Revenue Over (Under) Expenditures $ (6,738) $ ‐ $ ‐ $ ‐ COPS Fund
Supplemental Law Enforcement Services Fund (SLESF) is state funding allocated to cities, counties, and police protection districts on a population basis. The funding must be used exclusively for front‐line police services and are to supplement and cannot supplant any existing funding for law enforcement services. The monies must be expended or encumbered no later than June 30 of the fiscal year following receipt or be forfeited for reallocation.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
214‐0000‐334.4001 STATE OF CALIFORNIA GRANT $ 549,402 $ 812,262 $ ‐ $ ‐ 214‐0000‐334.4002 MISCELLANEOUS GRANT (PRIVATE) ‐ 270,000 20,000 20,000 214‐0000‐334.5003 FEDERAL GRANTS 1,489,300 ‐ 2,479,000 ‐ 214‐0000‐361.8001 ALLOCATED INTEREST 33,987 ‐ ‐ ‐ 214‐0000‐361.8003 MRKT VALUE OF INVESTMENTS (43,425) ‐ ‐ ‐ Revenue Total $ 2,029,264 $ 1,082,262 $ 2,499,000 $ 20,000 CIP Other Costs
214‐1230‐413.2808 COMMUNITY PROGRAMS $ 639,975 $ ‐ $ ‐ $ ‐ 214‐3040‐424.2104 TECHNICAL SERVICES $ ‐ $ ‐ $ 20,000 $ 20,000 214‐5000‐532.2006 PROFESSIONAL SERVICES $ 370,096 $ 4,140,507 $ 4,588,200 $ ‐ 214‐5010‐531.2006 PROFESSIONAL SERVICES $ ‐ $ ‐ $ 3,168,800 $ ‐ 214‐5014‐431.5004 EQUIPMENT $ 57,175 $ ‐ $ ‐ $ ‐ 214‐5050‐435.2006 PROFESSIONAL SERVICES $ 258,991 $ 163,234 $ ‐ $ ‐ CIP Other Subtotal $ 1,326,237 $ 4,323,741 $ 7,777,000 $ 20,000 Other Costs
214‐1920‐419.9001 TRANSFER OUT $ 490,136 $ 675,150 $ ‐ $ ‐ Other Subtotal $ 490,136 $ 675,150 $ ‐ $ ‐ Expenditure Total $ 1,816,373 $ 4,998,891 $ 7,777,000 $ 20,000 Revenue Over (Under) Expenditures $ 212,892 $ (3,916,629) $ (5,278,000) $ ‐ Miscellaneous Grant Fund
The fund administers miscellaneous grants received from various federal, state, or other governmental agencies, non‐profit or private parties. The funds are to be expended for a specific purpose, activity, or facility as set forth in respective grant agreements and guidelines.
This fund also manages The American Rescue Plan Act of 2021 (ARPA) federal pandemic stimulus funding.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
216‐0000‐361.8001 ALLOCATED INTEREST $ 7,510 $ ‐ $ ‐ $ ‐ Revenue Total $ 7,510 $ ‐ $ ‐ $ ‐ Other Costs
216‐1240‐413.2001 ATTORNEY SERVICES $ ‐ $ ‐ $ ‐ $ ‐ 216‐1240‐413.2006 PROFESSIONAL SERVICES 165 ‐ ‐ ‐ Other Subtotal $ 165 $ ‐ $ ‐ $ ‐ Expenditure Total $ 165 $ ‐ $ ‐ $ ‐ Revenue Over (Under) Expenditures $ 7,345 $ ‐ $ ‐ $ ‐ Housing Authority Fund
Created under the authority of the former Redevelopment Agency, the Housing Authority was previously funded through a percentage of tax increment generated by the Redevelopment Agency. Since the dissolution of Redevelopment Agencies, the funding source (tax increment) for the Housing Authority has been eliminated.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
301‐0000‐391.9006 TRANSFER IN‐RDA FUNDS $ 2,163,059 $ 2,103,113 $ 1,897,800 $ 1,906,400 Revenue Total $ 2,163,059 $ 2,103,113 $ 1,897,800 $ 1,906,400 Other Costs
301‐1250‐413.4301 BOND PRINCIPAL (2013 TAB) ‐ 950,000 ‐ ‐ 301‐1250‐413.4302 BOND INTEREST (2013 TAB) 269,547 601,913 ‐ ‐ 301‐1250‐413.4401 BOND PRINCIPAL (2020 TAB) ‐ ‐ ‐ ‐ 301‐1250‐413.4402 BOND INTEREST (2020 TAB) 428,211 551,200 551,200 551,200 301‐1250‐413.4501 BOND PRINCIPAL (2022 TAB) ‐ ‐ 910,000 955,000 301‐1250‐413.4502 BOND INTEREST (2022 TAB) 102,629 ‐ 436,600 400,200 301‐1250‐413.4900 COST OF ISSUANCE 246,578 ‐ ‐ ‐ Other Subtotal $ 1,046,965 $ 2,103,113 $ 1,897,800 $ 1,906,400 Expenditure Total $ 1,046,965 $ 2,103,113 $ 1,897,800 $ 1,906,400 Revenue Over (Under) Expenditures $ 1,116,094 $ ‐ $ ‐ $ ‐ The fund administers long‐term obligations of the Successor Agency (SA) of the Former Redevelopment Agency (RDA). In accordance with the Assembly Bill 1 X 26, all redevelopment agencies in the State of California were dissolved and ceased to operate as a legal entity as of February 1, 2012. After the date of dissolution, the activities of the dissolved RDA are reported in a fiduciary fund (private‐purpose trust fund).
SA Debt Service Fund
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
303‐0000‐311.6521 RPTTF $ 2,126,387 $ 2,159,163 $ 1,965,000 $ 1,973,600 303‐0000‐311.6522 ADMINISTRATIVE COST ALLOW 125,000 250,000 250,000 250,000 303‐0000‐361.8001 ALLOCATED INTEREST 14,231 ‐ ‐ ‐ 303‐0000‐361.8003 MRKT VALUE OF INVESTMTS (32,871) ‐ ‐ ‐ 303‐0000‐374.8501 OTHER COST REIMBURSEMENT 60,117 ‐ ‐ ‐ Revenue Total $ 2,292,865 $ 2,409,163 $ 2,215,000 $ 2,223,600 Labor Costs
303‐1250‐413.1001 SALARIES FULL‐TIME $ 152,572 $ 146,150 $ 92,200 $ 90,400 303‐1250‐413.1002 SALARIES PART‐TIME 2,914 3,150 3,600 3,600 303‐1250‐413.1008 AUTO ALLOWANCE 3,802 3,950 3,600 3,600 303‐1250‐413.1009 CELL PHONE ALLOWANCE 738 850 600 600 303‐1250‐413.1101 PERS‐CITY PORTION 12,829 14,300 9,000 8,900 303‐1250‐413.1103 SECTION 125 CAFETERIA 12,826 17,000 9,600 8,000 303‐1250‐413.1104 LIFE INSURANCE 607 550 300 300 303‐1250‐413.1105 UNEMPLOYMENT INSURANCE 347 350 300 200 303‐1250‐413.1106 WORKER'S COMP INSURANCE 8,660 9,550 5,800 5,700 303‐1250‐413.1107 FICA 12,683 8,850 5,900 5,700 303‐1250‐413.1108 MGT MEDICAL REIMBURSEMENT ‐ 300 ‐ ‐ Labor Subtotal $ 207,979 $ 205,000 $ 130,900 $ 127,000 Other Costs
303‐1250‐413.2001 ATTORNEY SERVICES $ 76,616 $ 45,000 $ 70,000 $ 70,000 303‐1250‐413.2006 PROFESSIONAL SERVICES 54,300 49,550 50,400 50,400 303‐1250‐413.2904 OTHER SERVICES & CHARGES 5,579 6,500 9,700 9,700 303‐1250‐413.9001 TRANSFER OUT 2,163,059 2,103,113 1,897,800 1,906,400 303‐1250‐413.9902 GAIN ON SALE OF ASSETS ‐ ‐ ‐ ‐ Other Subtotal $ 2,299,554 $ 2,204,163 $ 2,027,900 $ 2,036,500 Expenditure Total $ 2,507,533 $ 2,409,163 $ 2,158,800 $ 2,163,500 Revenue Over (Under) Expenditures $ (214,668) $ ‐ $ 56,200 $ 60,100 The fund administers assets and activities of the Successor Agency (SA) of the Former Redevelopment Agency (RDA). In accordance with the Assembly Bill 1 X 26, all redevelopment agencies in the State of California were dissolved and ceased to operate as a legal entity as of February 1, 2012. After the date of dissolution, the activities of the dissolved RDA are reported in a fiduciary fund (private‐purpose trust fund).
RDA Obligation Retirement Fund
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
401‐0000‐391.9001 TRANSFER IN ‐ GENERAL FUND 945,518 ‐ ‐ ‐ Revenue Total $ 945,518 $ ‐ $ ‐ $ ‐ CIP Other Costs
401‐5010‐532.2006 PROFESSIONAL SERVICES $ 22,495 $ 137,505 $ 495,300 $ ‐ 401‐5020‐532.2006 PROFESSIONAL SERVICES 136,090 649,428 ‐ ‐ CIP Other Subtotal $ 158,585 $ 786,933 $ 495,300 $ ‐ Expenditure Total $ 158,585 $ 786,933 $ 495,300 $ ‐ Revenue Over (Under) Expenditures $ 786,933 $ (786,933) $ (495,300) $ ‐ The Capital Improvements Program (CIP) allocates existing funds and anticipated revenues for design and construction of a wide range of infrastructure improvement projects. The projects consist of long‐term upgrades, major repairs or replacement of existing infrastructure, and construction of new infrastructure assets.
Capital Improvement Fund
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
420‐0000‐322.7305 RESIDENTIAL CONSTRUCTION $ 37,325 $ 40,000 $ 40,000 $ 40,000 420‐0000‐391.9001 TRANSFER IN ‐ GENERAL FUND 200,000 800,000 ‐ ‐ Revenue Total $ 237,325 $ 840,000 $ 40,000 $ 40,000 CIP Other Costs
420‐5000‐532.2006 PROFESSIONAL SERVICES $ 20,192 $ 352,907 $ 566,900 $ ‐ CIP Other Subtotal $ 20,192 $ 352,907 $ 566,900 $ ‐ Expenditure Total $ 20,192 $ 352,907 $ 566,900 $ ‐ Revenue Over (Under) Expenditures $ 217,133 $ 487,093 $ (526,900) $ 40,000 Parks Major Maintenance Fund
The Parks Major Maintenance Fund allows funds to be set aside for major repairs and improvements to City parks.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
501‐0000‐345.7001 FMP VEH REPLACE/MAINT $ 494,150 $ 421,800 $ 599,000 $ 595,500 501‐0000‐361.8001 ALLOCATED INTEREST 7,358 ‐ ‐ ‐ 501‐0000‐361.8003 MRKT VALUE OF INVESTMTS (25,461) ‐ ‐ ‐ 501‐0000‐371.8303 MISCELLANEOUS REVENUE 1,091 ‐ ‐ ‐ 501‐0000‐371.8305 FUEL COST REIMBURSEMENTS 134,044 85,000 130,000 130,000 501‐0000‐374.8501 OTHER COST REIMBURSEMENT 40,494 ‐ ‐ ‐ 501‐0000‐391.9001 TRANSFER IN‐GENERAL FUND 500,000 ‐ 335,000 28,500 501‐0000‐391.9008 TRANSFER IN‐OTHER FUNDS 5,383 ‐ 156,800 169,200 Revenue Total $ 1,157,059 $ 506,800 $ 1,220,800 $ 923,200 Labor Costs
501‐1921‐419.1001 SALARIES FULL‐TIME $ 114,365 $ 126,700 $ 151,600 $ 161,700 501‐1921‐419.1003 OVERTIME ‐ ‐ 1,100 1,200 501‐1921‐419.1101 PERS‐CITY PORTION 9,519 9,600 11,600 12,400 501‐1921‐419.1103 SECTION 125 CAFETERIA 32,070 45,600 48,000 35,400 501‐1921‐419.1104 LIFE INSURANCE (208) 250 200 200 501‐1921‐419.1105 UNEMPLOYMENT INSURANCE 993 850 900 900 501‐1921‐419.1106 WORKER'S COMP INSURANCE 6,744 8,600 10,200 10,900 501‐1921‐419.1107 FICA 8,475 9,700 11,400 12,200 501‐1921‐419.1110 PENSION EXPENSE (40,003) ‐ ‐ ‐ Labor Subtotal $ 131,956 $ 201,300 $ 235,000 $ 234,900 Other Costs
501‐1921‐419.2018 FIRE EXTINGUISHER SERVICE $ 500 $ 500 $ 700 $ 700 501‐1921‐419.2104 TECHNICAL SERVICES 5,415 5,000 7,000 7,000 501‐1921‐419.2705 UTILITIES‐CELL PHONES 407 ‐ ‐ ‐ 501‐1921‐419.2801 MAINTENANCE & REPAIR 39,508 19,000 17,000 17,000 501‐1921‐419.2804 TRAVEL, TRAINING, MEETING 370 2,500 3,500 3,500 501‐1921‐419.2813 FEES & LICENSES 3,026 2,800 3,400 3,400 501‐1921‐419.2815 VEHICLE OPERATE‐FUEL/OIL 251,224 220,000 254,200 254,200 501‐1921‐419.2816 VEHICLE OPERATE‐PARTS M&O 46,850 40,000 45,000 54,000 501‐1921‐419.2904 OTHER SERVICES & CHARGES 3,215 3,000 3,000 3,000 501‐1921‐419.3002 OPERATING SUPPLIES 5,209 6,200 8,000 8,000 501‐1921‐419.3022 SMALL TOOLS/NON‐CAPITAL 437 500 5,000 5,000 501‐1921‐419.5004 EQUIPMENT 3,251 83,420 335,000 28,500 501‐1921‐419.5008 CAPITAL OUTLAY ‐ LEASES ‐ ‐ 129,000 129,000 501‐1921‐419.7001 DEPRECIATION EXPENSE 171,866 ‐ 175,000 175,000 Other Subtotal $ 531,278 $ 382,920 $ 985,800 $ 688,300 Expenditure Total $ 663,235 $ 584,220 $ 1,220,800 $ 923,200 Revenue Over (Under) Expenditures $ 493,824 $ (77,420) $ ‐ $ ‐ Vehicle Maintenance & Replacement Fund
The City has several vehicles that must be properly maintained and replaced when necessary. Each department contributes to the Vehicle Maintenance Department to provide these services. In the coming years, the City is planning to replace the current vehicles with more environmentally sensitive vehicles and eventually all electric vehicles. Several electric vehicle charging stations will be necessary to be installed over the next two years for a smooth transition.
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
502‐0000‐345.7002 SELF‐INSURANCE/RISK MGMT $ 737,850 $ 756,950 $ 867,400 $ 993,600 502‐0000‐361.8001 ALLOCATED INTEREST 11,602 ‐ ‐ ‐ 502‐0000‐361.8003 MRKT VALUE OF INVESTMTS (40,986) ‐ ‐ ‐ 502‐0000‐371.8303 MISCELLANEOUS REVENUE 1,628 ‐ ‐ ‐ 502‐0000‐374.8501 OTHER COST REIMBURSEMENT 49,750 ‐ ‐ ‐ 502‐0000‐391.9001 TRANSFER IN‐GENERAL FUND 150,000 ‐ ‐ ‐ 502‐0000‐391.9008 TRANSFER IN‐OTHER FUNDS 1,522 ‐ ‐ ‐ Revenue Total $ 911,367 $ 756,950 $ 867,400 $ 993,600 Labor Costs
502‐1922‐419.1001 SALARIES FULL‐TIME $ 76,231 $ 70,150 $ 90,500 $ 92,600 502‐1922‐419.1008 AUTO ALLOWANCE 1,730 1,800 3,200 3,200 502‐1922‐419.1009 CELL PHONE ALLOWANCE 519 550 600 600 502‐1922‐419.1101 PERS‐CITY PORTION 8,546 7,750 9,900 10,200 502‐1922‐419.1103 SECTION 125 CAFETERIA 6,388 6,850 9,600 7,100 502‐1922‐419.1104 LIFE INSURANCE 212 200 300 300 502‐1922‐419.1105 UNEMPLOYMENT INSURANCE 130 150 200 200 502‐1922‐419.1106 WORKER'S COMP INSURANCE 4,118 4,300 5,500 5,600 502‐1922‐419.1107 FICA 5,957 3,700 5,000 5,100 502‐1922‐419.1108 MGT MEDICAL REIMBURSEMENT 300 150 200 200 502‐1922‐419.1110 PENSION EXPENSE (24,941) ‐ ‐ ‐ Labor Subtotal $ 79,190 $ 95,600 $ 125,000 $ 125,100 Risk Management administers the City’s self‐insured Liability and Workers’ Compensation programs, and purchases property, pollution, crime and cyber liability insurance coverage, among others. Risk Management handles the City’s first party property and subrogation claims. Risk Management is responsible for the development of a safe and healthy environment for the public and for controlling and reducing liability exposures to preserve the City’s assets and service capabilities.
Injuries and exposures are prevented through routine inspections, investigations, hazard control, safe work practices, best available technology, communication, education and training. Risk Management is responsible for recovering funds when City property is damaged by outside parties. Staff seek reimbursement from insurance companies or the uninsured through the court system.
Human Resources and Risk Management oversee the City’s self‐insured workers’ compensation program and the handling of claims by our third‐ party administrator. The goal of disability management is to return injured or ill employees to the workforce as soon as they are able. This is accomplished via the City’s hands on interactive process to focus on what the recovering employee can do rather than what they can’t do. As part of disability management, staff work to ensure that employees are receiving any income and job protection to which they are entitled.
Department Priorities:
•Reduce unpredictability of accidental losses to City assets •Prevent and reduce injuries and illnesses to City employees •Develop, plan and implement City safety programs, policies and procedures in accordance with applicable rules and regulations
Budget Highlights:
The Department's 2023‐2025 Proposed Budget provides for the following projects:
•Premiums for insurance conƟnue to increase
•ConƟnue to budget for employee safety training and facility inspecƟons. •Increase safety training and mandatory training
Risk Management Fund
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Other Costs
502‐1922‐419.2001 ATTORNEY SERVICES $ 31,684 $ 100,000 $ 70,000 $ 70,000 502‐1922‐419.2006 PROFESSIONAL SERVICES 10,782 10,600 15,800 15,800 502‐1922‐419.2007 THIRD PARTY ADMIN (W/C) 18,153 26,000 19,000 19,000 502‐1922‐419.2802 INSURANCE PREMIUM/DEPOSIT 282,235 368,500 556,700 677,800 502‐1922‐419.2803 INSURANCE PREMIUM/WK COMP (75,000) ‐ ‐ ‐ 502‐1922‐419.2804 TRAVEL, TRAINING, MEETINGS 1,390 6,000 4,000 4,000 502‐1922‐419.2812 MEMBERSHIP DUES ‐ ‐ 150 150 502‐1922‐419.2817 PAYMENT OF CLAIMS 11,430 45,000 45,000 45,000 502‐1922‐419.2819 PYMT OF WORK COMP CLAIMS 23,265 100,000 25,000 30,000 502‐1922‐419.2904 OTHER SERVICES & CHARGES 1,088 250 3,000 3,000 502‐1922‐419.3022 SMALL TOOLS/NON‐CAPITAL ‐ 5,000 3,750 3,750 Other Subtotal $ 305,028 $ 661,350 $ 742,400 $ 868,500 Expenditure Total $ 384,218 $ 756,950 $ 867,400 $ 993,600 Revenue Over (Under) Expenditures $ 527,149 $ ‐ $ ‐ $ ‐ Risk Management Fund (cont'd)
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
503‐0000‐345.7003 TECHNOLOGY/COMM REPLACE $ 597,600 $ 567,200 $ 902,800 $ 982,800 503‐0000‐361.8003 MRKT VALUE OF INVESTMTS (1,503) ‐ ‐ ‐ 503‐0000‐391.9001 TRANSFER IN‐GENERAL FUND 350,000 250,000 325,000 265,000 503‐0000‐391.9008 TRANSFER IN‐PEG FUND 38,155 16,150 18,500 20,300 Revenue Total $ 984,253 $ 833,350 $ 1,246,300 $ 1,268,100 Labor Costs
503‐1923‐419.1001 SALARIES FULL‐TIME $ 106,071 $ 156,450 $ 310,100 $ 322,900 503‐1923‐419.1002 SALARIES PART‐TIME ‐ 23,100 20,700 21,800 503‐1923‐419.1008 AUTO ALLOWANCE 978 4,650 ‐ ‐ 503‐1923‐419.1009 CELL PHONE ALLOWANCE 173 200 600 600 503‐1923‐419.1101 PERS‐CITY PORTION 9,851 13,400 25,700 26,800 503‐1923‐419.1103 SECTION 125 CAFETERIA 6,777 42,150 38,400 58,400 503‐1923‐419.1104 LIFE INSURANCE 200 550 1,600 1,600 503‐1923‐419.1105 UNEMPLOYMENT INSURANCE 998 1,450 1,900 1,900 503‐1923‐419.1106 WORKER'S COMP INSURANCE 5,782 12,200 22,500 23,500 503‐1923‐419.1107 FICA 7,962 12,700 24,000 25,000 503‐1923‐419.1108 MGT MEDICAL REIMBURSEMENT ‐ ‐ 400 400 503‐1923‐419.1109 PARS CITY CONTRIBUTION ‐ 850 800 800 503‐1923‐419.1110 PENSION EXPENSE (25,414) ‐ ‐ ‐ Labor Subtotal $ 113,379 $ 267,700 $ 446,700 $ 483,700 The Information Technology builds, manages, and maintains the city government information technology infrastructure, including network components, printers, and computers used by other City departments. Information Technology manages the city data center, which houses most of the departments' servers (physical or virtual) and directs the development of certain IT projects (system or enterprise application) on behalf of other departments.
The 2023‐2025 Proposed Budget supports the Department's mission by providing for new investments in and significant upgrades and improvements to the City's existing technology networks and systems. It funds, for example, upgrades to the data center, disaster recovery, cyber security, networking infrastructure, fiber optic links, and major improvements in the department's Intermediate Distribution Frame (IDF) room or closet connecting to the City's local area network (LAN) and wide area network (WAN).
Budget Highlights:
The Department's 2023‐2025 Proposed Budget provides for the following projects:
•Planning and modification of the City Hall central networking infrastructure. •Replacing and implementing cable management for network rack and server rack enclosure to support an abundance of data and voice‐over IP (VoIP) cables, power cords, and network devices. •Installing additional network components to support future fiber optic cable links to various departments. •A data center refresh and network refresh to improve service, redundancy, high availability, and network security to the city specifically for 24 hours‐a‐day access to City services. •Implement a disaster recovery plan for the city IT infrastructure.
Information Technology Fund
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Other Costs
503‐1923‐419.2006 PROFESSIONAL SERVICES $ 59,442 $ 45,097 $ 75,300 $ 82,700 503‐1923‐419.2024 CONTRACTS‐POSTAGE MACHINE 70 ‐ ‐ ‐ 503‐1923‐419.2025 SOFTWARE MAINTENANCE 176,980 151,050 211,100 230,600 503‐1923‐419.2101 TEMPORARY STAFFING 116,075 ‐ ‐ ‐ 503‐1923‐419.2104 TECHNICAL SERVICES 37,472 23,700 40,400 49,400 503‐1923‐419.2704 UTILITIES‐TELEPHONE 17,740 20,350 19,200 20,200 503‐1923‐419.2705 UTILITIES‐CELL PHONES 1,927 450 3,200 3,500 503‐1923‐419.2801 MAINTENANCE & REPAIR ‐ 2,000 3,400 3,400 503‐1923‐419.2804 TRAVEL, TRAINING, MEETING 4,457 6,200 14,200 14,200 503‐1923‐419.2809 POSTAGE & FREIGHT ‐ 300 400 400 503‐1923‐419.2812 MEMBERSHIP DUES 130 250 600 600 503‐1923‐419.2813 FEES & LICENSES 44,754 28,000 36,100 39,700 503‐1923‐419.3001 OFFICE SUPPLIES ‐ 250 500 600 503‐1923‐419.3002 OPERATING SUPPLIES 2,964 1,500 4,500 4,800 503‐1923‐419.3022 SMALL TOOLS/NON‐CAPITAL 37,620 34,855 35,700 39,300 503‐1923‐419.7001 DEPRECIATION EXPENSE ‐ ‐ 30,000 30,000 Other Subtotal $ 499,629 $ 314,002 $ 799,600 $ 784,400 Expenditure Total $ 613,008 $ 581,702 $ 1,246,300 $ 1,268,100 Revenue Over (Under) Expenditures $ 371,245 $ 251,648 $ ‐ $ ‐ Information Technology Fund (cont'd)
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
504‐0000‐345.7004 FACILITIES REPLACE/REPAIR $ 10,200 $ 10,500 $ 150,000 $ 150,100 504‐0000‐361.8001 ALLOCATED INTEREST 887 ‐ ‐ ‐ 504‐0000‐361.8003 MRKT VALUE OF INVESTMTS (3,290) ‐ ‐ ‐ 504‐0000‐391.9001 TRANSFER IN ‐ GENERAL FUND 92,771 200,000 ‐ ‐ Revenue Total $ 100,568 $ 210,500 $ 150,000 $ 150,100 Other Costs
504‐1924‐419.2104 TECHNICAL SERVICES $ 24,613 $ ‐ $ ‐ $ ‐ 504‐1924‐519.2006 PROFESSIONAL SERVICES 119,078 74,224 150,000 ‐ 504‐1924‐519.7001 DEPRECIATION EXPENSE 1,752 ‐ ‐ ‐ Other Subtotal $ 145,443 $ 74,224 $ 150,000 $ ‐ Expenditure Total $ 145,443 $ 74,224 $ 150,000 $ ‐ Revenue Over (Under) Expenditures $ (44,875) $ 136,276 $ ‐ $ 150,100 The Facilities Repair & Maintenance Fund allows funds to be set aside for major building repairs and improvements to City buildings and facilities.
Facilities Maintenance and Repair Fund
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Revenue
601‐0000‐346.7003 COUNTY SEWER COLLECTIONS $ 6,013,214 $ 6,358,000 $ 6,553,500 $ 6,751,800 601‐0000‐346.7004 SEWER FEES‐SPECIAL BILLED 106,726 ‐ ‐ ‐ 601‐0000‐346.7005 SEWER CAPACITY FEES 70,929 ‐ ‐ ‐ 601‐0000‐346.7007 CAPACITY FEES ‐ ADU 26,666 ‐ ‐ ‐ 601‐0000‐361.8001 ALLOCATED INTEREST 39,807 ‐ ‐ ‐ 601‐0000‐361.8002 NON‐ALLOCATED INTEREST 3,047 ‐ ‐ ‐ 601‐0000‐361.8003 MRKT VALUE OF INVESTMTS (134,048) ‐ ‐ ‐ 601‐0000‐374.8501 OTHER COST REIMBURSEMENT 754 ‐ ‐ ‐ 601‐0000‐391.9008 TRANSFERS IN ‐ OTHER FUNDS 20,518 ‐ ‐ ‐ Revenue Total $ 6,147,613 $ 6,358,000 $ 6,553,500 $ 6,751,800 Labor Costs
601‐5060‐436.1001 SALARIES FULL‐TIME $ 422,706 $ 426,400 $ 538,600 $ 512,900 601‐5060‐436.1003 OVERTIME 16,002 16,095 2,800 2,900 601‐5060‐436.1007 STAND‐BY PAY 22,546 22,500 ‐ ‐ 601‐5060‐436.1008 AUTO ALLOWANCE 3,788 4,450 2,000 2,000 601‐5060‐436.1009 CELL PHONE ALLOWANCE 1,024 1,050 3,100 2,500 601‐5060‐436.1101 PERS‐CITY PORTION 38,759 37,700 49,300 47,700 601‐5060‐436.1103 SECTION 125 CAFETERIA 60,995 104,900 93,600 96,000 601‐5060‐436.1104 LIFE INSURANCE 1,213 1,050 1,900 1,600 601‐5060‐436.1105 UNEMPLOYMENT INSURANCE 2,751 2,300 3,100 2,900 601‐5060‐436.1106 WORKER'S COMP INSURANCE 24,693 28,200 36,200 34,500 601‐5060‐436.1107 FICA 32,287 30,250 40,300 38,400 601‐5060‐436.1108 HEALTH REIMBURSEMENT ‐ 200 ‐ ‐ 601‐5060‐436.1110 PENSION EXPENSE (104,478) ‐ ‐ ‐ Labor Subtotal $ 522,285 $ 675,095 $ 770,900 $ 741,400 The City of Imperial Beach operates the sewer collection service in the City and transports the effluent to the City of San Diego for treatment at the Point Loma Sewer Treatment Plant. The City operates and maintains a series of pump stations that lift the sewer to high points so that the effluent can enter the larger system. The employees in the Sewer Division are constantly cleaning and repairing sewer lines to reduce the potential for backups and other failures. There is no funding from the General Fund transferred to the Sewer Enterprise. Conversely, the Sewer Enterprise transfers funds to the General Fund for services rendered such as payroll, insurance, and other costs directly attributable to the Sewer Enterprise Fund.
The upcoming budget cycle provides for serveral repairs and upgrades to the sewer system including:
•Pump StaƟon 1B Electrical By‐Pass RelocaƟon
•Pump StaƟon 8 RehabilitaƟon
Sewer Enterprise Fund
Fiscal Year 2024 & 2025 Expenditures
Account # Description
Actuals
FY22
Amended
Budget FY23
CM Proposed
Budget FY24
CM Proposed
Budget FY25
Other Costs
601‐5060‐436.2006 PROFESSIONAL SERVICES $ 23,014 $ 30,000 $ 35,100 $ 35,100 601‐5060‐436.2021 NUISANCE ABATEMENT CHARGE (359) ‐ ‐ ‐ 601‐5060‐436.2023 SECURITY & ALARM 7,298 12,200 11,800 30,200 601‐5060‐436.2104 TECHNICAL SERVICES 2,980,502 3,562,200 3,812,200 3,942,400 601‐5060‐436.2502 RENT‐EQUIPMENT ‐ 1,000 ‐ ‐ 601‐5060‐436.2603 PUBLIC WORKS ADMIN 391,700 403,450 ‐ ‐ 601‐5060‐436.2604 ABC‐ADMIN SVC CHARGE 164,500 169,400 636,600 649,300 601‐5060‐436.2605 ABC‐TECHNOLOGY SVC CHARGE 68,000 70,050 34,200 34,900 601‐5060‐436.2606 ABC‐RISK MGMT SVC CHARGE 67,400 69,400 100,800 102,800 601‐5060‐436.2607 ABC‐FMP EQUIPMENT CHARGE 127,650 131,500 62,300 63,500 601‐5060‐436.2608 ABC‐FACILITIES CHARGES 10,200 10,500 4,000 4,100 601‐5060‐436.2701 GAS & ELECTRIC (SDG&E) 64,812 75,000 70,400 73,900 601‐5060‐436.2702 UTILITIES‐WATER 19,135 10,000 50,000 52,500 601‐5060‐436.2705 UTILITIES‐CELL PHONES 2,005 ‐ 2,400 2,500 601‐5060‐436.2801 MAINTENANCE & REPAIR 103,707 129,000 55,000 70,000 601‐5060‐436.2804 TRAVEL, TRAINING, MEETING 5,511 4,900 7,500 7,700 601‐5060‐436.2809 POSTAGE & FREIGHT 1,839 ‐ ‐ ‐ 601‐5060‐436.2812 MEMBERSHIP DUES 2,077 600 1,000 2,300 601‐5060‐436.2813 FEES & LICENSES 2,463 4,450 5,500 5,500 601‐5060‐436.2904 OTHER SERVICES & CHARGES 1,034 ‐ 17,000 17,000 601‐5060‐436.3002 OPERATING SUPPLIES 41,071 31,700 46,200 46,200 601‐5060‐436.3022 SMALL TOOLS/NON‐CAPITAL 1,694 2,500 2,500 2,500 601‐5060‐436.5004 EQUIPMENT 10,814 140,113 112,500 ‐ 601‐5060‐436.7001 DEPRECIATION EXPENSE 294,313 ‐ 330,400 340,300 Other Subtotal $ 4,390,381 $ 4,857,963 $ 5,397,400 $ 5,482,700 CIP Other Costs
601‐5060‐536.2006 PROFESSIONAL SERVICES $ 94,411 $ 1,993,194 $ 1,400,000 $ 540,000 CIP Other Subtotal $ 94,411 $ 1,993,194 $ 1,400,000 $ 540,000 Expenditure Total $ 5,007,077 $ 7,526,251 $ 7,568,300 $ 6,764,100 Revenue Over (Under) Expenditures $ 1,140,536 $ (1,168,251) $ (1,014,800) $ (12,300) Municipal Grand Total All Funds ‐ Expenditure $ 40,368,302 $ 49,184,732 $ 57,162,800 $ 45,999,400 Sewer Enterprise Fund (cont'd)
Department Projects GF Reserve PW/Strategic CDBG ARPA ATP Clean CA Grant OGALS/NRPA Transnet SB 1 RTCIP Sewer Park Maint Remaining
Budget
PW Streets SR75 Signalized Intersection (Commercial Paper) $ 195,129 $ 195,129 PW Sewer Pump Station #5 & #7 Rehabilitation 74,228 74,228 FY21 Carryover Total $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 195,129 $ ‐ $ ‐ $ 74,228 $ ‐ $ 269,357 PW Facilities Sports Park & Recreation Center Rehab $ 1,956,027 $ 1,956,027PW Facilities Senior Center Improvements 388,218 388,218 PW Streets 9th Street Active Transportation Corridor 100,000 2,479,000 269,401 2,848,401 PW Streets LED Streetlight Ownership & Conversion 495,338 495,338 PW Streets 10th Streetscape Enhancements 689,796 203,369 893,165 FY22 Carryover Total $ ‐ $ 595,338 $ ‐ $ 2,344,245 $ 2,479,000 $ 689,796 $ ‐ $ 472,770 $ ‐ $ ‐ $ ‐ $ ‐ $ 6,581,149 PW Facilities 170 Palm Ave. Roof $ 227,950 $ 227,950PW Parks Veterans Park Playground 186,213 186,213 PW Parks Veterans Park Multi‐Use Field 1,253,629 38,353 1,291,982 PW Parks Veterans Park Splash Pad 724,000 724,000
PW Parks Sports Park Restroom Project 380,668 380,668
PW Streets FY23 ADA Ramps CDBG 135,760 135,760
PW Sewer Pump Station 8 Rehab ‐ Phase 1: Pump & Motor Replacement 247,000 247,000 FY23 Carryover Total $ ‐ $ ‐ $ 135,760 $ 1,481,579 $ ‐ $ ‐ $ 762,353 $ ‐ $ ‐ $ ‐ $ 247,000 $ 566,881 $ 3,193,573 Info Tech Network Refresh $ 300,000 $ 300,000Info Tech Server Room Cable Management 25,000 25,000 PW Streets Palm Avenue Project (ATP) 23,112,000 23,112,000 PW Streets FY24 Annual Roadway Improvements 251,000 1,376,600 1,627,600PW Streets RTCIP ‐ SR75 Signalized Intersections 266,000 266,000PW Sewer PS‐8 Phase 2 ‐ Other Improvements 400,000 400,000PW Sewer FY24 Annual Underground Utility Repairs 999,600 999,600 FY24 Total 325,00 $ 0 $ ‐ $ ‐ $ ‐ $ 23,112,000 $ ‐ $ ‐ $ 251,000 $ 1,376,600 $ 266,000 $ 1,399,600 $ ‐ $ 26,730,200 Info Tech Datacenter Refresh $ 250,000 $ 250,000PW Facilities Senior Center Shade Structure & Furniture 54,000 54,000 PW Streets FY25 Annual Roadway Improvements 661,900 661,900 PW Sewer Pump Station 1B ‐ Electrical by‐pass relocation 300,000 300,000PW Sewer CCTV and Asset Management 240,000 240,000 FY25 Total 304,00 $ 0 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 661,900 $ ‐ $ 540,000 $ ‐ $ 1,505,900 CIP Total 629,00 $ 0 $ 595,338 $ 135,760 $ 3,825,824 $ 25,591,000 $ 689,796 $ 762,353 $ 918,899 $ 2,038,500 $ 266,000 $ 2,260,828 $ 566,881 $ 38,280,179
TWO YEAR CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2024 & Fiscal Year 2025
PROPOSED
CARRY OVER PROJECTS (FY 2022/23)
DEPT FUNDING SOURCE
APPROVED
BUDGET
PROJECTED @
06/30/2023
ESTIMATED
CARRYOVER
Streets SR 75 Signalized Intersections (Comm Paper) TransNet 600,000 $ $ 404,871 $ 195,129 Streets 9th Street Active Transportation Corridor PW Strategic/Transnet/ATP Grant 3,354,000 505,599 2,848,401 Streets LED Streetlight Ownership & Conversion PW Strategic 580,518 85,180 495,338 Streets 10th Street Streetscape Enhancements TransNet/Clean CA Grant 1,083,016 189,851 893,165 Streets FY23 ADA Ramps CDBG CDBG 135,760 ‐ 135,760 Facilities Sports Park & Recreation Center Rehab ARPA 2,144,322 188,295 1,956,027 Facilities Senior Center Improvements ARPA 705,300 317,082 388,218 Facilities 170 Palm Ave. Roof ARPA 290,000 62,050 227,950 Parks Veterans Park Playground Kreutzkamp Grant/Parks Mtce 350,000 163,787 186,213 Parks Veterans Park Multi‐Use Field ARPA/NRPA Grant 1,423,000 131,018 1,291,982 Parks Veterans Park Splash Pad OGALS/NRPA Grant 750,000 26,000 724,000 Parks Sports Park Restroom Project Parks Mtce (GF Reserve) 800,000 419,332 380,668 Sewer Pump Station #5 & #7 Rehabilitation Sewer Enterprise 1,654,328 1,580,100 74,228 Sewer Pump Station 8 Rehab ‐ Phase 1: Pump & Motor Replacement Sewer Enterprise 300,000 53,000 247,000 TOTAL CIP CARRYOVER 10,044,079 $
CITY OF IMPERIAL BEACH
FISCAL YEAR 2023/24 AND FISCAL YEAR 2024/25
CAPITAL IMPROVEMENT PROGRAM
PROJECT NAME
PROPOSED
NEW PROJECTS FOR FY 2023/24 and FY 2024/25
DEPT FUNDING SOURCE
FUNDING
AMOUNT TOTALS FISCAL YEAR
Info Tech Network Refresh GF Reserve 300,000 $ FY 23/24 Info Tech Server Room Cable Management GF Reserve 25,000 FY 23/24 Info Tech Datacenter Refresh GF Reserve 250,000 FY 24/25 TOTAL INFORMATION TECHNOLOGY 575,000 $
Facilities Senior Center Shade Structure & Furniture GF Reserve $ 54,000 FY 24/25 TOTAL FACILITIES $ 54,000
Streets Palm Avenue Project ATP Grant $ 23,112,000 FY 23/24 Streets FY 24 Annual Roadway Improvements TransNet 251,000 FY 23/24 SB1 1,376,600 FY 23/24
Streets RTCIP ‐ SR 75 Signalized Intersections RTCIP 266,000 FY 23/24 Streets FY 25 Annual Roadway Improvements SB1 661,900 FY 24/25 TOTAL STREET PROJECTS 25,667,500 $
Sewer PS‐8 Phase 2 ‐ Other Improvements Sewer Enterprise $ 400,000 FY 23/24 Sewer FY24 Annual Underground Utility Repairs Sewer Enterprise 999,600 FY 24/25 Sewer FY25 Annual Underground Utility Repairs Sewer Enterprise 300,000 FY 24/25 Sewer CCTV and Asset Management Sewer Enterprise 240,000 FY 24/25 TOTAL SEWER PROJECTS 1,939,600 $
TOTAL FY24 AND FY25 CIP 28,236,100 $
TOTAL CARRYOVER, FY24, FY25 CIP $ 38,280,179
PROJECT NAME
CITY OF IMPERIAL BEACH
FISCAL YEAR 2023/24 AND FISCAL YEAR 2024/25
CAPITAL IMPROVEMENT PROGRAM
PROPOSED
RESOLUTION NO. 2023-41
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF IMPERIAL BEACH, CALIFORNIA, ADOPTING THE MUNICIPAL BUDGET FOR FISCAL YEARS 2023-24 AND 2024-25 AND
ELECTING THE POPULATION AND PRICE ADJUSTMENT FACTORS AND ESTABLISHING FISCAL YEAR 2023-24 APPROPRIATIONS LIMIT OF THE CITY OF IMPERIAL BEACH PURSUANT TO CALIFORNIA CONSTITUTION ARTICLE XIIIB, AND SECTION 7900 ET SEQ.
OF THE CALIFORNIA GOVERNMENT CODE AND ADOPTING THE TWO-YEAR (FY24 AND FY25) BUDGET AND IMPLEMENTATION SCHEDULE OF THE CAPITAL IMPROVEMENTS
PROGRAM
WHEREAS, the Council held a public meeting on May 2nd for purposes of reviewing, discussing and receiving public input on the proposed budget; and WHEREAS, staff conducted four additional public outreach events on May 8th, May 9th, May 15th and May 16th as directed by the City Council; and WHEREAS, the proposed budget was prepared in accordance with the financial policies of the City; and
WHEREAS, the appropriations listed within the Two-Year Budget for Fiscal Years 2023- 24 and 2024-25 will provide the level of services deemed appropriate by the City Manager consistent with anticipated revenues; and
WHEREAS, the proposed budget is an expenditure plan that includes the use of unassigned fund balance in Fiscal Years 2023-24 and 2024-25 for one time capital projects and expenditures; and
WHEREAS, the proposed budget, even with the use of unassigned fund balance, ensures the maintenance of adequate reserves during Fiscal Years 2023-24 and 2024-25; and WHEREAS, pursuant to Article XIIIB of the California Constitution, and Section 7900 et seq. of the California Government Code, the City of Imperial Beach is responsible for determination of the appropriations limit for Fiscal Year 2023-24; and WHEREAS, pursuant to amendments to Article XIIIB enacted in 1990, the City Council is required to elect the population and price adjustment factors used to calculate the appropriations limit; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Imperial Beach as follows:
1. That the Municipal Budget for the City of Imperial Beach totaling appropriations of $57,162,800 in Fiscal Year 2023-24 and $45,999,400 in Fiscal Year 2024-25, as part of the combined Two-Year Budget for the Fiscal Years 2023-24 and 2024-25, is adopted as the Budget of the City for said fiscal years subject to City Council review and subject to the completion of any necessary meet and confer obligations with the recognized bargaining groups.
2. That the Finance Director is authorized to adjust Fiscal Year 2023-24 and 2024-25 Citywide budgets within adopted appropriation limits.
3. That the City Clerk of the City of Imperial Beach is hereby directed to forward a copy of said approved and adopted budget to the County Controller of San Diego County for filing pursuant to Government Code Section 53901.
4. For the calculation of the appropriations limit for the 2023-24 fiscal year, the City Council elects the following annual adjustment factors: (1) the percentage change in
Resolution No. 2023-41
California’s per capita personal income growth; and (2) the population adjustment factor of the County population growth.
5. It is hereby determined that the appropriations limit for the 2023-2024 fiscal year for the City of Imperial Beach is $33,086,661 on applicable funds subject to the limit totaling $17,349,428 (GANN Limit).
6. That the two-year (FY24 and FY25) budget and implementation schedule of the Imperial Beach Capital Improvements Program, that includes projects with identified funding, represents the projects anticipated to be completed or commenced during the two-year budget cycle, is hereby adopted.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Imperial Beach at its meeting held on the 17th day of May 2023, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
NONE
PALOMA AGUIRRE, MAYOR
ATTEST:
JACQUELINE M. KELLY, MMC
CITY CLERK
Revenue Source Proceeds of Taxes Non‐Proceeds of Taxes
TAXES
Property Taxes $ 9,934,600
Sales and Use Tax $ 5,283,600
Transient Occupancy Tax $ 1,453,100
Documentary or Real Property Transfer Taxes 110,000 $
Business License Tax $ 375,000
FEES (Regulatory, Planning and Development, Building Construction and Safety, Sewer) $ 7,383,600 BENEFIT ASSESSMENTS ‐ LLMD‐ASSMT District #67 Fund $ ‐ FRANCHISES ‐ Solid Waste, Gas and Electric, Cable, Water $ 2,534,400 FINES, FORFEITURES AND PENALTIES ‐ Parking, Civil Penalty, Traffic, False Alarms, Misc. $ 234,500 RENTS, ROYALTIES AND CONCESSIONS ‐ Public Property Rental, Facilities, Equipment $ 282,200 GIFTS $ 844,000
FROM STATE
Motor Vehicle License Fee ‐ VLF Excess 27,700 $
Motor Vehicle Fuel (gasoline) Tax ‐ HUTA/RMRA $ 1,422,900 Motor Vehicle Fuel (gasoline) Tax ‐ Prop "A" (Transnet) Fund $ 1,110,500 Citizens Option for Public Safety (COPS) $ 125,000 State Mandate Reimbursements $ 20,000 Other Discretionary State Grants and Aid $ 80,000
OTHER GOVERNMENTS
Federal Community Development Block Grant $ 129,000 Other ‐ Federal Grants, Port of San Diego, SBUSD, SUHSD, Misc. $ 8,262,400
OTHER MISCELLANEOUS
Interfund Transfers ‐ ABC, Gas Tax Transfer In, Internal Service, Misc. $ 5,061,800 SUCCESSOR AGENCY ‐ RDA
Successor Agency Debt Service Fund (Transfer In) $ ‐ Redevelopment Obligation Retirement Fund $ 2,215,000 SUBTOTAL 17,284,000 $ $ 29,605,300 Exclusions
Qualified Capital Outlay
Non‐Proceeds of Taxes $ 29,605,300 Interest Allocation
Total Revenues $ 46,889,300
Total of Non‐Interest Revenues Taxes/Non‐Taxes 17,284,000 $ $ 29,605,300 Minus Exclusions (Qualified Capital Outlay) $ ‐ Net Invested Proceeds from Taxes $ 17,284,000 Total Interest Earnings $ 175,000
Proceeds of Taxes as a Percentage of Revenues 37%
Amount of Interest Earned from "Proceeds of Taxes" $ 64,507 Total Revenue from Taxes (net proceeds from taxes + percentage of interest earned) $ 17,348,507
GANN CALCULATIONS
Prior Year Limit $ 31,721,304
Multiplied by Price Adjustment (Provided by CA DOF = 4.44%) X 1.0444 Multiplied by Population Adjustment (higher of City or County provided by DOF ‐ 2023 = ‐.13%) X 0.9987 FY 23‐24 Appropriations Limit $ 33,086,661
Total Appropriations Subject to Limit 17,348,507 $
Appropriations Limit $ 33,086,661
Under (Over) Limit $ 15,738,154
Percent of GANN Limit 52%
Imperial Beach GANN Appropriations Limit ‐ FY2023/2024
(Based on FY2024 / FY2025 Adopted Budget)
P a g e | 1
May 17, 2023
ITEM TITLE: DISCUSSION AND CONSIDERATION OF PROPOSED MURAL EXTENSION AT VETERANS PARK. (0920-70 &1000-25)
ORIGINATING DEPARTMENT:
City Manager
EXECUTIVE SUMMARY:
The Imperial Beach Arts Bureau has submitted a mural application proposing to extend an existing mural, “Honoring Veterans”, which is located on the west facing wall of the restroom facility at Veterans Park. City Council Policy No. 618 – Murals on Public Property sets forth mural criteria and an application process for murals proposed in public areas. It is the intent of this Policy to ensure all murals proposed in public areas have been reviewed by city staff for completeness and approved by the city council prior to any mural execution. Murals are required to meet all the mural criteria, policies, and guidelines set forth in the policy unless otherwise approved by the city council.
RECOMMENDATION:
That the City Council receive the report and provide input on the proposed mural extension request.
OPTIONS:
The City Council can also:
Discuss and consider approving the mural extension as proposed; or Request modifications of the proposed mural extension; or Continue the discussion to a future meeting with direction to the City Manager; or Deny the mural extension request.
BACKGROUND/ANALYSIS:
Art is a fundamental and defining characteristic of the City of Imperial Beach. Murals specifically have generated an increased interest and have become more prominent in recent years. Murals are viewed by the city as integral to the Imperial Beach community and yet the city also recognizes that any mural on public property is a controlled message of the City and thus established that mural requests should be reviewed and considered by the City Council during a regular meeting.
On November 2, 2022, the City Council adopted Resolution 2022-84 approving City Council Policy No. 618 – Murals on Public Property. This Policy sets forth mural criteria and an application process for murals proposed in public areas including buildings and parks owned by the City. It is
P a g e | 2
the intent of this Policy to ensure all murals proposed on city facilities have been reviewed by city staff for completeness and approved by the majority of the city council during a regularly scheduled meeting prior to any mural execution. Murals must meet all the mural criteria, policies, and guidelines; however, the City Council has the sole authority to approve or waive any of the criteria and requirements listed in the application.
The Imperial Beach Arts Bureau has submitted a mural application proposing to extend an existing mural located on the west facing wall of the city-owned restroom facility at Veterans Park.
The existing mural, themed “Honoring Veterans”, depicts silhouettes of veterans in the field and is an original artwork that was created by artist Maria Salazar. The proposed extension would wrap the existing mural around to the northern wing of the west facing wall of the restroom facility and would show more images of veterans and families enjoying life and memories of those lost as shown in the rendering below.
The new mural extension would measure 6 feet in width and 8 feet in height for a total of 48 square feet and the colors and images would match the existing silhouette aesthetic ensuring that the overall design is cohesive and presents as a single piece.
The applicant recognizes that it is the responsibility of the artist to create and maintain the mural and that the artist is responsible for the cost and material for installing and maintaining the mural.
The artist would prepare the wall appropriately and has proposed to utilize an anti-graffiti coating to help mitigate issues that may arise from vandalism or graffiti. Additionally, the artist shall carry any required insurance coverage in accordance with City Council Policy 618.
As it exists today, the current mural can only be seen if approached from the north side of the park and it is the applicant’s desire to entice viewers west of the restroom to explore the northern wall. The applicant’s motive for installing the mural is to beautify the park and honor those who have served the country. In accordance with the City Mural Policy 618 criteria, the mural would be painted by the original artist, Maria Salazar, who also designed and painted the existing mural.
The artist would be financially sponsored by the Imperial Beach Arts Bureau whose mission is to empower artists and create community and is based in Imperial Beach.
P a g e | 3
ENVIRONMENTAL DETERMINATION:
Not a project as defined by CEQA.
FISCAL IMPACT: No direct cost to the City. Per Policy No. 618 – Murals on Public Property, the artist is responsible for the cost and material for installing and maintaining the mural and the artist shall carry any required insurance coverage.
ATTACHMENTS:
ATT 1 – City of Imperial Beach Mural Application
ATT 2 – Veterans Park “Honoring Veterans” Mural Extension Presentation
Attachment 1
Veterans Park
“Honoring Veterans”
Mural Extension
Attachment 2
S I T E P L A N
Address: Veterans Park
8 th Street, north of IB Blvd
Proposed Mural Location:
Restroom building, north wing of
west facing wall
Proposed Mural Extension on West
Facing Wing Wall of Restroom
Imperial Beach Blvd
8th Street
9th Street
North
“ H O N O R I N G V E T E R A N S ” M U R A L E X T E N S I O N The Problem:
A beautiful mural that
can only be seen if
approached from the
North side
Address: 8th Street, north of IB Blvd
Wall Owner: City of Imperial Beach
Funding Source: IB Arts Bureau
Theme: “Honoring Veterans”
Original Artist: Maria Salazar
“H O N O R I N G VE TE RAN S ” M U RA L EX TE N SI O N
The Solution:
Add an extension of the art
around the corner to entice
viewers to explore the
north side
Proposed Artwork by Original Artist
Maria Salazar
“ H O N O R I N G V E T E R A N S ” M U R A L E X T E N S I O N Wall Size: Appx 6’ x 8’
Wall Finish: Concrete Block
Equipment needed: None
Requires: City Council Approval
P a g e | 1
May 17, 2023
ITEM TITLE: ADOPTION OF RESOLUTION NUMBER 2023-36 AUTHORIZING THE CITY MANAGER TO IMPLEMENT THE 2023 MULTI-JURISDICTIONAL HAZARD MITIGATION PLAN AS AN OFFICIAL PLAN FOR THE CITY OF IMPERIAL BEACH. (0210-40) ORIGINATING DEPARTMENT:
Fire
EXECUTIVE SUMMARY:
Adopt Resolution 2023-36 authorizing the City Manager or designee to implement the MultiJurisdictional Hazard Mitigation Plan and Annex for the City of Imperial Beach.
RECOMMENDATION:
That the City Council adopt Resolution No. 2023-36 authorizing the City Manager or designee to implement the Multi-Jurisdictional Hazard Mitigation Plan and Annex for the City of Imperial Beach.
OPTIONS:
Adopt Resolution No. 2023-36
Provide direction to the City Manager or designee to take another specific action Request additional information and an additional report BACKGROUND/ANALYSIS:
The Multi- Jurisdictional Hazard Mitigation Plan is a countywide plan that identifies risks and ways to minimize damage by natural and manmade disasters. The plan is a comprehensive resource document that serves many purposes such as enhancing public awareness, creating a decision tool for management, promoting compliance with State and Federal program requirements, enhancing local policies for hazard mitigation capability, and providing inter-jurisdictional coordination.
The Federal Disaster Mitigation Act of 2000 required all local governments to create such a disaster plan in order to qualify for hazard mitigation funding.
San Diego County was one of the first in the State to tackle this planning effort on a region wide basis, and the County's 2004 plan has received national recognition in the form of an achievement award from the National Association of Counties organization. This plan was last revised in 2010 and 2018. This plan reflects changes to both the hazards threatening San Diego County as well as the programs in place to minimize or eliminate those hazards. This revision would include an evaluation of the impact climate change is having on the natural hazards facing San Diego County. The Plan includes mitigation goals, objectives, and actions specific to the City of Imperial Beach.
P a g e | 2
ENVIRONMENTAL DETERMINATION:
Not a project as defined by CEQA.
FISCAL IMPACT: There is no fiscal impact related to this action.
ATTACHMENTS:
ATT 1 – Resolution No. 2023-36
ATT 2 – Imperial Beach Hazard Mitigation Plan Annex
ATTACHMENT 1
RESOLUTION NO. 2023-36
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF IMPERIAL BEACH, CALIFORNIA, ACCEPTING AND ADOPTING THE 2023 SAN DIEGO COUNTY MULTI-JURISDICTIONAL
HAZARD MITIGATION PLAN AS IT RELATES TO THE CITY OF IMPERIAL BEACH, AND
AUTHORIZING THE CITY MANAGER TO IMPLEMENT SAID PLAN
WHEREAS, the City of Imperial Beach has the potential for severe damage from fire, earthquake, atmospheric anomalies, severe storm, drought and other natural and manmade disasters, resulting in the loss of life, economic hardship, and threats to public health and safety; and
WHEREAS, a Multi-Jurisdictional Mitigation Plan has been developed after more than three years of research and work by the County of San Diego and participating jurisdictions in the county; and
WHEREAS, the Plan includes the elements specifically designed for the City of Imperial Beach; and
WHEREAS, the Hazard Mitigation Plan recommends many hazard mitigation actions that will protect the people and property affected by natural and manmade hazards that face the City of Imperial Beach; and
WHEREAS, mitigation measures have been shown to be effective in saving lives and reducing property damage caused by disasters.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Imperial Beach as follows:
1. That the City Council adopts the Multi-Jurisdictional Hazard Mitigation Plan as an official plan for the City of Imperial Beach and authorizes the City Manager or designee to implement said Plan.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Imperial Beach at its meeting held on the 17th day of May 2023, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
PALOMA AGUIRRE, MAYOR
ATTEST:
JACQUELINE M. KELLY, MMC
CITY CLERK
1 Hazard Mitigation Annex
City of Imperial Beach
March 2023
Attachment 2
2 1. SECTION ONE: Determine the Planning
Area and Resources
PLANNING AREA: CITY OF IMPERIAL BEACH
The City of Imperial Beach (Imperial Beach) reviewed a set of jurisdictional-level hazard maps including detailed critical facility information and localized potential hazard exposure/loss estimates to help identify the top hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for Imperial Beach summarized in the table below. See Section 4 for additional details.
2. SECTION TWO: Build the Planning Team
The planning period includes planning participant meetings from 2018-2022, as detailed throughout this plan, to determine updated priorities.
2.1 PLANNING PARTICIPANTS
• John French, Fire Chief – Fire-Rescue Department/Public Safety • Joann Gitmed, Finance Director – Finance Department
• Chris Helmer, Environmental and Natural Resources Director – Environmental & Natural Resources Department
• Shayne Wagner, Building Official – Community Development • Megan Openshaw, Senior Planer – Community Development • Kara Ghiloni – Customer Service Department – Fire-Rescue Department/Public Safety
2.2 PLANNING PROCESS
The City of Imperial Beach hazard mitigation plan is administered by the Imperial Beach Fire-Rescue Department. The fire-rescue department engaged the Community Development Department as a primary partner in the process.
• The previous hazard mitigation plan from 2018 was thoroughly reviewed and updated • The primary team maintained regular communication with San Diego County OES to ensure timelines and understanding.
• The primary team held regular meetings.
• City of Imperial Beach subject matter experts were included as needed to update and revise the plan
o Environmental Services, Engineering, Planning, Public Works, Transportation, Fire, Sheriff’s, Finance, and Marine Safety
• The Fire Chief and Customer Service Specialist completed changes to plan based on feedback from subject matter experts and input from San Diego County OES and FEMA • Follow-up of action items was accomplished through phone and email communication.
3 2.3 CAPABILITIES ASSESSMENT
The LPG identified current capabilities available for implementing hazard mitigation activities. The Capability Assessment (Assessment) portion of this jurisdictional mitigation plan identifies administrative, technical, legal, and fiscal capabilities. This section includes a summary of departments and their responsibilities associated to hazard mitigation planning as well as codes, ordinances, and plans already in place associated to hazard mitigation planning. The second part of the Assessment provides Imperial Beach’s fiscal capabilities that may be applicable to providing financial resources to implement identified mitigation action items.
2.4 EXISTING INSTITUTIONS, PLANS, POLICIES AND ORDINANCES The following is a summary of existing departments in Imperial Beach and their responsibilities related to hazard mitigation planning and implementation, as well as existing planning documents and regulations related to mitigation efforts within the community. The administrative and technical capabilities of Imperial Beach, as shown in Table 5.10-2, provides an identification of the staff, personnel, and department resources available to implement the actions identified in the mitigation section of the Plan. Specific resources reviewed include those involving technical personnel such as planners/engineers with knowledge of land development and land management practices, engineers trained in construction practices related to building and infrastructure, planners, and engineers with an understanding of natural or manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with hazards in the community.
• City of Imperial Beach Public Safety Department
The Public Safety Department is comprised of three program areas. The major program areas are fire safety services, marine safety services and building inspections for fire compliance The Public Safety Department is responsible for planning, organizing, and directing the City’s fire prevention, fire suppression and medical emergency services, disaster preparedness plans, animal control services. The City Manager functions as City liaison with the County Sheriff’s Department; administers the City law enforcement contract; and performs related works as required. • City of Imperial Beach Community Development Department The Community Development Department is responsible for the City’s planning program, and ensures compliance with applicable federal and state regulations, including the California Environmental Quality Act (CEQA).
The Department is responsible for reviewing the City’s current development activities. The Department administers the City’s zoning ordinance, sub-division ordinance, and local coastal plan, and processes all amendments to these documents. The Department is also responsible for guiding the long-term planning for the growth and economic development of the community.
The Community Development Director is appointed by the City Manager. The Community Development Director is responsible for planning, directing, and coordinating the activities of the
4 Community Development Department. The Community Development Department implements State law and City policies regarding General Plan, zoning, and environmental review, and redevelopment activities and establishes procedures related to planning, code, and parking enforcement, and building inspection functions. The Department serves as staff to the Planning Commission and City committees; serves as liaison with regional governments on planning issues: and performs related duties as required.
This Department consists of three divisions – Planning Division, Building Inspection Division, and the Code Compliance Division.
• City of Imperial Beach Public Works Department
The Public Works mission is to provide the Public with a safe family environment with which to work and play. To provide citizens and the public with the most professional and cost efficient services possible. To offer vision and continuous improvement to make our City safe, clean and beautiful. To provide a clean graffiti free environment for our community. To create an environment that is aesthetic, usable, safe, positively memorable for residents and visitors alike. • City of Imperial Beach Sheriff’s Department
Since 1983, the Imperial Beach Sheriff Department has provided contract law enforcement services to the City of Imperial Beach. Patrol deputies respond to calls for service 24 hours a day. Each patrol deputy is assigned to a geographical “beat” area which enables the deputies to become familiar with the residents in their “beat” and with problems in the area. The “beat” system is a cornerstone of the community- oriented policing concept requiring the interaction of neighborhood residents with law enforcement. Patrol deputies also participate in the community, while on duty, attending Neighborhood Watch meetings and making presentations to youth groups, service groups and schools Traffic deputies handle vehicle code enforcement, traffic collision investigations and traffic control within the City of Imperial Beach. Detectives investigate cases involving theft, physical assaults (excluding homicides), sexual assaults, vandalism, burglaries, annoying phone calls and other crimes.
Specialized investigative units such as homicide, bomb/arson, financial crimes, domestic violence, child abuse and narcotics handle specific crimes for the entire Sheriff’s jurisdiction, including the Imperial Beach Sheriff Department.
5 Table 1
City of Imperial Beach: Administrative and Technical Capacity Staff/Personnel Resources Y/N Department/Agency and Position A. Planner(s) or engineer(s) with knowledge
of land development and land management
practices
Y Planning, Planning Director
B. Engineer(s) or professional(s) trained in
construction practices related to buildings
and/or infrastructure
Y Building, Building Official
C. Planners or Engineer(s) with an
understanding of natural and/or manmade
hazards
Y Planning, Planning Director
D. Floodplain manager N USDA
E. Surveyors N County, Land Use
F. Staff with education or expertise to assess
the community’s vulnerability to hazards
Y Public Safety, Planning, Fire Chief
G. Personnel skilled in GIS and/or HAZUS Y Community Development H. Scientists familiar with the hazards of the
community
N UCSD, SDSU, USD
I. Emergency manager Y Public Safety, Fire Chief
J. Grant writers Y Public Safety, Planning, Contract Grant Writers The legal and regulatory capabilities of Imperial Beach are shown in the table below, which presents the existing ordinances and codes that affect the physical or built environment of Imperial Beach. Examples of legal and/or regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances, special purpose ordinances, growth management ordinances, site plan review, general plans, capital improvement plans, economic development plans, emergency response plans, and real estate disclosure plans.
6 Table 2
City of Imperial Beach: Legal and Regulatory Capability Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit (Y/N)
Building code Y N
Zoning ordinance Y N
Subdivision ordinance or regulations Y N
Special purpose ordinances (floodplain management, storm water management, hillside or steep slope ordinances, wildfire ordinances, hazard setback requirements
Y N
Growth management ordinances (also called “smart growth” or anti-sprawl programs)
Y N
Site plan review requirements Y N
General or comprehensive Y N
A capital improvements plan Y N
An economic development plan Y N
An emergency response plan Y N
A post-disaster recovery plan N N
A post-disaster recovery ordinance N N
Real estate disclosure requirements N N
2.5 FISCAL RESOURCES
The table below shows specific financial and budgetary tools available to Imperial Beach such as community development block grants; capital improvements project funding; authority to levy taxes for specific purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for new development; ability to incur debt through general obligations bonds; and withholding spending in hazard prone areas.
Table 3
City of Imperial Beach: Fiscal Capability
Financial Resources Accessible or Eligible to Use (Yes/No) A. Community Development Block Grants (CDBG) Y
B. Capital improvements project funding Y
C. Authority to levy taxes for specific purposes Y
D. Fees for water, sewer, gas, or electric service Y
E. Impact fees for homebuyers or developers for
new developments/homes
Y-Built into building fees
F. Incur debt through general obligation bonds Y
G. Incur debt through special tax and revenue
bonds
Y
H. Incur debt through private activity bonds N
I. Withhold spending in hazard-prone areas Y
7 3. SECTION THREE: Create an Outreach
Strategy
See the San Diego County Multi-Jurisdictional Hazard Mitigation Plan’s Section Three for details about the county-wide outreach strategy.
8 4. SECTION FOUR: Review Community
Capabilities
MITIGATION CAPABILITIES
Local mitigation capabilities are existing authorities, policies, programs, and resources that reduce hazard impacts or that could be used to implement hazard mitigation activities and must be included in a hazard mitigation plan by the planning team. The planning team also may identify additional types of capabilities relevant to mitigation planning.
Outlined below are the capabilities that support the mitigation planning process and reduce the overall impact of hazards. This section is from the Multijurisdictional Hazard Mitigation Plan: City of Imperial Beach Supporting Documentation, section 4 (pgs.7-11).
This also includes information about the City of Imperial Beach’s participation in the National Flood Insurance Program (NFIP).
4.1. CAPABILITY ASSESSMENT
The primary types of capabilities for reducing long-term vulnerability through mitigation planning are:
• Planning and regulatory
• Administrative and technical
• Financial
• Education and outreach
4.1.1.Planning and Regulatory
Planning and regulatory capabilities are the plans, policies, codes, and ordinances that prevent and reduce the impacts of hazards. Please indicate which of the following your jurisdiction has in place:
Plans Yes/No
Year
Does the plan address hazards?
Does the plan identify projects to include in the
mitigation strategy?
Can the plan be used to implement mitigation actions?
Comprehensive/Master Plan No
9 Capital Improvements Plan Yes
Economic Development Plan No
Local Emergency Operations Plan No
Continuity of Operations Plan No
Transportation Plan Yes
Stormwater Management Plan Yes
Community Wildfire Protection Plan No
M. Real estate disclosure requirements No
Other special plans (e.g., brownfields
redevelopment, disaster recovery, coastal
zone management, climate change
adaptation)
Yes The City has been in the process of updating the
City’s Local Coastal Program/General Plan. The revised
document has policy language to address
This jurisdiction can expand and enhance these capabilities by continuing to remain briefed on General Plan and Capital Improvement Plan updates.
TABLE 3: FEMA LOCAL MITIGATION PLANNING HANDBOOK WORKSHEET 4.1 DATA.
4.1.2.Administrative and Technical
Administrative and technical capabilities include staff and their skills and tools that can be used for mitigation planning and to implement specific mitigation actions. For smaller jurisdictions without local staff resources, if there are public resources at the next higher-level government that can provide technical assistance, indicate so in your comments:
Administration Yes/No Describe capability
Is coordination effective?
Planner(s) or engineer(s) with knowledge of
land development and land management
practices
Yes Planning Division
10 Engineer(s) or professional(s) trained in
construction practices related to buildings
and/or infrastructure
Yes Building Division and Building Official
Planners or Engineer(s) with an
understanding of natural and/or manmade
hazards
Yes Planning Division
Mitigation Planning Committee No
Maintenance programs to reduce risk (e.g.,
tree trimming, clearing drainage systems)
Yes Tree trimming schedule
Mutual aid agreements No
Staff Yes/No
FT/PT1
Is staffing adequate to enforce regulations? Is staff
trained on hazards and mitigation?
Is coordination between agencies and staff effective?
Chief Building Official Yes
FT
Building Official is Cal OES Certified. Building
inspector(s) will be attending training before the end of 2022 to become certified.
Floodplain Administrator Yes
FT
Building Official is also Floodplain Administrator. Not currently certified as an FPA but will obtain certification in the near future.
Coordinate with FEMA staff on a regular basis for
clarification and general information.
Emergency Manager Yes
FT
Public Safety Department, Fire Marshall and
Surveyors Yes
FT
City contracts with third-party, NV5
Staff with education or expertise to assess
the community’s vulnerability to hazards
Yes
FT
Public Safety Department
Community Planner No
11 Scientists familiar with the hazards of the
community
Yes
Civil Engineer FT City contracts with third-party, NV5
Personnel skilled in GIS and/or HAZUS FT The City employs a full-time GIS Administrator Grant writers Yes
FT/PT
City staff regularly apply for grants and employs the City Engineer, Kimley-Horn to apply for Capital
Improvements project grants.
Other N/A
This jurisdiction can expand and enhance these capabilities by continuing to research and apply for local, state, and federal grants to fund staff and resources to further mitigate hazards.
TABLE 4: FEMA LOCAL MITIGATION PLANNING HANDBOOK WORKSHEET 4.1 DATA CONTINUED.
4.1.3. Financial
Identify whether your jurisdiction has access to or is eligible to use the following funding resources for hazard mitigation:
Funding Resource Access/
Eligibility
(Yes/No)
Has the funding resource been used in past and for
what type of activities?
Could the resource be used to fund future mitigation
actions?
Community Development Block Grants
(CDBG)
Yes The City utilizes CDBG funds to update sidewalks to meet ADA standards/requirements.
Capital improvements project funding Yes The City seeks and obtains grants for capital improvement projects.
Authority to levy taxes for specific purposes Yes Only with taxpayer approval Fees for water, sewer, gas, or electric
service
Yes
Impact fees for homebuyers or developers
for new developments/homes
Yes Residential Construction Tax for new dwellings,
bedroom additions, hotel/motel rooms.
Sewer impact fee for new single-family residences,
multifamily units, and commercial developments.
Trans-net fee (RTCIP) for new dwelling units.
Public improvements for projects with a valuation
exceeding $50,000
12 Incur debt through general obligation bonds Yes City has ability to issue GO bonds, with voter approval, but chooses to operate on a Pay-Go basis
Incur debt through special tax and revenue
bonds
Yes City has ability to issue Special Tax and Revenue Bonds, with voter approval if appropriate, but chooses to
operate on a Pay-Go basis
Incur debt through private activity bonds No
Repeat line N/A
How can these capabilities be expanded and improved to reduce risk? Each financial capability can be expanded and improved to reduce risk and mitigate hazards. For example, the City’s Capital Improvement Plan (CIP) can be updated to include hazard mitigation strategies and reduce risk by ensuring that investments and improvements include infrastructure such as improved wastewater systems, upgraded seismic retrofits, and construction that withstands coastal flooding and erosion.
Another example, the Transit Occupancy Tax (TOT), has increased to 14% effective January 2023. This will provide approximately $400,000 annually to the City of Imperial Beach. Potential use of funds from TOT could be allocated for safety measures and hazard mitigation as approved by City Council.
TABLE 5: FEMA LOCAL MITIGATION PLANNING HANDBOOK WORKSHEET 4.1 DATA CONTINUED.
4.1.4. Education and Outreach
Identify education and outreach programs and methods already in place that could be used to implement mitigation activities and communicate hazard-related information:
Program/Organization Yes/No
Describe program/organization and how relates to
disaster resilience and mitigation.
Could the program/organization help implement future
mitigation activities?
Local citizen groups or non-profit
organizations focused on environmental
protection, emergency preparedness, access,
and functional needs populations, etc.
Yes Community Emergency Response Team (C.E.R.T.)
Ongoing public education or information
program (e.g., responsible water use, fire
safety, household preparedness,
environmental education)
Yes Storm Ready and Tsunami Ready Programs
Natural disaster or safety related school
programs
Yes Great California Shakeout in local community and Fire Prevention Education in local schools each October
13 StormReady certification Yes
Firewise Communities certification No
Public-private partnership initiatives
addressing disaster-related issues
Yes
Other Yes Ongoing training for city employees on disaster preparedness, required ICS 100, 200 courses
How can these capabilities be expanded and improved to reduce risk? Hazard mitigation education can be expanded through the City’s website, social media pages, ongoing community events, and regularly scheduled public forums. This will reduce risk by disseminating pertinent information on a consistent basis.
Hazard mitigation education and training for city staff will ensure that staff are prepared in event of disaster and can effectively activate a city Emergency Operations Center (EOC) and city-wide operations continue.
TABLE 6: FEMA LOCAL MITIGATION PLANNING HANDBOOK WORKSHEET 4.1 DATA CONTINUED.
4.1.5.National Flood Insurance Program (NFIP)
The City of Imperial Beach is a participant in the National Flood Insurance Program (NFIP) since June 1, 1978. This city is a community that develops capabilities for conducting flood mitigation activities.
According to the 2022 FEMA Repetitive Loss Summary Report, the City of Imperial Beach has 4 Repetitive Loss residential properties, and no Severe Repetitive Loss properties. Currently there is no additional data on the repetitive loss properties.
Additional information about the City of Imperial Beach’s participation in NFIP and our capabilities is included in the Multijurisdictional Hazard Mitigation Plan: City of Imperial Beach Supporting Documentation, section 4 (pgs.7-11).
14 5. SECTION FIVE: Conduct a Risk Assessment
5.1 POTENTIAL HAZARD EXPOSURE AND LOSS ESTIMATES
The City of Imperial Beach reviewed a set of jurisdictional-level hazard maps and data provided by the County of San Diego, including detailed critical facility information and localized potential hazard exposure/loss estimates related to residential, commercial, and critical asset/facilities to identify the top hazards threatening their city. Potential hazard exposure/loss estimates are summarized in the table below:
TABLE 7 OF SUMMARY OF POTENTIAL HAZARD-RELATED EXPOSURE/LOSS IN
CITY OF IMPERIAL BEACH
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure
Loss for
Residential
Buildings
Number of
Commercial
Buildings
Potential
Exposure
Loss for
Commercial
Buildings
Number of
Critical
Facilities
Potential
Exposure for
Critical
Facilities
Coastal Storm 1,570 50 19,430,000 1 302,350 0 0
Sea Level Rise
Coastal Flooding 2,629 51 19,818,600 11 3,325,850 0 0
Mean Higher High
Water
0 0 0 1 302,350 0 0
Dam Failure 4,341 795 308,937,000 24 7,256,400 0 0
Earthquake (Loss)
(Annualized Loss -
Includes shaking,
liquefaction, and
landslide
components)
1,458 198 124,829,923 148 60,409,530 8 38,048,000
100 Year 0 0 0 0 0 0 0
500 Year 0 0 0 0 0 0 0
Floods (Loss)
100 Year 2,702 55 21,373,000 1 302,350 0 0
15 5.2 HAZARD VULNERABILITY, PROFILES, AND LOCATIONS
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were identified by the Imperial Beach LPG as their top four. A brief rational for including each of these is included.
• Earthquake: Most significant as it affects the entire community and region. • Coastal Storms/Erosion/Tsunami: More frequent, but historically quite localized. • Dam Failure: Possible, but low potential.
• Other Human Caused Hazards: No significant targets
The table below gives a brief description of remaining, omitted hazards and the reasons for their exclusion:
Hazard Description Reason for Exclusion
Avalanche A mass of snow moving down a slope.
There are two basic elements to a slide; a
steep, snow-covered slope and a trigger
Snowfall in County mountains
not significant; poses very
minor threat compared to other
hazards
Expansive soils Expansive soils shrink when dry and swell when wet. This movement can exert
enough pressure to crack sidewalks,
driveways, basement floors, pipelines and
even foundations
Presents a minor threat to
limited portions of the County
Hailstorm Can occur during thunderstorms that bring
heavy rains, strong winds, hail, lightning,
and tornadoes
Occurs during severe
thunderstorms; most likely to
occur in the central and
southern states; no historical
500 Year 2,702 55 21,373,000 3 907,050 0 0
Rain-Induced Landslide
High Risk 0 0 0 0 0 0 0
Moderate Risk 0 0 0 0 0 0 0
Tsunami 8,019 2,068 803,624,800 94 28,420,900 0 0
Wildfire/Structure Fire
High Fire Hazard 0 6 2,331,000 0 0 0 0
Very High Fire
Hazard 0 0 0 0 0 0 0
16 Hazard Description Reason for Exclusion
record of this hazard in the
region.
Land subsidence Occurs when large amounts of ground
water have been withdrawn from certain
types of rocks, such as fine-grained
sediments. The rock compacts because the
water is partly responsible for holding the
ground up. When the water is withdrawn,
the rocks fall in on themselves.
Soils in the County are mostly
granitic. Presents a minor threat
to limited parts of the county.
No historical record of this
hazard in the region.
Tornado A tornado is a violent windstorm
characterized by a twisting, funnel-shaped
cloud. It is spawned by a thunderstorm (or
sometimes because of a hurricane) and
produced when cool air overrides a layer of
warm air, forcing the warm air to rise
rapidly. The damage from a tornado is a
result of the high wind velocity and windblown debris.
Less than one tornado event
occurs in the entire State of
California in any given year;
poses very minor threat
compared to other hazards. No
historical record of this hazard
in the region.
Volcano A volcano is a mountain that is built up by
an accumulation of lava, ash flows, and
airborne ash and dust. When pressure from
gases and the molten rock within the
volcano becomes strong enough to cause
an explosion, eruptions occur
No active volcanoes in San
Diego County. No historical
record of this hazard in the
region.
Windstorm A storm with winds that have reached a
constant speed of 74 miles per hour or
more
Maximum sustained wind speed
recorded in the region is less
than 60 miles per hour and
would not be expected to cause
major damage or injury.
5.2.1. Vulnerability To Specific Hazards
An estimate of the vulnerability of the City to each identified priority hazard, in addition to the estimate of likelihood of future occurrence, is provided in each of the hazard-specific sections that follow.
Vulnerability is measured in general, qualitative terms and is a summary of the potential impact based on past occurrences, spatial extent, and damage and casualty potential. It is categorized by the City into the following classifications:
➢ Extremely Low—The occurrence and potential cost of damage to life and property is very minimal to nonexistent.
➢ Low—Minimal potential impact. The occurrence and potential cost of damage to life and property is minimal.
17 ➢ Medium—Moderate potential impact. This ranking carries a moderate threat level to the general population and/or built environment. Here the potential damage is more isolated and less costly than a more widespread disaster.
➢ High—Widespread potential impact. This ranking carries a high threat to the general population and/or built environment. The potential for damage is widespread. Hazards in this category may have occurred in the past.
➢ Extremely High—Very widespread with catastrophic impact.
Depending on the hazard and availability of data for analysis, this hazard specific vulnerability assessment also includes information on values at risk, populations at risk, critical facilities and infrastructure, and future development.
Earthquake
Likelihood of Future Occurrence – Likely: 10 to 90 percent probability of occurrence in the next year or a recurrence interval of 1 to 10 years
Vulnerability – Medium
Hazard Profile and Problem Description
An earthquake is caused by a sudden slip on a fault. Stresses in the earth’s outer layer push the sides of the fault together. Stress builds up, and the rocks slip suddenly, releasing energy in waves that travel through the earth’s crust and cause the shaking that is felt during an earthquake. Earthquakes can cause structural damage, injury, and loss of life, as well as damage to infrastructure networks, such as water, power, gas, communication, and transportation. Earthquakes may also cause collateral emergencies including dam and levee failures, seiches, hazmat incidents, fires, avalanches, and landslides. The degree of damage depends on many interrelated factors. Among these are: the magnitude, focal depth, distance from the causative fault, source mechanism, duration of shaking, high rock accelerations, type of surface deposits or bedrock, degree of consolidation of surface deposits, presence of high groundwater, topography, and the design, type, and quality of building construction.
Location and Extent
Virtually any land bordering the Pacific Ocean is subject to those effects of the movements of the earth's crust known as earthquakes. Even though Southern California is known for its earthquakes, actual losses to life and property have been small. In fact, these losses have been much less than other areas of the world, which routinely suffer from tornadoes, epidemics, hurricanes, or earthquakes. It is generally agreed, however, that the potential for severe earthquake damage does exist, and that local authorities should provide some measure of security against that potential. The purpose of the Safety Element is, therefore, to set forth policies and programs which will help protect life and property from preventable damage due to seismic activity.
Available data indicate there are three major regional zones of faulting within the San Diego region: (1) the San Jacinto FaultZone, located in the eastern part of the county, is considered to be a major active branch of the San Andreas fault system, the maximum probable earthquake from this fault is between
7.5 and 7.8 on the Richter scale; (2) the Elsinore fault zone paralleling the San Jacinto fault zone is the largest known active fault in the county of San Diego. It is approximately 135 miles long. The area of most probable activity is between Lake Elsinore and Vallecito Valley, a distance of about 60 miles.
18 The maximum probable earthquake magnitude from this fault is 7.6; and (3) the Rose Canyon fault zone, paralleling the Pacific coastline, is considered to be the possible southeasterly extension of the Newport‐ Inglewood fault zone, which was the source of the 1933 Long Beach earthquake. The Sweetwater and La Nacion Faults are located 4 to 6 miles inland from and parallel to the Rose Canyon fault and San Diego Bay. Presumably, they are related to the fault system which created the depression now occupied by San Diego Bay and Mission Bay.
These two faults do not appear to have been active in recent time. The La Nacion is the closest fault to Imperial Beach, being located about two miles east of the City. The San Diego region has historically been seismically quiet (less than 4.0 on the Richter scale) although at least 23‐recorded epicenters of 2.0 to 3.0 have been recorded since 1948. Historic records in the San Diego region date back 200 years. Of that period, the last 40 years represent accurate technical data. The Elsinore and San Jacinto faults have exhibited enough activity to warrant making statements on their respective degree of activity as follows:
For the Elsinore fault: one in 60 years at 7.3 magnitude; one in 100 years at a magnitude of 7.6 (maximum credible); and For the San Jacinto fault: one in 90 years at 7.3; and one in 100 years at 7.8 magnitude (maximum credible, McEven and Pinckey).
Recent research also suggests that the Rose Canyon Fault has considerable destructive potential and is capable of producing a magnitude 6.9 earthquake. Its proximity to Imperial Beach would mean an earthquake could dramatically impact Imperial Beach and could trigger a near‐shore tsunami. Estimates suggest that the fault produces one substantial earthquake every 700 years with the most recent one occurring in 1862 that may have measured around 6.0.
19 San Diego Seismic Safety / Earthquake Map – City of Imperial Beach Rose Canyon Fault Zone – San Diego County
Coastal Storms/Erosion/Tsunami/Sea Level Rise
Likelihood of Future Occurrence – Likely: 10 to 90 percent probability of occurrence in the next year or a recurrence interval of 1 to 10 years
Vulnerability – Medium
Hazard Profile and Problem Description
20 Coastal Storms/Erosion/Tsunami’s
Likelihood of Future Occurrence – Likely: 10 to 90 percent probability of occurrence in the next year or a recurrence interval of 1 to 10 years
Vulnerability – Medium
Hazard Profile and Problem Description
Coastal storms happen when different meteorological conditions converge. Coastal storms are organized systems that have unique characteristics, but each type can turn deadly due to their hazardous consequences — sustained destructive winds, heavy rainfall, storm surge, coastal flooding, and erosion.
Under existing conditions portions of the City’s storm water and wastewater systems are vulnerable to tidal inundation, flooding, and erosion. Additionally, all existing beach accesses and oceanfront property are in existing coastal erosion and coastal flood hazard zones associated with a 100‐year storm event.
Surface run‐off, a condition intensified by development as a result of soil compaction and an increase in the amount of impervious surfaces, is presently handled by the street system and a small storm drain system. Most of the captured run‐off is deposited directly into the San Diego Bay, Pacific Ocean or the Tijuana Estuary.
A tsunami is a sea wave generated by a submarine earthquake, landslide or volcanic action. While the possibility of a major tsunami from either of the latter two events is considered to be extremely remote for Imperial Beach, a tsunami caused by a submarine earthquake is considered possible. Submarine earthquakes are common around the edges of the Pacific Ocean, as well as other areas. Therefore, all of the Pacific Coastal areas are subject to this potential hazard to a greater or lesser degree.
Tsunamis travel across the ocean as powerful, long, but low waves; perhaps 50 miles long and only one or two feet high. Traveling at almost 500 mph in the Pacific, such a wave in the open causes no problems; and, in fact, the slope of the wave front may be imperceptible to a ship at sea. However, as the tsunami waves approach the coastline, they are affected by shallow bottom topography and the configuration of the coastline, which transform the waves into very high, potentially devastating waves.
Even if large waves do not occur, strong currents (as high as 40 feet per second) can cause extensive damage. Near‐source tsunamis can occur from earthquakes that are generally less than 200 kilometers away and of 6.5 magnitude or greater. The waves from these tsunamis are likely to be extremely powerful and can impact the shore in 3 – 15 minutes. Faults such as Rose Canyon could trigger such an event. Even though most of Imperial Beach lies within the category of low‐lying shoreline, it is not possible to predict the likelihood or magnitude of a major tsunami.
Location and Extent
The risk of flooding due to surface run‐off and coastal flooding is increasing due to sea level rise and climate change. Key findings from the Imperial Beach Sea Level Rise Assessment Study (SLR Study, 2016) include:
• Tidal inundation already impacts many of the key storm water outlets that drain into the Bay and Estuary particularly during high tides.
21 • Nearly 800 feet of wastewater pipe is currently exposed to existing erosion hazards. • Five wastewater pump stations are currently vulnerable to coastal flooding. Presently, 1.7 miles of roads are potentially subject to coastal erosion from a 100‐year wave erosion event. • All of the beach accesses and oceanfront properties are in existing coastal erosion and coastal flood hazard and tsunami hazard zones associated with a 100‐year wave event.
Tsunami Inundation Map – San Diego County – Imperial Beach, CA – Updated 2022
22 Tsunami Evacuation Map – Imperial Beach, CA
Dam Failure
Likelihood of Future Occurrence – Unlikely: Less than 1 percent probability of occurrence in the next year or a recurrence interval of greater than every 100 years.
Vulnerability – Medium
Hazard Profile and Description
Dam failures can result in severe flood events. When a dam fails, a large quantity of water is suddenly released with a great potential to cause human casualties, economic loss, lifeline disruption, and environmental damage. A dam failure is usually the result of age, poor design, or structural damage
23 caused by a major event such as an earthquake or flood. While dam failures are not common, nationally, the most common reasons for dam failures are:
• Piping: Internal erosion caused by embankment leakage, foundation leakage and deterioration of pertinent structures appended to the dam.
• Erosion: Inadequate spillway capacity causing overtopping of the dam, flow erosion, and inadequate slope protection.
• Structural Failure: Caused by an earthquake, slope instability or faulty construction Map of Dam Failure Extent– San Diego County, CA
Human-Caused Hazards
Likelihood of Future Occurrence – Unlikely : Less than 1 percent probability of occurrence in the next year or a recurrence interval of greater than every 100 years.
Vulnerability – Extremely Low
Hazard Profile and Description
24 Human-Caused Hazards are events that are caused by humans and occur in or close to human settlements. The events leading up to a human-caused hazard may be the result of deliberate or negligent human actions, but their impact can be equally as devastating. These types of hazards could include terrorism, active shooters, chemical and hazmat events, health threats, and radio logical and nuclear events.
Should a catastrophic manmade hazard type event occur, this would likely impact the entire community of Imperial Beach. The full impact would be predicated on the type of hazard that occurred. The impact would likely extend towards the local miliary bases that are located within city limits and in the neighboring city of Coronado. The miliary base located within Imperial Beach is the Naval Outlying Landing Field Imperial Beach (NOLF IB). It is locally referred to as Ream Field and is a U.S. Government Naval installation that is a part of Naval Base Coronado. Activities on the installation include naval operational handling of overflow helicopter squadrons traffic from adjacent North Island installations.
The southeastern portion of the base is part of the Tijuana River National Estuarine Research Reserve (TRNERR).
6. SECTION SIX: Develop a Mitigation
Strategy
6.1 HAZARD MITIGATION GOALS, OBJECTIVES, AND ACTIONS
Listed below are Imperial Beach’s specific hazard mitigation goals, objectives, and related potential actions. For each goal, one or more objectives have been identified that provide strategies to attain the goal. Where appropriate, the City has identified a range of specific actions to achieve the objective and goal. The goals and objectives were developed by considering the risk assessment findings, localized hazard identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-term hazard reduction or enhancement of capabilities. To help in further development of these goals and objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES to specifically discuss these hazard-related goals, objectives, and actions as they related to the plan. Representatives of numerous City departments involved in hazard mitigation planning, including Fire, Public Works, Planning, and Marine Safety provided input to the Imperial Beach LPG.
Once developed, City staff will submit the plan to Cal OES and FEMA for approval. Once it is approved by FEMA the plan will be taken to the City Council for adoption.
25 The draft plan was posted on the Office of Emergency Services Website to present these preliminary goals, objectives, and actions to citizens and to receive public input. Specific questions were asked, and the public was requested to provide comments and suggestions regarding the draft plan and the proposed mitigation actions. An email address was provided for the public to send comments and suggestions to. This email address was checked daily for public input. The following sections present the hazard-related goals, objectives and actions as prepared by Imperial Beach’s LPG in conjunction with the Hazard Mitigation Working Group, locally elected officials, and local citizens.
6.1.1. Goals
The City of Imperial Beach has developed the following 9 Goals for their Hazard Mitigation Plan and actions for their city (See Attachment A for Goal 9).
• Goal 1. Promote disaster-resistant future development. • Goal 2. Increase public understanding and support for effective hazard mitigation. • Goal 3. Build and support local capacity and commitment to become less vulnerable to hazards. • Goal 4. Enhance hazard mitigation coordination and communication with Federal, State and County governments. By reducing the possibility of damage and losses to existing assets, particularly people, critical facilities/infrastructure, and City-owned facilities, due to the below listed additional goals.
• Goal 5. Dam Failure
• Goal 6. Earthquakes
• Goal 7. Coastal flooding, erosion, tsunami, and sea-level rise • Goal 8. Floods
• Goal 9. Human-Caused Hazards
6.1.2. Objectives and Actions
The City of Imperial Beach developed the following broad list of objectives and actions to assist in the implementation of each of their 9 identified goals. The City of Imperial Beach developed objectives to assist in achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that would assist in their implementation. A discussion of the prioritization and implementation of the action items is provided in Section 1.1.5 Goal 1: Promote disaster resistant future development Applies to New
Existing,
or Both
Objective AI: Facilitate the development or updating of general plans and zoning ordinances to limit development in hazard areas.
Action 1.A.1 Update General Plan every 10 years. Both
Action 1.A.2 Attract and retain qualified, professional, and experienced staff. Both Action 1.A.3 Continue to identify high hazard areas Both Action 1.A.4 Continue to include hazard area maps. Both
26 Objective 1.B: Facilitate the adoption of building codes that protect existing assets and restrict new development in hazard areas.
Action 1.B.1 Continue to review Codes every 3 years. Both Action 1.B.2 Establish emergency review procedures for codes. Both Objective 1.C: Facilitate consistent enforcement of general plans, zoning ordinances, and building codes.
Action 1.C.1 Continue to staff enforcement personnel to a level to ensure compliance. Both Action 1.C.2 Develop Enforcement Group to ensure coordination and standardization of permits for all departments.
Both
Objective 1.D: Limit future development in hazardous areas.
Action 1.D.1 Development should be in harmony with existing topography. Both Action 1.D.2 Development patterns should respect environmental characteristics. Both Action 1.D.3 Clustering should be encouraged. Both
Action 1.D.4 Development should be limited in areas of known geologic hazards. Both Objective 1.E: Address identified data limitations regarding the lack of information about new development and build-out potential in hazard areas.
Action 1.E.1 Continue to develop Geographic Information Systems (GIS) capabilities to identify hazards.
Both
Action 1.E.2 Continue to use the developed data sets to test hazard scenarios and mitigation
Both
Action 1.E.3 Continue to utilize the Internet as a communication tool, as well as an educational tool.
Both
Objective 1.F: Increase public understanding, support and demand for hazard mitigation for new developments.
Action 1.F.1 Continue to gain public acceptance for avoidance policies in high hazard areas.
Both
Action 1.F.2 Continue to publicize and adopt the appropriate hazard mitigation measures.
Both
Action 1.F.3 Continue to help create demand for hazard resistant construction and site planning.
Both
Goal 2: Increase public understanding and support for effective hazard mitigations Applies to New
Existing,
or Both
27 Objective 2.A: Educate the public to increase awareness of hazards and opportunities for mitigation actions.
Action 2.A.1 Continue to publicize and encourage the adoption of appropriate hazard mitigation actions.
Both
Action 2.A.2 Continue to provide information to the public about disaster preparedness on the City website, Newsletter, Citywide mail outs, Prevention Program and in conjunction with Special Events.
Both
Action 2.A.3 Continue to heighten public awareness of hazards by using the City Public Information Officer.
Both
Action 2.A.4 Continue to gain public acceptance for avoidance policies in high hazard areas
Both
Action 2.A.5 Continue to identify hazard specific issues and needs Both Action 2.A.6 Continue to help create demand for hazard resistant construction and site planning
Both
Action 2.A.7 Maintain Cert program for the City Both
Objective 2.B: Promote partnerships between the state, counties, local and tribal governments to identify, prioritize, and implement mitigation actions.
Action 2.B.1 Develop, maintain, and improve lasting partnerships. Both Action 2.B.2 Maintain the auto aid agreement with Navy Ream Field. Both Action 2.B.3 Support the County Fire Safe Council. Both Action 2.B.4 Promote cooperative Vegetation Management Programs that incorporate hazard mitigation.
Both
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Continue to increase awareness and knowledge of hazard mitigation principles and practices.
Both
Action 2.C.2 Continue to encourage businesses to develop and implement hazard mitigation actions.
Both
Action 2.C.3 Continue to identify hazard-specific issues and needs. Both Objective 2.D: Monitor and publicize the effectiveness of mitigation actions implemented citywide.
Action 2.D.1 Use the City Website, Newsletter, etc. to publicize mitigation actions. Both Action 2.D.2 Continue to establish budget and identify funding sources for mitigation outreach.
Both
Objective 2.E: Provide education on hazardous conditions.
Action 2.E.1 Continue to support public and private sector symposiums. Both Action 2.E.2 Continue to coordinate production of brochures, informational packets and other handouts.
Both
28 Action 2.E.3 Continue to develop partnerships with the media on hazard mitigation.
Both
Goal 3: Build and support local capacity and commitment to become less vulnerable to hazards.
Applies to
New
Existing,
or Both
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles and practice among local officials and staff.
Action 3.A.1 Continue to use Media, City Publicist and Public Safety demonstrations to increase the number of news releases.
Both
Action 3.A.2 Continue to conduct meetings with key elected officials to determine local issues and concerns.
Both
Action 3.A.3 Continue to demonstrate the importance of pre-disaster mitigation planning to the City Council and other public officials.
Both
Action 3.A.4 Continue to use staff orientation, ICS and EOC training, policy and procedures to increase awareness.
Both
Objective 3.B: Develop hazard mitigation plan and provide technical assistance to implement plan.
Action 3.B.1 Continue to coordinate the development of a multi-jurisdictional plan. Both Action 3.B.2 Form City Working Group to update and monitor the City’s portion of the plan.
Both
Objective 3.C: Limit growth and development in hazardous areas.
Action 3.C.1 Continue to update GIS mapping to identify hazardous areas. Both Action 3.C.2 Continue to enforce trespassing regulations in high-risk areas. Both Action 3.C.3 Continue to update General Plan and zoning regulations to reflect hazardous areas.
Both
Action 3.C.4 Continue to support transfer of development rights in hazard prone areas Both Objective 3.D: Continue upgrade City EOC.
Action 3.D.1 Maintain the planning group to determine needs. Both
29 Action 3.D.2 Continue to seek grant funding for upgrades. Both Action 3.D.3 Continue to conduct EOC training for all city staff Both Action 3.D.4 Upgrade EOC technology for mobile and onsite capabilities Both Action 3.D.5 Upgrade and improve infrastructure to include backup power to all existing city facilities, i.e., generators for all city facilities/buildings Both
Goal 4: Enhance hazard mitigation coordination and communication with Federal, State and County governments.
Applies to
New
Existing, or
Both
Objective 4.A: Establish and maintain closer working relationships with Federal, State and County agencies.
Action 4.A.1 Continue to encourage and assist in development of multi-jurisdictional/ multi-functional training and exercises to enhance hazard mitigation.
Both
Action 4.A.2 Continue to maintain working relationships with agencies providing resources and expertise in hazard mitigation.
Both
Action 4.A.3 Continue to continuously demonstrate the importance of pre-disaster mitigation planning to the City Council and other public officials.
Both
Action 4.A.4 Continue to use staff orientation, ICS and EOC training, policy, and procedures to increase awareness.
Both
Objective 4.B: Encourage other organizations to incorporate hazard mitigation activities.
Action 4.B.1 Continue to establish and maintain lasting partnerships including HIRT JPA. Both Action 4.B.2 Continue to streamline policies to eliminate conflicts and duplication of effort.
Both
Objective 4.C: Improve the City’s capability and efficiency at administering pre- and post-disaster mitigation.
Action 4.C.1 Maintain consistency with the State in administering recovery programs. Both Action 4.C.2 Continue to improve coordination with the County OES in dealing with local issues.
Both
30 Goal 5: Reduce the possibility of damage and losses to existing assets, including people, critical facilities/infrastructure, and public facilities due to dam failure.
Applies to
New
Existing,
or Both
Objective 5.A: Develop a comprehensive approach to reducing the possibility of damage and losses due to dam failure
Action 5.A.1 Update inundation maps every 10 years. Both Objective 5.B: Protect existing assets with the highest relative vulnerability to the effects of a dam failure.
Action 5.B.1 Identify hazard-prone structures. Both
Action 5.B.2 Construct barriers around structures. Both Action 5.B.3 Encourage structural retrofitting. New
Action 5.B.4 Encourage participation in National Flood Insurance. Both Objective 5.C: Coordinate with and support existing efforts to mitigate dam failure (e.g., US Army Corps of Engineers, US Bureau of Reclamation, California Department of Water Resources).
Action 5.C.1 Revise development ordinances to mitigate effects of development on wetland areas.
Both
Action 5.C.2 Incorporate and maintain valuable wetlands in open space preservation programs.
Both
Action 5.C.3 Review and revise, if necessary, sediment and erosion control regulations.
Both
Objective 5.D: Protect floodplains from inappropriate development.
Action 5.D.1 Strengthen existing development regulations to discourage land uses and activities that create hazards.
Both
Action 5.D.2 Plan and zone for open space, recreational, agricultural, or other low intensity uses within floodway fringes.
Both
Goal 6: Reduce the possibility of damage and losses to existing assets, including people, critical facilities/infrastructure and public facilities due to earthquakes.
Applies to
New
Existing,
or Both
31 Objective 6.A: Develop a comprehensive approach to reducing the possibility of damage and losses due to earthquakes.
Action 6.A.1 Update, adopt Building Codes to reflect current earthquake standards. Both Action 6.A.2 Participate in community awareness meetings. Both Action 6.A.3 Develop and distribute printed publications to the communities concerning hazards.
Both
Objective 6.B: Protect existing assets with the highest relative vulnerability to the effects of earthquakes.
Action 6.B.1 Identify hazard-prone structures through GIS modeling. Both Action 6.B.2 Build critical facilities that function after a major earthquake. Both Objective 6.C: Coordinate with and support existing efforts to mitigate earthquake hazards Action 6.C.1 Identify projects for pre-disaster mitigation funding. Both Objective 6.D: Address identified data limitations regarding the lack of information about the relative vulnerability of assets from earthquakes.
Action 6.D.1 Assess Citywide infrastructure regarding earthquake risk. Both Action 6.D.2 Encourage the public to prepare and maintain a 3-day preparedness kit for home and work.
Both
Goal 7: Reduce the possibility of damage and losses to existing assets, including people, critical facilities/infrastructure and public facilities due to coastal storms/erosion/tsunami.
Applies to
New
Existing,
or Both
Objective 7.A: Develop a comprehensive approach to reducing the possibility of damage and losses due to coastal flooding, erosion, tsunami, and sea level rise Action 7.A.1 Participate in community awareness meetings Both Action 7.A.2 Develop and distribute printed publications to the community concerning hazards.
Both
Action 7.A.3 Clear identification of impacts from future sea level rise Both
32 Action 7.A.4 Continue to explore strategies and opportunities for sand replenishment Action 7.A.5 Coordinate with Cities of Coronado, Chula Vista, National City, San Diego, the Port of San Diego, and all regional, state, or federal agencies for coastal resiliency planning and project implementation.
Objective 7.B: Protect existing assets with the highest relative vulnerability to the effects of coastal storms/erosion.
Action 7.B.1 Retrofit structures to strengthen resistance to damage. Both Action 7.B.2 Encourage the public to prepare and maintain a 3-day preparedness kit for home and work.
Both
Objective 7.C: Coordinate with and support existing efforts to mitigate severe coastal storms/erosion.
Action 7.C.1 Continue to review and update plans that would include coordination with cities, special districts, and County departments.
Both
Action 7.C.2 Continue to develop and publish information sources for the public. Both Objective 7.D: Address identified data limitations regarding the lack of information about the relative vulnerability of assets from coastal storms/erosion.
Action 7.D.1 Identify hazard-prone structures through GIS modeling Both Goal 8: Reduce the possibility of damage and losses to existing assets, including people, critical facilities/infrastructure and public facilities due to noncoastal floods.
Applies to
New
Existing, or
Both
Objective 8.A: Develop a comprehensive approach to reducing the possibility of damage and losses due to floods.
Action 8.A.1 Continue to review and revise existing flood control standards, zoning and building requirements.
Both
Action 8.A.2 Continue to identify flood-prone areas by using GIS. Both
33 Action 8.A.3 Increase the capacity of storm drains, particularly in areas with known ponding during rain events.
Action 8.A.4 Use permeable surfaces, landscaped swales, and green infrastructure to the extent feasible to reduce peak stormwater flows
Action 8.A.5 Conduct frequent cleanings of storm drain system, especially before, during, and after storm events.
Objective 8.B: Protect existing assets with the highest relative vulnerability to the effects of floods within the 100-year floodplain.
Action 8.B.1 Continue to assure adequate funding to restore damaged facilities to 100-year flood design.
New
Action 8.B.2 Continue to update storm water system plans and improve storm water facilities in high-risk areas.
Both
Action 8.B.3 Continue to ensure adequate evacuation time in case of major hazard event.
Both
Objective 8.C: Coordinate with and support existing efforts to mitigate floods (e.g., US Army Corps of Engineers, US Bureau of Reclamation, California Department of Water Resources).
Action 8.C.1 Develop a flood control strategy that ensures coordination with Federal, State and local agencies.
Both
Action 8.C.2 Improve hazard warning and response planning Objective 8.D: Address identified data limitations regarding the lack of information about the relative vulnerability of assets from flooding.
Action 8.D1 Continue to encourage the public to prepare and maintain a 3-day preparedness kit for home and work.
Both
Action 8.D.2 Continue to increase participation and improve compliance with the National Flood Insurance Program (NFIP). Periodically review the City’s compliance with NFIP regulations, as resources become available.
Both
34 6.2 PRIORITIZATION AND IMPLEMENTATION OF ACTION ITEMS Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items was formed by the LPG weighing STAPLEE criteria (including cost-benefit review) The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an action plan that not only includes prioritized actions but one that includes information on how the prioritized actions will be implemented. Implementation consists of identifying who is responsible for which action, what kind of funding mechanisms and other resources are available or will be pursued, and when the action will be completed.
Mitigation actions are aligned with the top natural or human-caused hazards. Structure or wildland fires are omitted due to there being no significant history for the City of Imperial Beach. Actions are aligned with objectives and corresponding actions listed above in Section 6.1. Using FEMA’s recommended Mitigation Ideas document, each mitigation action was summarized into four types including: Local Planning and Regulations, Structure and Infrastructure Projects, Natural Systems Protections, and Education and Awareness Programs.
For more information on potential funding sources and grants, please see the County of San Diego Multi-jurisdictional Hazard Mitigation Base Plan, Section 6.2.
35 Jurisdiction: City of Imperial Beach
Hazard Addressed: Coastal Storms/Erosion/Tsunami
Mitigation Action/Project
Title:
Conduct retrofitting for vulnerable critical facilities/infrastructure and public facilities most at risk to coastal storms/erosion/tsunami.
Background/Issue: Under existing conditions portions of the City’s storm water and wastewater systems are vulnerable to tidal inundation, flooding, and erosion. Additionally, all existing beach accesses and oceanfront property are in existing coastal erosion and coastal flood hazard zones associated with a 100‐year storm event.
Ideas for Integration: Local Planning and Regulations
• Action 8.A.1 Continue to review and revise existing flood control standards, zoning and building requirements.
• Action 8.A.2 Continue to identify flood-prone areas by using GIS. • Action 8.C.1 Develop a flood control strategy that ensures coordination with Federal, State and local agencies.
• Action 7.A.3 Clear identification of impacts from future sea level rise Structure and Infrastructure
• Action 8.B.1 Continue to assure adequate funding to restore damaged facilities to 100-year flood design.
• Action 8.B.2 Continue to update storm water system plans and improve storm water facilities in high-risk areas.
Natural Systems Protection
• Action 7.A.4 Continue to explore strategies and opportunities for sand replenishment Education and Awareness
• Action 8.D1 Continue to encourage the public to prepare and maintain a 3-day preparedness kit for home and work.
• Action 8.D.2 Continue to increase participation and improve compliance with the National Flood Insurance Program (NFIP). Periodically review the City’s compliance with NFIP regulations, as resources become available.
Responsible Agency: City of Imperial Beach (Community Development, Public Works, Fire-Rescue, and Marine Safety)
Partners: US Army Corps of Engineers, US Bureau of Reclamation, California Department of Water Resources, Coastal Commission, Port of San Diego, San Diego County Office of Emergency Services
Potential Funding: General Fund, Grants
Cost Estimate: Undetermined. Varies, dependent upon cost at time of implementation and/or response Benefits:
(Losses
Avoided)
• Reduced risk of property damage and public facilities • Reduced risk and damage to coast/beaches
• Increased awareness across community regarding safety and preparedness Timeline: 2023-2027 – Ongoing
Priority: High
Worksheet Completed by: John French, Fire Chief, City of Imperial Beach Fire-Rescue
36 Jurisdiction: City of Imperial Beach
Hazard Addressed: Dam Failure
Mitigation Action/Project
Title:
Update maps of potential dam failure inundation area. The City will coordinate with the USACE and the California's Division of Safety of Dams on updating Emergency Action Plans for jurisdictional dams. Part of this effort will include updating maps of dam inundation areas.
Background/Issue: A dam failure while unlikely is usually the result of age, poor design, or structural damage caused by a major event such as an earthquake or flood.
Ideas for Integration: Local Planning and Regulations
• Action 5.A.1 Update inundation maps every 10 years.
• Action 5.C.3 Review and revise, if necessary, sediment and erosion control regulations.
• Action 5.D.1 Strengthen existing development regulations to discourage land uses and activities that create hazards.
• Action 5.D.2 Plan and zone for open space, recreational, agricultural, or other low intensity uses within floodway fringes.
Structure and Infrastructure
• Action 5.B.1 Identify hazard-prone structures.
• Action 5.B.2 Construct barriers around structures.
• Action 5.B.3 Encourage structural retrofitting.
Natural Systems Protection
• Action 5.C.2 Incorporate and maintain valuable wetlands in open space preservation programs.
• Action 5.C.1 Revise development ordinances to mitigate effects of development on wetland areas.
Responsible Agency: City of Imperial Beach
Partners: San Diego County Office of Emergency Services State of California Office of Emergency Services
Potential Funding: General Fund, Grants
Cost Estimate: Undetermined. Varies, dependent upon cost at time of implementation and/or response
Benefits: (Losses Avoided) • Reduced risk of property damage and public facilities • Decreased infrastructure losses
• Increased awareness across community regarding safety and preparedness Timeline: 2023-2027 – Ongoing
Priority: Low as Dam Failure is unlikely
Worksheet Completed by: John French, Fire Chief, City of Imperial Beach Fire-Rescue
37 Jurisdiction: City of Imperial Beach
Hazard Addressed: Earthquake
Mitigation Action/Project
Title:
Conduct seismic retrofitting for critical facilities/infrastructure and public facilities most at risk to earthquakes.
Background/Issue: Earthquakes continue to be an ongoing threat and potential hazard for the San Diego region. Research suggests that the Rose Canyon Fault can produce a magnitude 6.9 earthquake. Its proximity to Imperial Beach would mean an earthquake could dramatically impact Imperial Beach and could trigger a near‐ shore tsunami. Estimates suggest that the fault produces one substantial earthquake every 700 years with the most recent one occurring in 1862 that may have measured around 6.0.
Ideas for Integration: Local Planning and Regulations
• Action 6.A.1 Update, adopt Building Codes to reflect current earthquake standards.
Structure and Infrastructure
• Action 6.B.1 Identify hazard-prone structures through GIS modeling. • Action 6.B.2 Build critical facilities that function after a major earthquake.
• Action 6.D.1 Assess Citywide infrastructure regarding earthquake risk.
Education and Awareness
• Continue and promote city-wide participation in Great California Shakeout preparation event
• Action 6.D.2 Encourage the public to prepare and maintain a 3-day preparedness kit for home and work.
Responsible Agency: City of Imperial Beach (Community Development, Public Works, and Public Safety) Partners: County of San Diego of Emergency Services
State of California Office of Emergency Services
Potential Funding: General Fund, Grants
Cost Estimate: Undetermined. Varies, dependent upon cost at time of implementation and/or response
Benefits: (Losses Avoided) • Decrease infrastructure losses • Increase awareness across community regarding safety and preparedness • Protection for city-wide systems so operations continue in the event of an earthquake
• City departments are prepared and response ready in case of earthquake Timeline: 2023-2027 – Ongoing
Priority: High
Worksheet Completed by: John French, Fire Chief, City of Imperial Beach Fire-Rescue
38 Jurisdiction: City of Imperial Beach
Hazard Addressed: Human-Caused Hazards
Mitigation Action/Project
Title:
Due to the recent rise of national cyber security threats and public sector exposure, develop a training program to educate all City staff about cyber security risks and solutions for reporting and remediating threats.
Background/Issue: Human-caused hazards are events that are caused by humans and occur in or close to human settlements. The events leading up to a man-made hazard may be the result of deliberate or negligent human actions. Types of hazards could include terrorism / cyber terrorism, active shooters, chemical and hazmat events, health threats, and radiological and nuclear events.
Ideas for Integration: Local Planning and Regulations
• Action 9.A.1 Continue to develop and maintain comprehensive pre-incident and recovery plans
Structure and Infrastructure
• Action 9.B.1 Implement Closed Circuit Television (CCTV) security systems with recording capabilities.
• Action 9.B.2 Key critical facilities should control all on-site parking with ID checks and access control systems.
• Action 9.B.3 Design site circulation to minimize vehicle speeds and eliminate direct approaches to structures.
• Action 9.H.1 Continue to use and install security solutions such as firewalls and antivirus software across City networks that identity and monitor all cybersecurity threats
Education and Awareness
• Action 9.C.1 Continue to maintain updated Site Emergency Response Plans (SERPs). • Action 9.C.2 Continue to conduct training and exercises for all employees. • Action 9.C.3 Develop and maintain a Business Continuity Plan for each City department.
• Action 9.D.2 Continue to develop and maintain public education & outreach programs.
• Action 9.E.1 Continue efforts to encourage the public to prepare and maintain a 3- day preparedness kit for home and work.
• Action 9.H.2 Continue to train and educate all city staff on cybersecurity risks and offer solutions for reporting and remediating threats
Responsible Agency: City of Imperial Beach – Information Technology Department and Fire-Rescue Department Partners: San Diego County Sheriff Department and San Diego County Office of Emergency Services Potential Funding: General Fund, Grants
Cost Estimate: Undetermined. Varies, dependent upon cost at time of implementation and/or response Benefits: (Losses Avoided) • Decrease loss to Infrastructure and technology systems • Protection of city-wide systems so operations continue in the event of an emergency • City departments are prepared and response ready in case of manmade hazard Timeline: 2023-2027 – Ongoing
Priority: High
Worksheet Completed by: John French, Fire Chief, City of Imperial Beach Fire-Rescue
39 The City of Imperial Beach will continue to prioritize additional local mitigation efforts. These priorities are focused on addressing hazards as a whole while reflecting progress in local mitigation efforts as well as changes in development. The top 8 prioritized actions as well as an implementation strategy for each are:
Priority Action #1: Conduct multi-functional ICS and EOC training and exercises for all employees to enhance hazard mitigation
Coordinating Individual/Organization: Fire-Rescue, County of San Diego Office of Emergency Services Potential Funding Source: General Fund, SHSP, UASI, other Grants Implementation Timeline: 2023 –2027
Hazard Mitigated: All Hazards
Priority Action #2: Upgrade EOC technology and facilities both onsite and mobile Coordinating Individual/Organization: Public Safety, Information Technology (IT) Potential Funding Source: General Fund, SHSP, UASI, other Grants Implementation Timeline: 2023-2027
Hazard Mitigated: All Hazards
Priority Action #3: Provide information on disaster preparedness to the public via the City website, Newsletter, Citywide mailings, Prevention Program in conjunction with Special Events.
Coordinating Individual/Organization: Fire-Rescue,
Potential Funding Source: General Fund, SHSP, UASI, other Grants Implementation Timeline: 2023 –2027
Hazard Mitigated: All Hazards
Priority Action #4: Maintain CERT program for the City.
Coordinating Individual/Organization: Fire-Rescue
Potential Funding Source: General Fund, SHSP, UASI, other Grants Implementation Timeline: 2023 –2027
Hazard Mitigated: All Hazards
Priority Action #5: Improve hazard warning and response planning.
Coordinating Individual/Organization: Fire-Rescue, Public Works, Community Development Potential Funding Source: General Fund, SHSP, UASI, other Grants Implementation Timeline: 2023 –2027
Hazard Mitigated: All Hazards
Priority Action #6: Maintain established City Working Group to update and monitor the (hazard mitigation) plan.
Coordinating Individual/Organization: Fire-Rescue, Public Works, Community Development, Environmental Services
Potential Funding Source: General Fund
Implementation Timeline: 2023 –2027
Hazard Mitigated: All Hazards
40 Priority Action #7: Continue to prioritize cybersecurity to mitigate risks across all City networks Coordinating Individual/Organization: Information Technology (IT) Potential Funding Source: General Fund, UASI, SHSP
Implementation Timeline: 2023 –2027
Hazard Mitigated: Manmade Hazards
Priority Action # 8: Upgrade and improve infrastructure to include backup power to all existing city facilities, i.e., generators for all city facilities/buildings Coordinating Individual/Organization: Fire-Rescue, Public Works Potential Funding Source: General Fund, Grants.
Implementation Timeline: 2023 –2027
Hazard Mitigated: All Hazards
6.3 PLAN IMPLEMENTATION, INTEGRATION, AND MAINTENANCE
Another important implementation mechanism that is highly effective and low-cost is the incorporation of the hazard mitigation plan recommendations and their underlying principles into other jurisdictional plans and mechanisms.
Mitigation is most successful when it is incorporated into the day-to-day functions and priorities of government and development.
The mitigation plan can be considered as the hub of a wheel with spokes radiating out to other related planning mechanisms that will build from the information and recommendations contained herein.
Properly implemented, the MJHMP should serve as one of the foundational documents of the jurisdictions’ emergency management programs, since everything emergency management does should relate back in one way or another to the hazards the jurisdiction faces.
Implementation through existing plans and/or programs is recommended wherever possible. Based on this Plan’s capability assessment and progress made on mitigation actions, the City of Imperial Beach continues to implement policies and programs to reduce losses to life and property from natural and human-caused hazards.
The Local Planning Team will be responsible for plan evaluation, monitoring, integrating the data, goals and objectives, and other elements of this Plan into other plans, as appropriate.
Moving forward, the City will use the mitigation action table in the previous section to track the progress on the implementation of each project.
41 6.3.1 Incorporation Into Existing Planning Mechanisms The information contained within this plan, including results from the Vulnerability Assessment, and the Mitigation Strategy will be used by the City to help inform updates and the development of local plans, programs, and policies.
The City’s Public Works Department may use the hazard information when implementing street, and solid waste division projects. The Environmental Services Department may utilize the hazard information when implementing water, wastewater reclamation, and environmental projects that are part of the City’s Capital Improvement Program.
Similarly, the City’s Community Development Department may utilize the hazard information when completing the comprehensive update to the City’s Local General Use Plan.
The natural hazard information can directly inform the City’s Vulnerability Assessment underway that looks at the potential impacts from flooding, extreme temperature, drought, and severe weather hazards, including how climate change may increase the threat and how the City can build long-term resiliency. The City’s Community Development Department can also use the hazard information when reviewing a site plan or other types of development applications. The City will also incorporate this MJHMP into the Safety Element of their General Plan, as recommended by AB 2140 and as part of the current and comprehensive General Plan and Local Coastal Program Land Use Plan.
The City of Imperial Beach planning team will report on efforts to integrate the hazard mitigation plan into local plans, programs and policies and will report on these efforts in leadership meetings and as needed in city council meetings.
42 7. SECTION SEVEN: Keep the Plan Current
MONITORING, EVALUATION, AND UPDATING THE PLAN
The City planning participants listed in Section 2 will follow the procedures to monitor, evaluate, review, and update this plan in accordance with San Diego County. The city will continue to involve the public in mitigation. The Fire Chief will be responsible for representing the City in the County, and for coordination with City staff and departments during plan updates. The City realizes it is important to review the plan regularly and update it every five years in accordance with the Disaster Mitigation Act Requirements as well as other State of California requirements.
Existing Plans Responsible Agency Role of Planning Team 2022 Status City of Imperial Beach
General Plan / Local
Coastal Program Land
Use Plan
City of Imperial Beach Hazard Mitigation
Planning Team will
ongoingly update plan
based on any changes
Plan is still current; no
initiative to update
Emergency Operations
Plan
City Imperial Beach and
County of San Diego
Hazard Mitigation
Planning Team will
ongoingly update plan
based on any changes
This will happen in
direct conjunction with
the County of San
Diego as changes are
made in the larger
County EOP.
Plan is still current;
updating as other
changes
7.1 MITIGATION ACTION PROGRESS
The following Priority Actions from the 2018 plan are all considered ongoing and were incorporated and/or consolidated into this updated plan’s Goals, Objectives, and Actions:
Priority Action #1: Conduct training and exercises for all employees.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
Implementation Timeline: On-going.
Priority Action #2: Update dam inundation maps.
Coordinating Individual/Organization: Public Works
Potential Funding Source: General Fund
43 Implementation Timeline: On-going
Priority Action #3: Provide information to the public on the City website, Newsletter, Citywide mail outs, Prevention Program and in conjunction with Special Events.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants
Implementation Timeline: On-going
Priority Action #4: Encourage the public to prepare and maintain a 3-day preparedness kit for home and work.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants
Implementation Timeline: On-going
Priority Action #5: Maintain CERT program for the City.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants
Implementation Timeline: On-going.
Priority Action #6: Coordinate the development of a multi-jurisdictional plan.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
Implementation Timeline: On-going.
Priority Action #7: Encourage and assist in development of multi-jurisdictional/ multi-functional training and exercises to enhance hazard mitigation.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
Implementation Timeline: On-going
Priority Action #8: Improve hazard warning and response planning.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
Implementation Timeline: On-going
Priority Action #9: Maintain established City Working Group to update and monitor the (hazard mitigation) plan.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
Implementation Timeline: On-going
44 7.2 DEVELOPMENT, PAST INTEGRATION, AND STATUS OF PREVIOUS PLAN There are no major changes in development in hazard prone area since the last plan was implemented in 2018. The City of Imperial Beach’s General Plan Coastal Land Use Plan has continued to integrate the MJHMP in all aspects of the general plan. The latest update to the General Plan was in 2019.
The previous plan was completed in 2018 and submitted to the County of San Diego. The MJHMP was adopted by Imperial Beach City Council on April 4, 2018. The plan remains in effect until the revised 2023 MJHMP is approved by the State of California and FEMA.
P a g e | 1
May 17, 2023
ITEM TITLE: ADOPT RESOLUTION 2023-39 ENTERING IN TO AN AGREEMENT TO ACCEPT AND APPROPRIATE $140,000 IN GRANT FUNDING FROM THE REGIONAL TASK FORCE
ON HOMELESSNESS TO FUND A STAFF POSITION IN A PILOT PROGRAM FOR INITIAL PERIOD OF 2 YEARS. (0500-40 & 0240-10)
ORIGINATING DEPARTMENT:
Community Development
EXECUTIVE SUMMARY:
Resolution No. 2023-39 accepts and appropriates $140,000 from the Regional Task Force on Homelessness which amount would be used to provide funding for a new staff position in a pilot program. The resolution also authorizes the City Manager or designee to execute Subrecipient Agreement associated with the grant and the Finance Director to create any new revenues account in which to deposit said grant funds and to process budget amendments to accept funds and appropriate expenditures as needed. The receipt of the grant, as well as any related expenditures would be included in the upcoming FY24/FY25 budget.
RECOMMENDATION:
Adopt Resolution No. 2023-39 to accept and appropriate $140,000 from the Regional Task Force on Homelessness to provide funding for a new staff position in a pilot program for an initial period of two years. Authorize the City Manager or designee to execute Subrecipient Agreement associated with the grant and authorize the Finance Director to create a new revenues account in which to deposit said funds and to process budget amendments to accept funds and appropriate expenditures as needed.
OPTIONS:
The City Council can also:
Request modifications of the proposed resolution and adopt Resolution No. 2023-39 as amended; or
Continuation of the discussion to a future meeting with direction to the City Manager.
BACKGROUND/ANALYSIS:
The Regional Task Force on Homelessness (RTFH) is looking to partner with the City of Imperial Beach (City) and to provide funding for a new staff position in a pilot program. The new staff position is anticipated to be a new full-time or three-quarter time position. The grant funding from the RTFH is for an initial period of two years.
P a g e | 2
This staff position would work closely with the RTFH, receive extensive training from RTFH, and be responsible for the collaboration with RTFH in building a systematic approach to solving homeless issues within the City by creating and working from a by-name list of clients, utilizing motivational interviewing, following a trauma informed care approach, and collaborating with a multidisciplinary care team from various agencies to support and connect clients with the appropriate services. The goal of the program would be to show a measurable reduction in the number of the City’s unsheltered population on the by-name list into temporary or permanent housing during the initial pilot program term, as well as markedly reduce the rate of return to unsheltered status.
Additionally, this pilot program has the goal of developing a replicable and scalable set of steps and methodologies that a community of any size can implement to achieve similar results provided the appropriate care modalities exist in their communities. The new staff position would, along with existing City staff and the RTFH, develop a set of trackable performance metrics. We hope to be able to create a model capable of anticipating predictable results for municipalities following our approach.
ENVIRONMENTAL DETERMINATION:
Not a project as defined by CEQA.
FISCAL IMPACT:
FISCAL YEAR: 24/25
BUDGETED: $140,000
BUDGET AMENDMENT N/A
ACCOUNT NO(S).: N/A
PROJECT NO(S).: N/A
FISCAL ANALYSIS: The Regional Task Force on
Homelessness would award the City
a $140,000 grant to fund a new staff
position. The receipt of the grant, as
well as any related expenditures
would be included in the upcoming
FY24/FY25 budget.
CURRENT BUDGET: N/A
ANTICIPATED
EXPENDITURE:
$140,000
ATTACHMENTS:
1. ATT 1 – Resolution No. 2023-39
ATTACHMENT 1
RESOLUTION NO. 2023-39
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF IMPERIAL BEACH, CALIFORNIA, ACCEPTING $140,000 IN GRANT FUNDING FROM THE REGIONAL TASK FORCE ON
HOMELESSNESS TO PROVIDE FUNDING FOR A NEW STAFF POSITION IN A PILOT
PROGRAM FOR AN INITIAL PERIOD OF TWO YEARS
WHEREAS, the City Council has prioritized finding solutions for and making progress on reducing homelessness within the City; and
WHEREAS, the City has had limited access to shelter beds, counseling and medical services, and other resources for its homeless population; and WHEREAS, the City currently does not have a dedicated staff member whose job is to focus on the resources, and programs available to the homeless; and WHEREAS, the City would benefit from having a dedicated staff member able to focus their efforts on building relationships with the City’s homeless population and assist them in accessing said existing programs throughout the County of San Diego; and WHEREAS, the City of Imperial Beach is being allocated grant funds as a subrecipient in the amount of $140,000 funded through the Regional Task Force on Homelessness (RTFH) to provide funding for position in a pilot program; and
WHEREAS, the City of Imperial Beach will enter into an Subrecipient Agreement with RTFH.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Imperial Beach as follows:
1. The above recitals are true and correct.
2. The subrecipient award of $140,000 from the Regional Task Force on Homelessness to provide funding for a new staff position in a pilot program for an initial period of two years is accepted and the receipt of the grant, as well as any related expenditures will be included in the upcoming FY24/FY25 budget.
3. The City Manager or designee is authorized to accept the funds distributed and to execute the Subrecipient Agreement associated with the grant.
4. The Finance Director is authorized to create any new revenues account in which to deposit said funds and process the budget adjustment to accept the funds and appropriate the expenditures if/as needed.
Resolution No. 2023-39
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Imperial Beach at its meeting held on the 17th day of May 2023, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
PALOMA AGUIRRE, MAYOR
ATTEST:
JACQUELINE M. KELLY, MMC
CITY CLERK