La Mesa City Council
April 11, 2023

LA MESA CITY COUNCIL
AGENDA

A Regular Meeting

Date: Tuesday, April 11, 2023, 6:00 p.m.

Location: City Council Chambers, 8130 Allison Avenue
La Mesa, California
Elected
Officials:

Mayor Mark Arapostathis
Vice Mayor Colin Parent
Councilmember Patricia N. Dillard
Councilmember Laura Lothian
Councilmember Jack Shu
City Treasurer Matthew Strabone
Staff: City Manager Greg Humora
City Attorney Glenn Sabine
City Clerk Megan Wiegelman
The City Council meeting may be viewed in-person or live on Cox Cable Channel 24 (within La Mesa City limits), AT&T U-Verse Channel 99 (in the San Diego Region), the City’s website (www.cityoflamesa.us), Facebook Live (www.facebook.com/lamesaca) or using the following Zoom Webinar options:

The public may view the meeting live using the following remote options:

Teleconference Meeting Webinar
https://us06web.zoom.us/j/84472650722
Telephone (Audio only)
(669) 900-6833 or (253) 215-8782 Webinar ID: 844 7265 0722 Copy and paste the webinar link into your internet browser if the webinar link does not work directly from the agenda.

PUBLIC COMMENTS
In-Person comments during the meeting: Join us for the City Council meeting at the time and location specified on this agenda to make your comments. Please complete a “Request to Speak” card and submit it to the Council Hostess. When the Mayor calls your name, step to the podium and state your name for the record. Comments will be limited to three (3) minutes.
•
Zoom Audio Comments: To provide oral public comments during the meeting, join the Zoom meeting by computer, mobile phone, or dial in number. On Zoom video conference by computer or mobile phone, use the “Raise Hand” feature. This will notify the moderator that you wish to speak during a specific item on the agenda or during non-agenda Public Comment. Members of the public will not be shown on video but will be able to speak when called upon. If joining the meeting using the Zoom dial-in number, you may raise your hand by pressing *9. Comments will be limited to three (3) minutes. No further comments will be entertained after the Mayor closes public comment. •
How to submit eComments: eComments are available once an agenda is published.

Locate the meeting in "upcoming meetings" and click the comment bubble icon. Click on the item you wish to comment on. eComments can be submitted when the agenda is published and until 24 hours prior to the meeting. eComments are limited to 500 words. eComments may be viewed by the City Council and members of the public following the close of the eComment submission period (24 hours prior to the meeting). Email your comment to [email protected] if you have difficulty submitting an eComment. eComments will not be read aloud as a regular meeting item; however any member of the Council or member of the public may do so during their respective comment time. •
Citizens who wish to make an audio/visual presentation pertaining to an item on the agenda, or during Public Comments, should contact the City Clerk’s office at 619.667.1120, no later than 12:00 p.m., the Monday prior to the meeting day. Advance notification will ensure compatibility with City equipment and allow Council meeting presentations to progress smoothly and in a consistent and equitable manner. Please note that all presentations/digital materials are considered part of the maximum time limit provided to speakers.

Agenda reports for items on this agenda are available for public review at the City Clerk's Office, 8130 Allison Avenue, during normal business hours.

Materials related to an item on this agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office, 8130 Allison Avenue, during normal business hours.

ACCESSIBILITY: The City of La Mesa encourages the participation of disabled individuals in the services, activities and programs provided by the City. Individuals with disabilities, who require reasonable accommodation in order to participate in the City Council meetings, should contact the City’s Americans with Disabilities Act (ADA) Coordinator, Rida Freeman, Director of Administrative Services, 48 hours prior to the meeting at 619.667.1175, fax 619.667.1163, or [email protected].

Hearing assisted devices are available for the hearing impaired. A City staff member is available to provide these devices upon entry to City Council meetings, commission meetings or public hearings held in the City Council Chambers. A photo i.d. or signature will be required to secure a device for the meeting.

Pages

1. CALL TO ORDER

1.1 INVOCATION - COUNCILMEMBER DILLARD

1.2 PLEDGE OF ALLEGIANCE

2. CITY MANAGER COMMENTS

3. COMMUNITY BULLETIN REPORTS

4. ADDITIONS AND/OR DELETIONS TO THE AGENDA

5. PRESENTATIONS

5.1 PROCLAIMING APRIL 28, 2023, AS ARBOR DAY

5.2 PROCLAIMING APRIL 2023 AS VOLUNTEER APPRECIATION MONTH

5.3 2022 PERFORMANCE MEASURES 1

5.4 2023-2034 GENERAL FUND FINANCIAL FORECAST 109

6. PUBLIC COMMENTS – (TOTAL TIME – 15 MINUTES)
NOTE: In accordance with state law, an item not scheduled on the agenda may be brought forward by the general public for comment; however, the City Council will not be able to discuss or take any action on the item at this meeting.

If appropriate, the item will be referred to Staff or placed on a future agenda.

7. CONFLICT DISCLOSURES

8. BOARD AND COMMISSION INTERVIEWS

8.1 INTERVIEW OF APPLICANT FOR A VACANCY ON THE COMMUNITY

POLICE OVERSIGHT BOARD
124
Staff Reference: Ms. Wiegelman

8.2 INTERVIEW OF APPLICANT FOR AN UNSCHEDULED VACANCY ON

THE MOBILITY COMMISSION
127
Staff Reference: Ms. Wiegelman

9. PUBLIC COMMENTS ON CONSENT CALENDAR
This is the time in which members of the Council or audience may pull items from the CONSENT CALENDAR for discussion. Public Comments are also invited on Consent Calendar items.

10. CONSENT CALENDAR
(Items 10.1 through 10.3)
The Consent Calendar includes items considered to be routine. Unless discussion is requested by members of the Council or audience, all Consent Calendar items may be approved by one motion.

Recommended Motion:

Approve Consent Calendar Items 10.1 through 10.3.

10.1 APPROVAL OF MOTION TO WAIVE THE READING OF THE TEXT

OF ALL ORDINANCES AND RESOLUTIONS AT THIS MEETING
Recommended Motion:

Approve.

10.2 APPROVAL OF THE MINUTES FOR THE CITY COUNCIL REGULAR MEETING HELD TUESDAY, MARCH 28, 2023
130
Recommended Motion:

Approve.

10.3 RESOLUTION REJECTING BID NO. 23-15, CITYWIDE GUARDRAIL

UPGRADES
139
Staff Reference: Mr. Throne
Recommended Motion:

Adopt Resolution.

11. STAFF REPORTS

11.1 CONSIDERATION OF THE 2020-2022 NEIGHBORHOOD TRAFFIC

MANAGEMENT PROGRAM ANNUAL REPORT AND THE FISCAL
YEAR 2024 WORK PLAN
142
Staff Reference: Mr. Throne
Recommended Motion:

Accept the 2020-2022 Neighborhood Traffic Management Program annual report including the ranked list of streets requesting traffic calming and the Fiscal Year 2024 Work Plan.

11.2 CONSIDERATION OF THE ACCESSORY DWELLING UNIT (ADU)

DEVELOPMENT ACTIVITY REPORT
155
Staff Reference: Mr. Kusiak
Recommended Motion:

Accept the report on Accessory Dwelling Unit (ADU) development activity.

12. COUNCIL COMMITTEE REPORTS (3 MINUTE LIMIT)

13. AB 1234 REPORTS (GC 53232.3 (d))

14. CITY ATTORNEY REMARKS

15. ADJOURNMENT
DATE: April 11, 2023
TO: Mayor and Members of the City Council
FROM: Greg Humora, City Manager
SUBJECT: 2022 Performance Measures
______________________________________________________________________________ The Performance Measures provide an overview of efforts to accomplish and measure key objectives by each department. This document, along with the Targets for Action, are updated each year as part of the current strategic planning process. In 2023, the City will be working with Baker Tilly, a qualified consulting firm, to update the strategic planning process. This update will include a review of existing strategic planning documents and the City Community Opinion Survey, interviews with elected officials and management team, assistance with an environmental scan, facilitation of a strategic planning workshop, production of a final strategic plan and an accompanying Implementation Action Plan.

Staff has attached the 2022 Performance Measures for the City Council's information.

Staff looks forward to discussing these important topics.

Attachments:

A. Performance Measures: 2022

2022 PERFORMANCE MEASURES

CITY MANAGER’S OFFICE
2022

PERFORMANCE MEASURES
• City Clerk – Type of Records being Requested by
the Public and Staff and Records Currently
Available in the City’s Document Imaging System
(Laserfiche)
• City Manager – Community Engagement
• Human Resources – Recruitment Activity
• Risk Management – Liability Claims Activity
• Risk Management – Workers Compensation
Activity
• Information Technology – Work Order
Turnaround

1 City of La Mesa
2022 Performance Measures Review
City Clerk Department
Division: City Clerk
Goal: Provide responsive and timely services to the general public, business, and staff requesting copies of public records.

Objective: Increase the number of records available through the document imaging system (Laserfiche) and continue tracking the number of overall public records requests.

Performance Measure: Total number of records available through the City’s document imaging system by year.

Performance Outcome: Increase the number of digital records accessed through Laserfiche; thereby reducing the amount of staff time needed to provide records.

Graphed Data: 2022
*Other records included claims, GIS, employee salaries and benefits, various finance records, etc. 2 11 4
17 7
62 3 3 7 14
2 2
16 14
1 3 2
75 1
146
42 27
10 1 2 1 1
0 20
40 60
80 100
120
140
160
Number of PRA Requests
Record Type
2022 Public Records Act (PRA) Requests by Records

2 It is the policy of the City to facilitate an efficient and timely response to Public Records Act (PRA) requests. These requests are monitored by the City Clerk Department to ensure adherence to the policy. Although the PRA states public records are open to inspection at all times during normal business hours, the City must respond to requests for records within 10 days.

In 2022, the City Clerk Department processed 409 PRA requests and completed ninety five percent (95%) of the PRA requests within the 10-day period. The remaining five percent (5%) of the requests were completed following a request for an extension. The most common reasons for a request for an extension were because of the need to: (1) search for, collect, and appropriately examine a voluminous amount of separate and distinct records demanded in a single request; and (2) consult with another agency having substantial interest in the request (such as a state agency), or among two or more components of the local agency with substantial interest in the request.

Over the past couple of years, the number of requests has increased significantly and the type of records being requested has changed. In the past, the majority of requests were for copies of documents such as minutes, resolutions, and agendas which are all retained by the City Clerk Department and available in the City’s document imaging system (Laserfiche). The most commonly requested records have changed over the past few years. Requests for conditional use permits, building records, code enforcement records, and correspondence records have not only increased but have expanded in scope. Many of the requested records are retained by departments other than the City Clerk Department and are not available in Laserfiche. The City Clerk Department must reach out to and work with the other departments to obtain records not retained by the City Clerk Department and are not available in Laserfiche. PRA requests for records that are not available in Laserfiche often require more staff time and may result in a longer processing time.

In 2012, the City Clerk Department worked with Gladwell Governmental Services, Inc. to update the City’s retention schedule and records management process. During this time, Gladwell Governmental Services, Inc. created Laserfiche input plans for each department. The input plans focused exclusively on records with a permanent retention.

The majority of PRA requests are for non-permanent records such as permits and contracts. To better serve the public and staff, the department input plans need to be updated to include the most commonly requested documents in each department. The City’s Retention Schedule will need to be inputted into Laserfiche to avoid records being retained for longer than their retention period and quickly exceeding the storage capacity.

The above chart reflects the type of records being requested by members of the public through PRA requests. The most common requests were for permits (building, grading, solar, tenant improvements, etc.), police records (arrest reports, disciplinary records, citations, investigatory records, collision reports, use of force records, etc.), code violations (residential, building, fire, etc.), and project plans. The majority of the records most commonly requested by the public are not available in Laserfiche. The City Clerk Department has been uploading City Council approved agreements and contracts, but many old agreements and contracts and recent ones that do not go to City Council for approval are not available in Laserfiche. The majority of the requests from City staff were for agreements and contracts, City Council resolutions, and agenda reports. All of the 3 Data Analysis:

City Council resolutions are available in Laserfiche; agenda reports from 2008 to present are also available in Laserfiche.

The availability of electronic documents throughout the City and the Laserfiche document imaging system shortens time for retrieval and delivery of documents. Due to multiple factors including an increased use of the internet, COVID-19, and an electronic PRA request form, almost all requests for information and documents are being submitted electronically. These requests for public records are also asking for the documents to be provided in an electronic format. The total number of PRA requests has increased over the last couple of years which is likely in large part due to the ease of submitting and receiving PRA requests electronically.

From the data that has been collected and evaluated, the majority of internal requests are for research, information, and copies of staff reports and resolutions, which are easily accessible through Laserfiche. The external requests are generally for copies of permits (building, grading, solar, tenant improvements, etc.), various police records, code enforcement documents, agreements and contracts, and project plans, most of which are not currently available on Laserfiche, and thus, take more time to process.

Providing information in an easily accessible way to employees and the public through the Laserfiche document imaging system is an on-going project in the City Clerk Department. Documents retained by the City Clerk Department that are currently available in Laserfiche and are being scanned on an on-going basis include deeds, liens, easements, staff reports, agendas, minutes, resolutions, ordinances, and contracts that are approved by Council.

The City Clerk Department completed the Laserfiche retention schedule project in which the retention schedules for the record types in Laserfiche were inputted into the system.

When uploading non-permanent records into Laserfiche, staff is able to select the retention period and then run a report to determine which records may be destroyed pursuant to the City’s Retention Schedule. This will help prevent non-permanent records from being retained longer than necessary and insufficient storage capacity.

In addition, the City Clerk Department recently purchased a Public Records Act request software, NextRequest, and are in the beginning stages of implementation. NextRequest will allow the City Clerk Department to securely accept, process, track and fulfill records requests. The software works cross-departmentally to streamline requests so that no request goes unanswered and automates the workflow and deadline reminders.

NextRequest’s online portal will connect requesters with self-serve information, as well as, the completed requests which will help eliminate duplicate requests.

Use of the imaging system allows staff to conduct research and quickly identify and access archived documents. The City Clerk Department will work with the other departments to update their Laserfiche input plan and will continue to work with them to input their department records into Laserfiche. With the use of NextRequest and more records being available in Laserfiche, the accessibility to information for both the public and staff will improve and the processing time for PRA requests will shorten.

Next Review Date: January 2024

4 Actions To Be Taken: To work with the other departments to update their input plans and input their records into Laserfiche.

Continue to work with NextRequest and staff to implement the online PRA portal.

5 City of La Mesa
2022 Performance Measures Review
City Manager’s Office
Division: City Manager’s Office (Communications)
Goal: Promote an environment of transparency and open dialogue with the community.

Objective: Increase the number of engagements across City social media platforms and visits to City website by 5% each year.

Performance Measure: Social media and website statistics.

Performance Outcome: Increase overall resident satisfaction with City’s communication efforts in the 2023 Community Survey.

Graphed Data:

Data Analysis:
0 20000
40000
60000
80000
100000
120000
Top Webpage Views in 2022

6 The table above shows the top visited webpages on the City’s website in 2022. The City’s website was redesigned in 2019 to provide easier navigation and access to City services and information. The Building Division webpage was popular in 2022 as the City implemented the MaintStar Permit Portal in the latter half of the year. MaintStar is an online permit portal accessed from the Building Division webpage that allows development applicants to apply for permits, submit plans for review, receive permit invoices, and schedule inspections.

Other pages that received significant views in 2022 compared to other pages on the City’s website are the Police Department webpage, Aquatics webpage, and the recreational classes and camps webpage.

Graphed Data:

Data Analysis:

In 2021, the City Council approved the 2021-2023 Community Engagement Plan that identified specific programs with the goal of enhancing community engagement, providing more ways for the City to reach residents, and promoting the business community. The plan included the hiring of a full-time Communications Manager to coordinate website updates, newsletters, social media communications, marketing campaigns, media engagement, press releases, and implement the 2021-2023 Community Engagement Plan. To improve proactive communication, the plan also included the publishing of a biweekly City Managers Update and monthly Business E-newsletter that is emailed to 0 5000
10000
15000
20000
25000
30000
35000
40000
45000
2019
2020
2021
2022
Facebook Reaches per Month (by Year)
Reaches

7 subscribers. Both electronic publications focus on content of interest to La Mesa residents and businesses identified through social media metrics and public feedback. The number of total subscribers to both publications has steadily increased since 2021.

The graph on the previous page shows the number of reaches per month (by year) for the City’s Facebook posts. Facebook reaches are a good metric in determining social media user’s interest in specific content and the size of the online conversation about them. It is important to note that a factor contributing to the increase or decrease in reaches is an overall increase or decrease in the number of social media posts in a given year. The average number of Facebook reaches per month increased to 18,000 in 2020 due mainly to extensive messaging regarding the pandemic. Average reaches per month decreased to 13,000 in 2021, which was still higher than pre-pandemic metrics, but then spiked to 22,000 in 2022. The increase in reaches in 2022 can be attributed to the continued implementation of the interdepartmental communications meetings and overall coordinated efforts to increase meaningful content on Facebook.

Graphed Data:

Data Analysis:

Facebook Live has become a popular platform for La Mesa residents to participate in local government and view archived and live Council meetings. The graph above shows the number of live and non-live viewings of City Council meetings per month (by year).

The City began live streaming meetings in 2018 and experienced a steady increase in 0 500
1000
1500
2000
2500
3000
3500
4000
2018
2019
2020
2021
2022
Facebook Live Council Meeting Views by Year

8 the number of viewings through 2020. The total number of views in 2021 was 9,000 with an increase to 9,800 in 2022.

In 2022, the City Council directed staff to continue providing hybrid City Council meetings to allow for convenient public engagement in local government. Technology improvements were completed in various City meeting rooms to also provide for hybrid meetings for boards and commissions.

Graphed Data:

Data Analysis:

Twitter impressions are a useful metric to gauge the number of times a tweet is shown to people across the platform, hence a valuable indicator of the City’s presence. Twitter experienced a high number of total impressions in 2020 due to the pandemic and civil unrest. In 2021 and 2022, the average number of impressions per month declined from 10,000 to 6,000. The platform’s recent ownership and policy changes and subsequent loss of users may be a contributing factor. The City will need to take a wait and see approach to drawing conclusions from Twitter metrics moving forward until the platform stabilizes.
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Twitter Impressions per Month (by Year)
2019 2020 2021 2022

9 Graphed Data:

Data Analysis:

Instagram requires a third-party application to view historical metrics beyond two years, therefore only 2021 and 2022 reach data is available. Since its inception, Instagram reaches generated from City messaging has trended similarly to Facebook and Twitter.

When messaging is posted to Facebook, it is an adopted procedure to also post the information on Instagram by using Facebook’s Meta Business Suite. As is the case with Facebook, Instagram reaches are largely dependent on the number of posts made each year. With the number of posts being largely unchanged from 2021 to 2022, the increase in reaches may be attributed to more meaningful content or topics that residents were interested in.
3538
6064
0 1000
2000
3000
4000
5000
6000
7000
2021 2022
Total Instagram Reaches by Year

10 Graphed Data:

Data Analysis:

The 2021-2023 Community Engagement Plan identifies goals to further enhance social media as a preferred method of engagement based on feedback from the City’s Community Survey that is conducted every two years. Currently, the City has 4,024 followers on Facebook, 4,176 followers on Twitter, and 3,670 followers on Instagram.

This represents a 6% increase in followers on Facebook, 3% increase in followers on Twitter, and a 18% increase in followers on Instagram from 2021. Future reporting will continue to include data on the number of followers for each platform for tracking purposes. In 2021, the City transitioned from utilizing consultant services to support social media messaging to conducting reoccurring cross-departmental communications meetings to coordinate messaging in-house. In 2022, monthly cross-departmental communications meetings continued to occur to better share information between departments, improve individual department social media messaging, and provide more meaningful City news and information to residents.

Next Review Date: January 2024
Actions To Be Taken: Continue to monitor public engagement and compare prior years’ data in future Performance Measure reviews.

Potentially expand analysis to utilize additional metrics with the addition of the Communications Manager position. Review resident satisfaction levels in the 2023 Community Survey. 0 500
1000
1500
2000
2500
3000
3500
4000
4500
2018 2019 2020 2021 2022
Social Media Followers by Platform
Facebook Instagram Twitter

11 City of La Mesa
2022 Performance Measures Review
City Manager’s Office
Division: Human Resources

Goal: Conduct recruitments for all City departments to fill vacant positions.

Objective: Fill all open recruitments opened within any given year.

Performance Measure: Recruitment Activity
Performance Outcome: Maintain stable City operations by recruiting qualified and motivated employees.

Graphed Data: Number of calendar days to develop and accomplish a full recruitment cycle from the first day the job opening is posted to the date the vacancy is filled. The charts reflect the number of recruitments initiated, graphed by quarter, and the number of positions filled by department for the year.

Note: Recruitment activity within Human Resources fluctuates throughout the calendar year. Positions become vacant for a variety of reasons (internal promotions, new positions, retirements, voluntary resignations, etc.)
Full cycle recruitment timelines have increased in recent years due to the pandemic impacts, HR staffing levels, and the extraordinary competitive environment where candidates are expecting employers to offer higher wages, increased benefits, remote work, more flexible schedules, and work-life balance options.

Recruitment and selection are among the many facets and responsibilities of HR, including but not limited to the administration of multiple programs, policies and employee life cycle activities; each with competing priorities.

These programs include benefits administration, negotiations, employer-employee relations, classification and
compensation, employee leave of absence administration, investigations, employee complaints of harassment,
discrimination and retaliation, new hire on-boarding,
disciplinary and performance management matters,
retirement administration, and training and development, etc.

12 These numbers do not reflect the 12 promotions of existing employees who moved into vacant positions.

They include part time positions, but do not reflect Elected Officials or employees who transferred.

Within the performance period 1/1/2022 - 12/31/2022:
0 1
2 3
4 5
6 7
8 QTR 1 QTR 2 QTR 3 QTR 4
3 5
8 7
Number of Positions
New Positions Opened by Quarter
NEW JOB POSTINGS OPENED IN 2022
0 2
4 6
8 10
12 14
3 12
8 1
13 1 1
4 3

DEPARTMENTS
VACANT POSITIONS FILLED IN 2022
Number of Vacancies Filled

13 Applications Received 2,125
^ all applications are reviewed to assess the applicant’s minimum qualifications, then evaluated and scored to determine the top-quality candidates for further Subject Matter Expert review by hiring managers, prior to the invitation to compete.

New Job Openings Posted 23 ^ may have multiple vacancies for the same position or may be active on a continuous basis or “until filled” ^ includes part-time positions and Elected Officials
La Mesa Employees Promoted 12
Data Analysis:

The City’s Human Resources Division experienced an 36% increase in recruitments in 2022 from the previous reporting period. There are multiple factors that contribute to the increased number of recruitments in any given year such as internal promotions, the addition of new positions, a competitive job market, employee retirements and seasonal opportunities. For the first quarter of the year, the staff member assigned primarily to recruitment was new and in-training, prior to separating unexpectedly. For a full quarter in 2022, the Department experienced a vacancy of one full-time position, dedicated to recruitment activity. The final two quarters of the year, a new employee was hired to fill the vacancy and began training.

The goal of the recruitment process is not to exceed 90-120 days. The goal was met at nearly 100% for this reporting period. The recruitment processes that did not meet the objective were due to delays outside of the control of Human Resources. The reported totals above include continuous recruitments that do not have specific filing deadlines and may have more than one vacancy tied to the open position.

The number of days between the opening or job announcement date and a new employees’ start date vary based on how much notice they give to their prior employer, and if they have scheduled time off before beginning at the City of La Mesa, as well as FBI criminal background and medical clearances that can take a varied amount of time.

Successful recruitments completed during the last twelve months that met the target goal include the following positions:

POSITION
TOTAL
DAYS
Opened/Posted Hire Date
Administrative Coordinator 64 4/20/2022 6/23/2022
Assistant Director of Public Works 66 11/18/2022 1/23/23 Assistant Director of Community Development 98 9/12/2022 12/19/2022 Assistant to the City Manager 52 4/18/2022 6/9/2022
Director of Public Works & Engineering 133 11/29/2021 4/11/2022 Engineering Project Manager 85 11/23/2022 02/16/2023
Engineering Technician I/II 85 8/31/2022 11/24/2022
Finance Manager 81 6/2/2022 8/22/2022
Finance Accountant I 84 12/20/2021 3/14/2022
Human Resources Analyst 73 5/1/2022 7/13/2022
Information Technology Manager 80 7/11/2022 9/29/2022
Information Technology Specialist 126 4/11/2022 8/15/2022

14 Information Technology Analyst 32 9/15/2022 10/17/2022 Management Analyst/Sr. Mgmt. Analyst 118 11/08/2022 3/6/2023

POLICE POSITIONS
*Police – Community Services Officer
*Police Dispatcher
*Police Officer/Lateral – Academy Graduate
*Police Officer/Trainee
*Police Lieutenant
*Police Sergeant
*Police recruitments require 60-90 days for the extensive background process, after the initial 60-90 days of application, interviews, and testing. That occurs before the final medical and psychological assessments are scheduled and prior to an offer letter being issued. These positions do not ever meet the target goal of 120 days, due to the hiring process, and the subsequent checks.

Recruitments may be delayed due to various reasons:
• Administration of multiple and complex testing components such as written exams, scenario-based performance evaluations, a combination of professional and community appraisal interviews and multiple days of interviews. • The coordination of remote interviews involved additional communications and technical support to candidates and raters.
• Limited staff availability with outside agencies also impacted the task of securing qualified raters to sit on oral interview panels.
• With an above-average number of vacancies within agencies across the county, attracting a qualified applicant pool to apply was extremely challenging. Some recruitments were delayed due to so few qualified candidates applying. The high volume of vacancies among public agencies in the region creates increased competition for the same candidates. Experiencing a reduction in qualified applicants delays filling vacancies timely.
• The competitive environment also increases the chances of a candidate participating in multiple agency recruitments; who then withdrawal and accept other job offers; leaving us to restart the process with remaining applicants.

Next Review Date: January 2024
Actions To Be Taken: Continue to execute full-cycle recruitments (from job posting to hire); moving quality candidates forward in the process as timely as possible, to assist departments in filling their vacancies.

Within each vacancy, there are multiple recruitment steps that include:

15 The list below includes facets of the Human Resources function that are not recruitment-related and are not measured for performance. • Investigations
• Performance Management
• Progressive Discipline
• Complaint Administration
• Policy Management
• Benefit Administration
• Labor Relations
• Negotiations
• MOU Administration & Interpretation
• Employee Engagement/Wellness
• Public Records Requests
• Workers’ Compensation Claims
• CalPERS Retirement
• Employment Law Compliance
• Property & Liability Claims
• New Systems Implementation
• Resolutions & Ordinances
• Compensation Plan Management
• Supervisor/Manager Coaching
• Reclassification Studies
• Classification & Compensation Analysis
• Leave of Absence Management
• ADA Interactive Process

16 • Terminations & Separations
• Disability Claims
• Unemployment Claims
• Dispute Resolution

17 City of La Mesa
2022 Performance Measures Review
City Manager’s Office
Division: Risk Management
Goal: Provide risk management services.

Objective: Fund and settle claims in a cost-effective manner.

Performance Measure: Monthly liability payments.

Performance Outcome: Reduced liability payments and insurance costs.

$50,000
$150,000
$250,000
$350,000
$450,000
$550,000
$650,000
$750,000
$850,000
$950,000
$1,050,000
Dec-20 Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22 Liability Claim Reserves by Quarter
Total Reserves for All Claims
Total Reserves w/in SIR
Total Reserves
Sep 22 = $3.2M
Dec 22 = $10.9M

18 Data Analysis: (Jan. 2021 through Dec. 2022)
In 2021, the City received 28 new claims and closed 29 claims. In 2022, 43 new claims were received and 31 closed, leaving 35 open claims at the end of the two-year period.

The number of open liability claims remained stable, except for a sharp increase in September and October of 2022, due to sewer overflow damage claims as a result of heavy rains. In general, claims costs are affected by steadily rising expenses, including use of contract claim adjusters, and increasing administrative and legal fees. In addition, a significant upsurge in liability claims costs is expected in 2023, as the pending litigated claims related to the civil unrest in May 2020 move toward resolution. A few of these claims were dismissed by the court, but the remaining cases are more complex. There were 13 litigated claims open at the end of 2021, and 9 litigated claims open at the end of 2022 with 4 related to civil unrest.

In the first 7 months of 2022, 3 months had no claim payments, and 2 months had under $700 in payments. Higher claim payments in the other months were due to legal fees, settlement payments, and sewer damages. Except for the longer-term litigated claims, most payments remained within the City’s Self-Insured Retention (SIR) of $50,000 per claim. Average monthly payments rose from $13,270 in 2021 to $40,796 in 2022. With the anticipated resolution of some of the pending civil unrest claims, and as forecast by PERMA, future trending for payments is expected to move upward. 2022 saw an unusually high number of claims for damages from sewer overflow incidents.

A single event resulted in 13 claims from property owners, their property insurers, and tenants. There were also several claims relating to incidents involving publicly-owned property (e.g., trip/fall, tire/vehicle damage from street conditions, damage from trees), followed by Police-related issues (property damage/loss, false detention/arrest).

Estimated per-claim reserves vary depending on the type and scope of the claim, and the total reserve amount is based on the anticipated combined cost of all open claims. When a claim is closed, any estimated funds that were unused are deducted from the reserve amounts. Total reserves for open claims increased substantially in 2022, while estimated reserves within the City’s $50,000 SIR remained stable.

Reserve amounts are set by claim adjusters who estimate the potential cost for each claim. The blue line in the chart on the previous page indicates the total reserves set by PERMA for all open claims. The green line in the chart indicates the portion of the total reserves for all claims that fall within the City’s $50,000 SIR per claim. Amounts within the City’s layer remain relatively low. There are currently several open claims, and a few related to civil unrest have already exceeded or are projected to exceed the City’s SIR.

Total reserve estimates may change based on fact-finding results and anticipated resolution. Amounts over $50,000 per claim are paid by PERMA, up to $1,000,000.

Excess coverage is available, if needed.

Risk Management seeks restitution from the responsible parties when City property is damaged (light poles, guardrails, vehicles, etc.).

Next Review Date: January 2024
Action To Be Taken: Continue to aggressively defend claims against the City and pursue recovery of damages to City property.

19 City of La Mesa
2022 Performance Measures Review
City Manager’s Office
Division: Risk Management
Goal: Process Workers’ Compensation claims.

Objective: To process, fund, and settle claims cost-effectively.

Performance Measure: Workers’ Compensation Payments by Month.

Performance Outcome: Reduced Workers’ Compensation claims.

20 Data Analysis: (Jan. 2021 – Dec. 2022)
Employees are encouraged to report workplace injuries as soon as possible so that they can receive timely and appropriate care, and return to work as soon as safely possible.

The average number of days for an employee to report a work-related injury dropped from 57 days to 14 days over the past two years. The average number of days for claim paperwork to be completed and sent to the City’s workers compensation claims administrator decreased from 13 days in 2021 to 8 days in 2022.

The City received 37 new claims in 2021, 4 reopened claims as a result of care required due to previous injuries, and 42 claims were closed. In 2022, 32 new claims and 6 reopened claims were received, while 36 claims were closed leaving 84 open claims at the end of the two-year period. The number of workers’ compensation claims has remained relatively stable each year; however, the cumulative costs of open and settled claims continues to rise. This can be attributed to both the dollar value of claims as well as increasing claim expenses, such as medication, physical therapy and other treatments, and surgery-related costs. The total number of days that employees were away from work due to industrial injuries for claims opened in the same year was 1,831 days in 2021 and 274 days in 2022. The number of days employees are away from work depends on the employee’s recovery time and the physician’s determination of how long an employee must be away from work. The total number of days employees worked modified duty for claims opened in the same year was 452 in 2021 and 417 in 2022. This is a positive trend, as the goal is to move injured employees back to work as soon as safely possible, whether at full or modified duty.

The number of active litigated claims decreased from 16 at the beginning of 2021 to 10 at the end of 2022 (3 employees have multiple claims for various injuries). Higher dollar lump-sum settlement payments (over $5,000) totaling over $41,000 in 2021 and over $51,000 in 2022, as well as settlement payments that are divided over time and paid biweekly, also contribute to rising claim costs.

Monthly claim payments continue within a generally consistent range, with an uncharacteristic spike during April – August 2021. During this period, a long-term specific case required extensive specialized medical care due to his worsening condition. Sadly, he passed away and all of his remaining medical-related costs were required to be resolved. Average monthly payments decreased from $156,822 in 2021 to $125,775 in 2022. For the most part, payments were within the City’s self-insured retention (SIR) of $250,000 per claim. As evidenced by the number and valuation of open claims and as forecast by PERMA, future trending is expected to continue upward.

A greater number of claims are generated by public works and safety personnel, due to the nature of their work. Estimated reserves remain relatively steady, based on the anticipated total cost of existing and new claims. The City is responsible for making claim payments upfront, and receives a periodic reimbursement from PERMA for excess payments over the City’s $250,000 SIR. Additionally, reimbursements are occasionally received from other insurance carriers for specific claims that have a subrogation attached (some of the injury is apportioned to another party, such as a City contractor or equipment manufacturer). These reimbursements totaled $482,796 for 2021 and $217,088 for 2022.

21 Reserve amounts are set by claim adjusters who estimate the potential cost for each claim. The blue line in the chart on the previous page indicates the total reserves set by CorVel for all open claims. The large drop in May 2022 was due to resolution of the claim for the aforementioned individual who passed away in 2021. The City’s reserves are limited to $250,000 per claim. The green line in the chart indicates the portion of the total reserves that fall within the City’s $250,000 SIR per claim. Amounts over $250,000 per claim are paid by PERMA, up to $500,000. Excess coverage is available, if needed.

Next Review Date: January 2024
Action To Be Taken: Continue to utilize safety committee meetings, schedule relevant and effective safety-related training, and schedule ergonomic assessments for all new administrative
employees.

22 City of La Mesa
2022 Performance Measure Review
City Manager’s Office
Division: Information Technology
Performance Measure: Work Order Turnaround Time by Work Order Type Purpose of Measure: To track how long it takes to complete work orders and to identify areas for technical and/or procedural improvements.

Graphed Data:

Data Analysis:

Reporting consists of 3 ticket categories: Tech Support, Service Requests and Repair.

Tech Support tickets include typical break/fix issues that require a tech to troubleshoot.

Service Request tickets are typically requests for software installation, user access or other requests that do not require troubleshooting. Repair tickets consist of hardware repair and or maintenance. Data shows work order turnaround times by work order type in calendar days. Compared to the last reporting period, Tech Support ticket volume decreased by 4% (465 in 2021 vs 444 in 2022), and turnaround average time (measured in days) decreased by 32% (average of 42.95 days in 2021 vs. 29 days in 2022). Service Request tickets decreased by 7% compared to the previous reporting period (533 in 2021 vs. 496 work orders in 2022), and average turnaround time decreased by 28% this reporting period (average of 41.73 days in 2021 vs. 30 days in 2022). Repair tickets decreased by 66% (3 in 2021 vs. 1 in 2022.) with a 25% decrease in turnaround time (average of 16.77 days in 2021 vs. 12 days in 2022). Decreased average turnaround time to Tech Support and Service Request Work Orders was due to improved full time staffing

23 after August and the use of contractors to improve service to the end-user while not fully staffed.

Next Review Date: January 2024
Action To Be Taken: Continue to fill vacant positions and supplement with contractors when necessary. Implement dashboards for
constant monitoring of new tickets.

24 COMMUNITY DEVELOPMENT DEPARTMENT
2022

PERFORMANCE MEASURES
• Planning Application Activity
• Building Plan Check Activity
• Code Compliance Violations
• Unauthorized Cannabis
Dispensary Cases
• Administrative Citations

25 City of La Mesa
2022 Performance Measure Review
Community Development Department
Division: Planning Division
Performance Measure: 2022 Planning applications by type Purpose of the Measure: Understand trends in the current planning case load Graphed Data:

Data Analysis:

The 53 projects submitted in 2022 represent a slight increase in activity from 2021. New development is largely captured in the site plan review and design review categories. The most numerous review types in 2022 were historic preservation, site development plan reviews, design reviews, and cannabis business reviews.

26 Given the urgent need for new housing statewide, a steady volume of infill residential development is expected to continue. Based on the inventory of available sites, residential and mixed-use projects will consist primarily of infill ranging from 20 to 100 units. A high percentage of those will include affordable housing as a means to take advantage of attractive density bonus and related incentives offered by state and local regulations.

Commercial retail growth is not expected to be brisk, with property owners more likely to continue favoring dining and entertainment uses and improvements to existing facilities.

Activity in the downtown village is expected to remain strong, as that neighborhood continues to be a popular regional destination.

Next Review Date: January 2024
Action to be Taken: Continue to track application activity to monitor trends in development activity.

27 City of La Mesa
2022 Performance Measure Review
Community Development Department
Division: Building Inspection
Goal: Effectively and efficiently process Building plan checks.

Objective: Monitor and measure the City’s plan checking services.

Performance Measure: Monitor the number of applied for, issued and final permits.

Performance Outcome: Ongoing reinvestment in residential and commercial properties increases the overall
assessed property tax and revenue to the City
to provide municipal services.

Data:
• 2,355 Applications Received
o 737 Building Permits
o 753 Solar Permits
o 765 Miscellaneous Permits
• 1,873 Permits issued
o 471 Building Permits
o 720 Solar Permits
o 682 Miscellaneous Permits
o Overall valuation $67,285,045
• Revisions Processed
o 127 applications
o 102 issued
• 826 Permits Finaled
o 161 Building Permits
o 360 Solar Permits
o 305 Miscellaneous
• Average plan check review time 14 days*
• 90% of plan checks reviewed in less than 30
days*
*since 8/1/2022

28 Next Review Date: January 2024
Action to be Taken: The Building Division will continue to utilize Interwest to perform the bulk of plan checking,
to accept electronic plan submittals and perform
plan checks electronically using new cloudbased workflow, permitting, and plan check software.

29 City of La Mesa
2022 Performance Measure Review
Community Development Department
Division: Planning Division
Goal: Address reported Code Compliance cases and take
appropriate enforcement action to protect public health and safety.

Objective: Respond to all code compliance cases reported.

Performance Measure: Number of Code Compliance cases processed annually.

Performance Outcome: Enforcement of the municipal code to address health and safety violations, and protect the aesthetic
character of the community.

Graphed Data:

Data Analysis:

The total number of Code Compliance complaints initiated in 2022 slightly increased from 2021, with the overall trend downward over the past five years.

Next Review Date: January 2024
503
416
344
288 289
0 100
200
300
400
500
600
2018 2019 2020 2021 2022
Code Compliance Cases Per Year

30 Action to Be Taken: Continue to track Code Compliance case volume to monitor work load.

31 City of La Mesa
2022 Performance Measure Review
Community Development Department
Division: Planning Division
Performance Measure: Code Compliance violations
Purpose of the Measure: To understand which categories generate Code Compliance complaints and activity.

Graphed Data:

Data Analysis:

In 2022, there was an increase in property maintenance violations but overall a slight decrease over the previous year in most violation categories.

Next Review Date: January 2024

32 Action to Be Taken: Continue to track code complaints by category to monitor trends in types of complaints.

33 City of La Mesa
2022 Performance Measure Review
Community Development Department
Division: Planning Division
Performance Measure: Unauthorized cannabis businesses
Purpose of the Measure: To track the number of cases involving unauthorized cannabis businesses in the City on a
yearly basis.

Graphed Data:

Data Analysis:

There were no complaints regarding unauthorized cannabis businesses in 2022.

Robust enforcement efforts in prior years coupled with substantial advances in processing and licensing legitimate, authorized cannabis businesses has yielded significant results in this area.

Next Review Date: January 2024
Action to Be Taken: Continue to track code complaints regarding authorized and unauthorized marijuana dispensaries,
cultivation, and manufacturing.
5 1 1
0 0
0 1
2 3
4 5
6 2018 2019 2020 2021 2022
Unauthorized Cannabis Business
Cases Per Year

34 City of La Mesa
2022 Performance Measure Review
Community Development Department
Division: Planning Division
Performance Measure: Administrative Citations
Purpose of the Measure: To track the number of Administrative Citations issued for repeat violators each year.

Graphed Data:

Data Analysis:

In 2022, one Administrative Citation was issued related to property management and illegal camping.

Next Review Date: January 2024
Action to Be Taken: Continue to track Administrative Citations during the next year to monitor workload and trends pertaining to
the issuance thereof.
12 36
11 24
1 0
5 10
15 20
25 30
35 40
2018 2019 2020 2021 2022
Administrative Citations Per Year

35 COMMUNITY SERVICES
2022

PERFORMANCE MEASURES
• Aquatics Drop-In Swim Revenue & Division Participation • Athletic Field and Light Use Revenue
• Recreation Instructional & Adult Enrichment Program
Participation
• Dollar Value of Annual Volunteer Hours
• Facility Rental Revenue

36 City of La Mesa
2022 Performance Measure Review
Community Services Department
Division: Aquatics
Goal: Encourage community participation in recreational swim programs.

Objective: Increase the number of drop-in participants and swim revenue by 5% each year.

Performance Measure: Number of participants in the drop-in swim program.

Performance Outcome: Increased number of participants in the drop-In swim program.

Graphed Data:
$0
$5,000
$10,000
$15,000
$20,000
2019 2020 2021 2022
Aquatics Drop-In Swim Revenue

37 Data Analysis:

In 2022, the La Mesa Municipal Pool & Spa suffered a major mechanical failure leading to the main pool heater needing to be completely replaced and relocated.

This process resulted in an extended maintenance closure and the pool facility not being able to reopen until May 2022. The Aquatics Division was not able to host its usual spring swim lesson sessions which greatly affected revenue and participants.

The La Mesa pool has felt the effects of the nationwide lifeguard shortages. While still able to offer all aquatics programming, class sizes were reduced to maintain safety regulations and high-quality teaching environments. These programs include a varied schedule of adult lap swim, family public swim, group and private swim classes, youth swim and water polo teams, adult water exercise and learn to swim classes.

This year we continued to offer a comprehensive schedule of group swim lessons of thirteen sessions that included 149 classes for participants ranging from six months to fourteen years of age. 93% of available spaces were filled throughout the year. Private swim lessons were extremely popular with 148 private lessons offered from May through October. This was a 111% increase from 2021.

While the drop-in rates are lower than the dramatic increase in 2021, they remain higher than 2019 and 2020 despite being closed for an additional three months in 2022 due to the heater issue.
0 500
1000
1500
2000
2500
3000
2019 2020 2021 2022
Aquatics Division Participants

38 Next Review Date: January 2024
Action To Be Taken: Continue to track the number of participants in aquatics and drop-in swim program and monitor
revenue. Analyze feedback from participants to look
for ways to increase participants in aquatics
programs. New efforts will be made to attempt to
increase staffing levels to increase additional
program opportunities and expand hours of
operation.

39 City of La Mesa
2022 Performance Measure Review
Community Services Department
Division: Sports
Goal: Provide high-quality facilities for active recreation programs.

Objective: Generate cost-recovery revenues that support athletic field maintenance costs.

Performance Measure: Athletic Field and Light Use Revenue Performance Outcome: User fees adequately support the City’s ability to host league and private athletic events to keep programs
affordable.

Graphed Data:

Data Analysis:

The chart demonstrates user fees collected for the past four years from leagues and private rentals for athletic fields that the City maintains. User fees were implemented in fall 2011, to contribute to cost recovery for field maintenance and field lighting electrical use.
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
2019 2020 2021 2022
Athletic & Light Use Revenue

40 All field permits are scheduled through the Community Service Department’s reservation and registration software, ActiveNet, which allows staff to generate field permits and create invoices in one system. Athletic field lights are scheduled remotely through Musco Control Link software, which offers reports to the actual times the lights are being used. SDGE fees for light usage is tracked so that adjustments can be made annually to the amount charged to users.

In 2022, there was no health order restrictions resulting from the COVID-19 pandemic allowing field usage to be accessible by all groups. This aided the increase in sports revenue as participants were eager to remain active and utilize athletic fields.

Organizations of the La Mesa Athletic Council provided athletic opportunities to approximately six thousand participants in 2022. Community Services will continue to work with members of the La Mesa Athletic Council to identify effective practices for field rentals that allow as many participants as possible to benefit.

Next Review Date: January 2024
Action To Be Taken: Continue to compare current user fees with other Cities and analyze SDGE costs for athletic field lights to make recommendations for adjusting fees, as necessary, for
cost recovery. Continue charging athletic field users
fees for fields maintained by the City, and monitor the CIP per hourly fees to ensure the goals and objectives
are being met for renovating/replacing fields.

41 City of La Mesa
2022 Performance Measure Review
Community Services Department
Divisions: Recreation Instructional & Adult Enrichment
Program Participants
Goal: Offer residents of all ages a wide variety of recreational opportunities.

Objective: Increase number of participants in recreation programs and at the Adult Enrichment Center by 5% each year.

Performance Measure: Participation in Recreation Classes and Camps Performance Outcome: Increase in key wellness and social participation indicators for La Mesa prepared by County of San
Diego. Introduce lifelong skills to youth and adults.

Graphed Data:
116 83 18 92 280
1,060 1,093
201 380 401
7,361
8,712
568
3,329
6,271
2018 2019 2020 2021 2022
Adult Enrichment Participants
AEC Classes Adult Ed AEC Drop In

42 Data Analysis:

The Community Services Department offers recreation classes for all ages at a variety of facilities, including the Adult Enrichment Center, Nan Couts Cottage, the Community Center Complex and parks. The total number of recreation classes offered and participation levels in those classes significantly increased over the low numbers in 2020 and 2021.

The Adult Enrichment Center was open for the entire calendar year of 2022, following COVID-19 closures in 2020 and 2021. Classes were taught by contracted instructors, volunteers and a partnership with Grossmont High School District Adult Education. Registrations for contracted classes increased 204% from 2021 to 2022, higher than pre-pandemic levels. This was due to the addition of new classes and shifting some adult programming from the Community Center to the Adult Enrichment Center. Registrations for Grossmont Adult Education classes slightly increased 5.5%, however, continued to be lower than pre-pandemic levels. This is due to GUHSD instructors retiring and the District struggling to find replacements.

The Adult Enrichment Center has begun to add additional contract instructors to fill this gap in classes historically offered by Adult Education. The number of participants at the Adult Enrichment Center who attended drop-in programs for $2.00 each meeting also increased over 2021.
845 956 896
1,506
1,109
1,963 2,087
727
1,803
3,302
2018 2019 2020 2021 2022
Instructional Classes & Camps
Participants
Camps Classes

43 The Instructional Division rebounded from the pandemic with a record number of programs and attendance, reporting 3,302 participants in instructional classes and 1,109 participants in camps for a total of 4,411 participants during four (4) nineweek sessions, several monthly sessions, and weekly camps offered during school breaks and throughout the first part of the year during school hours.

Not included in this analysis is the number of participants through fitness and dance providers who rent City facilities to host classes and maintain their own registrations. The City is compensated through rental revenue in the Facilities Division for these types of programs.

Next Review Date: January 2024
Action To Be Taken: Continue to track the number of participants for recreation programs, classes and camps and
analyze feedback from participants regarding
desired times and class formats. Continue to
seek new contractors to offer new activities to
fulfill the needs of the community and fill
underutilized facility spaces. Increase marketing
efforts in existing and alternative methods to
better advertise programs. Utilize results from
the 2023 Recreation, Parks and Library Survey
and Recreation and Parks Master Plan to
program activities to meet the needs identified.

44 City of La Mesa
2022 Performance Measure Review
Community Services Department
Division: Adult Enrichment Center
Goal: Encourage community engagement and volunteer
participation.

Objective: Increase the number of volunteer hours by 5% each year.

Performance Measure: Total number of volunteer hours and the dollar value hours.

Performance Outcome: Maintain affordable recreation programs by supplementing City programs at the Adult Enrichment
Center through the use of volunteers.

Graphed Data:
21,828
8,224 9,285
2,300
-
5,000
10,000
15,000
20,000
25,000
2019 2020 2021 2022
Volunteer Hours
Volunteer Hours
Data Analysis:

The Adult Enrichment Center tracks the annual savings to the City of La Mesa of using volunteers. The above chart shows the number of volunteer hours compared with the four previous years. In 2022, there were 2,300 reported volunteer hours which included volunteers used in various departments and events throughout the City. This decrease, compared to 2021 was due to the completion of the grant funded Rides4Neighbors and Safe Routes to School programs in the first half of 2022.

45 The Independent Research Sector volunteer dollar value for 2022 was $35.56 an hour for California. The dollar value for the contributions of volunteers to the City of La Mesa in 2022 was $81,788. The cumulative dollar value of volunteers to the City since the program began tracking in 2005 is $17,979,479.

Next Review Date: January 2024
Action To Be Taken: Continue to track volunteer hours to reflect the value of the cost savings to the City of La Mesa.

Increase efforts to recruit and retain volunteers
through community outreach, social media and
recognition. Continue to host engagement
opportunities to help residents find civic and
volunteer opportunities.

46 City of La Mesa
2022 Performance Measure Review
Community Services Department
Division: Facilities

Goal: Provide high-quality facilities to host community recreation programs.

Objective: Generate cost-recovery revenue to supplement the operating costs of programs in the Community
Services Department
Performance Measure: Annual facility rental revenues
Performance Outcome: Revenues supplement operational costs of the Community Services Department recreation programs
to assist in overall department cost recovery.

Graphed Data:

Data Analysis:

The total revenue for rentals of City facilities in 2022 was $378,918, a 139% increase over 2021 and a 43% increase over 2019. Revenue includes park permits, commercial operators in parks and Community Center Complex rentals.

The Facilities Division contributes to the cost recovery for the Community Services Department as a whole.
$266,579
$84,078
$158,823
$378,918
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
2019 2020 2021 2022
Revenue

47 Revenue increased this year, over 2021, as many activities postponed by the COVID-19 pandemic were rescheduled. Outdoor permits for both private groups and commercial operators remained high as community members continued to hold activities outdoors.

Next Review Date: January 2024
Action To Be Taken: Continue to offer the exceptional customer service experience to maintain customer base.

Seek additional marketing opportunities and
pricing adjustments to fill vacant space with
rentals.

48 FINANCE
2022

PERFORMANCE MEASURES
• Audited Financials
• Purchasing – Competitive Processes

49 City of La Mesa
2022 Performance Measures Review
Finance Department
Division: Finance
Performance Measure: Annual Audit
Purpose of the Measure: To measure the completion of the annual audit with zero findings
Data Analysis:

An annual audit consists of key factors to determine whether or not the City is following critical guidelines of the Governmental Accounting Standards Board (GASB). There are two types of audits that we do annually; financial and performance.

Financial Audits
The primary purpose of a financial audit is to render an opinion on whether the City’s financial statement reports are presented fairly in conformity to applicable generally accepted accounting standards. State law requires the City’s financial statements be audited annually by external auditors who are Certified Public Accountants (CPA) and independent of City functions. The City procures and 0 10
20 30
40 50
60 70
80 90
100
2018 2019 2020 2021 2022
Effectiveness
Accuracy
Risk

50 contracts with CPA firms licensed by the State of California to perform financial audits.

Reports of financial audits focus on reporting the financial condition of the organization. Financial statement reports of government organizations are required to conform to Government Finance Officers Association requirements.

Audits of governmental financial statements are performed in accordance with Government Audit Standards and include reports on internal controls, and compliance with laws and regulations.

Performance Audits
Performance audits are defined as engagements that provide assurance or conclusions about processes and programs. Assurances and conclusions are based on evidence that compare a program or process performance against stated criteria. Stated criteria include, but are not limited to: specific requirements, established performance measures or best business practices. Often, our audit objectives focus on performance measures and then use those measures to determine whether a program is achieving its goals and objectives.

Audit reports will make conclusions based on evidence of program effectiveness.

When the auditor’s findings identify problems that need corrective action, recommendations are made to improve the program. Reports also include perspectives of officials responsible for the process or program being audited and their corrective action plans. Normally, follow-up audit work is performed to assure corrective action plans are performed within a prescribed time period.

An official inspection of our records has been obtained and inspected by our independent auditors. An objective appraisal has been completed and no significant findings have been found.

Next Review Date: January 2024
Action To Be Taken: Continue to follow accounting standards and principals to ensure accuracy and audit
compliance.

51 City of La Mesa
2022 Performance Measures Review
Finance Department
Division: Purchasing
Performance Measure: Purchases made using competitive processes Purpose of the Measure: To measure the frequency of purchases made competitively and those made using exceptions
including the reasons for the exceptions.

Data:

Quotes: Three or more quotes obtained, if possible
Bid: Formal bid published on PlanetBids
RFQ: Formal Request For Qualifications published on PlanetBids Co-op: Used multi-agency cooperative bid/contract process Piggyback: Used bid conducted by another public agency
No-bid: Single quote or proposal used
Quotes, 34
Bid, 11
RFQ, 32
Co-op, 20
Piggyback, 8
No-bid, 105
ALL Departments

52 Reasons for no-bid purchases
CUPCCAA: State code allows one-quote public projects up to $60,000 Experience: Vendor selected for past experience on same/similar work Matching: Goods or services required to match current equipment/systems Sole source: Goods or services can only be obtained from one vendor Unspecified: Purchase did not fall into other categories listed Data Analysis:

Purchases of goods and services over $5,000 require a written purchase order (PO) and are generally based three or more quotes or a formal bid process per the La Mesa Municipal Code. Most purchases over $50,000 require a bid solicitation process, request for qualifications, cooperative public contract, or may piggyback on the bid award of another public agency. Exceptions can be made when a vendor has prior experience providing the same or similar services in a satisfactory manner, the goods are required to match existing materials and are purchased from the same vendor that supplied the existing materials, or the vendor is a sole source provider of a good or service that cannot be obtained from any other vendor. Additionally, the California Uniform Public Construction Cost Accounting Act (CUPCCAA) allows small projects up to $60,000 using a single quote.

There were 210 POs issued in calendar year 2022 for purchases of new goods and services of more than $5,000. Of those, 34 were based on quotes and 11 were publicly bid for a total savings of $703,812 when compared to the next lowest quote or bid. This represented an increase in the number of quotes and bids in 2022 by 14 from 2021 and an increase in savings of $522,172. Thirty-two POs were based on an RFQ process that established a pool of qualified vendors for specialized CUPCCAA, 30
Experience, 38
Matching, 17
Sole source, 13
Unspecified, 6
No-Bid Reasons

53 professional services such as engineering and consulting. Another 28 POs piggybacked on another public agency’s bid award or used cooperative contracts.

The remaining 105 POs did not use a competitive process. Purchases are made from sole source vendors or for matching goods generally because obtaining additional quotes can create hardships and additional cost by changing existing equipment or systems. Public projects up to $60,000 are only required to have a single quote under CUPCCAA, allowing departments to continuing using vendors that can meet our requirements and perform well. This is similar to other services in which vendors are selected due to their previous experience and quality of work.

These exceptions save staff time by minimizing the effort needed to identify vendors and obtain multiple quotes. They also provide some security by reducing the likelihood of selecting a vendor that performs substandard work. The use of these exceptions (36% of no-bid purchases and 18% of all examined purchases) has decreased since 2021 (49% and 24% respectively) and efforts are continuing to encourage departments to develop relationships with multiple vendors for these projects and services who can be called on for additional quotes. This would allow them to continue to save a reasonable amount of time and receive quality work, but will better ensure that the City is receiving fair pricing and distributing the work among qualified vendors.

Next Review Date: January 2024
Action To Be Taken: Work with departments to improve our competitive purchasing by increasing our supplier base without
sacrificing quality.

54 FIRE DEPARTMENT
2022

PERFORMANCE MEASURES
• Types of Emergency Response Activity
• Turnout Times – Fires
• Turnout Times – EMS
• Five Year Calls for Service Trend

55 City of La Mesa
2022 Performance Measures Review
Fire Department
Division: Operations/EMS
Goal: Protect life and property in the City of La Mesa.

Objective: Understand the types of emergency response activities and make operational adjustments deemed necessary.

Performance Measure: Emergency response activity by category Performance Outcome: Tracking annual emergency response activities allows Heartland Fire to operate efficiently, train staff
accordingly, and reallocate personnel and resources.

Graphed Data:

Emergency Response Activity by Type for 2022
7676, 89%
402, 5%
240, 3%
198, 2%
40, 1%
30, 0%
11, 0%
10, 0%
8, 0%
EMS Service Call Fire Over Pressure HazMat Good Intent Unknown False Call Natural Condition

56 Data Analysis:

Utilized data from Intterra Analytics reporting system to evaluate number of fires, medical aids, and other responses.

Next Review Date: January 2024
Action To Be Taken: Evaluate data to look for trends and consider need for training or public education based no trends.

57 City of La Mesa
2022 Performance Measures Review
Fire Department
Divisions: Operations/EMS
Goal: Protect life and property in the City of La Mesa.

Objective: Ensure responses to calls for emergency service meet Department goal (average 120 seconds or less 90% of
the time)
Performance Measure: Average Turnout Times - Fires
Performance Outcome: Maintaining the Department goal reduces loss of life, injury, and property damage.

Graphed Data:

Average Fire Response Turnout Times for 2022
Data Analysis:

Used Intterra Analytics reporting system to pull data and calculated 90% percentile data and average turnout times for first arriving units on scene.

National Fire Protection Association (NFPA) recommended standard for turnout

58 times is an average of 120 seconds or less 90% of the time for fire calls.

Next Review Date: January 2024
Action To Be Taken: Track department compliance and evaluate data to ensure responses meet department guidelines.

59 City of La Mesa
2022 Performance Measures Review
Fire Department
Divisions: Operations/EMS
Goal: Protect life and property in the City of La Mesa.

Objective: To ensure responses to calls for emergency service meet Department goal (average 120 seconds or less
90% of the time)
Performance Measure: Average Turnout Times - EMS
Performance Outcome: Maintaining the Department goal reduces loss of life, injury, and property damage.

Graphed Data:

Average EMS Response Turnout Times for 2022
Data Analysis:

Used Intterra Analytics reporting system to pull data and calculated 90% percentile data and average turnout times for first arriving units on scene.

National Fire Protection Association (NFPA) recommended standard for turnout times is an average of 120 seconds or less 90% of the time for emergency

60 medical service (EMS) calls.

Next Review Date: January 2024
Action To Be Taken: Track department compliance and evaluate data to ensure responses meet department guidelines.

61 City of La Mesa
2022 Performance Measures Review
Fire Department
Division: Operations/EMS
Goal: Protect life and property in the City of La Mesa.

Objective: Analyze trends related to annual calls for service Performance Measure: Five Year Calls for Service Trend
Performance Outcome: Ensure efficient department operations and recommend adjustments to levels of service based on
trend extrapolation.

Graphed Data:

Five Year Calls for Service Trend 2022

62 Data Analysis:

Utilized Intterra Analytics system to determine number of annual calls for service.

Five-year average of 7,887 calls per year. The annual increase from last year is

4.74%.

Next Review Date: January 2024
Action To Be Taken: Monitor on an annual basis.

63 POLICE DEPARTMENT
2022

PERFORMANCE MEASURES





Vital Crime Statistics and Clearance Rates
Delivery of Crime Prevention Services
Tracking of Graffiti Incidents and Response
Incident Arrival Times By Priority
 Traffic Enforcement Index

64 City of La Mesa
2022 Performance Measure Report
Police Department
Division: Services
Performance Measure: Vital Crime Statistics and Clearance Rates Purpose of Measure: Show yearly crime trends and the effectiveness of criminal investigations and crime prevention measures,
as reported by the crime rate of specified crimes and the clearance rates of high-profile crimes.

Data Analysis:

Crimes Against Persons
2022 2021
Number of Incidents 185 174
Crimes per Thousand (rate) 3.1 2.9
Clearance Rate 43% 39%
Crimes Against Property
2022 2021
Number of Incidents 1240 1130
Crimes per Thousand (rate) 20.7 18.8
Clearance Rate 8% 8%
Specific Clearance Rates
2022 2021
Robbery 53% 35%
Residential Burglary 11% 10%
Commercial Burglary* 11% 13%
Vehicle Burglary 2.5% 3%
*For the purposes of this report, Commercial Burglary is defined by the UCR standards. Shoplifting and Fraud are not included in this figure.

65 City of La Mesa
2022 Performance Measure Review
Police Department
Division: Services
Goal: Protect life and property in the City of La Mesa.

Objective: Increase community involvement in crime prevention organizations and activities by 10% each year.

Performance Measure: Number of residents signed up for Neighborhood Watch and the number of residential and commercial
security inspections conducted annually.

Performance Outcome: Increased community involvement and crime prevention inspection services to reduce neighborhood
crime.

Purpose of Measure:

The Mission Statement of the La Mesa Police Department is; “The La Mesa Police Department is dedicated to protecting life and property while promoting community involvement through professional service, honor, trust and integrity.” Prevention is a key pillar. The prevention of criminal acts can be accomplished through a variety of means, including by providing of timely information to the public on how to minimize their risk of being a crime victim.

The La Mesa Police Department first organized a Crime Prevention Unit in the late 1970’s, with a primary emphasis on preventing residential burglaries. Since that time, the responsibilities of the unit have increased significantly, but the underlying theme of the entire unit’s programs is that of crime prevention. Given this essential function, the Services Division staff sought to develop a performance measure that would reflect the source and number of crime prevention presentations made on a monthly basis. From this data, staff will be able to provide analysis; indicating the relative demand for these services, sources within the Department or community that can be used to enhance the delivery of these services, and to provide policy makers with information demonstrating how changing workloads and staffing levels impact the delivery of services.

Data Analysis:
2022 Neighborhood Watch meetings increased compared to years prior due to the lift of Covid-19 pandemic restrictions. Crime Prevention was able to coordinate our Youth Leadership Camp and Citizens’ Academy. Crime Prevention continues to work on expanding the Department’s social media presence.

66 Neighborhood Watch Meetings
There were 17 in-person Neighborhood Watch meetings held in 2022, where in 2021 there were 3 in person meetings.

Residential Security Inspections
5 Residential Security Inspections (RSI) were conducted in 2022, compared to 4 in 2021.

Commercial Security Inspections
22 Commercial Security Inspections (CSI) were conducted in 2022, compared to 17 in 2021.

Presentations
The Department’s long-standing practice has been to take every opportunity that comes along to facilitate as many special presentations as possible. There were 18 presentations in 2022, compared to 4 in 2021.

Community Outreach
In 2015, the La Mesa Police Department launched its Facebook and Twitter pages.

The purpose of the La Mesa Police Department’s Facebook and Twitter pages is to share news and information regarding the activities, crime trends, and programs of the Department and its employees. The Police Department encourages discussion and comments on posts. Our plan is to use social media in a way that adapts to the traditions and goals of community policing; where the La Mesa Police Department can work together, in collaboration with the citizens we serve, to address personal safety, and crime issues. The Police Department currently has 6,901 followers on Facebook and 5,222 followers on Twitter.

In 2018, the La Mesa Police Department launched its Instagram page. The Department is able to reach a larger demographic by utilizing another social media platform to share news and information regarding the activities, crime trends and programs. In addition, the usage of Instagram stories allows for a more interactive content and another resource to reach out to our followers. The Police Department currently has 3,433 followers.

In 2014, the La Mesa Police Department launched a partnership with Nextdoor.com. Nextdoor is a private social media network for neighborhoods aimed at building stronger, safer communities by connecting neighbors together.

This integration with Nextdoor has enabled the La Mesa Police Department to utilize another resource to communicate with La Mesa neighborhoods. At the

67 end of 2020, LMPD had approximately 17,777 subscribers. In 2021, there were about 20,170 La Mesa residents subscribed. In 2022, there are currently 21,848 La Mesa residents subscribed. The Police Department continues to use this platform to send out announcements and crime prevention tips to residents.

In 2022, the La Mesa Police Department hosted two (2) Coffee with a Cop events and two (2) Cocoa with a Cop events. Coffee with a Cop helps break down barriers and allows for a relaxed, one-on-one interaction. Coffee with a Cop provides a unique opportunity for community members to ask questions and learn more about our Department’s work in La Mesa neighborhoods. The program aims to advance the practice of community policing, by improving relationships between police officers and community members, “one cup of coffee at a time.” In 2022, La Mesa officers and staff participated in our first Cocoa with a Cop and Lemon Avenue Elementary. A student who had stopped by our Coffee with a Cop event, suggested the idea and we asked if their class could be our first guests.

The La Mesa Police Department has had a long-standing commitment of working in partnership with our community. The Citizen’s Academy provides an opportunity to further enhance our relationship with valued community members through this unique opportunity. In 2022 LMPD Citizen’s Academy was able to occur, but with 20 participants. The academy is six days in length, with hands-on interaction, unfortunately due to the pandemic, participants did not have the opportunity to go on a ride along with patrol officers.

The KidzWatch Academy is a great program for kids six to ten years of age. The participating kids are joined by their parents for 6 sessions where they learn about calling 9-1-1, stranger danger, fire safety, water safety and nature awareness. Due to the pandemic, the La Mesa Police Department was unable to hold this event in 2022.

Complexes in Crime Free Multi/Mobile Housing Program
The Department is in a transitional mode as it relates to Crime Free MultiHousing. For the last several years, LMPD has maintained a steady number of 30 complexes that are part of the Crime Free Multi-Housing Program. However, these complexes may not have received updated training, information, and/or forms for the program. The ability for properties to become certified has been impacted by their budget constraints. For example, completing required security improvements on the property are delayed when money is limited, thus postponing certification.

Additionally, a high turnover rate with apartment managers throughout the years requires many properties to start over with the certification process. However, some managers did complete other requirements, including hosting Neighborhood Watch meetings and implementing the Crime Free Lease Addendum. The goal of recertifying these properties continued in 2022. We currently have 5 properties certified in the program; this number is much lower than before because properties

68 that are “in process” are no longer counted. While it is true that increasing the number of certified complexes has proven difficult, much of that difficulty can be attributed to the success of the program in prior years. For several years now, complexes have been operating with increased security measures, better screening of potential tenants, and more highly trained property managers, resulting in less crime and fewer calls for service for the Police Department. This may discourage new complex owners and managers from participating in the program because they do not perceive a need to participate in the program.

The quarterly meeting has allowed the Department to update managers with important information and training, including graffiti abatement, legal updates, substance abuse and drug activity, recycling programs, and police operations. In 2022, the Crime Prevention Unit was unable to provide additional training opportunities for apartment managers but did host in person meeting for the managers and owners.

Next Review Date: January 2024
Action To Be Taken: The Committee will continue to monitor the above listed performance areas. The Crime Prevention Unit
will begin to assess whether it would be a more prudent use of resources and staff time to forgo the Crime Free Multi/Mobile Housing Program in favor of increasing
resources to ongoing programs such as Neighborhood
Watch.

Attachments:

Detailed List of Special Presentations for 2022
Crime Prev. Performance Measures Matrix 2022
2022 January - March Special Presentations
January
Neighborhood Watch Meeting La Mesa CPS Ortega
Commercial Security Inspectionx3 La Mesa Cannabis CPS Ortega / Officer Watkins
Residential Security Inspection The Jefferson CPS Ortega February

69 Community event: Catalytic
Converter Engraving Event La Mesa CPS Ortega
Commercial Security Inspection La Mesa Dale CPS Ortega/ Officer Watkins
Commercial Security Inspection La Mesa Cannabis
CPS Ortega / Officer
Watkins
March
Neighborhood Watch Meeting La Mesa CPS Ortega
Commercial Security
Inspectionsx2 La Mesa Cannabis Sgt. Gay
Community Event: Grossmont
Center Fire Drill La Mesa CPS Ortega
Community event: Grossmont
Hospital- Safety Expo La Mesa CPS Ortega
2022 April - June Special Presentations
April
Coffee with a Cop La Mesa CPS Ortega
Commercial Security Inspection x2 Cannabis La Mesa CPS Ortega/ Officer Watkins
Community Presentation: Personal
Safety La Mesa Women’s Club CPS Ortega/ Officer Watkins Neighborhood Watch Meeting La Mesa CPS Ortega
Neighborhood Watch Meeting La Mesa CPS Ortega
Community Presentation: Station
Tour La Mesa PD CPS Ortega
Cocoa with a Cop Lemon Avenue Elementary CPS Ortega / Patrol Drug Take Back Day La Mesa PD Investigations
Community engagement: Legacy
Church, Easter event Legacy Church Patrol
Community event: Catalytic
Converter Engraving Event La Mesa CPS Ortega
May
Neighborhood Watch Meeting La Mesa CPS Ortega
Neighborhood Watch Meeting La Mesa CPS Ortega
Cocoa With a Cop Lemon Avenue Elementary CPS Ortega /Patrol Commercial Security Inspections
x2 La Mesa Cannabis Sites CPS Ortega/ Officer Watkins

70 Residential Security Inspection La Mesa CPS Ortega
June
Neighborhood Watch La Mesa CPS Ortega
Neighborhood Watch La Mesa CPS Ortega
Neighborhood Watch La Mesa CPS Ortega
Community presentation:

Preschool
United Methodist Children
Center
CPS Ortega
Neighborhood Watch Meeting La Mesa CPS Ortega
2022 July - September Special Presentations
July
Residential Security Inspectionx3 La Mesa CPS Ortega
Neighborhood Watch Meeting La Mesa CPS Ortega
August
National Night Out La Mesa CPS Ortega
Neighborhood Watch Meeting x2 La Mesa CPS Ortega
Chat with the Chiefx2 La Mesa Chief/ CPS Ortega
Residential Security Inspection La Mesa CPS Ortega
Commercial Security Inspection x2 La Mesa Cannabis sites CPS Ortega/ Officer Watkins
September
Neighborhood Watch Meeting La Mesa CPS Ortega
Commercial Security Inspectionx4 La Mesa Cannabis sites CPS Ortega/ Officer Watkins
Community Presentation: Station
Tour La Mesa PD CPS Ortega
2022 October - December Special Presentations
October
Citizen’s Academy LMPD CPS Ortega
Coffee with a Cop La Mesa CPS Ortega
Grossmont Center Holiday
meeting La Mesa CPS Ortega
Commercial Security Inspection La Mesa Cannabis Sites CPS Ortega/ Officer Watkins
November
Commercial Security Inspection x2 LMPD MMD CPS Ortega/ Officer Watkins
Community Presentation: Station
Tour La Mesa PD CPS Ortega
Neighborhood Watch Captain’s
Meeting La Mesa PD CPS Ortega

71 Community Presentation
Personal Safety La Mesa CPS Ortega
Neighborhood Watch Meeting La Mesa CPS Ortega
December
Neighborhood Watch Meeting La Mesa CPS Ortega/ Officer
Calvert
Commercial Security Presentation
x2 LA Mesa Cannabis Sites CPS Ortega/ Officer Watkins
CRIME PREVENTION PERFORMANCE MEASURES 2022
Q-1/Spring Q-2/Summer Q-3/Fall Q-4/Winter Total
Neighborhood Watch
Meetings 2 8 4 3 17
Residential Security
Inspections 0 1 3 0 4
Commercial Security
Inspections 4 7 6 5 22
Special
Miscellaneous
Presentations*
3 6 6 6 21
Complexes in Crime
Free Multi/Mobile
Housing Program
5 5 5 5 5**
* Crime Prevention numbers - excludes School Resource presentations. ** Due to the reorganization of tracking the participants in the Multi-Housing Crime Free Program, these numbers only reflect those who are Crime Free certified. Additionally, the number of participating complexes has remained static at 5 throughout the year due to several factors mentioned earlier: budget constraints, high turnover rate of managers, and reduced perceived need for the program due to success in prior years.

72 City of La Mesa
2022 Performance Measure Review
Police Department
Division: Services
Performance Measure: Tracking of Graffiti Incidents and Response Purpose of Measure: The presence of graffiti in the community can have a significant effect on resident and visitor perceptions
about the level of crime in the community and the relative safety of different areas within the community. The
frequency of graffiti incidents and the timeliness of the City’s response to those incidents were identified as key measures for the Department’s Community Resource
Unit to coordinate and report on.

Top Five Locations (January - June)
Top Five Locations (July – December)
Locations Number of Incidents
Northmont Park, 6030 Severin Drive 26
Rolando Park, 6600 Vigo Dr. 17
Vista La Mesa Park, 3995 King Street 12
Jackson Park, 5870 Jackson Dr. 10
Highwood Park, 4200 Parks Av 5
Locations Number of Incidents
Northmont Park, 6030 Severin Drive 13
Jackson Park, 5870 Jackson Dr. 9
La Mesita Park, 8855 Dallas St. 6
Highwood Park, 4200 Parks Av 1

73 Total Number of Incidents (Jan – Dec)
Hits of Graffiti have shown a steady decline since 2012 until 2018 where they have remained relatively similar. The annual numbers are:
2022 232
2021 302
2020 209
2019 226
2018 228
2017 462
2016 618
2015 849
2014 1,288
2013 1,726
2012 2,754
Data Analysis:

Graffiti reports are obtained through the Police Department’s CAD system, the Graffiti Hotline, RSVP sightings, PW sightings, proactive patrols, and volunteers who actively seek out graffiti. Many of the hotline calls come from certain citizens who are especially vigilant in their areas.

Next Review Date: January 2024
2022 Tagger Gang Hate Other Month Total
January 11 2 0 7 20
February 10 0 0 7 17
March 27 4 0 19 50
April 2 0 0 16 18
May 9 8 0 19 36
June 6 0 0 7 13
July 2 10 0 10 22
August 4 3 0 8 15
September 9 1 0 17 27
October 0 0 0 6 6
November 1 0 0 1 2
December 1 0 0 5 6
Totals 82 28 0 122 232
% of Total 35% 12% 0% 53%

74 Action to Be Taken: This information is shared with patrol, school resource officers, Detectives, and SIU Detectives, as well as
RSVPs, for consideration in their preventive patrol
activities and case work. Data collection will continue for the January-December 2023 time period.

CRU has worked to increase communication with both Public Works and Code Compliance. Many of our problem areas are repeatedly targeted when property owners do not take an active role in graffiti eradication. By working closely with Public Works and Code Compliance, CRU has sought to establish a balanced approach between timely graffiti eradication and ensuring property owners are complying with Municipal Code 10.10.060.

Graffiti Tracker:

We have 2 Graffiti Tracker cameras, which allow for all tagging to be recorded. On average, we are able to photograph graffiti within 48 hours of it being reported, and in most cases, it is painted out within 48 hours after it is photographed. The exception is when the graffiti is on private property and we do not have the owner’s permission to paint it out.

Beginning in 2018, CRU has had access to Cartegraph, which has assisted in more accurate tracking of graffiti incidents. By combining the data analysis capabilities of Graffiti Tracker and Cartegraph, along with tracking and accountability assessment, CRU has been able to more effectively monitor and address graffiti eradication.

75 City of La Mesa
2022 Performance Measure Review
Police Department
Division: Services
Performance Measure: Incident Arrival Times by Priority Purpose of the Measure: To measure the average amount of time between when a call is received to the time an officer arrives
on the scene.

Graphed Data:

Data Analysis:

The data in the chart only includes calls for service by citizens, and does not include officer-initiated incidents. The criteria for dispatching incidents are as follows:

Priority 1 – Dispatch immediately.

Priority 2 – Dispatch within two minutes.

Priority 3 – Dispatch within five minutes.

Priority 4 – Dispatch when an officer is available.

The total average response times for Priority 1 and Priority 2 incidents in 2022 are comparable with the response times for 2021. Priority 3 total incidents increased

5.4% from 2021, with a total of 9,218 in 2021 and 9,714 in 2022. Priority 4 total

76 incidents increased by 19.0% from 2021, with a total of 4,731 in 2021 and 5,632 in 2022. The increase in total Priority 3 and 4 incidents thus increased response times as well for these incidents. Priority 4 incidents include report calls and nonurgent issues where the presence of police is requested.

In 2022, Communications handled 56,270 incidents, which includes officerinitiated incidents and calls for service by citizens. The total incidents handled by Communications in 2022 decreased by 1,764. There were 48,806 calls for service by citizens in 2022 compared to 51,127 calls for service by citizens in 2021. There were 7,464 officer-initiated incidents in 2022, compared to 6,907 officer-initiated incidents in 2021.
*Due to changes in priority classifications, historical figures may not match previously published reports.

Figures included here were reported in the same manner.

77 City of La Mesa
2022 Performance Measure Review
Police Department
Division: Patrol - Traffic
Goal: Protect life and property in the City of La Mesa.

Objective: Maintain an average annual minimum Traffic
Enforcement Index of 25 or lower.

Performance Measure: “Traffic Enforcement Index” – The relationship between how many Department citations are issued to motorists
for “hazardous” violations and how many reported
injury traffic collisions in the City of La Mesa over the same time frame.

Performance Outcome: Reduced vehicle collisions, resulting in fewer automobile-related injuries and fatalities.

The Department's goal is to effectively minimize the loss of life, personal injury, and property damage resulting from traffic collisions through enforcement, education, and traffic engineering. The Department will adopt the National Highway Traffic Safety Administration’s (NHTSA) "Traffic Enforcement Index," which documents the relationship between the number of citations issued for hazardous violations and the reported injury and/or fatal traffic collisions. Using this index will allow the Department to measure the effectiveness of its enforcement strategies more accurately.

Northwestern University teaches that a minimum traffic enforcement index of 25 is required to reach the citation threshold of effectiveness in reducing traffic collisions. If a city has many out-of-town drivers, a traffic enforcement index in the 25-35 range may be more desirable. Out-of-town drivers are generally not reached through education and voluntary compliance programs.

With La Mesa being a Vision Zero city, the Department will continue working with other city departments to achieve our goal of zero fatalities by traffic collisions by 2025. We will continue reviewing data and targeting enforcement action in highcollision areas.

The Department identifies the top collision locations within the city and focuses enforcement on targeting those locations to reduce collisions. The top collision locations are identified quarterly and presented to the patrol staff as increased enforcement locations.

78 Graphed Data:

Data collection for this period began in January 2022. See attached.

Data Analysis:

The gathered data represents the number of citations issued by the Department as a whole. However, a significant majority of the citations were issued by officers within the Traffic Unit. During this reporting period, the Traffic Unit and the Department operated under a Selective Traffic Enforcement Program (STEP) grant. The Department could not maintain previous levels of regular and grantfunded enforcement throughout the year, primarily due to a staffing shortage in the Traffic Unit. The enforcement index average decreased to 7.3.

In 2021, we had 170 injury collisions, six severe injury collisions, and four fatal collisions with an average enforcement index of 8.25. In 2022, our enforcement index decreased from last year to 7.03, a decrease of 1.22 points. We ended 2022 with 171 injury collisions, 15 severe injury collisions, and three fatal collisions. The number of collisions and injuries increased over the last year; however, fatalities decreased by 25%. Two of the three fatal collisions involved impaired parties. Each of the three collisions was unique in location. None of the fatal collisions resulted in prosecution.

Action to Be Taken: Maintaining a fully staffed Traffic Unit will continue to impact these numbers. Traffic enforcement is emphasized as a patrol function and all patrol officers should assist in enforcement efforts. The Department continues proactively addressing traffic-related issues, which have significantly impacted the safety and quality-of-life of our residents and visitors. The Traffic Unit’s primary focus will be to provide enforcement targeting the top three (3) primary collision factor (PCF) violations (DUI, unsafe speed, and improper turning). The Traffic Unit will also provide enforcement at frequent collision locations. The Unit will continue to utilize data collection devices to focus on areas in the city most effectively. The Unit will continue to work to place educational material on DUI and traffic safety in the community, which has impacted safety in 2022.

The Department will research additional educational opportunities to keep the public informed of high collision locations and prevention strategies, DUI, and drugged driving.

Next Review Date: January 2024
Attachments: Enforcement Index Graph

79 Graphed Data For 2022
2022’s Enforcement Index Average: 7.03 (2021’s average: 8.25)

0.00 2.00

4.00 6.00

8.00 10.00

12.00 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Index
Index
Jan. Feb. March April May June July Aug. Sep. Oct. Nov. Dec.

Traffic
Citations
133 81 170 80 57 101 56 82 55 56 90 95
Injury
Collision
19 10 17 11 9 12 15 12 20 12 11 18
Enforcement
Index

7.00 8.10 10.0 7.27 6.33 8.41 3.73 6.83 2.75 4.66 8.18 5.27 (2021 #s for
comparison) 9.45 10.0 6.6 9.9 3.75 6.41 4.81 8.53 8.08 8.93 14.81 7.83

80 0

PUBLIC WORKS DEPARTMENT
2022

PERFORMANCE MEASURES
Departmental
• Requests by Section and Response Time
• Public Property Graffiti Requests and Response Time
• Illegal Dumping, Trash and Debris Removal Requests and Response Time • Traffic Signal Requests and Response Time
• Pothole Requests and Response Time
Building Maintenance
• Building Maintenance Requests
• Requests Response Time
Fleet Maintenance
• Fleet Maintenance Data
• Preventive Maintenance Services and Repair Services
Park Maintenance
• Park and Tree Maintenance Data
• Tree Trimming
Street Maintenance and Traffic Safety • Street Maintenance and Street Sweeping Data • Annual Surface Treatment
• Traffic Safety Data
Wastewater
• Sewer & Storm Drain Maintenance
• Lineal Feet of Sewer Main Cleaned
• Number of Sanitary Spill Overflows per 100 miles of Sewer Pipe by Fiscal Year

81 City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Public Works Operations
Performance Measure: Requests by Section and Response Time Purpose of Measure: The measure promotes accountability within the department and ensures responsiveness to customers.
0 50
100
150
200
250
300
Jul-21
Aug-21Sep-21
Oct-21
Nov-21Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22Sep-22
Oct-22
Nov-22Dec-22
Requests
Monthly Requests by Section
Building
Maintenance
Street
Maintenance
Traffic
Safety
Tree
Trimming
Storm /
Wastewater
Park
Maintenance

82 60
65 70
75 80
85 90
95 Percentage of requests responded within 24 Business hours Fiscal year 2022
Building Maintenance Street Maintenance Traffic Safety
Tree Trimming Storm / Wastewater Park Maintenance
Month Building
Maintenance
Street
Maintenance
Traffic
Safety
Tree
Trimming
Storm /
Wastewater
Park
Maintenance
Total
Requests
21-Jul 76 33 9 6 9 55 188
21-Aug 84 58 10 1 17 65 235
21-Sep 79 47 12 5 17 66 226
21-Oct 62 58 5 0 22 65 212
21-Nov 86 42 10 0 11 40 189
21-Dec 56 36 13 0 19 45 169
22-Jan 51 72 4 28 22 49 226
22-Feb 45 59 11 26 7 28 176
22-Mar 76 91 20 25 11 40 263
22-Apr 57 37 16 38 8 49 205
22-May 42 49 5 19 8 59 182
22-Jun 61 54 5 26 5 50 201
22-Jul 55 47 24 17 7 47 197
22-Aug 58 56 8 28 10 58 218
22-Sep 55 90 5 33 14 57 254
22-Oct 60 74 24 35 13 61 267
22-Nov 59 66 14 28 13 40 220
22-Dec 35 65 20 31 9 21 181
FY 22 Total 775 636 120 174 156 611 2,472
FY 21 Total 704 452 120 174 260 885 2,502
FY 20 Total 797 518 142 259 228 809 2,753
FY 19 Total 929 566 195 191 280 515 2,676
4-Yr Average 801 543 144 200 231 705 2,601
Monthly Request by Section
Fiscal Year 2022

83 Data Analysis:

In an effort to provide exceptional customer service, department staff strives to respond to requests in a timely manner. The goal is to contact customers within 24 business hours of receiving a request to inform them that their request has been received and to provide a timeframe in which work may be completed. On average, customers were contacted by all sections within 24 business hours of being received about 86 percent of the time in FY22.

The department continues to use the upgraded work order system, which was implemented in August 2015. The upgrade to Cartegraph OMS (operational management system) allows the department to efficiently manage the 2,569 requests received on average each year. It also enables the department to better manage its infrastructure assets and identify areas of needed maintenance.

Action To Be Taken: The department continues to use the work order management system to help identify, record, and establish benchmarks and priorities annually.

Next Review Date: January 2024

84 City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Public Works Operations

Performance Measure: Public Property Graffiti Requests and Response Time Purpose of Measure: The measure promotes accountability within the department and ensures responsiveness to customers.

Data Analysis:

The graph shows the number of public property graffiti removal requests received per month and the average number of days to remove them. These incidents are reported by staff as well as residents. Residents reported these incidents through the See Click Fix application that was launched in the summer of 2021.

An emphasis for removing this type of blight in the City is and shall remain a priority for the Public Works department. Working with residents and the La Mesa Police Department, staff will continue to work toward timely removal of reported graffiti.

Action to be Taken: The division will continue to collect and review the data.

Next Review Data: January 2024

0.0 2.0

4.0 6.0

8.0 10.0

12.0 0
5 10
15 20
25 30
35 40
Jul-21
Aug-21Sep-21
Oct-21
Nov-21Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22Sep-22
Oct-22
Nov-22Dec-22
Average Days
to Remove
# of Requests
Graffiti Requests and Response Time
Requests Average Days to remove

85 City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Public Works Operations

Performance Measure: Illegal Dumping, Trash and Debris Removal Requests and Response Time
Purpose of Measure: The measure promotes accountability within the department and ensures responsiveness to customers.

Data Analysis:

The graph shows the number of illegal dumps, trash and debris removal requests received per month and the average number of days to respond to them.

An emphasis for removing this type of blight in the City is and shall remain a priority for the Public Works department. Reports of illegal dumping are brought to the attention of the City through staff and residents reporting them on the See Click Fix application.

Working with the La Mesa Police Department, staff will continue toward timely removal of illegally dumped materials. Also, staff is working to remove or trim back landscaped areas to discourage activities that promote this type of behavior.

Action to be Taken: The division will continue to collect and review the data.

Next Review Data: January 2024

0.0 2.0

4.0 6.0

8.0 10.0

12.0 0
5 10
15 20
25 30
35 40
Jul-21
Aug-21Sep-21
Oct-21
Nov-21Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22Sep-22
Oct-22
Nov-22Dec-22
Average Days
to Remove
# of Requests
Illegal Dumping, Trash and Debris Removal Requests and
Response Time
Requests Average Response

86 City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Public Works Operations

Performance Measure: Traffic Signal Requests and Response Time Purpose of Measure: The measure promotes accountability within the department and ensures responsiveness to customers.

Data Analysis:

The graph shows the number of reported traffic signal requests per month. Repairs or adjustments are made by a contractor who is required to respond to traffic signal issues within 1 hour of receiving a report.

Reports of traffic signal issues are brought to the attention of the department through staff in the field and residents reporting them through the See Click Fix application. These requests have priority over other types of traffic signal calls such as position adjustments and preventive maintenance.

Action to be Taken: The division will continue to collect and review the data.

Next Review Data: January 2024
0 5
10 15
20 25
30 Jul-21
Aug-21Sep-21
Oct-21
Nov-21Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22Sep-22
Oct-22
Nov-22Dec-22
# of Requests
Traffic Signal Requests

87 City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Public Works Operations

Performance Measure: Pothole Requests and Response Time Purpose of Measure: The measure promotes accountability within the department and ensures responsiveness to customers.

Data Analysis:

The graph shows the number of reported pothole related calls per month and average number of days required to repair them. The number of pothole requests typically increase during the rainy season and they are at their lowest in the summer months.

During the rainy season, potholes are more prevalent after storms and on roadways experiencing heavy truck traffic. During the summer months, the number of potholes decrease and the time to respond to them increases. This increase in response time is primarily due to crews working on planned maintenance projects. As a policy, crews schedule the filling of potholes as soon as they are reported and prioritized those that are in areas where they impact safety or additional pavement damage is likely.

Action to be Taken: The division will continue to collect and review the data.

Next Review Data: January 2024
-1.0

1.0 3.0

5.0 7.0

9.0 11.0

13.0 15.0
0 5
10 15
20 25
30 35
40 Jul-21
Aug-21Sep-21
Oct-21
Nov-21Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22Sep-22
Oct-22
Nov-22Dec-22
Average Days
to Respond
# of Requests
Pothole Requests and Response Time
Requests Average Response Time

88 Building Maintenance
Mission:

To maintain the condition of City buildings while complying with all applicable codes and safety regulations.

Building Maintenance FY 2019 FY 2020 FY 2021 FY 2022
Total square footage of city facilities maintained 245,171 245,171 245,171 245,171 Cost per square foot maintained 1 $4.54 $4.14 $4.26 $4.65 Requests 888 690 787 762
1 Equal to actual year end expenditures divided by square feet maintained.

Requests by Activity for Fiscal Year 2022
Electrical
Repairs
Exterior
Repairs
HVAC
Repairs
Interior
Repairs
Plumbing
Repairs
161 86 76 143 211
*This table shows the most common requests by activity.

89 City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Building Maintenance

Performance Measure: Timeliness of response to requests Purpose of Measure: To measure the level of service the division is providing to internal customers by tracking the number of days to complete requests.

Graphed Data:

Data Analysis:

The graph shows the average number of days required to complete each type of request.

To provide a better understanding of timeliness, the chart shows the average number of 28 161
86 76
143
23 26

5.9 10

16.6 12.4

11.1 18.8

3.4 Moving
Furniture
Electrical
Repairs
Exterior
Repairs
HVAC
Repairs
Interior
Repairs Painting
Plumbing
Repairs
0 2
4 6
8 10
12 14
16 18
20 0
20 40
60 80
100
120
140
160
180
Moving
Furniture
Electrical
Repairs
Exterior
Repairs
HVAC
Repairs
Interior
Repairs
Painting Plumbing
Repairs
Days to Complete
Number of Requests
Building Maintenance Average Response Time to Complete Requests Fiscal Year 2022
Total Service Requests

90 days from the time the request is received to completion of the request. The timeframes differ because scheduling may be required and materials may need to be ordered prior to starting the work.

In FY22, the most common type of request received by the Building Maintenance Division was for electrical repairs followed by interior repairs. Interior repairs and painting requests typically take the longest to begin since notice is typically given well in advance of when the office to be painted is available. Painting requests typically also involve removing furniture and associated office items. Lastly, painting is also prioritized lower than most other requests.

Action to be Taken: The division will continue to collect and review the data.

Next Review Date: January 2024

91 Fleet Maintenance
Mission:

To maintain all vehicles and equipment in a safe and operational condition.

Performance Measures:

1. Preventive maintenance services performed per month

2. Service repairs performed per month
Fleet Maintenance FY 2020 FY 2021 FY 2022
Number of vehicles/equipment 207 207 207
Maintenance cost per vehicle/equipment 1
$4,027 $3,901 $3,350
Number of full-time budgeted employees 5 5 5
Number of vehicles/equipment per full time
employee 41.4 41.4 41.4
Preventive maintenance services 611 659 711
Service repairs 932 827 613
1 Equal to actual year end expenditures for Fleet Maintenance plus citywide vehicle maintenance expenditures divided by number of fleet vehicles/equipment.

92 City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Fleet Maintenance

Performance Measure: Preventive maintenance services performed per month Purpose of Measure: To evaluate the preventive maintenance program to determine how well the City’s fleet of vehicles are being maintained.

Graphed Data: Goal of 45 vehicle preventive maintenance services per month
0 10
20 30
40 50
60 70
80 90
Jul-21
Aug-21Sep-21
Oct-21
Nov-21Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22Sep-22
Oct-22
Nov-22Dec-22
Actual PM Services Completed
Preventive Maintenance Services Performed
Actual PM Monthly Goal

93 Data Analysis:

In 2008, the preventive maintenance schedule was changed to meet state requirements and to bring the shop up to industry standards for Best Management Practices (BMPs).

Commercial vehicles are checked every 90 days as required by the State, and the remaining vehicles and equipment are brought in to the shop every 90-120 days.

Beginning in 2011, the service goal for this measure was increased from 25 to 45 preventive maintenance services per month in order to bring the goal more in line with the division’s capabilities and maximize (in some cases extend) the useful life of fleet vehicles and equipment.

As with the previous year, Fleet Maintenance continued its emphasis in a proactive preventive maintenance program. The majority of repairs were those found through scheduled preventive maintenance checks which help prevent vehicle and equipment breakdowns. The overall result of the increase in preventive maintenance activities is a reduced number of unscheduled repairs and down time throughout the fleet.

Action To Be Taken: The department will continue to prioritize preventive maintenance services for vehicles/equipment according to state regulations and city goals.

Next Review Date: January 2024
0 20
40 60
80 100
120
140
160
180
200
Jul-21
Aug-21Sep-21
Oct-21
Nov-21Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22Sep-22
Oct-22
Nov-22Dec-22
Number of repairs
Unscheduled Repair Services Performed per Month
Actual Repairs

94 Park Maintenance
Mission:

To maintain City parks, streetscapes and other landscaped areas in a clean, safe and aesthetically pleasing condition.

Performance Measures:

1. Maintenance rating for City parks and building landscaping

2. Number of street trees and park trees maintained per year Park Maintenance FY 2020 FY 2021 FY 2022
Acres maintained 1 195 195 195
Maintenance cost per acre 2 $12,050 $ 13,109 $ 11,904
Number of budgeted full-time employees 15.7 15.7 15.7
Acres maintained per full time employee 12.42 12.42 12.42 Requests 809 894 807
1 Includes the addition of MacArthur Park in fiscal year 2018 2 Equal to actual year end expenditures divided by number of acres maintained.

Tree Trimming FY 2020 FY 2021 FY 2022
Number of trees 1 10,123 10,106 10,059
Cost per tree 2 $26.70 $28.37 $22.77
Requests 259 164 194
1 The tree inventory was updated based on the tree inventory database.
2 Equal to actual year end expenditures divided by number of trees maintained.

Total Tree Trimming for Fiscal Year 2022
Annual
Palm Tree
Goal
Actual
Palm Trees
Trimmed

Annual
Street Tree
Goal
Total
Street Trees
Trimmed
Actual
Trees
Trimmed
In-House
Actual
Trees
Trimmed
by Contract

Number
of Trees
Planted
2,694 2,414 1,056 660 180 2,847 26

95 Data Results:

The City has earned the designation of “Tree City USA” since 1980. In order to nurture and maintain the City’s urban forest as efficiently as possible, productivity goals were established for tree trimming. The department has set an annual goal to trim 1/7th of the City’s street and park tree inventory (approximately 1,050 trees) and 100 percent of the City’s palm tree inventory each year. The City has been divided into seven maintenance zones and the goal is to trim all the trees in one zone each year, as well as all palm trees throughout the City each year.

The City uses contract tree trimming services to augment its tree trimming capability. The contract includes regular tree maintenance of 10,059 street and park trees throughout the City. The City’s remaining tree trimming staff member responds to requests and other tree trimming duties on an as-needed basis. Palm tree trimming is also performed by contract.

The table shows all tree maintenance services performed by contract and City staff. The total number of trees trimmed in FY22 was 3,027 (2,847 by contract and 180 by in-house staff).

The annual palm tree trimming goal is based on the total number of palm trees in the City’s tree inventory. Over 90 percent of the City’s palm tree inventory was trimmed by West Coast Arborists, the City’s tree trimming contractor, in FY22. The remaining palm trees were either too small to trim or were located in an area which is inaccessible for tree trimming crews and equipment.

Action To Be Taken: This measure will be reviewed and adjusted to compare industry standards with current practices.

Next Review Date: January 2024

96 Street Maintenance
Mission:

To maximize the useful life of the street pavement, with an emphasis on timely maintenance and keeping the City’s streets clean of debris and other objectionable and unsafe material.

Performance Measure:

1. Square footage of surface treatment.

Street Maintenance FY 2019 FY 2020 FY 2021 FY 2022
Miles maintained 152 152 152 152
Maintenance cost per mile 1 $11,398 $12,093 $11,250 $6,649 Number of budgeted full-time employees 6.25 6.25 6.25 6.25 Number of miles maintained per FTE 24.37 24.37 24.37 24.37 Cost per capita 2 $30.36 $30.90 $28.75 $16.99
Square footage of pavement rehabilitation 267,639 249,060 174,899 144,708 Requests 566 529 449 536
1 Equal to division’s actual year end expenditures divided by number of miles maintained for that maintenance zone
2 Population from 2020 Census data
Street Sweeping FY 2019 FY 2020 FY 2021 FY 2022
Cost per lane mile 1
$399 $428 $437 $362
1 Equal to division's actual year end expenditures divided by the number of miles of street sweeping.

97 City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Street Maintenance

Performance Measure: Square footage of surface treatment per month Purpose of Measure: To allocate resources, improve procedures and extend the useful life of the street pavement.

Graphed Data: Goal of 20,500 square feet of surface treatment per month Data Results: The goal was modified in FY13 from 27,500 square feet per month to 20,500 to better reflect the division’s output capabilities.

Data Analysis:

Routine street maintenance activities are typically scheduled to take place within one of the seven maintenance zones each year based on pavement condition and budgeted funding. Because each zone is different in size, scope, and condition, the type of pavement treatment and resources required to complete work will vary each year. 0 5,000
10,000
15,000
20,000
25,000
30,000
Jul-21
Aug-21Sep-21
Oct-21
Nov-21Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22Sep-22
Oct-22
Nov-22Dec-22
Square Feet
Total Monthly Surface Treatment by Category
Skin Patch/Overlay Pot Hole Patching Dig Out Patching

98 Division staff attempts to schedule street maintenance work to maximize resources and results and ideally, skin patching and overlay work is planned for late spring and early summer. Dig out repairs are usually scheduled for the winter months, as weather permits, in preparation for slurry seal. Factors such as staffing levels, weather conditions, requests, and special projects often impact the street maintenance schedule resulting in the inconsistent output seen on the graph.

The division completed 144,708 square feet of surface treatment in FY22. On average, the division treated 12,059 square feet per month, down from 14,575 square feet in the previous fiscal year. Vacancies, equipment dependability and production capacity negatively impacted the ability to meet both monthly and fiscal year goals.

Action To Be Taken: To fill vacancies and repair or replace less reliable equipment.

The monthly goal will be reviewed and revised to a level that represents the new capabilities of the department.

Next Review Date: January 2024

99 Traffic Safety
Mission:

To provide safe traffic flow through effective and efficient maintenance of street signs, striping and traffic control devices.

Performance Measure:

1. Lineal footage of striping and curb painting by fiscal year Traffic Safety FY 2019 FY 2020 FY 2021 FY 2022
Number of street miles 153 153 153 153
Cost per street mile 1 $3,096 $2,222 $2,599 $2,284
Number of full-time employees 2.75 2.75 2.75 2.75
Street miles maintained per full-time employee 55.64 55.64 55.64 55.64 Number of requests 195 142 146 124
Number of signs maintained, installed and
replaced 585 507 568 426
1 Equals actual year end expenditures divided by the number of street miles.

Data Analysis:

The division strives to complete 836,820 lineal feet of pavement markings per year.

During FY22, the division striped 465,318 lineal feet of roadway and painted 2,106 lineal feet of curb line for a combined total of 467,424 lineal feet. The variance from the goal is mainly attributed to staffing levels and poor equipment dependability. The division supervisor implemented new operating procedures and scheduled equipment preventive maintenance best management practices to be performed in the off season.

Long-line striping of streets and bike lanes is typically scheduled for the months of June through August and school zones and crosswalks are painted in July when school is out for the summer. The division has implemented a new schedule for painting curbs which took effect last year. In the past, staff painted 100 percent of the City’s curb line every third year but now, however, curb lines are painted according to maintenance zone. The division paints the curb line in two of the seven maintenance zones each year resulting in all curb lines being painted on a three-year rotation. The maintenance zone scheduled for slurry seal is painted by the slurry seal contractor. As time permits, curb painting is now being entered in GIS to help track locations and generate better measurements.

100
The division continues to find new ways to manage its workload by combining staff resources with street maintenance and utilizing available technology and equipment to help meet its goals.

Action to Be Taken: To implement preventive maintenance BMPs and repair or replace less reliable equipment.

Next Review Date: January 2024

101
Wastewater Operations
Mission:

To protect the public health and safety by maintaining the wastewater collection system; keeping it clean, flowing and in good repair; thereby maximizing the life of the system and preventing sanitary sewer overflows (SSOs).

Performance Measures:

1. Lineal feet of sewer line cleaning by month

2. Labor hours spent on requests for sewer lateral service

3. Number of SSOs per 100 miles of sewer pipe by fiscal year Sewer & Storm Drain Maintenance FY 2020 FY 2021 FY 2022 Total system miles (including storm drain) 203 203 203
Maintenance cost per mile 1 $6,693 $6,693 $6,359
Number of sewer miles cleaned 188 188 351
Number of full-time employees 8 8 8
System miles per full-time employee 25 25 25
Sewer miles cleaned per full-time employee 23.5 23.5 43.8 Number of requests 228 248 210
1 Equal to actual year end expenditures divided by total system miles.

Number of sewer overflows 3 4 2 0
Sewer overflows per 100 miles of sewer pipe 2 1 0
Gallons spilled per 1,000 capita 11.22 0.07 0

102
City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Wastewater Operations

Performance Measure: Number of lineal feet of sewer main cleaned per month Purpose of Measure: This information enables the department to schedule and track the total number of feet cleaned each month in the City’s sewer system. The division’s goal is to clean the entire sewer system over a 12-month period.

Graphed Data: Goal to clean 70,000 lineal feet of sewer main per month Data Results:

Sewer system cleaning has been performed by the wastewater division using a combination of cleaning methods. Sewer main lines have typically been cleaned using either a hydro jet or mechanical rod truck depending on the build-up of debris and condition of the sewer pipe. Regardless of the cleaning method used, the goal is to clean all city-owned sewer lines once every 12 months. Since this change went into effect, -
50,000
100,000
150,000
200,000
250,000
300,000
Jul-21
Aug-21Sep-21
Oct-21
Nov-21Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22Sep-22
Oct-22
Nov-22Dec-22
Lineal Feet Lineal Feet of Sewer Main Cleaned per Month Lineal Ft. Goal

103
there has been a significant reduction in sewer spills: FY15 - 18 SSOs; FY16 - 12 SSOs; FY17 - 11 SSOs; FY18 - 8 SSOs; FY19 – 3 SSOs; FY20 – 4 SSOs; FY21 - 2 SSOs; FY 22 – 0 SSOs.

In FY22, the division cleaned an average of 154,455 lineal feet per month, up from 83,120 lineal feet per month in FY21. The division cleaned 351 miles of sewer pipe during the year. While the City has over 150 miles of sewer pipe some locations require more frequent cleaning than once per year due to tree roots, sediment and grease build up.

It’s important to note that it is not critical to meet the monthly goal every month since the goal is to clean the entire system once per year. Also, vacancies, special projects and weather impact sewer maintenance scheduling and cleaning, and thus some months will greatly exceed the monthly goal.

Action To Be Taken: No action taken at this time.

Next Review Date: January 2024

104
City of La Mesa
2022 Performance Measure Report
Public Works Department
Division: Wastewater Operations

Performance Measure: Number of sanitary sewer overflows (SSOs) per 100 miles of sewer pipe per year.

Purpose of Measure: To maintain the city’s sewer system and reduce the number of SSOs.

Graphed Data: Goal to reduce the number of SSOs per 100 miles of sewer La Mesa SSOs Reported by Fiscal Year
Fiscal
Year
Population
Served
Miles of
Sewer
Pipe
Owned
Number
of
SSOs
Total
SSO
Volume
Spilled
(Gallons)
SSO
Rate
(SSOs
per 100
Miles
per
Year)
Volume
Rate
(Volume
Spilled per
1000
Capita per
Year)
2015 57,065 150 18 5,312 12 93.1
2016 57,065 150 12 575 8 10.1
2017 57,065 150 11 883 7 15.5
2018 57,065 150 8 3,303 5 57.9
2019 57,065 150 3 523 2 9.2
2020 59,479 150 4 668 3 11.2
2021 59,479 150 2 41 .07 1.4
2022 59,479 150 0 0 0 0
*Population data from 2010 & 2020 Census data
**A SOS is defined as any backup of wastewater from a public owned sewer system regardless of spill volume or percentage contained and recovered. Overflow numbers do not reflect sewer backups from private sewer systems.

Data Results:

The division maintains high standards when it comes to maintenance of the City’s sewer infrastructure. The system is cleaned on a routine schedule, and “problem sections” with reoccurring tree roots, sediment or grease buildups are addressed more frequently to ensure that the sewer system continues to function. However, even a well-maintained system can experience overflows. Infiltration from heavy rain events, debris buildup,

105
grease and sanitary wipes/shop towels disposed by residents can cause the sewer system to overflow into the street and storm drain system. Sewer service calls are responded to and addressed immediately to maintain public health and safety standards and minimize sewer related damage claims.

The results of the current maintenance strategy are that City staff has had a marked reduction in SSOs through recent years and 0 spills in FY22.

Action To Be Taken: Continue to collect and report sewer overflow data.

Next Review Date: January 2024

106
DATE: April 11, 2023
TO: Mayor and Members of the City Council
FROM: Tammi Royales, Director of Finance
VIA: Greg Humora, City Manager
SUBJECT: 2023-2034 General Fund Financial Forecast

2023 CITY COUNCIL

FINANCIAL FORECAST

GENERAL FUND FINANCIAL

FORECAST
2023-2034

INTRODUCTION
We introduce a ten-year financial forecast for the years 2023-2034. The City prepares a ten year forecast in order to evaluate the City’s fiscal condition and to guide policy and programmatic conditions. The development of a financial forecast as part of the budget process is identified as a best practice by the Government Officers Finance Association (GFOA). GFOA recognized a financial forecast as a “fiscal management tool that presents estimated information based on past, current, and projected financial conditions.

This will help identify future revenue and expenditure trends that may have an immediate or long-term influence on government policies, strategic goals, or community services.” Included in this report is the base forecast prepared using the most current information available at the time.

FINANCIAL FORECAST BACKGROUND
The General Fund Financial Forecast is a tool that focuses attention on the longer-term impacts of policy decisions on the City’s primary operating fund. The General Fund is the City’s largest fund and provides funding for the majority of the day-to-day services of the City to its residents. The “forecast” is not intended to be a prediction of a particular outcome but rather to be used as a model to test reasonable scenarios the City could expect in the coming years. These scenarios are intended to assist in setting realistic expectations in matching revenues with programs and projects that will meet Council objectives.

The Forecast Model is a spreadsheet-based model that projects the City’s current mix of revenues and expenditures through the upcoming budget year and then ten years into the future. The forecasting model uses a variety of information and techniques, including historical trend analysis, projections from local and regional sources, and various economic data. The Financial Forecast builds off the actual prior fiscal years’ revenues, expenditures, and ending reserves, projects the estimated 2023 revenues, expenditures, and ending reserves, and incorporates known factors (such as the increase in pension costs) into the 2034 projections. Revenues, expenditures, and ending reserves are then projected using the base assumptions as detailed below.

2023-2034 General Fund Forecast.docx

GENERAL FORECASTING ASSUMPTIONS
The Financial Forecast assumptions are based on the most current information available.

Revenue assumptions are generally moderate with particular attention given to the top three revenues that represent approximately 75 percent of total revenues. Expenditure assumptions are based on maintaining current service levels while containing cost increases where possible. The Forecast assumes the continuation of Council adopted fee cost recovery policies and the sunset of Prop L in FY29.

BASE REVENUE ASSUMPTIONS

PROPERTY TAX
Property tax has traditionally been the General Fund’s most stable and consistent revenue and now accounts for roughly 27 percent of the total General Fund revenues.

Property tax valuations are always a year behind as we collect annual taxes in our current year based on values of the previous year. For the years 2020-2022, property assessed values have increased, on average, 13.5 percent each of the three years. Current interest rates along with inflation have lowered the property values by 9.5 percent thus far in 2023.

Our consultant, HdL Coren & Cone forecasts the expected 2023/24 assessed values will decline slightly but overall be at 2 percent over the previous year due to other valuations

2023-2034 General Fund Forecast.docx

within the formula, including the sale of properties previously valued under Prop 13. Sales are expected to stay slow due to an assumed interest rate increase by the Federal Reserve that may increase mortgage rates once again. In 2022, sale prices have risen as the number of sales declined due to lack of inventory. In 2021, a total of 773 units were sold with a value of $528 million. In 2022, a total of 586 units were sold, with a value of $449 million. This equates to an increase of $83k per unit in value from 2021 to 2022.

The current median home price in La Mesa as of February 2023 stands at $760,000.

BASE SALES TAX
Fiscal year ending 2022 saw the largest gains in sales tax in the last five years as revenues increased 9.1 percent over FY21. Revenues exceeded property tax at 28 percent of total General Fund revenues. This increase was partly due to the reopening of businesses as the pandemic came to an end. Tourism opened up in San Diego as well as colleges and schools going back to in classroom which contributed to robust sales.

Consumer goods, construction supplies, and dining were strong in La Mesa. Base Sales Tax is also the most volatile and economically sensitive revenue source. The recent spike in inflation is cause for concern as this has already started to impact consumer spending.

Food prices have increased dramatically and while it is a non-tax item, it has a direct effect on disposable income and spending power. Adding housing price increases, energy increases, and the rise in federal interest rates, gives us additional cause of concern when forecasting future tax revenues. Historically, we have factored in a 1.25

2023-2034 General Fund Forecast.docx

percent per annum growth, but will budget a zero increase the next two fiscal years to prepare for a possible recession.

The allocation of the County Pool increased dramatically during the pandemic but has stabilized due to the reallocation of monies as well as the shift in consumer shopping to brick and mortar. We saw a 2 percent decline in the last quarter of the County Pool and expect these flatten numbers to continue. This loss is compensated by higher city sales tax allocations.

PROPOSITION L SALES TAX
In November 2008, the voters of La Mesa approved the ¾ cent (0.75%) Proposition L transactions and use tax (commonly referred to as a sales tax) which became effective on April 1, 2009. The City began receiving payments from the State Board of Equalization in fourth quarter 2009.

Since 2009, Prop L Sales Tax revenue growth has consistently followed the Base Sales Tax growth trends and has been received at 68 to 71 percent of the Base Sales Tax receipts. Prop L tax revenues now account for roughly 20 percent of the total General Fund revenues. The annual increase in projected Prop L sales tax revenue is tied to assumptions of sales tax revenue minus the County Pool allocation. Taxes received from

2023-2034 General Fund Forecast.docx

Prop L are based on sales within the city limits. Proposition L is set to sunset in Fiscal Year 2029, when the City will receive the remaining three quarters (roughly $10 million) of tax revenues and then absent any further action by the City Council and voters, cease receiving any revenues. The forecast assumes the same factors as the Base Sales Tax through Fiscal Year 2028, before tapering off to zero in subsequent years.

CANNABIS TAX
Chapter 24.23 codifies Measure U as passed by the voters of the City of La Mesa in November 2016. Measure U requires a conditional use permit for medicinal retail sales, cultivation, and manufacturing. Chapter 6.11 was adopted by the La Mesa City Council in October 2019 and regulates adult-use cannabis businesses. The City collected $500k in FY20 with three shops operating within City limits.

Cannabis tax came in at $3.2 million at the end of FY22. The city currently has twelve (12) fully operational dispensaries. The city collects a 4 percent cannabis tax on a quarterly basis on all cannabis related sales with the exception of medicinal sales and merchandise such as t-shirts, lighters, and stickers. As surrounding cities allow for dispensaries to operate, we are seeing market adjustments that could affect future sales tax allocations. We remain conservative in our budget estimates as most of our cannabis businesses opened during the pandemic which may have influenced consumer spending. The consensus is that we need five full years post pandemic to

2023-2034 General Fund Forecast.docx

gain the correct data to forecast accurately. Finance will continue to monitor revenues and will adjust as needed each budget cycle.

ALL OTHER REVENUES
All other revenues combined constitute roughly 20 percent of total General Fund Revenues. The largest components of all other revenues include Other Taxes, Licenses & Permits, and Service Charges. Other sources include Property Tax (Tax Increment), Revenue from Other Governmental Agencies, and Use of Money & Property.

Licenses and Permits represent roughly 4 percent of total General Fund revenues and are very sensitive to fluctuations in economic conditions. There was a significant uptake in this category for FY22 as home improvement projects continued and the change in ADU regulations. Categories such as building permits, electrical, plumbing, and mechanical almost doubled from the previous year. The uptake continued into the early part of FY23 but starting to see a slow down as we return to pre and post pandemic numbers. License and permits are assumed to remain fairly constant between $1.5 million and $1.8 million through 2034.

Revenue from other agencies comprises roughly 2 percent of total General Fund revenues. Ongoing revenues from other agencies include reimbursements for costs

2023-2034 General Fund Forecast.docx

related to the Heartland Fire JPA consolidation and funding to cover expenses incurred as a result of public safety realignment (AB109 R3 public safety realignment funds). The AB109 R3 public safety realignment funds and reimbursement for costs related to the Heartland JPA are now ongoing revenues and included in the future years forecast.

Service Charges represent roughly 5 percent of total General Fund revenues. With the full reopening of the Community Center and activities, we saw a 63 percent increase from FY21 to FY22. Paramedic and fire services increased as well as Engineering, zoning, and other inspection fees. We expect these fees to level off to pre-pandemic numbers and stay consistent going forward.

Use of Money & Property includes revenue to be received from the long-term land use lease at Briercrest Park. Beginning in Fiscal Year 2021, the City began receiving ongoing revenues of approximately $415,000 per year as ground rent and park maintenance revenues to help offset the cost of maintaining Briercrest Park. These revenues will be received annually throughout the 55-year agreement. Additional revenue sources are rents of buildings owned by the City and interest earned in LAIF and other investments.

The City entered into a new agreement with EDCO that will pay the City $600k per year for the next five years as part of the 25-year lease agreement. This agreement increases the tonnage collected each month at a charge of 1 percent of all Tip Fees up to 499 tons per day and 1.5 percent up to 1000 tons per day.

ARPA funds have been received and are held in reserve as we finalize the projects that will be fully funded. The City has reimbursed itself $400k for unbudgeted Covid related expenses that were approved by the Federal government. Funding left in reserve will follow the rules and regulations set forth by the Federal government and encumbered before the December 31, 2024 deadline.

2023-2034 General Fund Forecast.docx

BASE EXPENDITURE ASSUMPTIONS
When developing the expenditure assumptions, as with the revenue assumptions, historical data, projections from outside sources, and economic trends are all considered.

Salaries and fringe benefits comprise the majority of General Fund expenditures at roughly 76 percent. After a 23.1 percent rate of return from CalPERS in FY21, CalPERS took a loss in FY22 which wiped away all gains in FY21. As such, our payment structure has changed and will increase in FY24 once the new valuation is complete. All adjustments by CalPERS are valuated two years out and spread over the course of twenty (20) years as an added or deducted layer of future payments.

Staffing levels will increase slightly as the city re-evaluates its need to better serve the public. In June 2022, the city entered into a three-year contract with the LMCEA and are part of the salary assumptions for future years. We are currently in the final year with the Firefighters Union and will enter into negotiations Spring 2023. The POA begins their third and final year of their contract and will begin negotiations in the Spring of 2024.

Fringe benefits include retirement contributions for the normal cost and unfunded liability, contributions to the Section 115 Pension Trust Fund, health insurance contributions, workers’ compensation, social security, and other types of benefits. Fringe benefits not related to pension are assumed to increase slightly with increases tied to merit increases or inflation. Pension benefits have increased in FY23 as expected and will be budgeted accordingly. Materials, Services & Supplies, Personal Expenses, and Capital Equipment have increased significantly in the past year due to high inflation. Due to the difference in market changes, we will be adjusting per grouping as opposed to a straight 3 percent assumption as in years past. We expect normalization to occur by FY24.

2023-2034 General Fund Forecast.docx

CALPERS RETIREMENT COSTS AND OTHER BENEFITS
As noted earlier, the fastest growing category of the General Fund’s expenditures continues to be fringe benefits, specifically pension costs. After CalPERS earned a 23.1 percent rate of return in FY21, they reduced their rate of return to 6.8 percent. FY22 saw a loss of 6.1 percent which wiped away the significant earnings the previous year. Per CalPERS projections and the anticipated impacts of the recent changes including the reduced discount rate and fixed unfunded liability contributions, pension costs are projected to increase roughly 5 to 12 percent each year, depending on how long the high inflation period lasts and how quickly it returns to Federal Reserve targets The City currently has 249 CalPERS enrolled employees, of which 115 are in the California Public Employee’s Pension Reform Act (PEPRA) and 134 are Classic members. PEPRA employees make up 46 percent of the enrolled members, increasing annually as classic service members retire. All newly eligible CalPERS employees are automatically enrolled in PEPRA effective January 2013.

Beginning in Fiscal Year 2016, the City Council approved the establishment of a Section 115 Pension Trust Account and authorized an initial contribution of $1.5 million.

Additional one time contributions were authorized in 2017 ($600,000) and 2019 ($3 million). Ongoing contributions of approximately $275,000 to $325,000 each fiscal year through 2034 are included in the forecast. City Council approved these contributions with the expectation that these would offset future unfunded liability contributions beginning in FY23 through FY26, when the current increases are expected to peak. Due to the higher than normal rate of return in FY21, the peak we expected in FY26 has been lowered and we will be peaking instead in FY23 and then remain flat for the next three years before tapering off. The Section 115 Pension Trust Fund has a current balance of $7.7 million on February 28, 2023. The total UAL payment due on July 31, 2023 is $9,128,265. Cost savings from making one payment annually vs. monthly payments totals $305,209 and will be deposited in the 115 Trust to offset future payments. Staff recommends that we budget $8 million annually beginning FY23 and for the next three (3) years for UAL and

2023-2034 General Fund Forecast.docx

use funds in the Section 115 funds beginning in FY23 to cover the difference of the unfunded liability portion of the pension.

Also reflected as an offset to the City’s pension costs are negotiated cost-sharing agreements with City employees. These cost sharing agreements were agreed upon by the City and the employees in 2018 and updated in 2022 that provide the City an annual savings of just over $350,000 in City pension costs.

City contributions to health insurance are the second largest segment of Fringe Benefits.

Historically, these costs would have been increasing due to the increase in employee premium costs. Beginning in 2016, these costs reverted to a fixed cost as part of the 2014-2016 MOU’s and any increases are negotiated as part of the bargaining process.

Worker’s Compensation insurance rates are approximately $1.3 million each year. The City’s contribution to its Other Post-employment Benefits is expected to increase approximately 3 percent for the next two fiscal years. All other fringe benefits are assumed to remain constant through the forecast period.

ALL OTHER NON-PERSONNEL OPERATING COSTS
Other non-personnel operating costs include personal expenses such as memberships, training, conferences, and uniform/boot allowance as well as material, services, and supplies needed to maintain the city. Most materials, services & supplies are assumed to increase 4 percent due to inflation. Consistent with prior years’ forecasts, exceptions to these assumptions are in Communications and Technology Maintenance, Maintenance of Buildings & Grounds, Contributions to Other Agencies, Equipment Replacement Expense, and all Utilities, including gas, electric and water. Increases in maintenance of buildings and grounds are estimated to increase 5 percent throughout the forecast period in order to maintain and replace as needed the City’s public spaces. Communications and technology maintenance are anticipated to increase 5 percent in 2023-2024 and 3 percent through the end of the forecast period in order to maintain and operate the city’s increasing technologies. Increases in Equipment Replacement Fund Expense are necessary to maintain the city’s replacement of equipment, vehicles and technology.

Increases in Utilities, specifically electric and water usage are assumed to increase 3 percent through 2025 as the City works to implement energy and water savings devices as outlined in the Climate Action Plan.

2023-2034 General Fund Forecast.docx

GENERAL FUND RESERVES
Reserves at the end of FY22 are 76 percent of expenditures. Better than expected sales tax and cannabis tax revenues and efforts to limit expenditures due to the pandemic attribute to this additional savings.

The 2034 General Fund Forecast estimates ending reserves for June 30, 2023 at 68 percent. Reserves start to rapidly decline when Prop L sunsets in 2029.

The City Council’s current reserve policies are to establish a “Rainy Day Reserve” of 15 percent of budgeted expenditures and a “Cash Flow Reserve” of 25 percent of budgeted expenditures.

2023-2034 General Fund Forecast.docx

2031-2032 GENERAL FUND FORECAST
The historical/future forecast shows how far the City has come in the last 16 years when reserves were less than $10 million and 11 years to the future where they drop down to $10 million once again with the sunset of Prop L.

Being fiscally responsible and investing city funds wisely, reserves have grown significantly. Even during the pandemic, when the Federal government dropped the interest rate to zero, the City was still able to make significant earnings to help weather the many fluctuations in the economy and current uncertainties on a recession.

Expenses are expected to exceed revenues in FY24 and flatten out before revenues exceed expenses again in FY27. We will see this reverse again in FY29 and beyond as reserves decline.

2023-2034 General Fund Forecast.docx

DATE: April 11, 2023
TO: Mayor and Members of the City Council
FROM: Megan Wiegelman, CMC, City Clerk
VIA: Greg Humora, City Manager
SUBJECT: INTERVIEW OF APPLICANT FOR A VACANCY ON THE COMMUNITY

POLICE OVERSIGHT BOARD
Attached is an application from a citizen who wishes to be considered for appointment to fill the vacancy for the Police Beat 1 representative on the Community Police Oversight Board. The applicant has been invited to attend the meeting and make a brief three-minute presentation describing their qualifications and interest in serving on the Commission.

The applicant will be called forward for their interview by the City Clerk. After their presentation you may ask questions of the applicant, if you wish.

The appointment will be made at the City Council meeting on April 25th.

Attachment

Community Police Oversight Board: 2 positions – two-year term One appointee will fill the position vacated by Greg Ward whose term expires December 31, 2023, and represents the Police Beat 1.

One appointee will fill the vacant Police Beat 3 seat with term expiring December 31, 2023.

Eleven of the members shall be residents of the City of La Mesa and be comprised as follows: One representative from each of the four police beat areas of the City; One representative of a La Mesa faith-based community; One representative of the La Mesa business community; One adult employee or designee of Helix Charter High School; One adult employee or designee of the La Mesa-Spring Valley School District; One young adult between the ages of 18 to 30; One advocate for people experiencing homelessness, substance abuse, mental health or other social issues; and One senior aged 62 or older
First Appointed Terms
Manuel Gomez (Police Beat 1 applicant)

THE APPLICATION IS AVAILABLE FOR REVIEW IN THE CITY CLERK’S OFFICE

DATE: April 11, 2023
TO: Mayor and Members of the City Council
FROM: Megan Wiegelman, CMC, City Clerk
VIA: Greg Humora, City Manager
SUBJECT: INTERVIEW OF APPLICANT FOR AN UNSCHEDULED VACANCY ON

THE MOBILITY COMMISSION
Attached is an application from a citizen who wishes to be considered for appointment to fill the unscheduled vacancy on the Mobility Commission for the member with significant experience with climate or environmental issues. The applicant has been invited to attend the meeting and make a brief three-minute presentation describing their qualifications and interest in serving on the Commission.

The applicant will be called forward for their interview by the City Clerk. After the presentation you may ask questions of the applicant, if you wish.

The appointment will be made at the City Council meeting on April 25th.

Attachments

Mobility Commission: 1 position – four-year terms
One appointee will fill the vacant seat for the member with significant experience with climate or environmental issues (SE) with term expiring June 30, 2026.

Members must be resident electors of the City of La Mesa and are subject to the Conflict of Interest Code.

First Appointed Terms
Brian Lane

THE APPLICATION IS AVAILABLE FOR REVIEW IN THE CITY CLERK’S OFFICE

1 La Mesa City Council
Minutes of a Regular Meeting
Date:

Location:

March 28, 2023, 6:00 pm
City Council Chambers, 8130 Allison Avenue
La Mesa, California

Present: Vice Mayor Parent
Councilmember Dillard
Councilmember Lothian
Councilmember Shu

Absent: Mayor Arapostathis
Staff: City Manager Humora
City Attorney Sabine
City Clerk Wiegelman
_____________________________________________________________________

1. CALL TO ORDER
The City Council minutes are prepared and ordered to correspond to the City Council Agenda. Agenda Items can be taken out of order during the meeting.

The Agenda Items were considered in the order presented.

Vice Mayor Parent called the meeting to order at 6:02 p.m.

1.1 INVOCATION - COUNCILMEMBER SHU

1.2 PLEDGE OF ALLEGIANCE

2. CITY MANAGER COMMENTS
There were no comments.

3. COMMUNITY BULLETIN REPORTS
The Mayor, Council and staff made announcements and reported on various events taking place in the City. No action was taken.

2 4. ADDITIONS AND/OR DELETIONS TO THE AGENDA
There were no additions or deletions to the agenda.

5. PRESENTATIONS

5.1 LIFE SAVING MEDAL AWARDS PRESENTATION
Chief Sweeney presented Officer Danny Sandlin and Officer Shelby Robinson with Life Saving Medals for saving a person's life on November 24, 2022.

The Council expressed their gratitude for the heroic actions of Officers Danny Sandlin and Shelby Robinson.

5.2 2023 BOARDS AND COMMISSIONS WORK PLANS
 ARTS AND CULTURE COMMISSION
 YOUTH ADVISORY COMMISSION
 COMMUNITY RELATIONS AND VETERANS COMMISSION
Arts and Culture Commission Chair Childress-Evans presented the Commission's 2023 Work Plan.

Youth Advisory Commission Chair Donnelly presented the Commission's 2023 Work Plan.

Community Relations and Veterans Commission Chair Gann presented the Commission's 2023 Work Plan.

5.3 CONSIDERATION OF EXISTING BILLBOARD(S) REPLACEMENT

WITH DIGITAL BILLBOARD(S) PROGRAM
Layne Lawson, Clear Channel Outdoor, LLC, provided a PowerPoint presentation on the digital billboards project, highlighting the proposed development agreement for the removal, relocation and construction of certain billboard structures, the location and design of the proposed digital billboard structures, and the type of messaging the billboards would display.

Council questions and comments ensued.

The following members of the public submitted a comment in opposition to a digital billboard(s) program:

Don Wood

3 Pamela Wilson
ACTION: Following discussion, it was the consensus of the Council to create an ad hoc subcommittee comprised of Councilmember Dillard and Councilmember Shu to assist staff with negotiating a potential development agreement for a digital billboard(s) program.

6. PUBLIC COMMENTS – (TOTAL TIME – 15 MINUTES)
Mejgan Afshan thanked the Council for recognizing Persian New Year and Ramadan and spoke on inclusivity and equity.

Brianna Coston spoke regarding issues with the building permit process.

Don Wood submitted a comment requesting general public comment be heard prior to Item 5.3.

7. CONFLICT DISCLOSURES
There were no conflict of interest disclosures.

8. BOARD AND COMMISSION APPOINTMENTS

8.1 RESOLUTION APPOINTING A MEMBER TO FILL A VACANCY ON

THE COMMUNITY POLICE OVERSIGHT BOARD
John Fonseca was nominated for appointment to the Community Police Oversight Board as the business community representative.

Resolution No. 2023-025
Moved By Councilmember Shu
Seconded By Councilmember Dillard
Approve the appointment of John Fonseca to the Community Police Oversight Board as the business community representative and adopt Resolution confirming the appointment.

For (4): Vice Mayor Parent, Councilmember Dillard, Councilmember Lothian, and Councilmember Shu
Approved (4 to 0)

9. PUBLIC COMMENTS ON CONSENT CALENDAR
There were no public comments on Consent Calendar.

4 10. CONSENT CALENDAR
(Items 10.1 through 10.7)
Moved By Councilmember Shu
Seconded By Councilmember Dillard
Approve Consent Calendar Items 10.1 through 10.7.

For (4): Vice Mayor Parent, Councilmember Dillard, Councilmember Lothian, and Councilmember Shu
Approved (4 to 0)

10.1 APPROVAL OF MOTION TO WAIVE THE READING OF THE TEXT OF

ALL ORDINANCES AND RESOLUTIONS AT THIS MEETING
Approve.

10.2 APPROVAL OF THE MINUTES FOR THE CITY COUNCIL REGULAR MEETING HELD TUESDAY, MARCH 14, 2023
Approve.

10.3 RESOLUTION APPOINTING THE LA MESA-SPRING VALLEY

SCHOOL DISTRICT REPRESENTATIVE TO THE ENVIRONMENTAL

SUSTAINABILITY COMMISSION
Resolution No. 2023-026
Adopt Resolution.

10.4 RATIFICATION OF DESIGN REVIEW FOR PROJECT 2021-24
(COSTCO WHOLESALE)

A PROPOSED ADDITION TO AN EXISTING WHOLESALE
WAREHOUSE FACILITY AT 8125 FLETCHER PARKWAY, APN 464-
600-26-00 IN THE CM-F-D (LIGHT INDUSTRIAL AND COMMERCIAL

SERVICE/FLOODWAY OVERLAY/URBAN DESIGN OVERLAY) ZONE
Approve.

10.5 APPROVAL OF THE 2022 ANNUAL REPORT – IMPLEMENTATION OF

THE GENERAL PLAN
Approve.

5 10.6 RESOLUTION AUTHORIZING THE ACCEPTANCE OF THE FISCAL YEAR (FY) 2022 STATE HOMELAND SECURITY GRANT PROGRAM
(SHSGP) GRANT FOR TERRORISM PREPAREDNESS
Resolution No. 2023-027
Adopt Resolution.

10.7 RESOLUTION AUTHORIZING EXECUTION OF A LEASE AGREEMENT

BETWEEN THE CITY OF LA MESA AND THE FOOTHILLS ART

ASSOCIATION FOR USE OF THE BUILDING KNOWN AS PORTER
HALL AT 4910 MEMORIAL DRIVE
Resolution No. 2023-028
Adopt Resolution.

11. STAFF REPORT

11.1 CONSIDERATION AND POSSIBLE DIRECTION REGARDING: A) RESOLUTION ADOPTING A POLICY FOR PUBLIC ARTS; B) FEE
STRUCTURE TO FUND PUBLIC ART; AND C) AUTHORIZATION OF

MURALS ON PRIVATE PROPERTY
Community Services Director Richardson provided a PowerPoint presentation on the Public Arts Policy, highlighting the Arts and Culture Commission's efforts in creating the policy, the proposed Public Art Development Impact Fee, and murals on private property.

Melissa Weiss, Arts and Culture Commission Member, spoke in support of the Public Arts Policy, a Public Art Development Impact Fee, and an ordinance permitting murals on private property.

Council questions and comments ensued.

Resolution No. 2023-029
Moved By Councilmember Shu
Seconded By Councilmember Dillard
Adopt Resolution adopting the Policy for Public Arts with the following amendments to the Policy for Public Arts: (1) remove Section IV.1A regarding the Public Art Development Impact Fee; and (2) add the term gender to Sections V.2G and VI.3F.

For (4): Vice Mayor Parent, Councilmember Dillard, Councilmember Lothian, and Councilmember Shu
Approved (4 to 0)

6 Moved By Vice Mayor Parent
Seconded By Councilmember Dillard
Decline the Public Art Development Impact Fee proposal and direct staff to return to Council with a resolution affirming the Council's desire to not have future proposals from staff about new residential development impact fees unless otherwise directed by Council.

For (3): Vice Mayor Parent, Councilmember Dillard, and Councilmember Lothian
Against (1): Councilmember Shu
Approved (3 to 1)
Moved By Councilmember Shu
Seconded By Councilmember Lothian
Create an ad hoc subcommittee comprising of Councilmember Lothian and Councilmember Dillard to assist staff with drafting an ordinance for murals on private property.

For (4): Vice Mayor Parent, Councilmember Dillard, Councilmember Lothian, and Councilmember Shu
Approved (4 to 0)

12. COUNCIL INITIATED

12.1 CONSIDERATION OF DIRECTING STAFF TO PROPOSE A DRAFT

POLICY THAT REQUIRES NEW RESIDENTIAL DEVELOPMENTS TO

DECOUPLE PARKING FOR NEW MULTI-FAMILY DEVELOPMENTS

SEEKING ENTITLEMENT - VICE MAYOR PARENT AND

COUNCILMEMBER SHU
Vice Mayor Parent and Councilmember Shu explained the purpose for directing staff to propose a draft policy that requires new residential developments to decouple parking for new multi-family developments seeking entitlement.

Council questions and comments ensued.

Karlene Akers submitted a comment expressing concerns with a policy to decouple parking for new multi-family developments seeking entitlement.

7 Moved By Councilmember Dillard
Seconded By Councilmember Shu
Direct staff to propose a draft policy that requires new residential developments to decouple parking for new multi-family developments seeking entitlement.

For (3): Vice Mayor Parent, Councilmember Dillard, and Councilmember Shu
Against (1): Councilmember Lothian
Approved (3 to 1)

12.2 CONSIDERATION OF RESOLUTION SUPPORTING A STATE
$25/HOUR MINIMUM WAGE FOR SPECIFIED HEALTHCARE

WORKERS - COUNCILMEMBER DILLARD
Councilmember Dillard explained the purpose for requesting the Council adopt the Resolution supporting a State $25/hour minimum wage for specified healthcare workers.

The following members of the public spoke in support of adopting the Resolution:

Leila Khader
Fatima Ghoulam
Myriam Palacin
Joni Vargas
Habacuc Serrano
Alexander Fernandez
Steve Sandoval
Michelle Krug
Council questions and comments ensued.

8 Resolution No. 2023-030
Moved By Councilmember Dillard
Seconded By Vice Mayor Parent
Adopt Resolution supporting a State $25/hour minimum wage for specified healthcare workers.

For (3): Vice Mayor Parent, Councilmember Dillard, and Councilmember Shu
Against (1): Councilmember Lothian
Approved (3 to 1)

12.3 ACCELERATING THE NEIGHBORHOOD TRAFFIC MANAGEMENT

PLAN TO SUPPORT THE CITY'S VISION ZERO PROGRAM

CONSIDERATION OF SUPPORTING THE CITY'S VISION ZERO

PROGRAM BY ACCELERATING THE NEIGHBORHOOD TRAFFIC
MANAGEMENT PLAN, ALLOCATING APPROXIMATELY $1 MILLION
OF THE CITY'S ARPA FUNDING. EMPHASIS WILL BE GIVEN TO

REDUCING SPEED LIMITS AND TRAFFIC CALMING SYSTEMS ON

RESIDENTIAL STREETS ESPECIALLY WHERE LOCAL STREETS

HAVE BECOME WELL USED THOROUGHFARES IN THE CITY -

COUNCILMEMBER SHU
Councilmember Shu explained the purpose for requesting that approximately $1 million of the City's American Rescue Plan Act funding be allocated to the implementation of the Neighborhood Traffic Management Plan.

Council questions and comments ensued.

Moved By Councilmember Shu
Seconded By Vice Mayor Parent
Direct the American Rescue Plan Act ("ARPA") Ad Hoc Subcommittee to work with staff to evaluate to what extent ARPA funds may be used for Neighborhood Traffic Management Plan ("NTMP") projects that support the City's Vision Zero Program, and if ARPA funds may be used in such a manner, to evaluate the amount of funds needed to expand the scope of work of the NTMP with an emphasis given to reducing speed limits and traffic calming systems on residential streets especially where local streets have become well used thoroughfares in the City.

9 For (4): Vice Mayor Parent, Councilmember Dillard, Councilmember Lothian, and Councilmember Shu
Approved (4 to 0)

13. COUNCIL COMMITTEE REPORTS (3 MINUTE LIMIT)
The Mayor and Council reported on various outside boards, commissions and committee meetings they attended. No action was taken.

14. AB 1234 REPORTS (GC 53232.3 (d))
There were no reports.

15. CITY ATTORNEY REMARKS
There were no remarks.

16. ADJOURNMENT
Vice Mayor Parent adjourned the meeting at 8:12 p.m.
_________________________
City Clerk

REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 11, 2023
SUBJECT: Resolution Rejecting Bid No. 23-15, Citywide Guardrail Upgrades Project
ISSUING DEPARTMENT: Public Works
SUMMARY:

Issues:

Should the City of La Mesa reject Bid No. 23-15, Citywide Guardrail Upgrades? Recommendation:

Adopt the attached resolution rejecting all bids, Citywide Guardrail Upgrades.

Fiscal Impact:

There is no fiscal impact with this action.

City’s Strategic Goals:
 Continue to improve high quality municipal services
BACKGROUND:

Guardrails are utilized to make roadways safer. They are the preferred choice of highway safety improvements where deflection is preferable, providing vehicles with a less impactful stopping mechanism and redirecting vehicles to a safer stopping point.

DISCUSSION:

A notice inviting bids was advertised on March 7, 2023, and the bid documents were downloaded by 7 vendors. One bid was received electronically on the bid opening date of March 28, 2023. The low bidder was SB General Engineer, Inc. with a bid of $348,186.00.

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 2 of 2
After the bid was received, staff discovered an error was made where the city failed to provide proper public notice to bidders. Per Municipal Code, Public Project Procedure Sections 2.40.160(e)(1) “The notice inviting formal bids shall be published at least fourteen calendar days before the bid opening date in a newspaper of general circulation in the city.” Regrettably, the notice was not published as required and therefore staff recommends rejecting the bid and re-advertising the project.

Public Contract Code Section 20166 states that the City Council has the authority to reject all bids and the notice inviting bids of the specifications reiterates the same authority.

CONCLUSION:

Staff recommends rejecting Bid 23-15, Citywide Guardrail Upgrades Project and readvertising.

Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Michael Throne, PE
City Manager Director of Public Works
Tristan Leger
Assistant Engineer
Attachments: A. Resolution

RESOLUTION NO. 2023-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA REJECTING BID NO. 23-15, CITYWIDE GUARDRAIL UPGRADES
WHEREAS, The City advertised a notice inviting bids on March 7, 2023; WHEREAS, the City received one bid on the bid opening day of March 28, 2023; WHEREAS, the lowest bid was for $348,186.00;
WHEREAS, the City discovered an error, including inadequate bid posting protocol; WHEREAS, The City Council is authorized under the Public Contract Code Section 20166, at its discretion, to reject all bids; and
WHEREAS, staff recommends rejecting the bid in the best interest of the City.

NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that:

The bid for Bid 23-15, Citywide Guardrail Upgrades, is rejected by the City Council. Said bid is on file in the Office of the City Clerk.

BE IT FURTHER RESOLVED that City Staff is directed to revise and re-advertise the project.

PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 11th day of April 2023, by the following vote, to wit:

AYES:

NOES:

ABSENT:

CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2023- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.

MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)

REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 11, 2023
SUBJECT: 2020-2022 NEIGHBORHOOD TRAFFIC MANAGEMENT

PROGRAM (NTMP) ANNUAL REPORT AND THE FISCAL
YEAR 2024 WORK PLAN
ISSUING DEPARTMENT: Public Works
SUMMARY:

Issues:

Should the City Council accept the 2020-2022 Neighborhood Traffic Management Program (NTMP) annual report including the ranked list of streets requesting traffic calming and the Fiscal Year (FY) 2024 Work Plan? Recommendation:

Staff recommends that the City Council accept the 2020-2022 Neighborhood Traffic Management Program (NTMP) annual report including the ranked list of streets requesting traffic calming and the FY 2024 Work Plan.

Fiscal Impact:

Approval of the ranked list of streets and Work Plan will authorize staff to proceed with traffic calming improvements on current listed streets.

Approximately $175,000 in funds are available from CIP accounts 302204TR, 302214TR, 302224TR, and 302234TR.

City’s Strategic Goals:
 Effective and efficient traffic circulation and transportation Environmental Review:

This project is categorically exempt from the environmental review process under Section 15301 Class 1 (c) Existing Facilities of the California Environmental

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 2 of 9
Quality Act, which includes existing highways and streets, sidewalks, gutters, bicycle and pedestrian trails, and similar facilities.

Climate Action Plan Reduction Strategy:
 T-2 Bicycle and Pedestrian Safety Program (Vision Zero) – Advance community-wide active transportation through safety programs, public engagement, education, and advocacy.

BACKGROUND:

The Neighborhood Traffic Management Program (NTMP) was originally adopted by the City Council on January 13, 2004 requires that the list of streets requesting traffic calming be updated each year and that a traffic calming program status report be prepared. Due to the Covid 19 Pandemic, the 2020-2022 traffic calming work plans were postponed. The previous 2019 traffic calming work plan was approved by the City Council on January 8, 2019.

The following Phase 1, 2, and 3 traffic calming streets were completed from the approved 2019 NTMP work plan:

1. Lois Street, between King Street and Boulevard Drive (Phase 1, Speed Limit Signs and Legends were installed)

2. Severin Drive, between Manor Drive and the north City Limit (Phase 1, Speed Limit Signs, Legends, and Edgelines were installed)

3. El Paso Street, between Cowles Mountain Drive and Kimberly Drive (Phase 1, Speed Limit Signs, Legends, and Edgelines were installed)

4. Olive Avenue, between Normal Avenue and Muriel Place (Phase 2, Design completed for future speed hump)

5. Howell Drive, between Gregory Street and Earl Street (Phase 3, Speed humps were installed)

6. Stanford Avenue, between 70th Street and Pomona Avenue (Phase 3, Speed humps were installed)
Also at the January 8, 2019 meeting, the City Council approved the following updates to the Neighborhood Traffic Management Program Policy:

1. Revise the Council approval process to reflect the annual report as the primary approval mechanism except for large construction (Phase 3) items.

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 3 of 9

2. Council approval for construction (Phase 3) items to only be required if construction exceeds $25,000 for an individual street and retain the step/process of Mobility Commission approval for Phase 3 construction items less than $25,000, which is appealable to Council

3. Add a Fire Emergency Route Map requirement to the NTMP process in-lieu of individual street approval memos from the Fire Chief.

4. Add Sacramento Drive to the 2019 NTMP Work Plan.

5. NTMP request prioritizations shall limit the implementation of Phases 2 and 3 to Quadrant 1, unless all of the Quadrant 1 projects are completed.

Segments will be prioritized in all quadrants by the date of the request.

6. Consolidate Phases 2 and 3 of the NTMP to be design/approval and construction respectively.

7. Remove the second neighborhood petition from Phase 2 and use the post Phase 1 speed and volume study as the qualifier unless it has been more than 2 years from the date of the original petition.

8. Prohibit traffic calming on arterial classified streets.

9. Include any adjacent streets in ballot voting when speed humps are selected at a given location and access does not permit an alternate ingress/egress without driving over the speed humps; the polling limits for speed hump installations shall be determined by the City Engineer.

10.Quadrant 4 streets shall not receive Phase 2 or Phase 3 Traffic calming measures unless special circumstances are found to exist in the opinion of the City Engineer.

At the November 2, 2022 Mobility Commission meeting, commissioners proposed the following update to the NTMP policy for Council Consideration:

Remove streets within quadrant 4 after completing Phase 1 improvements, and being over 10 years from their original request to better reflect current conditions and priorities.

At the March 1, 2023 Mobility Commission meeting, Commissioners recommended for approval the 2020-2022 NTMP Annual Report and FY 2024 NTMP Work Plan, with the following changes to the work plan for Council Consideration:

1. Combine Phase 1 improvements along Lemon Avenue from Grant Avenue to Schuyler Avenue to include all the way to the Garfield Street Intersection.

2. Remove Phase 1 improvements along Paula Street from the Phase 1 scope, as the segment is a cul-de-sac.

3. Combine the Lubbock Avenue, Van Horn Street, and Elden Street segments into a single project.

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 4 of 9
DISCUSSION (Work Plan Fiscal Year 2024):

Annual Traffic Management Report
In 2020-2022, staff updated the NTMP policy incorporating previously approved 2019 Council decisions into the document. Using the updated policy, staff would like to provide a progress update and recommend the Work Plan for FY 2024 based on the requests that have been received from the community during the past three to four years, which are summarized in Attachment A. The following discussion provides highlights of the progress and updates at each step of the evaluation and implementation process. The terminology in this report reflects the titles of the proposed revised phase descriptions.

Requests, Petitions, and Ranking for Traffic Calming:

Although numerous requests were received, seven completed petitions were received for Traffic Calming since 2020 as shown in Attachment A. Data has been collected for all of these locations and they have been ranked using the current policy.

Traffic Calming Projects in Phase 1 (Initial Measures):

Phase 1 measures typically consist of installation of signs and striping. However, temporary vertical elements are considered and installed if applicable.

Below is the proposed list of street segments to receive Phase 1 for the FY 2024 work plan with the existing $175,000 budget:

1. Garfield Drive (Alpine to Alpine)

2. Henderson Drive (Fernwood to Gregory)

3. Lemon Avenue (Garfield to Wood)
Traffic Calming Projects in Phase 2 (Design and Approval):

Phase 2 measures typically consist of meeting with the neighborhood, designing, and obtaining consensus for permanent traffic calming elements. Below is the proposed street segment to receive Phase 2 for the FY 2024 work plan that can also be included in the existing available budget:

1. El Paso Street (Between Lake Murray and Amarillo Avenue)

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 5 of 9
Traffic Calming Projects in Phase 3 (Construction):

Phase 3 is the construction of traffic calming elements designed and approved in Phase

2. There is one street that has completed Phase 2 design and received neighborhood approval (voting). This project can also be included in the current $175,000 budget.

Olive Avenue (Between Normal Avenue and Muriel Place) – The City has met with the neighborhood and developed a final Traffic Calming design (Phase 2) based on the consensus expressed at the meeting. The design includes one speed hump, speed hump signage, and speed hump legends, and has received final neighborhood approval. Once approved by City Council, staff will solicit construction bids for installation.

Assembly Bill 43 – Speed Limit Reduction
With the passing of Assembly Bill 43, the City Council will have the authority to potentially reduce speed limits along certain road segments beginning on June 30, 2024. The new law will allow the City Council greater flexibility to lower speed limits on roads, in business and residential areas and other stretches. It is anticipated that the City may be able to lower speed limits on those segments by 5 miles per hour. In preparation for these changes, the following locations would be reviewed next Spring using the existing budget funds. If the locations are found eligible, the speed limits could be reduced next Summer.

1. Lemon Avenue (Adjacent to Lemon Avenue Elementary)

2. Maryland Avenue (Adjacent to Maryland Avenue Elementary)

3. Violet Street and Pearson Street (Adjacent to Vista La Mesa Academy)

4. Junior High Drive (Adjacent to La Mesa Arts Academy) Funding Discussion:

Additional traffic calming can be performed with additional funding above what is already programmed in the budget ($175,000). At the March 28, 2023 City Council meeting the Council discussed the possibility of allocating available American Recue Plan Act (ARPA) stimulus funds to the NTMP. The City Council ARPA subcommittee met on April 6, 2023 to discuss this issue and presented the ARPA funding requirements to the subcommittee. ARPA funding can be used to:

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 6 of 9
ARPA funding can only used to:
 Support coronavirus public health expenditures, including mitigation efforts, medical expenses, and behavioral healthcare
 Address negative economic impacts caused by COVID-19, including rebuilding public sector capacity
 Serve the hardest-hit communities and families by addressing health, educational, economic, and other disparities
 Provide premium pay for essential workers in industries including medical, sanitation, transportation, childcare, education, and more  Replace lost public sector revenue to avoid cuts to government services  Make necessary infrastructure investments in water, sewer, or broadband After reviewing the ARPA funding requirements, the subcommittee directed staff to inquire with the US Treasury Department to receive a determination as to whether ARPA funding can be used for traffic calming street improvements.

The following is a list of additional traffic calming phases and schedules that can be accomplished with additional funding from sources such as ARPA (if eligible), the General Fund, and/or various state and federal grants:

Additional Phase 1 Streets ($225,000):

1. Eastridge Drive (Corolyn to Cinthia) in Fiscal Year 2024

2. Lemon Avenue (Grant to Garfield) in Fiscal Year 2024

3. Lemon Avenue (Nebo to Acacia) in Fiscal Year 2024

4. Pomona Avenue (University to Colony) in Fiscal Year 2024

5. Merritt Boulevard (Mariposa to Panorama) in Fiscal Year 2024

6. Van Horn Street (Lubbock to Odessa) in Fiscal Year 2024

7. Rolando Knolls (70th to Gordon) in Fiscal Year 2024

8. Lubbock Avenue/Elden Street/Van Horn Street Segment in Fiscal Year 2024

9. Maryland Avenue (Oakland to Guessman) in Fiscal Year 2024

10.73rd Street (Colony to Vassar) in Fiscal Year 2024

11.68th Street (Alamo to Tower) in Fiscal Year 2024

12.Date Avenue (Orange to Allison) in Fiscal Year 2024

13.Garfield Street (Lemon to McKinley) in Fiscal Year 2024

14.Randlett Drive (La Mesa to Hayes) in Fiscal Year 2024

15.Sacramento Drive (Eastridge to High) in Fiscal Year 2024 Additional Phase 2 Streets ($450,000):

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Date: April 11, 2023
Page: 7 of 9

1. Highwood Ave (Between Eastridge Drive and Cinthia Street) in Fiscal Year 2024

2. Dugan Avenue (Between Lake Murray and Laird Street) in Fiscal Year 2024

3. Lois Street (Between King Street and Boulevard Drive) in Fiscal Year 2024

4. Bob Street (Between El Paso Street and Lake Murray Boulevard) in Fiscal Year 2024

5. Jessie Avenue (Between El Cajon Boulevard and Seneca Street) in Fiscal Year 2025

6. Harris Street (Between Pearson Street and Carmenita Road) in Fiscal Year 2025

7. Gateside Road (Between Riviera Drive and Spring Street) in Fiscal Year 2025

8. Severin Drive (Between Manor Drive and North City Limit) in Fiscal Year 2025 Additional Assembly Bill 43 Streets in Fiscal Year 2024 ($30,000):

1. Parks Avenue (Adjacent to La Mesa Dale Elementary)

2. Lowell Street (Adjacent to Helix High School)

3. Gregory Street (Adjacent to Northmont Elementary)

4. Milden Street (Adjacent to Grossmont High School)

5. Park Plaza Drive (Adjacent to Parkway Middle School and La Mesita Park)

6. Tower Street (Adjacent to Rolando Elementary School)

7. Jackson Drive (Adjacent to Jackson Park)

8. Severin Drive (Adjacent to Northmont Park)

9. Aztec Drive and Morocco Drive (Adjacent to Aztec Park)

10.King Street (Adjacent to Vista La Mesa Park)

11.Memorial Drive (Adjacent to MacArthur Park)
The total estimated budget for the additional Phase 1, 2 and 3 traffic calming projects is $705,000. To implement these projects and accelerate delivery as fast as practicable, staff will seek the assistance of traffic calming engineering consultants to perform the engineering and community engagement.

CONCLUSION:

Staff recommends that the Council adopt the following the actions:

1. Approve the 2020-2022 Neighborhood Traffic Management Program (NTMP) Annual Report.

2. Approve the Neighborhood Traffic Management Program Fiscal Year 2024 work plan including all tasks as outlined above with the existing available $175,000 of funding including the following:

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Date: April 11, 2023
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Phase 1 for these streets: Garfield Drive, Henderson Drive, and Lemon Avenue Phase 2 for these streets: El Paso Street
Phase 3 for these streets: Olive Avenue

3. If the City Council desires to add additional funding to the NTMP then the following could be completed, as described above in the funding discussion, for a budget increase of $705,000:

1. Additional Phase 1 streets

2. Additional Phase 2 streets

3. Additional Assembly Bill 43 streets

4. Policy Update: Remove streets within quadrant 4 that have completed Phase 1 improvements and are over 10 years from their original request to better reflect current conditions and priorities.

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 9 of 9
Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Michael Throne, PE
City Manager Director of Public Works
Mike Kinnard___________________
Mike Kinnard
Engineering Project Manager
Attachments: A. 2023 (Matrix) Ranked List of Streets

ATTACHMENT A
2023 (Matrix Style) List of Streets for Neighborhood Traffic Management Program Attachment A
Rank Street (Date petition submitted) Points Current Phase Completed 2023 Work Plan Notes 1 Olive Ave. (Normal to Muriel) (09/01) 36 Phase 2 Phase 3 Completed Phase 2, awaiting Phase 3 approval 2 El Paso St. (Lake Murray to Amarillo) (05/07) 38 Phase 1 Phase 2 Previously approved for Phase 2 in 2019 3 Highwood Ave. (Eastridge to Cinthia) (03/14) 10 Phase 1 Phase 2 4 Dugan Ave. (Lk Murray to Laird) (07/15) 12 Phase 1
5 Lois St. (King St to Boulevard Dr) (09/17) 54 Phase 1 1 Bob St. (El Paso to Lake Murray) (10/06) 32 Phase 1
2 Jessie Ave. (El Cajon Blvd to Seneca) (6/07) 33 Phase 1 3 Harris St. (Pearson to Carmenita) (06/10) 19 Phase 1
4 Gateside Rd. (05/12) 41 Phase 1
5 Severin Dr. (Manor Dr. N to Louise) (07/18) 41 Phase 1 6 Garfield Dr (Alpine St. to Alpine St.) (07/18) 16 None (New) Phase 1 7 Henderson (Fernwood Dr. to Gregory Street.) (11/18) 40 None (New) Phase 1 8 Eastridge (Corolyn to Cinthia) (11/19) 7 None (New) Phase 1 9 Maryland (between Oakland and Guessman) (06/21) 24 None (New) Phase 1 1 Glen St. (Lemon to Alpine) (03/02) 23 Phase 1
2 Normal Ave. (Dale to Lemon) (09/01) 31 Phase 1
3 NB Yale Ave. (Sono to Orien) (07/08) 25 Phase 1
4 Sacramento Dr. (06/10) 19 Phase 1 **
5 Maple Ave. (Normal to Cinnabar) (04/11) 15 Phase 1
6 Violet St. (Waite to Hoffman) (03/13) 15 None Neighborhood requested no phase 1 7 Yale Ave. (University to Stanford) (11/13) 21 Phase 1 8 Lemon Ave (Garfield to Wood) (11/17) 46 None (New) Phase 1 9 El Paso St. (Cowles Mtn to Kimberly) (05/18) 15 Phase 1 10 Lemon Ave (Schuyler and Grant) (09/18) 29 None (New) Phase 1 11 Lemon Ave (Nebo to Acacia) (02/19) 39 None (New) Phase 1 12 Pomona (Univ to Colony) (10/19) 15 None (New) Phase 1 13 Stanford Ave (Pomona and Harbinson (08/00) 23 Phase 1 1 Hayes St./Washington Ave. (09/00) 12 Phase 1
2 Marguerita Ln. (05/01) 9 Phase 1
3 Ohio Pl. (Jessie to Parks) (08/01) 7 Phase 1
4 Beverly Dr. (09/03) 7 Phase 1
5 68th St. (Alamo to end) (11/06) 10 Phase 1
6 Southern Rd. (Fletcher Parkway to Dixie) (08/08) 22 Phase 1 7 Tanglerod Ln. (Cowles Mountain to Manon) (02/10) 5 Phase 1 8 71st St. (Tower to Stanford) (01/11) 13 Phase 1
9 Dana Dr. (Bonita to Camellia) (05/11) 6 Phase 1
10 Elden St. (03/13) 1 Phase 1
11 Marian St. (Hoffman to Stuart) (9/14) 13 Phase 1
Quadrant I (85th percentile speed is at least 7 mph over the speed limit AND the volume exceeds 50% of the target volume) Quadrant II (85th percentile speed is at least 7 mph over the speed limit BUT the volume does NOT exceed 50% of the target volume) Quadrant III (85th percentile speed is NOT 7 mph over the speed limit BUT the volume exceeds 50% of the target volume) Quadrant lV (85th percentile speed is NOT 7 mph over the speed limit AND the volume does NOT exceed 50% of the target volume)

ATTACHMENT A
12 Blackton/Paula (12/14) 6 Phase 1
13 Olive Ave. (University to Seneca) (05/15) 13 Phase 1 14 Paula St. (Pearson St to Court) (01/18) 10 None (New) Phase 1 Cul-de-sac, Paula does not qualify for Phase II
Calming based on NTMP
15 Merritt Blvd (Mariposa-Panorama) (04/19) 7 None (New) Phase 1 16 Van Horn St. (Lubbock-Odessa) (04/19) 3 None (New) Phase 1 17 Rolando Knolls (70th St to Gordon Wy) (12/19) 8 None (New) Phase 1 18 73rd (Colony to Vassar) (08/21) 8 None (New) Phase 1 19 68th St. (Alamo to Tower) (09/21) 11 None (New) Phase 1 20 Date Ave (Between Orange and Allison) (11/21) 35 None (New) Phase 1 21 Garfield St (Lemon to Mckinley Ct)(11/21) 22 None (New) Phase 1 22 Randlett Dr (between La Mesa to Hayes)(09/20) 9 None (New) Phase 1 23 Lubbock (Elden to Van Horn (9/22) 4 None (New) Phase 1 ** Added by Council as backup street segment*

REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: April 11, 2023
SUBJECT: ACCESSORY DWELLING UNIT (ADU) DEVELOPMENT

ACTIVITY
ISSUING DEPARTMENT: Community Development
SUMMARY:

Issues:

Should the City Council accept the report on accessory dwelling unit (ADU) development activity?
Recommendation:

Accept the report on accessory dwelling unit (ADU) development activity.

Fiscal Impact:

This is an informational item with no fiscal impact.

City’s Strategic Goals:
 Continue to improve high quality municipal services
 Revitalize neighborhoods and corridors
 Ensure safe and affordable homes for La Mesa's current and future residents
BACKGROUND:

The City has seen a steady increase in the number of applications for accessory dwelling unit (ADU)s since the State began modifications to ADU law in 2017. In response to updates occurring in almost all years since, the City has regularly adopted updates to the local ADU regulations. The most recent ordinance updates were adopted by the City Council on March 14, 2023, and included revisions to address changes

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 2 of 5
made to State law in 2021 and 2022. The City Council previously directed staff to provide regular reports on ADU activity. This report addresses ADU development activity through March 24, 2023, and includes information from calendar years 2021 and 2022. For the purpose of this report, “ADU” includes junior accessory dwelling units (JADUs) except as otherwise specified.

DISCUSSION:

ADU Permit Activity:

The City received 88
applications in 2021 and
116 applications in 2022
for permits to construct
ADUs. JADUs comprised
10 of the ADU applications
in 2021 and 14 in 2022.

Permits were issued for 67
ADUs in 2021 and 63
permits were issued in
2022, inclusive of four
JADUs in 2021 and six
JADUs in 2022. In 2021,
36 ADU projects and one
JADU project completed
construction while 38
ADUs and three JADUs
were completed in 2022.

Currently, plan check
review is in process for
101 applications, and 135
ADU projects have been
issued permits and are
under construction.

Beginning with the first ADU application on record with the City in 1981, a total of 478 ADU applications have been received, with 426 received since the beginning of the State’s revamping of ADU law in 2017. JADUs comprised 32 of the applications submitted. There are currently 179 ADUs constructed and occupied in La Mesa, 130 of which received approval of final inspection since 2017. To date, four JADUs have been completed.

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 3 of 5
The charts show complete calendar years, and therefore do not show activity since January 1, 2023. Since that time, 29 applications for ADUs have been submitted, 25 permits have been issued, and 11 ADUs have received approval of final inspection.

JADUs comprise seven of the applications and five of the issued permits.

ADU Review Times:

State ADU law requires that the City complete review and approve or deny an application for an ADU within 60 calendar days and that corrections to achieve approval must be provided for any application that is denied. The goal for plan check review times as stated in the performance measure presented annually to the City Council is 30 calendar days. Detailed information on the time spent plan checking applications is available for submittals received after September 1, 2022. Applications issued permits from that time to present were reviewed to assess plan check review time frames. On average, the time from submittal of a plan review to delivery of plan check comments to the applicant was approximately 16 days and 84% of the plan check reviews completed since September 1, 2022 were completed within the City’s goal of 30 days. There were instances of reviews exceeding the City’s stated goal, but all plan check reviews were completed and approved or denied within 60 days as specified by State law. On average, permits are issued approximately eight months after initial receipt of the complete application, and final inspection occurs approximately six months later, approximately 14 months after submittal of the initial application.

ADU Size and Type:

Permit and plan check records show that approximately 62% of ADUs are proposed to be detached, with the remaining 38% attached to the primary residence. The percentage of detached ADUs has increased since 2021, when 58% of ADUs were detached. Prior to the first State and City law changes in 2017, accessory dwelling units averaged 565 square feet in area. Since 2017, the average unit size proposed overall was 665 square feet, with an average detached unit at 735 square feet and average attached unit at 537 square feet. Overall, ADUs constructed since 1981 have an average size of 656 square feet. The average size of an ADU increased since the last report to Council in June 2021, when the average size overall was 631 square feet. The largest ADUs proposed have the maximum allowed area of 1,200 square feet, while the smallest proposed are 167 square feet for a detached unit and 180 square feet for an attached unit.

Fees for ADUs:

Fees for building projects are paid in two parts: a plan check fee for reviewing plans is collected at the time of application, and a permit fee is collected at permit issuance to cover inspection costs. Fees can vary widely based on the scope of the project, whether

Report to Mayor and Councilmembers
Date: April 11, 2023
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the project is for new construction versus improvement of existing space, whether there is grading or no grading, the level of construction, and other factors. Fees for accessory dwelling unit projects were analyzed to understand the highest, lowest, and average fees paid. Only recent (since 2020) projects were analyzed for fees to ensure that similar fee schedules are being compared since the City typically reassesses fees every other year. Since 2020, an accessory dwelling unit project on average paid $2,404. The average fee paid for an attached unit amounted to $1,265, while the average fee paid for a detached unit amounted to $3,116. The highest fees paid were for a detached unit in the amount of $6,225 and the lowest fees paid were $80 for a detached unit.

Effective July 1, 2022, the City Council waived up to $2,000 of City fees for each ADU application. Since that time, the average City fees assessed for issued ADU permits (fees are assessed at the time of permit issuance) are $3,046. With the ADU fee waiver in place, the average fees amount to $1,698, and 19 permits were issued with no City fees paid by the customer. In total, approximately $100,000 in fees have been waived.

Customers continue to pay fees assessed, collected, and paid to the State, including Strong Motion Instrumentation Program (SMIP) and Building Standards Administrative Special Revolving Fund fees. These fees vary by permit type and are generally in the tens of dollars, typically less than $50 in total and often only a few dollars.

Complaints:

No nuisance complaints regarding permitted ADUs have been received. There have been a few complaints alleging that ADUs are under construction without permits. In some instances, permits had been obtained. In instances where they had not, staff worked with property owners to ensure that plans were submitted and permits issued.

City of La Mesa Accessory Dwelling Unit (ADU) Guidebook The City received State Senate Bill 2 Planning Grant funds to engage a consultant, KTU+A Planning & Landscape Architecture, to assist in preparation of a guide on development of ADUs focused on single-family homeowners interested in adding an ADU to their property. The City of La Mesa Accessory Dwelling Unit (ADU) Guidebook (Attachment A) has been completed and is available on the Community Development Department webpage. The Guidebook provides information on what an ADU is and why they are an important element to providing much-needed housing. Rules and regulations are covered, and readers are guided through the decision, design, and development processes to construct an ADU, including basic information on financing and how to select and work with building professionals. Design ideas are provided, with sample layouts based on actual lots located in La Mesa and sample floor plans. The Guidebook provides an easy-to-use resource, with links to other resources, for homeowners to understand ADUs and their development with important information that may be unknown or unfamiliar to them. To support the Guidebook and understanding of

Report to Mayor and Councilmembers
Date: April 11, 2023
Page: 5 of 5
ADU regulations, ADU and JADU FAQs (frequently-asked-questions) documents and Quick Info Sheets (Attachment B) have been developed and are also available on the Community Development Department “Forms” webpage.

Next Steps:

Staff will continue to monitor metrics regarding accessory dwelling unit development to understand how many and what type of units are being constructed, where they are located, and identify any unnecessary barriers in the application review and approval process. Staff is currently evaluating existing pre-approved plans from other jurisdictions for use in the City, and will be evaluating developing pre-approved plans specific to La Mesa. In the near future, staff will engage in listening sessions with building industry professionals, including architects, designers, and contractors, that work in La Mesa regularly to construct ADUs. Outcomes of the sessions will inform future ordinance updates and policy efforts to ensure an efficient, effective, and timely plan check, permitting, and inspection process for ADUs.

CONCLUSION:

Staff recommends that the City Council accept the report on accessory dwelling unit (ADU) activity.

Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Kerry Kusiak
City Manager Director of Community Development
Attachments:

A. City of La Mesa Accessory Dwelling Unit (ADU) Guidebook B. ADU and JADU FAQs and Quick Info Sheets

ACCESSORY

DWELLING UNIT
[ADU] GUIDEBOOK
February 2023

La Mesa Accessory Dwelling Unit Guide
2 ACKNOWLEDGEMENTS
This Accessory Dwelling Unit Guidebook was developed with funding provided through the California Department of Housing and Community Development’s SB 2 Planning Grant Program to the City of La Mesa.

Prepared by:

KTUA Planning and Landscape Architecture
and domus studio architecture
Published:

February 2023
Amended:

3 THE ABCS OF ADUS 15

2.1 UNDERSTANDING THE ADU PROCESS16

2.2 CONCEPTS AND TERMINOLOGY17

2.2.1 What Is An Accessory Dwelling Unit 17

2.2.2 Types of ADUs 18

2.2.3 How Small Or Large Of An Accessory Dwelling Unit Can I Build 19

2.3 HOUSING AND ECONOMIC TRENDS20

2.3.1 Housing Demand Outpacing Inventory 20

2.3.2 Increased Housing Prices For Renters And Owners 20

2.3.3 Limited Land Availability And Barriers To Development 21

2.3.4 Desire To Live Close To Work, Schools, And Services 21

2.4 EFFORTS TO ADDRESS HOUSING SUPPLY AND AFFORDABILITY21

2.4.1 Accessory Dwelling Units As A Solution 21

2.4.2 ADUs Through The Years 22

2.5 HOUSING AND ADU’S IN LA MESA23

2.6 RESEARCH AND SITE ASSESSMENT24

2.6.1 Identify Goals for your ADU 24

2.6.2 Look Up Your Property Information 24

2.6.3 Evaluate Real Estate and Economic Trends 25

2.6.4 Conduct An Initial Site Assessment 25

2.6.5 Identify Relevant Development Standards 28

2.7 WHAT COMES NEXT?31

2.8 SHOULD I CONSIDER AN ADU?31

TABLE OF CONTENTS
1 QUICK REFERENCE GUIDE 5 2

1.1 GETTING STARTED: ADU GUIDEBOOK OVERVIEW6

1.2 WHAT YOU NEED TO KNOW6

1.2.1 Learn what An Accessory Dwelling Unit is 6

1.2.2 Understand Why The State Of California Is Encouraging ADUs 7

1.2.3 Understand the ADU Design and Construction Process 7

1.2.4 Determine My Goals For Building An ADU 8

1.2.5 Find Information About My Property 8

1.2.6 Calculate The Allowable Size Of An ADU For My Property 8

1.2.7 Understand Regulations And Standards That Apply To My Property 9

1.2.8 Determine If I Can Build An ADU On My Property 9

1.2.9 Determine if I Should build an ADU on my Property 9

1.2.10 Research How An ADU Can Provide An Income Stream 10

1.2.11 Determine If My Neighbor Is Allowed To Build An ADU 10

1.2.12 Learn Best Practices For Managing An ADU On My Property 10

1.3 ADU CHECKLIST FOR PROPERTY OWNERS11

1.4 DRAW A SKETCH OF YOUR PROPERTY13

1.5 DRAW A SKETCH OF YOUR PROPOSED ADU14

La Mesa Accessory Dwelling Unit Guide
4 DECISIONS...DECISIONS 33

3.1 MOVING AHEAD WITH YOUR ADU34

3.1.1 Call the Professionals 34

3.2 PLANNING AND DESIGN35

3.2.1 Discuss Your Goals And Design Ideas 35

3.2.2 Design With Your Neighbor In Mind 38

3.2.3 Review And Refine Your Proposed ADU Design 39

3.2.4 Complete Construction Drawings 39

3.2.5 Line Up Your Financing 39

3.3 PLAN REVIEW AND PERMITTING 40

3.3.1 Submit Your Building Permit Application 40

3.3.2 Pay Applicable Permit Fees 41

3.3.3 Submit Plans 41

3.3.4 Obtain Your Building Permit 41

3.4 CONSTRUCTION AND INSPECTION42

3.4.1 Obtain Bids and Select a Contractor 42

3.4.2 Construct Your ADU 43

3.4.3 Complete Inspections 43

3.5 PROPERTY MANAGEMENT44

3.5.1 Prepare Documents 44

3.5.2 List Your Property and Find a Tenant 44
IDEAS TO CONSIDER 45

4.1 DESIGN IDEAS46

4.2 ARCHITECTURAL EXPRESSIONS46

4.3 PHOTO GALLERY46

4.4 SAMPLE PLANS FOR TYPICAL LA MESA LOTS 49

4.4.1 Standard Lot - Attached Single Story ADU 49

4.4.2 Standard Lot With Alley Access - Two Story ADU Over Garage 50

4.4.3 Standard Lot With 40% Site Coverage - Two Story Detached ADU 51

4.4.4 Corner Lot - Single Story Attached ADU 52

4.4.5 Triangular Lot - Single Story Detached ADU 53

4.4.6 Sloped Lot Example - Single Story Detached ADU 54

4.4.7 Sloped Lot Example - Two Story Split Level Detached ADU 55

4.4.8 Narrow Lot - Single Story Detached ADU 56

4.4.9 Large Lot With Accessory Structures - Single Story Detached ADU 57

4.4.10 Large Lot Split - Two Residences And Two Detached ADUs 58

4.5 SAMPLE ADU FLOOR PLANS59

4.5.1 Sample One Story Detached ADU (1 bd / 1 ba) 59

4.5.2 Sample Two Story Detached ADU (2 bd / 2.5 ba) 60

4.5.3 Sample One Story Detached ADU (2 bd / 1.75 ba) 61

4.5.4 Sample Two Story Above Garage ADU (1 bd / 1ba) 62

4.5.5 Sample One Story JADU (1 bd / 1ba) 63

4.6 ADDITIONAL RESOURCES64
3 4

TABLE OF CONTENTS

01 QUICK REFERENCE
GUIDE

La Mesa Accessory Dwelling Unit Guide
6 1.1 GETTING STARTED: ADU GUIDEBOOK OVERVIEW
This Accessory Dwelling Unit Guidebook has been developed by the City of La Mesa to help provide information to owners of single-family property in La Mesa that are thinking of developing their properties for accessory units. The guidebook also answers common questions about the design, permitting, construction, and property management process for these individual as well as discussing the steps and factors that should be considered when making this decision.

This Chapter provides an overview of the different types of ADUs, introduces the process, and provides references to find more information on a particular ADU topic that exceeds the detail that this overview booklet can provide. At the end of this chapter, an informational checklist is provided to help guide interested property owners through steps and items to consider in the ADU process.

This guidebook is focused on ADUs that can be constructed in accordance with the City’s regulations for ADUs in conjunction with a single-family residence. It is not intended to address ADUs proposed under the State-provided ministerial exceptions (CA GOV 65852.2(e)) for single-family or multi-family residences.

1.2 WHAT YOU NEED TO KNOW

1.2.1 I WANT TO... LEARN WHAT AN ACCESSORY DWELLING UNIT IS An Accessory Dwelling Unit (or ADU) is commonly known as a granny flat, back house, guest house, casita or in-law suite. An ADU, as defined in the La Mesa Municipal Code (LMMC Section 24.01.100) is a unit that:
• provides complete independent living facilities for one or more persons and is located on the same lot as an existing or proposed residence in any single-family or multi-family zone, or on the same lot as existing multi-family dwellings in any residential or mixed-use zone. • includes permanent provisions for living, sleeping, eating, cooking, and sanitation on the same parcel or parcel as the primary unit is situated. • can be an efficiency unit or a manufactured home as defined California Health and Safety Codes.

ADUs come in all shapes, sizes, styles, colors, and configurations, and there are several different types of residential units that fall under the “ADU” umbrella. These different types of ADUs include attached and detached units, converted structures such as garages, internal units such as basement or attic ADUs, and junior ADUs (JADU).For more information on the specific types of ADUs and their physical characteristics, please see Section 2.2 Types of ADUs.
» JUMP TO ...
» Types of ADUs - Page 18
ADUs do not have to take up a lot of your property, they can be designed to be compatible with your current
home and fit into the scale of your neighborhood.

7 Quick Reference Guide “I Want To” 01

1.2.2 I WANT TO... UNDERSTAND WHY THE STATE OF CALIFORNIA IS ENCOURAGING ADUS Over the last several decades, housing construction in California (as well as the nation) has not kept pace with population growth nor has it provided for choices on housing type options. As demand for housing has extended well beyond the supply, housing has become less affordable. Housing costs have pushed many people to move further away from existing neighborhoods, communities, and job centers in order to find housing options that meet their needs. This has led to more sprawling development patterns that increase commute times and distances for many, which in turn impacts transportation infrastructure, the environment, and quality of life for those that must spend so much of their time commuting.

Along with many other initiatives to increase the construction and availability of housing for Californians, the State of California has enacted legislation to support the development of ADUs in communities throughout the State. By removing barriers to the development of ADUs, the State aims to provide creative and diverse housing solutions that can “be significantly less expensive to build”.

The State’s legislative efforts have also resulted in the lessening of common development barriers” according to the State’s Housing and Community Development ADU Handbook.

1.2.3 I WANT TO... UNDERSTAND THE ADU DESIGN AND CONSTRUCTION PROCESS Every new ADU project in the City of La Mesa will undergo a process that involves planning, design, review, permitting, and construction. While time-lines will vary due to project and site complexity, design and construction schedules, and material availability and lead times, these are the general steps you can expect to take as you move toward completion of your ADU.

Research and
Site Assessment
Planning and
Design
Plan Review
and Permitting
Construction
and Inspection
Property
Management
» JUMP TO ...
» Housing and Economic Trends - Page 20
» Efforts to Address Housing Supply and
Affordability - Page 21
» JUMP TO ...
» Research and Site Assessment - Page 24
» Planning and Design - Page 35
» Plan Review and Permitting - Page 40
» Construction and Inspection - Page 42
» Property Management - Page 44

La Mesa Accessory Dwelling Unit Guide
8 » JUMP TO ...
» Conduct An Initial Site Assessment -

1.2.4 I WANT TO... DETERMINE MY GOALS FOR BUILDING AN ADU There are a variety of reasons why you may wish to develop an ADU on your property and it can be helpful to identify your motivation or goals for building an ADU before investing time, money, and energy into the ADU design and development process. Having a clear set of goals can help you determine how to design and “right size” an ADU that meets your goals and needs. Common goals or motivations for an ADU may include:
• Create separate/nearby living space for family/relatives or an in home health care provider • Provide a source of rental income
• Increase the potential value/re-sale of my property
• Convert extra space within a home or on a property
• Contribute to the supply of housing and housing type options • Downsize and rent out the primary living unit
Note: The City of La Mesa does not allow an ADU to be sold or conveyed separately from the primary residence. Additionally, JADUs cannot be used for short-term vacation rentals less than 30 days.

For more information on identifying goals for building an ADU, please see Section 2.6.1.

1.2.5 I WANT TO... FIND INFORMATION ABOUT MY PROPERTY
The City of La Mesa provides an Online Interactive Zoning Map (or see Section 4.6 for current URL) that includes zoning and lot size information that can be used for planning purposes just by entering an address or Assessor’s Parcel Number (APN) to search for property information. The online zoning map is based on the best data available at the time of publishing from the City of La Mesa, SanGIS, SANDAG, and other data sources.

The map is not guaranteed to survey accuracy and a property owner must endeavor to use due diligence when considering an ADU.

To look up information such as zoning and acreage of your property, please see Section 2.6.2.

1.2.6 I WANT TO... CALCULATE THE ALLOWABLE SIZE OF AN ADU FOR MY PROPERTY Both the State of California and the City of La Mesa have established a maximum size for ADUs and JADUs. The City of La Mesa has established a 1,200 sf maximum for new ADUs, though some physical characteristics of a property, such as topography or lot size, may result in a maximum ADU size of 800 sf. JADUs are limited to a maximum of 500 sf and need to be attached to the existing unit.

For more information on the allowable size of an ADU, please see Section 2.5. » JUMP TO ...
» Look Up Your Property Information -

» JUMP TO ...
» Identify Goals for your ADU - Page 24

9 Quick Reference Guide “I Want To” 01

1.2.9 I WANT TO... DETERMINE IF I SHOULD BUILD AN ADU ON MY PROPERTY Even though it may be permissible to build an ADU on your property, there are several considerations you should weigh before deciding on building an ADU on your property. For example; does my property lend itself better to an attached, detached, interior, or junior accessory dwelling unit? Do I want to become a property manager? Can I finance the design and construction of an ADU?
To answer more questions like these, please see Section 2.8 Should I Do This With My Property?

1.2.7 I WANT TO... UNDERSTAND REGULATIONS AND STANDARDS THAT APPLY TO MY PROPERTY You should make yourself familiar the particular development standards that must be used to guide the design of your ADU. These regulations affect the size, design, and location of the ADU on your property and help to ensure that new ADUs do not negatively affect the character of the neighborhood as well as your neighbor’s quality of life.

Please see Section 2.6.5 for applicable property development standards based on your zoning.

1.2.8 I WANT TO... DETERMINE IF I CAN BUILD AN ADU ON MY PROPERTY One ADU and one JADU can be built on a residential property in conjunction with an existing or proposed single-family residence on lots zoned for single-family or multi-family use. For single-family owners, this generally means that you are able to build an ADU, however, you will need to evaluate your site. For an ADU, there are no owner-occupancy requirements, meaning you do not need to live on the property in order to add an ADU. There is an owner-occupancy requirements for JADUs.

For details on whether or not you can build an ADU on your property, please see Section 2.7. » JUMP TO ...
» What Comes Next? - Page 31
» JUMP TO ...
» Should I Consider an ADU? - Page 31
» JUMP TO ...
» Identify Relevant Development
Standards - Page 28

La Mesa Accessory Dwelling Unit Guide
10 1.2.10 I WANT TO... RESEARCH HOW AN ADU CAN PROVIDE AN INCOME STREAM Once you have reviewed the real estate and economic trends in your area and decided on the development of an ADU on your property, there are several ways to go about financing your ADU. Using you own funds or finding a loan are great options to help you fund the development of your ADU. One of the potential benefits of adding an ADU to your property is the income you can earn by renting the unit out long-term. By renting out your ADU, you can help provide housing options in the community and use the additional income towards other expenses or savings. As long as the property continues to increase in value, you can still make money on an ADU, even when your cash flow does not fully cover your expenses. This is accomplished through property appreciation. Important factors to consider when determining economic viability, is to determine the various costs, potential revenue, financing, and real estate trends. Determine if you need to provide a monthly cash return (income exceeding all costs of mortgage, vacancy, advertising, insurance, taxes, maintenance and repairs) or are willing to break even on the costs from rent but need to assure that the long term investment has a return through property appreciation. Generally, you may not turn a profit during the first few years, but as the market supports rental increases, this margin can provide you with positive cash return.

For more information about the economic, real estate, and financial side of ADUs, please reference sections 2.6.3 Economic and Real Estate Trends and 3.2.5 Line Up Your Financing.

1.2.11 I WANT TO... DETERMINE IF MY NEIGHBOR IS ALLOWED TO BUILD AN ADU As noted previously, one ADU and one JADU is allowed in conjunction with an existing or proposed single-family residence on lots zoned for single-family or multifamily use.

There are limitations on size, height, and location that must be considered as well.

Certain conditions may preclude a site from being a viable candidate for an ADU.

Best practices for designing with your neighbor in mind are highlighted in Section 3.2.2.

1.2.12 I WANT TO... LEARN BEST PRACTICES FOR MANAGING AN ADU ON MY PROPERTY If you build and once your ADU is built, it will be important to consider the management time needed to properly manage your unit and the rest of the property as well.

Whether that means renting it out to a long-term tenant, or using it to provide separate living space for family members, there are a handful of things you will want to learn in order to manage the property as best as possible.

For information about property management and renting out an ADU, please reference Section 3.5 » JUMP TO ...
» Evaluate Real Estate and Economic
Trends - Page 25
» Line Up Your Financing - Page 39
» JUMP TO ...
» Design With Your Neighbor In Mind -

» JUMP TO ...
» Property Management - Page 44

11 Quick Reference Guide “I Want To” 01

1.3 ADU CHECKLIST FOR SINGLE-FAMILY PROPERTY OWNERS
This checklist is intended to help property owners collect information about their property, the decisions to build and to determine details for designing, financing, constructing and managing an ADU. While this checklist is not required to submit a building permit application to the City of La Mesa, some of the information on this checklist can be copied over to your building permit application and help ensure your plans and permit application have all of the details required to ensure your application is complete. » Property Details
• Address: ____________________________________
• Parcel Number: _______________________________
• Property Zoning: _______________________________
» ADU Goals
• Create separate/nearby living space for family/relatives or an in-home health care provider
• Provide a source of rental income
• Increase the potential value/re-sale of my property
• Convert extra space within a home or on a property
• Contribute to the supply of housing and limit climate change • Downsize and rent out the primary living unit
• Other: _______________________________________
» Site Assessment
• Lot Dimensions (feet): width: ________depth:_________ • Lot Area (square feet): ___________________________
• Lot Type: standard narrow/deep corner irregular flag
• Existing Structures: Yes No
• Historic Property: Registered Eligible Historic District • Topography/Slopes: Yes No
» Development Standards
• ADU Size: __________
• Setbacks: front: ______ side: _______ rear: _______
• Height Limit: ________
• Lot Coverage Maximums: ______ %
• Utility Connection: tie-in new connection
» Proposed ADU Type
Note: Property owners may apply to build no more than
one ADU and one JADU per property.
• Attached (New Addition or Conversion)
• Detached (New Addition or Conversion)
• Interior (Conversion or Expansion)
• JADU (Conversion or Expansion - must be owner-occupied) » ADU Facilities Included:
• Kitchen
• Bathroom
• Living Area
• Sleeping Area
• Separate Entrance
• Interior Connection to Primary Residence for JADU

La Mesa Accessory Dwelling Unit Guide
12 » Professional Management
• Do-It-Yourself
• Design Professional (architect, landscape architect)
• Design/Build Specialists
• Contractor(s) and Sub-Contractors
• Property Management Professionals
» Proposed ADU Design
• ADU Size (square feet) _________________
• One Story or Two Story
• ADU Height _________
• Access and Orientation
• Fire Access
• Construction Method: new construction/addition/alteration/pre-fabricated • Utilities (new connection or existing tie-in)
» Neighbor Considerations
• Proximity
• Privacy
• Preservation of Views
• Parking
• Proactive Coordination
» Cost Estimates and Investment Potential
• Professional Design Fees
• Permit Cost Estimates
• Estimated Construction Costs
• Property Tax and Insurance Costs
• Property Management and Maintenance Costs
• Estimated Monthly Rental Income
» Financing Options
• Self-Financing
• Home Equity Line of Credit
• Home Equity Loan
• Construction Loan
• Renovation Loan
• Cash-Out Refinancing
» Managing Your Property
• Collecting rent
• Setting and enforcing rules
• Avoiding equal housing problem (understanding how discrimination laws apply to you) • Insurance and liability issues
• Tracking tax write-offs
• Taking care of repairs
• Understanding and observing applicable laws
• Recording proper tax and legal documents.

ADU Checklist for
property owners (continued)

13 Quick Reference Guide “I Want To” 01

1.4 DRAW A SKETCH OF YOUR PROPERTYSee Section 2.6.4 for instructions on conducting an initial site assessment and tips for drawing your site.

La Mesa Accessory Dwelling Unit Guide
14 1.5 DRAW A SKETCH OF YOUR PROPOSED ADU
See Section 2.6.5 for the property development standards that apply to the proposed design of your ADU.

02 THE ABCs OF ADUs

La Mesa Accessory Dwelling Unit Guide
16 If you are interested in potentially developing an ADU on your property in La Mesa, but not sure where to get started, this chapter begins with the steps involved in the process of building an ADU and introduces and defines key terminology that may be helpful as you discuss your ADU plans with design professionals, neighbors, and contractors.

This chapter also provides historical context on the development of ADUs, describes the state and local legislative efforts to address the housing crisis, and identifies the range of goals that you may have for developing an ADU. Finally, this chapter identifies the key considerations in the Research and Site Assessment Phase of the ADU Development Process.

2.1 UNDERSTANDING THE ADU PROCESS
Every new ADU project in the City of La Mesa will undergo a process that involves planning, design, review, permitting, and construction. While time-lines will vary due to project and site complexity, design and construction schedules, and material availability and lead times, Figure 2-1 identifies the general steps you can expect to take as you move toward completion of your ADU.

This guidebook is organized to help you navigate and consider important factors during each step of the process.

1. Research and Site Assessment - In this initial phase, you will learn what makes a living unit an ADU, how to identify your goals for developing an ADU on your property, and how to conduct a preliminary assessment of your property to determine if you can or should take the next step of designing an ADU for your property.

2. Planning and Design - After setting goals and conducting an initial assessment, the next step is to develop a design for your ADU. During this phase, you may wish to engage a design professional to assist in creating an ADU - whether it is a renovation, addition, or new construction - that meets your needs and complies with local planning standards and building codes.

3. Plan Review and Permitting - Once you have a proposed design for your ADU, your can submit your plans and building permit application to the City of La Mesa for review. If the application is complete, City staff will review the permit application and plans and either issue a building permit or request revisions to the plans to meet applicable codes.

4. Construction and Inspection - With the issuance of a building permit and financing secured, you can begin constructing your ADU. During this step, you may also wish to obtain bids and hire a contractor(s) to manage the construction and inspection process.

5. Property Management - With your ADU construction or renovation complete you can begin to enjoy your new space or start the process of finding a tenant to rent the space.

Figure 2-1: ADU Development Process
Research and
Site Assessment
Planning and
Design
Plan Review
and Permitting
Construction
and Inspection
Property
Management
1 2
3 4
5

17 ABCs of ADUs 02

2.2 CONCEPTS AND TERMINOLOGY
This section introduces key concepts and terminology associated with Accessory Dwelling Units.

2.2.1 WHAT IS AN ACCESSORY DWELLING UNIT
An Accessory Dwelling Unit or ADUs are commonly known as granny flats, back houses, guest house, studio apartments, or in-law suites.

An ADU, as defined in the La Mesa Municipal Code (LMMC Section 24.01.100) is a unit that:
• provides complete independent living facilities for one or more persons and is located on the same lot as an existing or proposed single-family residence in any single-family or multifamily zone, or on the same lot as existing multifamily dwellings in any residential or mixed-use zone. • includes permanent provisions for living, sleeping, eating, cooking, and sanitation on the same parcel or parcel as the primary unit is situated.
• can be an efficiency unit or a manufactured home as defined in California’s Health and Safety Codes.

Figure 2-2 illustrates an example layout of a primary residence with a Detached ADU.

Detached ADU
Private yard and
barrier
Private, separate
entrance
Fenced-off
space
Primary residence
ADUS are required to
provide space for:
† Living
† Sleeping
† Eating
† Cooking
† Sanitation
† Exterior Entry
...contained within the ADU
and separate from the primary
residence.

Figure 2-2: Important Features that Should be Considered for an ADU

La Mesa Accessory Dwelling Unit Guide
18 Domusstudio Architecture © COPYRIGHT
Domus Project No.

Architect's Supplemental Drawing No.

Q:\7.0 Project Files\2035 La Mesa Design Guidelines\7.06 Drawings\ADU Variations (2021).rvt 4/25/2022 11:45:32 AM Project Name
Enter address here 2.2
Project
Number
Detached 04/25/2022
1 Detached (conversion)
The conversion of any existing detached structure (such as a garage or shed) into an ADU.

Domusstudio Architecture © COPYRIGHT
Domus Project No.

Architect's Supplemental Drawing No.

Q:\7.0 Project Files\2035 La Mesa Design Guidelines\7.06 Drawings\ADU Variations (2021).rvt 4/25/2022 11:45:35 AM Project Name
Enter address here 3.2
Project
Number
Interior 04/25/2022
1 Interior (w/ expansion)
A portion of the ADU is a converted area inside the main residence with the remainder being new construction add-on.

New
Existing
Domusstudio Architecture © COPYRIGHT
Domus Project No.

Architect's Supplemental Drawing No.

Q:\7.0 Project Files\2035 La Mesa Design Guidelines\7.06 Drawings\ADU Variations (2021).rvt 4/25/2022 11:45:29 AM Project Name
Enter address here 1.1
Project
Number
Attached 04/25/2022
1 Attached (new addition)
An ADU addition that is attached to the house or garage at groundlevel or as a 2nd story addition above the house or garage.

Domusstudio Architecture © COPYRIGHT
Domus Project No.

Architect's Supplemental Drawing No.

Q:\7.0 Project Files\2035 La Mesa Design Guidelines\7.06 Drawings\ADU Variations (2021).rvt 4/25/2022 11:45:31 AM Project Name
Enter address here 2.1
Project
Number
Detached 04/25/2022
1 Detached (new ADU separate from existing structures)
A new detached structure in the front or rear of the property or accessed off of an alley.

Domusstudio Architecture © COPYRIGHT
Domus Project No.

Architect's Supplemental Drawing No.

Q:\7.0 Project Files\2035 La Mesa Design Guidelines\7.06 Drawings\ADU Variations (2021).rvt 4/25/2022 11:45:34 AM Project Name
Enter address here 3.1
Project
Number
Interior 04/25/2022
1 Interior (converted space exceeding 500 sf)
Converted existing space fully within the existing house (such as an attic or basement), but too big to be considered a JADU.

2.2.2 TYPES OF ADUS
ADUs come in many forms and configurations
and may involve new construction, a remodel
or addition, or conversion of existing space.

The different types of ADU configurations are
described and shown in this section.

ATTACHED -
A contained space connected to the structure
of a single-family home, typically sharing
a common wall, ceiling, or floor with the
main house. This includes conversions of an
attached structure (such as a garage) and
second story or above-garage add-ons.

DETACHED -
Does not share a common wall, ceiling, or floor
with the primary residence. They are a separate
structure located on the same parcel of land
as the single-family home and are commonly
an apartment-type dwelling located in the rear
yard (though they may be located in the front
yard or facing an alley). Detached ADUs can
also include a converted detached garage or
other stand-alone structure.

INTERIOR -
This type of ADU makes use of existing
space within the main residence and may be
fully contained within the house’s existing
footprint, or may expand beyond the existing
house’s walls, particularly to accommodate a
separate exterior entrance. Examples include
basement or attic conversions.

ATTACHED (NEW ADDITION)

DETACHED (NEW ADDITION)

INTERIOR WITH CONVERSION

ATTACHED (CONVERSION)

DETACHED (CONVERSION)

INTERIOR WITH EXPANSION
New
Existing
Domusstudio Architecture © COPYRIGHT
Domus Project No.

Architect's Supplemental Drawing No.

Q:\7.0 Project Files\2035 La Mesa Design Guidelines\7.06 Drawings\ADU Variations (2021).rvt 4/25/2022 11:45:30 AM Project Name
Enter address here 1.2
Project
Number
Attached 04/25/2022
1 Attached (conversion)
The conversion of an attached structure such as a garage or portion of the existing house into an ADU.

19 ABCs of ADUs 02
JADU -
Similar to an interior ADU, a Junior Accessory Dwelling Unit (JADU) is a residential dwelling unit that is no more than 500 square feet in area, contained entirely within an existing or proposed single-family residence. JADU standards can be found in La Mesa Municipal Code Section

24.05.020D9. JADUs, have different standards than ADUs, including a requirement that either the primary residence or JADU be owner-occupied and a JADU may be allowed in addition to an ADU on the same property.

ONE-STORY VS. TWO-STORY -
Typically, an ADU will be 1 or 2 stories and may use the maximum structure height of the underlying zone. In some cases, ADU height may be further restricted by the zoning code. Please consult with staff to ensure you are using the correct height limit.

2.2.3 HOW SMALL OR LARGE OF AN ACCESSORY DWELLING UNIT CAN I BUILD While the La Mesa Municipal Code does not specify a minimum unit size for ADUs, under California’s Health and Safety Code, an efficiency unit must include a minimum of 150 square feet of living area. “Living area” means the square footage of a residential unit including, but not limited to, common areas, kitchen areas, bathrooms, and bedrooms with closets. Garages and accessory structures are excluded from calculations of living area.

Both the State of California and the City of La Mesa have established a maximum size for ADUs and JADUs. The City of La Mesa has established a 1,200 sf maximum for new ADUs, though some physical characteristics of a property, such as lot size or lot coverage, may result in a maximum ADU size of 800 sf. JADUs are limited to a maximum of 500 sf.

Additionally, La Mesa’s ADU ordinance states that ADUs less than 750 square feet are not subject to development impact fees. The size thresholds for ADUs are highlighted in Figure 2-3.

INTERIOR JADU

TWO-STORY ADU
Domusstudio Architecture © COPYRIGHT
Domus Project No.

Architect's Supplemental Drawing No.

Q:\7.0 Project Files\2035 La Mesa Design Guidelines\7.06 Drawings\ADU Variations (2021).rvt 4/25/2022 11:45:33 AM Project Name
Enter address here 2.3
Project
Number
One-story vs. Two-Story 04/25/2022
1 One-story vs. Two-Story
ADUs that partially encroach on a property's established setbacks are limited to 16 ft. in height for the encroaching portion of the Structure.

Setback Line
The California Building Code
requires fire rating and limited
openings for walls closer than
5 ft. to the property line.

Domusstudio Architecture © COPYRIGHT
Domus Project No.

Architect's Supplemental Drawing No.

Q:\7.0 Project Files\2035 La Mesa Design Guidelines\7.06 Drawings\ADU Variations (2021).rvt 4/25/2022 11:45:36 AM Project Name
Enter address here 3.3
Project
Number
Interior / JADU 04/25/2022
1 Interior (JADU)
A JADU that is fully converted existing area and under 500 sf is allowed in addition to a full ADU. The JADU must be closed off from the main house with a private exterior entrance.

Setback
Line
The California
Building Code
requires fire
rating and limited
openings for walks
closer than 5 ft. to
the property line.

Figure 2-3: ADU Minimum and Maximum Size Limits for ADUs 150 sf
Under California’s Health
and Safety Code, an efficiency unit must include
a minimum of 150 square
feet of liveable area.
500 sf
New Junior ADUs in La
Mesa can have a maximum
of 500 sf of liveable area.
750 sf
New ADUs smaller than
750 sf of liveable area
cannot be charged impact
fees under State Law.
800 sf
On properties with site constraints, a new ADU may
be limited to a maximum of
800 sf of liveable area.
1,200 sf
The City of La Mesa has established a maximum size
for new ADUs of 1, 200 sf of
liveable area.

La Mesa Accessory Dwelling Unit Guide
20 2.3 HOUSING AND ECONOMIC TRENDS
Over the last several decades, housing construction in California has not kept pace with population growth and the need for more housing supply and types of housing in many communities.

As demand for housing outpaced supply, housing has become less affordable and caused many people to move further away from existing neighborhoods, communities, and job centers to find housing that meet their needs. This has led to more expansive development patterns that increase commute times and distances for many, which in turn impacts transportation infrastructure, the environment, and convenient housing options and commute patterns for many. The factors driving these trends, as well as state and local efforts to address housing supply and affordability issues are further described in this section.

2.3.1 HOUSING DEMAND OUTPACING INVENTORY
California has experienced several decades of population growth that outpaced the construction of new housing units. According to a 2021 study from the Public Policy Institute of California, the state has added “3.2 times more people than housing units over the last 10 years” with the State’s Legislative Analyst’s Office estimating that California should have been building “190,000 to 230,000 housing units each year from 1980 to 2010” to avoid extreme housing price increases. During that time, an average of just 120,000 units were actually built per year resulting in an estimated shortage of nearly 3.5 million new housing units needed. As a result, housing costs have sky-rocketed for both renters and prospective homeowners and is pricing “middle-income families out of ownership and has one in four rental households paying more than half of its pre-tax income on rent.”

2.3.2 INCREASED HOUSING PRICES FOR RENTERS AND OWNERS
Affordable housing options have also become less attainable with the Fair Market Rent for a two-bedroom apartment in the San Diego region reaching $2,232 per month in 2022 according to the National Low Income Housing Coalition (NLIHC). The NLIHC further states that “to afford this level of rent and utilities - without paying more than 30% of income on housing - a household must earn $81,191 annually.”
Data produced by the NLIHC places California at the second lowest ranked state for affordable and available rental homes per 100 low-income renter households. The supply of these attainable homes is 24 for every 100 in California compared to 61 in Mississippi or Wyoming. The availability of affordable housing options is a crucial issue in California with 45% of households renting their home and one third of households spending more than 50% of their income on rent.

HOUSING IN CALIFORNIA
BY THE NUMBERS...
210,000
Estimated number of new housing units
needed annually in California to keep up
with population growth.

3.5 MILLION
Estimated shortage of new housing units
needed in California from 1980-2010 to
keep up with population growth.
$2,232 per month
The average fair market rent for a
two-bedroom apartment in the San Diego
Region in 2022, with $2,028 the average
fair market rent for California.
45%
Share of households in California that
rent their home.
1 in 3
Households in California spend more
than 50% of their income on rent.

Sources:

California Legislative Analyst’s Office (2015);
Public Policy Institute of California (2021);
National Low Income Housing Coalition (2022).

21 ABCs of ADUs 02

2.3.3 LIMITED LAND AVAILABILITY AND BARRIERS TO DEVELOPMENT Planning and development standards such as zoning and subdivision regulations in the mid-20th century generally placed emphasis on new development occurring on vacant undeveloped land, as well as protecting parks, open space, and other natural resources from development, resulting in more limited land available for residential development in many communities today. Like many urban communities, La Mesa’s land area with potential for development is mostly built out with just two percent of the City’s land area vacant or undeveloped. With limited land area for new development, La Mesa encourages infill development and reuse of underutilized areas to contribute to the supply of housing and maintain park sites and natural open spaces.

2.3.4 DESIRE TO LIVE CLOSE TO WORK, SCHOOLS, AND SERVICES There is a growing desire by many - from young professionals to families and seniors - who prefer to live close to work rather than commuting, and many households seek housing opportunities with convenient access to schools, services and shopping in walkable communities and neighborhoods.

According to AARP, “these preferences — coupled with the rapid aging of the United States’ population overall, the decrease in households with children and the national housing shortage — will continue to boost the demand for smaller homes and affordable, quality rental housing.”

2.4 EFFORTS TO ADDRESS HOUSING SUPPLY AND AFFORDABILITY Recognizing the shortage of diverse and attainable housing for California’s population, the State of California and many local governments have “taken important steps recently to increase production and remove regulatory obstacles” to the development of housing according to the Public Policy Institute of California. These efforts include both legislative changes as well as significant financial investments - through tax credits, grants, and low-interest loans - to support housing production.

2.4.1 ACCESSORY DWELLING UNITS AS A SOLUTION
Support for the development of ADUs have received significant legislative attention due to their ability to provide smaller, diverse and flexible housing units in neighborhoods already served by infrastructure. In the 2016-2017 legislative sessions, California passed bills like Senate Bill (SB) 1069 and Assembly BIll (AB) 2299 which prevent local governments from prohibiting the construction of ADUs. Since 2018, California has developed further legislation in support of ADUs by providing clear terminology and parameters for ADUs. In January 2021, changes in ADU laws streamlined the permitting process to avoid delays in the issuance of permits for ADUs that meet planning and building codes. Other recent amendments to ADU law include: AB 2221 and SB 897 (2022), SB 9 (2021), AB 3182 (2020) and SB 13, AB 68, AB 881, AB 587, AB 670, and AB 671 (2019).

There is a growing desire by many households to live
close to their places of work, schools, and other services or shopping opportunities.

ADUs can provide opportunities for additional smaller
housing options in residential communities.

La Mesa Accessory Dwelling Unit Guide
22 The California Department of Housing and Community Development (HCD) prepared guidance to assist and encourage local governments and homeowners interested in developing ADUs with the July 2022 version of their ADU Guidebook. ADUs provide housing opportunities for couples, small families, friends, young people, and seniors. ADUs provide homeowners the flexibility to rent their unit to a tenant, or make the space available for family members, caregivers, and others. This flexibility can provide older adults and families the opportunity to stay in their home as they may require more care or support.

2.4.2 ADUS THROUGH THE YEARS
While the names have changed over time, the use of ADUs can be traced back to the early 1900s as they were a common feature in single-family homes, as noted in Figure 2-4. Building a smaller home to live in adjacent to a larger, primary residence was seen frequently. Before zoning laws came into place in the 1920s, people built as many homes as they wished on their property. When horse-drawn carriages became unfashionable, many larger homes converted existing outbuildings like carriage homes (garages) into dwelling units. During World War II (WWII), the San Diego Region grew rapidly because of the influx of workers that helped the Defense Industry build military equipment for the war effort. Many properties added units to support the severe lack of housing of that time.

In the late 1940s, post-WWII, development of ADUs nearly ceased to exist due to a boom in suburban single-family neighborhoods. Through zoning regulations, many communities identified residential areas - including existing neighborhoods that offered a variety of housing types - for single-family low density uses with just one dwelling per lot allowed.

In the 1980s, ADUs gained popularity as a way to support affordable housing within single-family neighborhoods. However, the tenants occupying the ADU were often limited to family members. Going into the 1990s and 2000s, interest in ADUs was flourishing as the idea that they could be used as rental properties became more widespread.

EARLY 1900s
Figure 2-4: Time-line of ADU Development Trends

POST WWII
2016 - 2017
1980-2000
2020s
Common form of housing
in cities and towns
throughout America,
known as secondary suites,
granny flats, mother-in-law
suites, coach houses, and
accessory apartments,
often converted from
existing outbuildings.

Renewed interest in ADUs
with regulation often
limiting tenancy to family
members. Growing interest
to expand opportunities
allowing ADUs as rental
properties. Agencies begin
developing state and local
code templates.

Further legislation adopted
to allow for multiple
accessory units and provide
clear terminology and
parameters defining the
different types of ADUs.

Decline in new ADUs as
suburban single-family
neighborhood development
grew. Widespread bans of
ADUs through new zoning
regulations.

California passes SB1069
and AB 2299 limiting
local governments from
prohibiting ADUs and
streamlining the permitting
and construction process.

The ‘Summary of Recent Changes to Accessory Dwelling Unit Laws’ section of the California Department of Housing and Community Development’s Accessory Dwelling Unit Handbook includes additional information on specific ADU legislation.

23 ABCs of ADUs 02
Real estate listings in a neighborhood.

2.5 HOUSING AND ADUS IN LA MESA
Consistent with an urbanized, largely built-out community, La Mesa has experienced relatively little housing growth since 2000. As noted in the City’s Housing Element, the housing stock in the City grew from 24,943 units in 2000 to 26,929 units in 2020, or an 8% increase over 20 years.

La Mesa maintains a diverse housing stock with almost equal shares of multi-family units (46.5%) and single-family detached units (46.8%) in 2020, while 6% of the units were single-family attached units (such as second units and duplexes) and less than one percent of the units were mobile homes/trailers.

With few vacant lots remaining in the City of La Mesa, future residential development will primarily occur as infill developments and redevelopment of existing underutilized properties, including the development of ADUs. To keep pace with changing state legislation and encourage the development of ADUs in La Mesa, the City adopted an amended accessory dwelling unit ordinance in March 2019 allowing accessory dwelling units in all residential zones without discretionary review. The amendment also eliminated requirements for accessory dwelling units to be 600 -700 sf
Average size of
ADUs permitted in
La Mesa
80 per year
Anticipated number of ADUs permitted/built per
year citywide
Studio or 1
Bedroom
Typical ADU built in
La Mesa

ADUS IN LA MESA
BY THE NUMBERS...

Source: City of La Mesa Housing Element (2022).
attached to the primary unit and to provide additional parking. The maximum unit size of accessory dwelling units was also increased to 1,200 square feet, with larger units allowed on lots 10,000 square feet or larger.

The City further adopted amendments to its accessory dwelling unit ordinance in April 2020 to be consistent with changes to state law.

Since enacting changes to the accessory dwelling unit ordinance, La Mesa has seen a steady growth in interest and applications for ADUs in the community. Between 2018 and 2022, the City issued permits for 223 units, with 61 units in 2022. Given the recent interest in and rate of ADU development, La Mesa anticipates permitting approximately 80 ADUs per year over the eight-year planning period between 2021 and 2029, or approximately 640 ADUs throughout La Mesa during that time.

As noted in the City’s Housing Element, ADUs permitted in La Mesa have primarily been smaller units, averaging approximately 660 square feet in size and similar in size to small one-bedroom or studio units.

La Mesa Accessory Dwelling Unit Guide
24 2.6 RESEARCH AND SITE ASSESSMENT
Before designing and building your ADU, you should define your goals and understand as much about your property as possible. Learning about your piece of land, and the buildings and structures on it will help you be prepared when it comes time to draw up your plans or hire a professional.

PHASE 1: RESEARCH

AND SITE ASSESSMENT
Key Steps:
† Look Up Your Property
Information
† Identify Goals for your ADU
† Evaluate Real Estate and
Economic Trends
† Conduct an Initial Site
Assessment
† Identify Relevant
Development Standards

FIND INFORMATION

ABOUT YOUR PROPERTY
City of La Mesa
Interactive Zoning Map
County of San Diego
Assessor’s Map Portal

2.6.1 IDENTIFY GOALS FOR YOUR ADU
As noted in the previous sections, there are a variety of reasons why property owners choose to develop an ADU or JADU. It can be helpful to identify the long-term use or goals for an ADU on your property before investing time, money, and energy in to the ADU design and development process.

Long-term uses or goals for an ADU may include:
• Creating separate/nearby living space for family/relatives or an in home health care provider; • Providing a source of rental income;
• Increasing the potential value/re-sale of my property; • Converting extra space within a home or on a property; • Contributing to the supply of housing; or
• Downsizing and renting out the primary living unit.

Having a clear set of goals can help you and a design professional determine how to design and “right size” an ADU that meets your goals and long-term needs. Note that the City of La Mesa does not allow an ADU to be sold or conveyed separately from the primary residence, with some exceptions for affordable housing units, as noted in the La Mesa Municipal Code. Additionally, JADUs cannot be used for short-term or vacation rentals with stays less than 30 days.

2.6.2 LOOK UP YOUR PROPERTY INFORMATION
You can find some information about your property through La Mesa’s Online Interactive Zoning map and the San Diego County Assessor’s Map Portal, though it is important to verify the information provided through these resources.

The City of La Mesa provides an Online Interactive Zoning Map that includes zoning and lot size information that can be used for planning purposes using an address or Assessor’s Parcel Number (APN) to search for property information. The online zoning map is based on the best data available at the time of publishing from the City of La Mesa, SanGIS, SANDAG, and other data sources. It is not guaranteed to be 100% accurate. The owner also needs to use due diligence on their property.

25 ABCs of ADUs 02

TIPS FOR DRAWING YOUR PROPERTY

2.6.3 EVALUATE REAL ESTATE AND ECONOMIC TRENDS
While ADUs are a great way to increase housing opportunities, many homeowners are interested in the investment potential of ADUs. Having an up-to-date understanding of economic conditions and real estate trends is important when determining whether or not an ADU is right for you. With relatively low up front costs and only minor impacts to a home’s assessed value, ADUs can be an attractive option for those looking to earn passive income or increase the property value and marketability of their home. These benefits aside, you still need to do some research about the housing market in your area. Some factors to consider include:
• Construction costs - Consider the up front costs. This includes professional design fees, construction costs, and permitting fees to formulate a rough idea of what your ADU might cost to build. • Real estate values - Look at real estate listings in your area. Compare similar properties with and without ADUs to see how much an ADU may increase list price. Assess whether the presence of an ADU has any perceived impact on price per square foot. Use this information to estimate the potential increase in your property value should you build an ADU.
• Rental income potential - Review rental listings in your area. Investigate monthly rates that are comparable to your potential ADU. Find ADU rental listings if possible for the most accurate comparisons, and determine how much you may be able to charge for rent.
• Financing options - Evaluate financing options. How you choose to finance your ADU may also impact your long-term return-on-investment. And even if you are able to break-even, could your money be doing more for you in some other type of investment? Refer to Section

3.5 for more information on financing options.

Many studies have indicated that ADUs can increase your property value by 20-30%, with some estimates indicating a 50% increase in resale value, all other things equal. Other studies have shown that homes with ADUs get nearly 2x the amount of offers as other homes. Prospective buyers typically view ADUs in a positive light, giving them more options to provide separate office/flexible space, room for extended family, rental opportunities than properties without ADUs.
† You can use an online map to guide you,
but note it may not be current or accurately show property lines or features. † Start by measuring and drawing the dimensions (width and depth) of your lot.
† Note the orientation of the property by marking which way is north in relation to the front of the lot.
† Label and show the location of adjacent streets or alleys.

Mark the approximate locations of existing entryways to the property including driveways, walkways, gates, or steps. † Measure and draw the approximate location of existing structures including the primary residence, garage, or other accessory structures.
† Make note of any existing landscape or site features such as trees, slopes, landscaping, patios, porches, or fencing.

See Chapter 1 for a template to help you sketch a diagram of your property and existing buildings.

2.6.4 CONDUCT AN INITIAL SITE ASSESSMENT
In addition to looking up information about your property online, you may wish to measure and create an initial sketch of your property including lot dimensions, the location of existing buildings, the access points, and any site features such as a slope or trees. The initial site assessment is also a great opportunity to carefully walk through the site, take photos, and experience the property in person. Often times, information that may not be available through online maps or site plans - such as existing views, landscape character, physical structures or landforms - can be observed and noted during a site visit. This a critical step in developing a design that meets your preferences and takes into account various existing site constraints that could otherwise cause problems during construction.

La Mesa Accessory Dwelling Unit Guide
26 LOT SIZE, DIMENSIONS, SHAPE, AND ORIENTATION
A lot is a parcel of land with defined boundaries (property lines) and is typically owned by private parties. You will use information about your lot size, dimensions, and shape to determine setback and lot coverage requirements. Your lot size and shape may also determine the size of your ADU and the best spot to locate an ADU on your property to maintain space between buildings and ensure fire access.

There are many creative ways to site an ADU on properties of different shapes and sizes that meet building codes and development standards. Please refer to Figure 2-5 for illustrations of these concepts and Chapter 4 for ideas and examples of ADUs sited on standard, deep, flag, corner lots and more.

Lot size and dimensions -
To find the size and dimensions of your lot,
search for your property on the San Diego
county assessor site and the parcel map for lot
dimensions and acreage numbers. Lot sizes
may be presented in acres rather than square
feet. To convert from acres to square feet, you
can multiply the acreage of your property by
43,560. For example, if your property is 0.15
acres, when multiplied by 43,560, the result is
6,534 square feet.

Lot shape -
While many standard lots are rectangular, they
can vary in width and depth sometimes creating small or large, and narrow or deep lots.

Over time, some lots have also been split, particularly on corners and sites where the property can be accessed from multiple streets or an alley. Additionally, there are some lots - due
to street layout, topography, or other site constraints - that are irregular in shape or include a narrow space for street and utility access before extending behind other properties, called a pan-handle or flag lot.

Lot orientation -
Orientation is used to describe the direction
a property or structure faces and is typically
represented by indicating which direction is
north in relation to the property or structure.

Identifying the orientation of your lot is important in placing your property in context with nearby structures and geographic features
such as slopes or views. A professional designer will also use lot orientation to design an ADU that maximizes energy efficiency by
taking advantage of natural light and cooling
where possible.

Width
Depth
N
S
E
W
Lot Dimensions Lot Shapes Lot Orientation
Standard Narrow/Deep Corner Irregular Flag/Pan-handle
Figure 2-5: Lot Dimensions, Shapes and Orientation Illustrations

27 ABCs of ADUs 02

STREETS AND SITE ACCESS
The location of adjacent streets or alleys further illustrates the orientation of a property that will factor into the size, location, and design of an ADU. Existing entryways to the property including driveways, walkways, gates, or steps are also important to note during a site assessment as a designer will consider those access points in the design phase.

EXISTING STRUCTURES AND HISTORIC RESOURCES
Measure and draw the approximate location of any existing structures on your property. This includes the primary residence as well as any garages, sheds or other accessory structures, even if they will be renovated or removed for the construction of an ADU. Note that an ADU is only permitted on lots with an existing or proposed single-family residence.

The presence of designated historic resources or structures that may be eligible for designation as a historic resource (listed on the La Mesa Historic Resource Inventory) on your property does not preclude you from building an ADU, though extra design consideration to retain exterior architectural features of the historic or potentially historic resource and a certificate of appropriateness if you propose to build an ADU or JADU that is attached to the historic resource. If you believe your property may include a historic resource, please refer to the City’s Historic Preservation Ordinance.

LANDSCAPING AND NATURAL FEATURES
Existing landscape or site features can screen, shade, or otherwise influence the use and enjoyment of a property for you, your neighbors, or a future tenant. Trees, slopes, landscaping, patios, porches, or fencing and their approximate location should be identified during the site assessment. Additionally, you should consider if these features will be incorporated into the design or will need to be modified or removed to make space for an ADU.

TOPOGRAPHY AND SLOPES
Topography refers to the elevation of the surface of the land that provides us with a way of understanding a site’s natural features, grades, and overall terrain. It is useful for revealing opportunities and constraints related to siting buildings, access routes, drainage, view sheds, and more. It is best to locate your ADU on a flatter portion of your lot (<10% slope). A combination of grading and retaining walls can be used to level a portion of your lot for the new building. However, grading on slopes exceeding 25% is not advised. Designers should also consider drainage, site accessibility, views, and privacy when grading your site for an ADU.

Determine the topography and identify other natural
features of your property

LEARN ABOUT HISTORIC

RESOURCES IN LA MESA
Historic Landmarks
in La Mesa
La Mesa’s Historic
Preservation Ordinance

La Mesa Accessory Dwelling Unit Guide
28 2.6.5 IDENTIFY RELEVANT DEVELOPMENT STANDARDS
The zoning district for your property will inform the specific development standards for your property including setbacks, structure height, and lot coverage. Additional development standards to provide fire access and utility connections apply to all new development regardless of zone.

ZONING
All lots in the city are assigned a zoning classification that reflects the intended types of land uses - residential, commercial, industrial or public facilities - and the expected intensity of development - from low to high density expressed in terms of dwelling units per acre or gross floor area. The Zoning Code, Title 24 of the La Mesa Municipal Code, establishes property development standards for each zoning district that determine how tall a building can be, where buildings can be located on a lot, and how far back they must be set from front, rear, and side yards.

La Mesa allows ADUs in all districts zoned for residential uses including:

R1E Semi-Rural Estate R1R Semi-Rural Residential
R1S Suburban Residential R1 Urban Residential
R1A Urban Residential-Alternative R2 Medium Low Density Residential R3 Multiple Unit Residential RB Residential Business
Additionally, La Mesa’s Zoning Code has established overlay zones that may apply to your property.

Overlay zones do not alter the uses or intensity of the base zoning district, but may modify other development standards to address specific environmental conditions, with overlay zones established for floodways, hillsides, and scenic preservation. The standards of these overlay zones apply to the development of ADUs except that Planning Commission review is not required for a project that solely proposes an ADU. ADUs are not subject to Urban Design Overlay Zone or Urban Design Program requirements.

Projects that only propose an ADU are exempt from park fees and the first ADU or JADU on a lot is exempt from Regional Transportation Congestion Improvement Program (RTCIP) fees. Additional units are required to pay the applicable impact fees.

Find your property by address or assessor’s parcel number on the City of La Mesa’s interactive online zoning map to identify the zoning district for your property.

FIND PROPERTY

DEVELOPMENT STANDARDS

FOR RESIDENTIAL ZONES
La Mesa Zoning Code
City of La Mesa Residential
Property Standards handout
City of La Mesa
Interactive Zoning Map

29 ABCs of ADUs 02
Setback standards establish the minimum distance a building must be located from their front, side, or rear property lines.

The maximum height of a structure, including an ADU is determined by the residential zoning district assigned to the property.

SETBACKS
Standards that govern how close or far a building or accessory unit is to the property lines are called setbacks. Typically identified as the minimum distance a structure must be setback from a property line, these distances vary for front, side, and rear property lines with setbacks generally larger for lower density zones and larger lots. These standards apply to new development, so some existing structures may have been built prior to these requirements and for ADUs that propose to convert existing structures that encroach on the property’s setbacks, exceptions to the setback requirements may be granted.

It is important to identify your property’s specific development standards based on the zoning district assigned, but the range of setback distances that apply in La Mesa’s residential zones include:
• Front setbacks range from a minimum of 20 feet to 15 feet. • Side setbacks range from a minimum of 15 feet to 5 feet. • Rear setbacks range from a minimum of 30 feet to 15 feet.

ADUs must follow the property’s front yard setback requirement. However, ADUs have a minimum setback requirement of 4 feet from side and rear property lines (regardless of established zone setbacks). For example, if your front yard setback is 20 feet and your side or rear setbacks are 10 feet, your ADU must be located at least 20 feet back from the front property line, at least 4 feet off of the side and rear property lines.

STRUCTURE HEIGHT
Typically, ADUs may use the maximum structure height of the underlying zone which range from 20 feet to 30 feet. Above-garage ADUs must comply with the maximum structure height of the underlying zone. In some cases, ADU height may be further restricted by the zoning code.

Please consult with staff to ensure you are using the correct height limit.

La Mesa Accessory Dwelling Unit Guide
30 Fire safety standards for site access, building spacing, and hose-pull limits among ensure that the proposed design does not impede on the safety of the user or the public.

ADU SIZE LIMITS
ADUs can come in all shapes and configurations, but they are limited to a maximum of 1,200 square feet of liveable area. As noted previously in Figure 2-3, site coverage restrictions may limit an ADU to 800 sf and Junior ADUs are limited to 500 sf of living area. La Mesa’s ADU ordinance does not prescribe a minimum size but California Health and Safety Codes establish a minimum livable area of 150 sf for efficiency units. Additionally, La Mesa’s ADU ordinance states that ADUs smaller than 750 square feet are not subject to development impact fees.

LOT COVERAGE
Lot coverage refers to the percentage of a property that has buildings on it.

Coverage does not include areas paved at grade for driveways, walkways, uncovered parking, uncovered or unenclosed swimming pools, walls or fences, covered but unenclosed patios, or structures used for beautification or landscaping such as arbors, trellises, and flagpoles.

La Mesa has established site coverage maximums of 40% for lots. On lots that are 10,000 square feet in area or less and have an existing single-family residence, the lot coverage may be increased up to 45% for ADU projects. To calculate your lot coverage, add up the square footage of buildings on your lot and divide by the lot area. Generally, if your lot coverage is below the maximum percentage you can build an ADU up to 1,200 sf. However, if you are at or above the lot coverage maximum you may still build an ADU, though it may be limited to 800 sf in size.

ACCESSIBILITY, FIRE ACCESS, AND SAFETY
All ADUs must comply with local fire department regulations and building codes and fire department review is a required part of the plan review process. Fire safety standards for site access, building spacing, and hose-pull limits among other considerations ensure that the proposed design does not impede on the safety of the user or the public.

These requirements allow fire trucks to access and maneuver portions of a site with buildings, and consider routes and distances that fire-fighters must traverse with a hose in order to access all portions of a structure.

Maximum site coverage for residential properties in La Mesa is 40%. If a lot is less than 10,000 SF and proposes an ADU, the lot coverage may increase to a maximum of 45%.

MAXIMUM COVERAGE OF
40% -45% OF LOT AREA

31 ABCs of ADUs 02

UTILITIES
Separate utility connections are generally not needed for attached or interior ADUs and JADUs. For detached ADUs
where the physical characteristics of the lot preclude tying into the existing utility connection, a new direct connection between the ADU and the utility will need to be provided. For ADUs requiring a new direct utility connection, fees will be applied in proportion to the burden of the proposed ADU based on its square footage compared to the primary residence.

2.7 WHAT COMES NEXT?
Once you are familiar with the process and terminology for building an ADU and have conducted some preliminary research on your property and the applicable development standards you may be ready for the next phase of designing your ADU.

If you still have questions about whether you can build an ADU on your property after completing this first phase of research and site assessment, this would be a good time to engage a professional designer such as an architect or set up an appointment with City staff to review your options and confirm whether or not your property is a viable candidate for an ADU.

2.8 SHOULD I CONSIDER AN ADU?
Once you have determined that you CAN build an ADU on
your property, it is time to decide if you SHOULD build an ADU. Figure 2-6 includes some questions that may be helpful as you consider or discuss whether you should build an ADU. You may also wish to refer to the first page of the ADU checklist provided at the end of Chapter 1 to ensure you’ve considered the relevant details of your property before moving on to the design, permitting, and construction phases of building an ADU on your property, which are discussed in the next chapter.

1. DO I HAVE EXTRA SPACE IN MY YARD?
YES, determine if this space could fit an ADU up to 1,200 square feet NO, look to see if there are other spaces like a garage or an extra room

2. DO I HAVE AN EXISTING GARAGE OR STRUCTURE THAT I COULD CONVERT TO AN ADU? YES, determine if this space could fit an ADU up to 1,200 square feet NO, look to see if there are other spaces like yard space

3. DO I HAVE EXTRA SPACE WITHIN MY HOME THAT I COULD CONVERT TO A JADU? YES, determine if this space could fit a JADU up to 500 square feet NO, look to see if there are other spaces like yard space or a garage for an ADU

4. CAN I BUILD AN ADU ON MY LOT WITHOUT ADVERSELY AFFECTING MY NEIGHBOR? YES, evaluate what location, configuration, size, and type of ADU is most suitable NO, consider an ADU or JADU using existing interior space within your home

5. DO I WANT TO TAKE ON THE RESPONSIBILITY OF MANAGING MY PROPERTY? YES, please review Section 3.5 on property management
NO, decide who and what your ADU/JADU would be used for

6. COULD I BENEFIT FROM AN ADDITIONAL REVENUE STREAM?
YES, evaluate whether potential rental income can cover the construction costs and expenses to manage a rental property
NO, consider other ADU benefits such as creating housing opportunities

7. CAN I SECURE FINANCING TO CONSTRUCT AN ADU ON MY PROPERTY? YES, look at Section 3.3 on financing and decide next steps NO, look into alternative funding measures and incentive programs Figure 2-6: Questions to Consider

La Mesa Accessory Dwelling Unit Guide
32 Design options are unlimited but
scale, compatibility, materials, costs
and your neighbors are important
considerations. Your most important
choice may be the consideration of
hiring a design professional such as
an architect to help provide what you
need and what you want, all done in
a positive way that will increase your
property value, rentability and be a
source of pride for you, your tenant
and your neighbors.

03 DECISIONS...DECISIONS

La Mesa Accessory Dwelling Unit Guide
34 3.1 MOVING AHEAD WITH YOUR ADU
Now that you understand the different types of ADUs, the standards pertaining to size, considerations for design, general site planning principles, and financing requirements, you may be ready to move forward with the next steps in the ADU process.

This chapter outlines the steps and considerations involved in:
• designing an ADU
• submitting and obtaining a building permit
• constructing an ADU
• renting an ADU on your property
This chapter highlights the importance of hiring professionals such as architects, contractors, or property management processionals to help you navigate the process of designing, building and managing your ADU.

If you still have questions about whether you can build an ADU on your property after completing the first phase of research and site assessment, this would be a good time to engage a professional designer such as

HIRING A PROFESSIONAL
Relying on experienced professionals will make the process of designing and building your ADU a smooth and enjoyable experience.

Consider researching and contacting professionals from the following fields before starting your ADU project. an architect or set up an appointment with City staff in the Community Development Department to review your options and confirm that your property is a viable candidate for an ADU of JADU.

3.1.1 CALL THE PROFESSIONALS
Consider the different types of expertise that will be involved with your ADU. Decisions will need to be made about the most suitable location, size, and configuration of your ADU. Your property should be evaluated to identify specific constraints and ensure that your ADU will comply with planning and building standards. A wide range of styles, materials, fixtures, and colors must be considered for the ADU itself. And finally, someone will need to coordinate the permitting, material procurement, scheduling, and construction of your ADU. Coming up with professional plans takes specific knowledge and expertise, creativity and effort, and considerable time. Though there are expenses associated with hiring a professional, the monthly rent and your property value are at stake.

ARCHITECTS - architects have a wealth of knowledge pertaining to building design and construction that can help you create a welldesigned ADU that fits your style and budget and meets building codes. Look for architects that have completed ADU projects and if your property includes a historic resource, consider architects that have experience with historic preservation standards.

LANDSCAPE ARCHITECTS - landscape architects can evaluate your site to determine the most appropriate size and location for your ADU, and can aid in the design of outdoor uses and the elements needed to support these uses such as paving, walkways, walls, fencing, grading, planting, lighting, and irrigation.

CONTRACTORS - contractors will manage the planning and
construction of every aspect of your project (from framing and electrical to painting and landscape installation), and will be responsible for ensuring that all of the materials, equipment, and subcontractors are on-hand at the right time to keep your project moving along.

DESIGN / BUILD SPECIALISTS - design-build companies have in-house design and construction personnel and resources to see your project through from start to finish. With the rising popularity of ADUs, there are increasingly more design-build studios specializing in ADUs.

35 Decisions... Decisions 03

3.2 PLANNING AND DESIGN
At this point, you may have a pretty good picture in your head of your future ADU, so now is the time to meet with a designer to help turn that vision into a reality.

The planning and design phase should focus on developing plans that fits your property, complies with codes and meets your goals. This section also provides tips for designing an ADU that minimizes impacts to you and your neighbors, and determining the financing options available for constructing your ADU.

The planning and design process typically takes place within a collaborative relationship between a professional designer and you. Whether you hire an architect or a home designer, it is important for you to feel comfortable that they have the talent, time and motivation to help you with your project.

A design professional or architect will work with you to understand and define your goals and overall vision for the project. They will ask you questions and present you with options to help determine and clarify your preferences. They will then work within the constraints of the site to design an ADU that best meets your desires and expectations and the limitations or opportunities associated with your property. This process takes time and usually involves several iterations in order to design a project that you are ultimately happy with. Specific details and terms of engagement will be established and agreed upon in a contract between you and your architect or home.

3.2.1 DISCUSS YOUR GOALS AND DESIGN IDEAS
There are several factors to consider in the design of your ADU or JADU. Many of the concepts discussed in Chapter 2 - including site constraints and property development standards - will inform the design of your ADU and should be shared as you discuss your goals and design ideas with a design professional. The checklist and drawing templates at the end of Chapter 1 can be a helpful tool in your initial discussions and the examples provided in Chapter 4 may provide ideas or inspiration of aspects you would like to see incorporated into your ADU. In addition to these resources, the following questions may help you navigate initial discussions about the design.

Where on the property should the ADU be located? The shape, size end required setbacks of your lot may determine the ideal placement of an ADU. When identifying a location for the ADU on your property - consider privacy, private yards, and access to the ADU. Do you want a tenant walking through your back yard to get to their front door or could a fence provide private access? Is there space on your lot to allow for private yards for both you and your tenant? Outdoor environments are important and will affect potential rent and your ability to attract renters as well as the enjoyment of the primary residence.

PHASE 2:

PLANNING AND DESIGN
Key Steps:
† Discuss your Goals and Design
Ideas
† Design with your Neighbor in
Mind
† Review and Refine your
Proposed ADU
† Complete Construction
Drawings
† Line up your Financing
Discussing your goals and design ideas with a design
professional can help to ensure an ADU design that
meets your needs and style preferences.

La Mesa Accessory Dwelling Unit Guide
36 Should the ADU be joined to the main house or separate? ADUs may be attached or detached from the primary residence and may involve new construction, a remodel or addition, or conversion of existing space such as a detached garage or accessory structure. JADUs are attached to the primary residence by either adding to or converting an existing space. ADUs and JADUs are required to have a separate exterior entry, while a JADU may also connect through the primary residence. Depending on your specific lot, adding on to your existing house may make the most sense for preserving yard area and providing private access. Shared walls will have to be fire rated and meet sound separation requirements. There may also be greater disruption during construction as contractors tie the addition into your current home. However, since this option utilizes existing building area, construction costs and duration could be substantially reduced.

How will access be provided to the ADU? How a tenant and their guests will access an ADU should be considered, either as a pedestrian or if vehicular access will be provided from an offstreet parking space. When determining what will fit on your property, consider if you want private or shared access, private or shared yards, required setbacks, and how much of your yard are you willing to use to accommodate an ADU. Consider access provided from an alley or side yard.

Can standard ADU building plans and pre-fabricated or modular designs be used? Standard plans and pre-fabricated or modular designs are acceptable. The City of La Mesa does not currently have any pre-approved plans for ADUs, but other jurisdictions, including the County of San Diego, have standard plans for ADUs in a range of sizes and layouts available at no cost that may be used in La Mesa if adapted to meet the Building Division’s submittal requirements. The plans and a building permit application must be submitted to the Building Division for review. While the use of standard plans or pre-fabricated materials will still require professional support to adequately incorporate an ADU onto your property, they can also reduce design costs and minimize construction impacts.

What size and how many bedroom/bathrooms should the ADU have? The building size and design will be influenced by the buildable area on your lot. Your ADU is required to provide space for living, sleeping, eating, cooking, and sanitation on the same parcel as the primary unit. There are also minimum and maximum size limits ranging from 150 sf to 1,200 sf depending on the type of ADU you propose to build. A JADU is limited to 500 square feet and may share sanitation facilities with the primary unit.

What style should it have? In most cases ADUs are not required to have a specific architectural style unless the ADU will be located on a property with a historic resource or within a historic district, which is discussed on the next page. When deciding what style may be appropriate, consider community character and compatibility with the main house. If your neighborhood is consistent in architectural character, then it is usually preferable to maintain a compatible style in roof forms and materials. Having a style, color scheme and material selection that is consistent with the main house will also help your ADU fit into your lot and into the neighborhood as a whole.

Consider how access to the ADU will be provided and
whether a private or shared yard will be provided.

FIND ADU

STANDARD PLANS
County of San Diego ADU
Standard Plans
La Mesa’s ADU Ordinance

37 Decisions... Decisions 03

LEARN ABOUT HISTORIC

RESOURCES IN LA MESA
Historic Landmarks
in La Mesa
La Mesa’s Historic
Preservation Ordinance
How many stories should it have? You may want to consider the height of other buildings in your neighborhood and the height of your primary residence. One story units may have a similar scale to other nearby buildings while two story units could allow for more yard space or allow for a garage or parking on the first floor with an ADU above on a second floor. Second floors add to the overall cost of construction but may help you preserve more of the yard.

If the property has historic resources, what style should the ADU have? As noted previously, the presence of designated historic resources or structures that may be eligible for designation as a historic resource (listed on the La Mesa Historic Resource Inventory) on your property does not preclude you from building an ADU, though extra design consideration to retain exterior architectural features is needed meets corresponding historical preservation requirements in place at the time the accessory second dwelling unit is built. La Mesa’s ADU ordinance includes the following requirements for ADUs on properties with historic resources:
• Detached accessory dwelling units shall be located behind the primary residence and/or historic structure.
• The construction of the accessory dwelling unit shall not result in the removal of any other historically significant accessory structure, such as garages, outbuildings, stables or other similar structures.
• The accessory dwelling unit shall be designed in substantially the same architectural style and finished materials composition as the primary residence or historic structure. • Construction of an accessory dwelling unit shall not result in demolition, alteration or movement of the primary residence/historic house and any other on-site features that convey the historic significance of the house and site.
• If the historic house/site is under a Mills Act contract with the City, the contract shall be amended, as needed, to authorize the introduction of the accessory dwelling unit on the site.

If you believe your property may include a historic resource, please refer to the City’s Historic Preservation Ordinance.

What else needs to be considered in the ADU design? In addition to the above parameters, you should also take note of the following requirements that may pertain to your project:
• ADUs shall comply with all local building and fire code requirements • ADUs are not required to install fire sprinklers if they are not required for the primary residence • Interior ADUs or those proposing to convert an existing accessory structure may add up to 150 sf for the sole purpose of providing ingress or egress
• JADUs are limited to 500 square feet and may share sanitation facilities with the primary unit • Conversion of garages or carports does not require replacement of off-street parking • Electrical and water utilities may be shared with the primary residence • Solar may be required for new detached ADUs
The design of ADUs on historic properties require extra design consideration to meet preservation standards.

La Mesa Accessory Dwelling Unit Guide
38 If your neighborhood is part of a Homeowner’s Association, you may want to engage the board during your planning process. While they are not allowed to prohibit the construction, you may be able to design your project to address potential concerns.

Consider the 5 ‘P’s when thinking about your project and your neighbors:

1. Proximity - Will the new unit cast shadows on your neighbors property, or create additional noise impacts?

2. Privacy - Can windows or second-story balconies be located to preserve privacy for your neighbors house and yard? Is there space for screening to mitigate noise and light trespass?

3. Preserving Views - Will the proposed location impact your neighbor’s access to scenic views?

4. Parking - Is there space on the property to create a place for your tenant to park, or is there adequate street parking? If there is limited parking, is your property close to public transportation?

5. Proactive - Reach out to your neighbors before beginning your project to find out if they have any concerns. Remember that you have a right to build your ADU, but engaging in a conversation early can show your neighbors that you are taking them into consideration.

3.2.2 DESIGN WITH YOUR NEIGHBOR IN MIND
When considering building an ADU or JADU on your property, it’s important to consider how it will affect your neighbors. Although the State of California has legislated rights to building ADUs and local governments must consider this action to be a ministerial review process and not a discretionary permit process, it is important to keep good relations with your neighbors. An ADU/JADU increases the density in your neighborhood and may affect street parking, privacy and views.

Regulations also allow ADU’s and JADU’s to be constructed close to the property lines. Reaching out to your neighbors early during the planning of your project can help you take into consideration their concerns and will go a long way in making them feel that you are being considerate.

But if you are at an impass with your neighbors, make it clear to them that there is no requirement for you to accommodate them but you are willing to try some adjustments. Try to make even small compromises since you may have your neighbors for a long time into the future. If you are finding that your project may have considerable impacts on your neighbors quality of life, you may want to consider a different design or configuration, or perhaps even a JADU.

Figure 3-1: Illustration of neighbor design considerations 1 2
3 4
5 Proximity of buildings to property lines
Privacy through screening and window placement
Preservation of scenic views and vistas
Parking for the main residence and ADU
Proactive coordination by keeping
your neighbors in the loop
ign Guidelines
Diagram
3 4
1 5
2 NEIGHBOR DESIGN CONSIDERATIONS