La Mesa City Council
August 8, 2023

28 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025

FINES, FORFEITURES, AND PENALTIES
TOTAL $462,540 $442,809 $433,000 $469,000 $508,000
Use of Money and Property
Interest Income $54,625 $668,449 $140,300 $140,300 $368,000 Rent-City Owned Buildings $1,165,098 $1,060,104 $1,244,840 $1,367,700 $1,377,700 Unrealized Gain (Loss) -$1,925,221 – – – –
Recreation Rentals $325,559 $349,059 $300,000 $315,000 $330,000 Misc Revenue from Property $96,476 $94,002 $81,000 $81,000 $83,430 LEASE FINANCING $20,169 $20,169 – – –
USE OF MONEY AND PROPERTY TOTAL -$263,293 $2,191,784 $1,766,140 $1,904,000 $2,159,130 Services Charges
State CASP Service Fee – $4 – – –
Swimming Pool Admissions $97,199 $80,653 $140,000 $160,000 $161,600 Engineering Fees $578,280 $792,351 $640,000 $655,000 $661,600 Other Animal Services $41 – – – –
Planning & Zoning Fees $155,353 $221,881 $160,000 $160,000 $160,000 Sale of Maps & Reports – – $200 $200 $200
Billings To Other Departments $29,540 $22,548 $36,000 $36,000 $36,000 Recreation Class Fees $575,001 $548,482 $295,000 $310,000 $325,000 Senior Activity $56,469 $55,700 $50,000 $50,000 $50,500 Sports Activity $72,945 $71,087 $65,000 $65,000 $65,000 Services & Fees - Fire $22 $885 – – –
Paramedic Services $407,868 $415,014 $410,000 $410,000 $410,000 Fire RCCP Fees $103,080 $102,893 $134,420 $94,950 $94,950 Photocopy Charges $50 $8 – – –
Live Scan Charges-DOJ $35,145 $27,042 $40,000 $35,000 $70,000 Fingerprint Charges $29,371 $32,055 $30,000 $30,000 $60,000 Child Saftety Install Inspec – $8 – – –
Correctible Cite Signoffs $839 $1,296 $500 $1,000 $1,500 Grading Inspection $187,006 $106,263 $145,000 $145,000 $145,500 Public Improvement Inspection $169,073 $494,310 $95,000 $95,000 $96,000 Traffic Impact Review – – $1,000 $1,000 $1,000
Contract Inspection Management – $27,866 $5,000 $5,000 $5,100 Miscellaneous fees $6,633 $5,025 $2,000 $2,000 $2,000
Misc Charges for Services $53,423 $232,141 $125,000 $279,000 $281,600 SERVICES CHARGES TOTAL $2,557,339 $3,237,512 $2,374,120 $2,534,150 $2,627,550 Other Revenue
Sale of Real Property $1,477 – – – –
Sale of Personal Property $65,092 $112,644 $25,000 $30,000 $30,000 Damage Recoveries $28,487 $226,861 $15,000 $15,000 $15,000 POST Reimbursements $18,280 $27,973 $15,000 $15,000 $15,000 State Mandated Costs $51 $52,414 $56,000 $56,000 $56,000 Donations $9,056 $135 $7,000 $11,000 $11,000
Misc Other Revenue $19,684 $823,158 $3,162,000 $5,372,188 $5,376,463 OTHER REVENUE TOTAL $142,126 $1,243,184 $3,280,000 $5,499,188 $5,503,463 Interfund Transfers
Interfund Transfers In $2,644,717 $2,017,424 $3,090,200 $3,090,200 $3,090,200 Interfund Transfers Out -$1,583,148 -$1,099,653 -$2,448,450 -$2,448,450 -$2,448,450 INTERFUND TRANSFERS TOTAL $1,061,568 $917,771 $641,750 $641,750 $641,750 GENERAL FUND TOTAL $61,472,328 $63,170,261 $63,249,580 $68,449,201 $69,860,923

HOUSING REHABILITATION
Revenue from Other Agency
CDBG Grant Funds $630 $0 – – –
REVENUE FROM OTHER AGENCY TOTAL $630 $0 – – –
Use of Money and Property
Interest Income $2,084 $612 $820 $820 $820
Unrealized Gain (Loss) -$11,420 – – – –
USE OF MONEY AND PROPERTY TOTAL -$9,336 $612 $820 $820 $820 Other Revenue
Lien Payments-City Funds $7,547 $28,245 – – –

29 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
OTHER REVENUE TOTAL $7,547 $28,245 – – –
HOUSING REHABILITATION TOTAL -$1,159 $28,857 $820 $820 $820

COMMUNITY DEVLPMNT BLOCK GRANT
Revenue from Other Agency
CDBG Grant Funds $450,067 $0 $86,000 $86,000 $86,000
REVENUE FROM OTHER AGENCY TOTAL $450,067 $0 $86,000 $86,000 $86,000

COMMUNITY DEVLPMNT BLOCK GRANT
TOTAL $450,067 $0 $86,000 $86,000 $86,000

GAS TAX
Revenue from Other Agency
Gas Tax 2105 $331,006 $314,108 $364,530 $370,875 $370,875 Gas Tax 2106 $216,921 $209,837 $230,630 $247,518 $247,518 Gas Tax 2107 $395,840 $427,755 $497,500 $446,020 $446,020 Gas Tax 2107.5 $7,500 $7,500 $7,500 $7,500 $7,500
Gas Tax 2103 $471,439 $449,265 $525,000 $548,829 $548,829 Gas Tax RMRA Funds – $772,845 – – –
REVENUE FROM OTHER AGENCY TOTAL $1,422,706 $2,181,310 $1,625,160 $1,620,742 $1,620,742 Interfund Transfers
Interfund Transfers Out -$1,118,625 -$1,041,890 -$2,291,990 -$2,291,990 -$2,291,990 INTERFUND TRANSFERS TOTAL -$1,118,625 -$1,041,890 -$2,291,990 -$2,291,990 -$2,291,990 GAS TAX TOTAL $304,081 $1,139,420 -$666,830 -$671,248 -$671,248

TRANSNET
Revenue from Other Agency
Transnet Funds - SDCRTC $506,990 $1,302,090 $3,305,610 $3,305,610 $3,305,610 Misc Rev from Other Agencies $150,000 – – – –
REVENUE FROM OTHER AGENCY TOTAL $656,990 $1,302,090 $3,305,610 $3,305,610 $3,305,610 Interfund Transfers
Interfund Transfers Out -$711,426 -$495,143 -$3,305,610 -$3,305,610 -$3,305,610 INTERFUND TRANSFERS TOTAL -$711,426 -$495,143 -$3,305,610 -$3,305,610 -$3,305,610 TRANSNET TOTAL -$54,435 $806,947 $0 $0 $0

DOWNTOWN PARKING
Fines, Forfeitures, and Penalties
Parking Citations $84,323 $128,719 $65,000 $65,000 $65,000

FINES, FORFEITURES, AND PENALTIES
TOTAL $84,323 $128,719 $65,000 $65,000 $65,000
Use of Money and Property
Interest Income $3,536 $2,088 $2,780 $2,780 $2,780
Unrealized Gain (Loss) -$19,374 – – – –
Parking Permits $5,300 $146,072 $55,000 $55,000 $55,000 Parking Meter $329,036 $428,408 $275,000 $275,000 $275,000 USE OF MONEY AND PROPERTY TOTAL $318,498 $576,568 $332,780 $332,780 $332,780 Interfund Transfers
Interfund Transfers Out -$125,500 -$37,858 -$126,300 -$126,300 -$126,300 INTERFUND TRANSFERS TOTAL -$125,500 -$37,858 -$126,300 -$126,300 -$126,300 DOWNTOWN PARKING TOTAL $277,321 $667,429 $271,480 $271,480 $271,480

ENVIRONMENTAL SERVICES
Revenue from Other Agency
Special Grants $100,032 $15,372 – – –
REVENUE FROM OTHER AGENCY TOTAL $100,032 $15,372 – – –
Use of Money and Property
Interest Income $2,636 $1,737 $2,310 $2,310 $2,310
Unrealized Gain (Loss) -$14,445 – – – –
USE OF MONEY AND PROPERTY TOTAL -$11,809 $1,737 $2,310 $2,310 $2,310 Services Charges
AB939 Surcharge-Waste Mgmt $370,863 $289,781 $300,000 $300,000 $300,000 Household Hazardous Waste Fee $52,041 $40,229 $45,000 $45,000 $45,000 SERVICES CHARGES TOTAL $422,904 $330,010 $345,000 $345,000 $345,000 Other Revenue
Misc Other Revenue – $750 $25,000 $25,000 $25,000
OTHER REVENUE TOTAL – $750 $25,000 $25,000 $25,000
Interfund Transfers Page 129 of 286
30 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
Interfund Transfers In $50,000 – $160,000 $160,000 $160,000 Interfund Transfers Out -$57,200 – – – –
INTERFUND TRANSFERS TOTAL -$7,200 – $160,000 $160,000 $160,000 ENVIRONMENTAL SERVICES TOTAL $503,927 $347,869 $532,310 $532,310 $532,310

COMMUNITY SERVICE IMPROVEMENTS
Other Revenue
Donations $10,006 $9,465 – $9,200 $9,700
OTHER REVENUE TOTAL $10,006 $9,465 – $9,200 $9,700
Interfund Transfers
Interfund Transfers Out -$6,000 – – – –
INTERFUND TRANSFERS TOTAL -$6,000 – – – –

COMMUNITY SERVICE IMPROVEMENTS
TOTAL $4,006 $9,465 – $9,200 $9,700
PUBLIC SAFETY AUG-PROP 172
Sales Tax $399,040 $383,869 $397,100 $397,100 $397,100
Use of Money and Property
Interest Income $1,682 $567 $760 $760 $760
Unrealized Gain (Loss) -$9,216 – – – –
USE OF MONEY AND PROPERTY TOTAL -$7,534 $567 $760 $760 $760 Interfund Transfers
Interfund Transfers Out – – -$397,100 -$397,100 -$397,100 INTERFUND TRANSFERS TOTAL – – -$397,100 -$397,100 -$397,100 PUBLIC SAFETY AUG-PROP 172 TOTAL $391,506 $384,436 $760 $760 $760

SUPPLEMENTAL LAW ENFRCMNT/COPS
Revenue from Other Agency
Citizens Option-Public Safety $161,285 $165,271 $148,500 $148,500 $148,500 REVENUE FROM OTHER AGENCY TOTAL $161,285 $165,271 $148,500 $148,500 $148,500 Use of Money and Property
Interest Income $1,650 $540 $720 $720 $720
Unrealized Gain (Loss) -$9,041 – – – –
USE OF MONEY AND PROPERTY TOTAL -$7,391 $540 $720 $720 $720 Interfund Transfers
Interfund Transfers Out – – -$148,500 -$148,500 -$148,500 INTERFUND TRANSFERS TOTAL – – -$148,500 -$148,500 -$148,500

SUPPLEMENTAL LAW ENFRCMNT/COPS
TOTAL $153,894 $165,811 $720 $720 $720

COMMUNITY SERVICES GRANTS
Revenue from Other Agency
Special Grants $100,384 $60,891 – – –
REVENUE FROM OTHER AGENCY TOTAL $100,384 $60,891 – – –
Services Charges
Senior Activity $7,196 – – – –
SERVICES CHARGES TOTAL $7,196 – – – –
Other Revenue
Transit Donations $12,206 – – – –
OTHER REVENUE TOTAL $12,206 – – – –
COMMUNITY SERVICES GRANTS TOTAL $119,786 $60,891 – – –

PUBLIC SAFETY GRANTS
Revenue from Other Agency
Special Grants $623,043 $931,672 $519,850 $554,147 $505,337 REVENUE FROM OTHER AGENCY TOTAL $623,043 $931,672 $519,850 $554,147 $505,337 Fines, Forfeitures, and Penalties
Drug Asset Seizures $1,556 $964 – – –

FINES, FORFEITURES, AND PENALTIES
TOTAL $1,556 $964 – – –
PUBLIC SAFETY GRANTS TOTAL $624,599 $932,636 $519,850 $554,147 $505,337

CAPITAL PROJECTS GRANTS
Revenue from Other Agency
Special Grants $1,252,326 $2,747,840 $11,750,090 $11,750,090 $11,750,090 REVENUE FROM OTHER AGENCY TOTAL $1,252,326 $2,747,840 $11,750,090 $11,750,090 $11,750,090 Interfund Transfers Page 130 of 286
31 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
Interfund Transfers Out -$1,190,070 -$1,129,609 -$8,710,090 -$8,710,090 -$8,710,090 INTERFUND TRANSFERS TOTAL -$1,190,070 -$1,129,609 -$8,710,090 -$8,710,090 -$8,710,090 CAPITAL PROJECTS GRANTS TOTAL $62,256 $1,618,232 $3,040,000 $3,040,000 $3,040,000

MISCELLANEOUS GRANTS
Revenue from Other Agency
Special Grants $727,083 -$5,460,621 – – –
REVENUE FROM OTHER AGENCY TOTAL $727,083 -$5,460,621 – – – MISCELLANEOUS GRANTS TOTAL $727,083 -$5,460,621 – – –

CASP CERT AND TRAINING FUND
Services Charges
State CASP Service Fee $17,839 $17,864 $17,500 $17,500 $17,500 SERVICES CHARGES TOTAL $17,839 $17,864 $17,500 $17,500 $17,500 CASP CERT AND TRAINING FUND TOTAL $17,839 $17,864 $17,500 $17,500 $17,500

ROAD MAINT AND REHAB (RMRA)
Revenue from Other Agency
Gas Tax RMRA Funds $1,205,432 $340,418 $1,139,210 $1,336,239 $1,336,239 REVENUE FROM OTHER AGENCY TOTAL $1,205,432 $340,418 $1,139,210 $1,336,239 $1,336,239 Use of Money and Property
Interest Income $13,821 $1,791 $2,390 $2,390 $2,390
Unrealized Gain (Loss) -$75,730 – – – –
USE OF MONEY AND PROPERTY TOTAL -$61,909 $1,791 $2,390 $2,390 $2,390 Interfund Transfers
Interfund Transfers Out -$100,000 – -$2,568,430 -$2,568,430 -$2,568,430 INTERFUND TRANSFERS TOTAL -$100,000 – -$2,568,430 -$2,568,430 -$2,568,430 ROAD MAINT AND REHAB (RMRA) TOTAL $1,043,524 $342,209 -$1,426,830 -$1,229,801 -$1,229,801

PEG FUNDS
Other Taxes
PEG Franchise Fee-State $109,337 $132,239 $160,000 $170,000 $170,000 OTHER TAXES TOTAL $109,337 $132,239 $160,000 $170,000 $170,000 PEG FUNDS TOTAL $109,337 $132,239 $160,000 $170,000 $170,000

DRUG ASSET SEIZURE
Fines, Forfeitures, and Penalties
Drug Asset Seizures $23,166 $16,298 – – –

FINES, FORFEITURES, AND PENALTIES
TOTAL $23,166 $16,298 – – –
Use of Money and Property
Interest Income $1,242 $702 $930 $930 $930
Unrealized Gain (Loss) -$6,804 – – – –
USE OF MONEY AND PROPERTY TOTAL -$5,562 $702 $930 $930 $930 DRUG ASSET SEIZURE TOTAL $17,604 $17,000 $930 $930 $930

LM HOUSING SUCCESSOR AGENCY
Revenue from Other Agency
RPTTF Distribution – – $409,420 $2,109,420 $2,109,420
Misc Rev from Other Agencies $1,021,154 – – – –
REVENUE FROM OTHER AGENCY TOTAL $1,021,154 – $409,420 $2,109,420 $2,109,420 Use of Money and Property
Interest Income $24,215 $5,217 $2,980 $2,980 $2,980
Unrealized Gain (Loss) -$116,322 – – – –
Misc Revenue from Property $32,930 $7,501 – – –
USE OF MONEY AND PROPERTY TOTAL -$59,177 $12,718 $2,980 $2,980 $2,980 Other Revenue
Misc Other Revenue $93,546 $85,675 $25,000 $25,000 $25,000 OTHER REVENUE TOTAL $93,546 $85,675 $25,000 $25,000 $25,000 LM HOUSING SUCCESSOR AGENCY TOTAL $1,055,522 $98,393 $437,400 $2,137,400 $2,137,400

WASTEWATER
Revenue from Other Agency
Services to Other Governments $57,530 $1,117,265 $10,000 $10,000 $10,000 REVENUE FROM OTHER AGENCY TOTAL $57,530 $1,117,265 $10,000 $10,000 $10,000 Licenses and Permits
FOG Permits $2,024 $18,616 $1,500 $1,500 $1,500

32 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
LICENSES AND PERMITS TOTAL $2,024 $18,616 $1,500 $1,500 $1,500 Use of Money and Property
Interest Income $36,476 $26,118 $34,820 $34,820 $34,820 Unrealized Gain (Loss) -$199,860 – – – –
USE OF MONEY AND PROPERTY TOTAL -$163,384 $26,118 $34,820 $34,820 $34,820 Services Charges
Sewer Connection Fees $496,889 $434,230 $400,000 $400,000 $400,000 Sewer Service Fees $12,317,124 $13,127,892 $13,188,710 $13,188,710 $13,188,710 NPDES Inspection – – $200 $200 $200
F. O. G. Program $12,832 $14,262 $11,000 $11,000 $11,000 Fog-Grease Dsp Mitigation $1,474 $335 – – –
Water Qlty Inspection-Annual $17,534 $9,568 $12,000 $12,000 $12,000 Misc Charges for Services $1,240 $6,695 $2,000 $2,000 $2,000 SERVICES CHARGES TOTAL $12,847,093 $13,592,982 $13,613,910 $13,613,910 $13,613,910 Other Revenue
Sale of Personal Property -$12,767 – – – –
Misc Other Revenue – – $200 $200 $200
OTHER REVENUE TOTAL -$12,767 – $200 $200 $200
Interfund Transfers
Interfund Transfers Out -$3,146,300 -$2,131,984 -$2,725,800 -$2,725,800 -$2,725,800 INTERFUND TRANSFERS TOTAL -$3,146,300 -$2,131,984 -$2,725,800 -$2,725,800 -$2,725,800 WASTEWATER TOTAL $9,584,197 $12,622,996 $10,934,630 $10,934,630 $10,934,630

TRANSIT ADMINISTRATION
Revenue from Other Agency
LTF TDA Funding – – $110,000 $110,000 $110,000
REVENUE FROM OTHER AGENCY TOTAL – – $110,000 $110,000 $110,000 Use of Money and Property
Interest Income $94 $45 $60 $60 $60
Unrealized Gain (Loss) -$517 – – – –
USE OF MONEY AND PROPERTY TOTAL -$423 $45 $60 $60 $60
Interfund Transfers
Interfund Transfers Out -$55,670 – -$110,000 -$110,000 -$110,000 INTERFUND TRANSFERS TOTAL -$55,670 – -$110,000 -$110,000 -$110,000 TRANSIT ADMINISTRATION TOTAL -$56,093 $45 $60 $60 $60

WASTEWATER PROJECTS
Services Charges
Misc Charges for Services $23,117 – $119,700 $119,700 $119,700 SERVICES CHARGES TOTAL $23,117 – $119,700 $119,700 $119,700 Other Revenue
Sale of Personal Property -$9,453 – – – –
OTHER REVENUE TOTAL -$9,453 – – – –
Other Financing Sources
Loan Proceeds $0 $970,619 $2,098,360 $2,098,360 $2,098,360 OTHER FINANCING SOURCES TOTAL $0 $970,619 $2,098,360 $2,098,360 $2,098,360 Interfund Transfers
Interfund Transfers In $1,000,000 – $400,000 $400,000 $400,000 INTERFUND TRANSFERS TOTAL $1,000,000 – $400,000 $400,000 $400,000 WASTEWATER PROJECTS TOTAL $1,013,664 $970,619 $2,618,060 $2,618,060 $2,618,060

TRANSPORTATION CIP FUND
Licenses and Permits
RTCIP Fee $185,105 $210,881 – – –
LICENSES AND PERMITS TOTAL $185,105 $210,881 – – –
Use of Money and Property
Interest Income $4,362 – – – –
Unrealized Gain (Loss) -$27,368 – – – –
USE OF MONEY AND PROPERTY TOTAL -$23,006 – – – –
Interfund Transfers
Interfund Transfers In $1,611,519 $1,647,866 $9,002,290 $9,002,290 $9,002,290 INTERFUND TRANSFERS TOTAL $1,611,519 $1,647,866 $9,002,290 $9,002,290 $9,002,290 TRANSPORTATION CIP FUND TOTAL $1,773,618Page 132 of 286 $1,858,747 $9,002,290 $9,002,290 $9,002,290 33 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025

STORM DRAINS FUND
Interfund Transfers
Interfund Transfers In $363,005 $114,426 $2,664,540 $2,664,540 $2,664,540 INTERFUND TRANSFERS TOTAL $363,005 $114,426 $2,664,540 $2,664,540 $2,664,540 STORM DRAINS FUND TOTAL $363,005 $114,426 $2,664,540 $2,664,540 $2,664,540

PUBLIC BUILDINGS FUND
Use of Money and Property
Interest Income $2,902 $1,092 – – –
Rent-City Owned Buildings $131,228 $87,711 $85,300 $173,570 $176,820 USE OF MONEY AND PROPERTY TOTAL $134,130 $88,803 $85,300 $173,570 $176,820 Interfund Transfers
Interfund Transfers In $150,000 – $575,000 $575,000 $575,000 Interfund Transfers Out -$141,966 -$86,200 – – –
INTERFUND TRANSFERS TOTAL $8,034 -$86,200 $575,000 $575,000 $575,000 PUBLIC BUILDINGS FUND TOTAL $142,164 $2,603 $660,300 $748,570 $751,820

PARKS & RECREATION FUND
Revenue from Other Agency
CDBG Grant Funds $370,485 $0 $1,059,060 $1,059,060 $1,059,060 REVENUE FROM OTHER AGENCY TOTAL $370,485 $0 $1,059,060 $1,059,060 $1,059,060 Licenses and Permits
Parkland Dedctn Fee (QUIMBY) $45,044 $123,860 – – –
Park Improvement Impact Fee $101,851 $84,478 – – –
LICENSES AND PERMITS TOTAL $146,895 $208,338 – – –
Use of Money and Property
Athletic League CIP Fees $25,307 $18,920 – – –
USE OF MONEY AND PROPERTY TOTAL $25,307 $18,920 – – –
Interfund Transfers
Interfund Transfers In $88,140 $143,420 $3,952,510 $3,952,510 $3,952,510 INTERFUND TRANSFERS TOTAL $88,140 $143,420 $3,952,510 $3,952,510 $3,952,510 PARKS & RECREATION FUND TOTAL $630,826 $370,678 $5,011,570 $5,011,570 $5,011,570

CAPITAL ASSET MANAGEMENT PLAN
Interfund Transfers
Interfund Transfers In $141,916 $86,200 $62,500 $62,500 $62,500 Interfund Transfers Out -$150,000 – – – –
INTERFUND TRANSFERS TOTAL -$8,084 $86,200 $62,500 $62,500 $62,500

CAPITAL ASSET MANAGEMENT PLAN
TOTAL -$8,084 $86,200 $62,500 $62,500 $62,500

LA MESA SUCCESSOR AGENCY
Revenue from Other Agency
RPTTF Distribution $1,709,673 – $1,174,950 $1,174,950 $1,174,950 REVENUE FROM OTHER AGENCY TOTAL $1,709,673 – $1,174,950 $1,174,950 $1,174,950 Use of Money and Property
Interest Income $101 $13,430 – – –
USE OF MONEY AND PROPERTY TOTAL $101 $13,430 – – –
LA MESA SUCCESSOR AGENCY TOTAL $1,709,773 $13,430 $1,174,950 $1,174,950 $1,174,950 2016 G.O. BOND REFUNDING
Property Taxes
Property Taxes-Current $1,594,911 $1,791,572 $1,700,000 $1,700,000 $1,700,000 Property Taxes-Delinquent $9,683 -$9,859 $12,000 $12,000 $12,000 PROPERTY TAXES TOTAL $1,604,594 $1,781,713 $1,712,000 $1,712,000 $1,712,000 Use of Money and Property
Interest Income $24,674 $7,758 $10,340 $10,340 $10,340
Unrealized Gain (Loss) -$135,195 – – – –
USE OF MONEY AND PROPERTY TOTAL -$110,521 $7,758 $10,340 $10,340 $10,340 2016 G.O. BOND REFUNDING TOTAL $1,494,074 $1,789,471 $1,722,340 $1,722,340 $1,722,340 2006 COPS DEBT SERVICE
Use of Money and Property
Interest Income $2 -$145 – – –
USE OF MONEY AND PROPERTY TOTAL $2 -$145 – – –
Interfund Transfers

34 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
Interfund Transfers In $447,708 – $459,200 $459,200 $459,200 INTERFUND TRANSFERS TOTAL $447,708 – $459,200 $459,200 $459,200 2006 COPS DEBT SERVICE TOTAL $447,710 -$145 $459,200 $459,200 $459,200

EMPLOYEE BENEFIT FUND
Services Charges
Health Insurance $3,895,985 $3,657,867 $4,400,000 $3,492,000 $3,596,760 Dental/Vision Insurance $198,868 $177,030 $196,470 $174,000 $179,200 Management LTD $17,794 $12,211 $18,270 $12,600 $12,980
Group Life $34,876 $82,408 $42,340 $27,600 $28,430
Management Life $1,417 $975 $1,490 $960 $990
ER Contribution - SUI $61,620 $21,748 $62,860 $64,800 $66,750 Billings To Other Departments – – $258,120 $0 –
SERVICES CHARGES TOTAL $4,210,560 $3,952,239 $4,979,550 $3,771,960 $3,885,110 Other Revenue
Supplemental Life $42,095 $32,117 $43,920 $33,600 $34,610 COBRA $2,094 $43,052 $4,270 $1,080 $1,120
OTHER REVENUE TOTAL $44,189 $75,169 $48,190 $34,680 $35,730 EMPLOYEE BENEFIT FUND TOTAL $4,254,750 $4,027,407 $5,027,740 $3,806,640 $3,920,840

WORKERS COMPENSATION FUND
Use of Money and Property
Interest Income $53,797 $24,237 $32,320 $32,320 $32,320 Unrealized Gain (Loss) -$294,762 – – – –
USE OF MONEY AND PROPERTY TOTAL -$240,965 $24,237 $32,320 $32,320 $32,320 Services Charges
Billings To Other Departments $1,110,110 $1,151,784 $1,256,500 $1,200,000 $1,236,000 SERVICES CHARGES TOTAL $1,110,110 $1,151,784 $1,256,500 $1,200,000 $1,236,000 Other Revenue
Refunds $351,976 $7,346 $257,460 $50,000 $51,500
OTHER REVENUE TOTAL $351,976 $7,346 $257,460 $50,000 $51,500 WORKERS COMPENSATION FUND TOTAL $1,221,120 $1,183,367 $1,546,280 $1,282,320 $1,319,820

EQUIPMENT REPLACEMENT FUND
Use of Money and Property
Interest Income $27,113 $9,189 $12,250 $12,250 $12,250
Unrealized Gain (Loss) -$148,558 – – – –
USE OF MONEY AND PROPERTY TOTAL -$121,445 $9,189 $12,250 $12,250 $12,250 Services Charges
Billings To Other Departments $1,851,630 $1,800,220 $2,153,780 $2,153,780 $2,153,780 SERVICES CHARGES TOTAL $1,851,630 $1,800,220 $2,153,780 $2,153,780 $2,153,780 Other Revenue
Sale of Personal Property – – – $30,000 $30,000
Damage Recoveries – – – $15,000 $15,000
OTHER REVENUE TOTAL – – – $45,000 $45,000
Interfund Transfers
Interfund Transfers In – – $270,030 $270,030 $270,030
INTERFUND TRANSFERS TOTAL – – $270,030 $270,030 $270,030 EQUIPMENT REPLACEMENT FUND TOTAL $1,730,185 $1,809,409 $2,436,060 $2,481,060 $2,481,060 LIAB. RISK FINANCING FUND
Use of Money and Property
Interest Income $3,655 $4,662 $6,210 $6,210 $6,210
Unrealized Gain (Loss) -$20,027 – – – –
USE OF MONEY AND PROPERTY TOTAL -$16,372 $4,662 $6,210 $6,210 $6,210 Other Revenue
Refunds $142,295 $9,563 $150,000 $60,000 $61,800
OTHER REVENUE TOTAL $142,295 $9,563 $150,000 $60,000 $61,800 Interfund Transfers
Interfund Transfers In $1,888,900 $2,013,000 $2,196,000 $2,196,000 $2,196,000 INTERFUND TRANSFERS TOTAL $1,888,900 $2,013,000 $2,196,000 $2,196,000 $2,196,000 LIAB. RISK FINANCING FUND TOTAL $2,014,823 $2,027,225 $2,352,210 $2,262,210 $2,264,010

SUSPENSE ACCOUNT
Use of Money and Property Page 134 of 286
35 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
INTEREST DIST OFFSET $0 -$194,118 – – –
Interest Income $0 $1,883,660 – – –
USE OF MONEY AND PROPERTY TOTAL $0 $1,689,542 – – –
SUSPENSE ACCOUNT TOTAL $0 $1,689,542 – – –
REVENUES TOTAL $93,594,819 $93,045,360 $111,896,420 $117,600,359 $119,120,521

EQUIPMENT REPLACEMENT
Fire Department Requests
Proposal Name 2023-24 2024-25 Total
Fire - Airbags $13,910 $0 $13,910
Fire - Extractor and Dryer $20,670 $0 $20,670
Fire - Hoverjacks $0 $25,890 $25,890
Fire - Fire Hose $14,050 $14,390 $28,440
Fire - Recliners $15,440 $14,100 $29,540
Fire - Thermal Imaging Cameras $16,230 $17,040 $33,270
Fire - RIC Bags $36,740 $0 $36,740
Fire - Utility Truck $0 $78,980 $78,980
Fire - SCBAs $52,330 $57,560 $109,890
TOTAL $169,370 $207,960 $377,330
Police Department Equipment Replacement Requests
Proposal Name 2023-24 2024-25 Total
Police Department $0 $0 $0
Police Department - Communications Center
Computers $5,570 $0 $5,570
Police Department - Mobile Field Force
Equipment $7,080 $0 $7,080
Police Department - Patrol SRT Bounce
Imaging Camera $5,730 $5,870 $11,600
Police Department - Community Room Chairs $12,590 $0 $12,590 Police Department - Staff Conference Room
Chairs $13,620 $0 $13,620
Police Department - Patrol Rifles $18,770 $0 $18,770
Police Department - Community Room Tables $19,800 $0 $19,800 Police Department - Traffic Division Laptop
Computers $20,660 $0 $20,660
Police Department - Patrol SRT Voice
Projection Units $21,040 $0 $21,040
Police Department - Patrol Bola Wrap $22,710 $0 $22,710 Police Department - Patrol Ballistic Helmets $26,250 $0 $26,250 Police Department - Investigations Homicide
Evidence Storage $35,360 $0 $35,360
Police Department - Patrol 40mm Launchers $37,730 $0 $37,730 Police Department - Investigations Unit
Laptop Computers $41,000 $0 $41,000
Police Department - Patrol Active Shooter
Rifle Plates $41,710 $0 $41,710
Police Department - Unit #80 Vehicle
Replacement $44,590 $0 $44,590
Police Department - Unit #67 Replacement
Hybrid $44,590 $0 $44,590
Police Department - Unit #73 Vehicle
Replacement $44,590 $0 $44,590
Police Department - Unit #77 Vehicle
Replacement $44,590 $0 $44,590
Police Department - Unit #56 Vehicle
Replacement $0 $45,710 $45,710
Police Department - Patrol SRT Target
Illuminator $29,430 $30,150 $59,580
Police Department - Unit #67 Vehicle
Replacement $64,090 $0 $64,090
Police Department - Unit #28 $66,630 $0 $66,630
Police Department - Investigations Interview
Room Recording Equipment $66,940 $0 $66,940 Page 135 of 286 36 Proposal Name 2023-24 2024-25 Total
Police Department - Chief's Vehicle Unit #76 $68,690 $0 $68,690 Police Department - Traffic Unit Motorcycle $34,820 $35,670 $70,490 Police Department - Flock Cameras $82,630 $0 $82,630
Police Department - Communications Center
Radio Consoles $159,040 $0 $159,040
Downtown Parking -Police $90,850 $83,090 $173,940
Police Department - 3 Patrol Units $0 $264,980 $264,980 Police Department - Access Control and
Station Cameras $105,200 $200,350 $305,550
TOTAL $1,276,300 $665,820 $1,942,120
Public Works Total Requests
Proposal Name 2023-24 2024-25 Total
Public Works - 315 - Diagnostic Scan Tool $10,010 $0 $10,010 Public Works - 321 - Stand-On Mower $0 $11,730 $11,730
Public Works - 315 - Parts Washer $12,710 $0 $12,710
Public Works - 312 - Pressure Washer $13,190 $0 $13,190 Public Works - 315 - Pressure Washer $0 $13,720 $13,720 Public Works - 320 - Gator (Electric) $16,130 $0 $16,130 Public Works - 320 - Pressure Washer and
Trailer $0 $17,830 $17,830
Public Works - 321 - Zero Turn Mower $0 $21,500 $21,500 Public Works - 320 - Front Mower $35,730 $0 $35,730
Public Works - 321 - Turbo Mower $71,820 $0 $71,820
Public Works - 315 - F-150 (Electric) $0 $80,430 $80,430 Public Works - 320 - Compact Utility Tractor $83,220 $0 $83,220 Public Works - 312 - Long Line Striper $624,170 $0 $624,170 TOTAL $866,980 $145,210 $1,012,190

37 MISSION STATEMENT

CITY ATTORNEY
The City Attorney provides legal advice and support to the City Council, City Commissions, Boards and Committees, City Manager and City departments; represents the City in litigation; and drafts ordinances, resolutions, contracts and agreements for consideration by the City Council.

CITY COUNCIL
The City Council is the legislative body that represents and responds to the general public, resolves public policy issues, establishes City Financial and service priorities, and handles intergovernmental relations.

PROGRAM DESCRIPTION

CITY ATTORNEY
• General Municipal Law Services – provide legal advice to City Council and departments and appear at City Council and Board meetings
• Litigation – provide legal advice to City Council and departments and appear at City Council and Board meetings
• Outside Legal Representation – payment for outside counsel for Personnel Appeals Board and Labor Relations Services

CITY COUNCIL
Enact laws, decide land use issues and establish City Policy. Also, serve as the City of La Mesa Successor Agency and the Building Code Board of Appeals.

GOALS AND OBJECTIVES

CITY ATTORNEY
• Respond in a timely manner to all requests for legal advice from the City Council and staff

GENERAL GOVERNMENT
2023-2025 Biennial Budget

38 • Provide legal advice and assistance to the City’s Code Enforcement Officer in handling code violations
• Amend all City Codes and Ordinances to reflect changes in applicable State Law • Minimize or prevent litigation wherever possible

CITY COUNCIL
• Maintain an open and accessible government
• Develop budget policies that consider the long-range goals and financial condition of the City to provide a sound financial basis for the City to deliver services to the community
• Provide follow-up and oversight of the goals established as a result of strategic planning and community and staff input

EXPENDITURE SUMMARY

ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
Total Expenses

CITY COUNCIL
Salaries $67,855 $37,390 $78,360 $72,010 $72,010
Fringe Benefits $77,297 $54,418 $79,930 $78,883 $78,883 Personal Expenses $28,424 $31,288 $47,370 $48,120 $48,620 Materials, Supplies, and Services $33,802 $22,368 $37,059 $41,320 $35,020 CITY COUNCIL TOTAL $207,378 $145,463 $242,719 $240,332 $234,532

CITY ATTORNEY
Salaries $279,188 $178,441 $294,100 $260,832 $269,961
Fringe Benefits $128,748 $96,939 $141,270 $150,682 $152,470 Personal Expenses $3,278 $1,671 $1,760 $7,100 $7,100
Materials, Supplies, and Services $189,423 $186,803 $154,800 $156,100 $156,100 CITY ATTORNEY TOTAL $600,637 $463,854 $591,930 $574,714 $585,631 TOTAL EXPENSES TOTAL $808,015 $609,317 $834,649 $815,046 $820,164 Total Revenues

CITY ATTORNEY
Fines, Forfeitures, and Penalties $0 $9,305 $0 $0 $0
CITY ATTORNEY TOTAL $0 $9,305 $0 $0 $0
TOTAL REVENUES TOTAL $0 $9,305 $0 $0 $0

STAFFING SUMMARY
Job Title FY2024 FY2025
Allocated FTE Count
City Attorney 1.00 1.00
City Councilmember 4.00 4.00
Mayor 1.00 1.00
ALLOCATED FTE COUNT 6.00 6.00

BUDGET HOME

CITY OF LA MESA

39 CITY MANAGER'S OFFICE
The City Manager’s Office encompasses the
Manager’s staff, Human Resources, Information
Technology, Risk Management, and the City
Clerk's Office. The City Manager's Office carries
out the direction of the City Council, provides
overall management for the organization, and
coordinates organizational development.

A key area of focus for the Manager’s Office is
the continued monitoring of federal, state,
regional and local actions that affect La Mesa’s
resources and ability to maintain vital city
services. Participation in regional governance will
remain important to ensure La Mesa’s interests
are adequately represented, including decisions
with regard to housing, land use, and the
California Public Employees’ Retirement System.

The City will also focus on proactive community
engagement by continuing to implement the
2021-2023 Community Engagement Plan, which
includes a bi-weekly City Manager Update,
Mayor’s Minute video series, Economic
Development e-newsletter, and social media
messaging. Addressing homelessness is a
priority with the Homeless Outreach and Mobile
Engagement (HOME) Program’s efforts to
connect services and house La Mesa’s
unsheltered population. Through City Council
direction, the City will continue to utilize American
Rescue Plan Act (ARPA) funding to assist
business with the La Mesa Entrepreneurship
Accelerator Program (LEAP) and Façade and
Property Improvement Grant Program. ARPA
funding is also being used to conduct Citywide
cleanup through the Litter Free La Mesa program,
for needed storm water infrastructure
improvements in west La Mesa, and to offset lost
revenue experienced during the pandemic.

Through City Council direction, remaining ARPA
funding will be utilized in a meaningful, strategic,
and transparent manner.

Ensuring the City is meeting the needs of the community is a high priority during this budget cycle and beyond. The City is currently creating a new Strategic Plan to identify goals and strategies that align with the City’s core values, vision, and mission. With the completion of a Strategic Planning Workshop in June 2023 that included residents, elected officials, and City staff, the development of the Strategic Plan will be aided by an Implementation Action Plan to provide a framework to assure goals and strategies are achieved. The completion of the 2023 Community Survey will also inform the Strategic Plan by identifying community priorities and concerns. The new Strategic Plan will be a living, transparent document with progress and milestones that are tracked and measured by City staff and made available to residents. Page 139 of 286
40 During this budget biennium, the City Manager’s Office, in collaboration with the Community Development Department, Engineering Division and Fire Prevention Division, will continue to facilitate the implementation of development review and permitting process improvement recommendations identified through a consultant-facilitated process improvement workshop and study. The City Manager’s Office will lead ongoing Process Improvement Team meetings to improve interdepartmental communication, problem solve permitting and development review issues, and improve customer service.

The City Manager’s Office continues to manage the City’s real property assets, including overseeing the current construction of the affordable housing project at 8181 Allison Avenue. The City has made economic development a larger focus in recent years and will continue to collaborate with the La Mesa Chamber of Commerce, La Mesa Village Association, East County Economic Development Council, and regional partners to improve the business climate and highlight La Mesa as a great place to live and work.

HUMAN RESOURCES INFORMATION TECHNOLOGY
The Human Resources Division will continue to
focus on the timely recruiting and testing of highly
qualified candidates to fill vacant City positions.

The Human Resources Division will initiate and
coordinate a variety of training opportunities and
programs during this budget cycle, including a
Customer Satisfaction Stipend Program to show
appreciation to employees who have had positive
customer service experiences. The Human
Resources team will continue to build wellness
into the workplace culture, increase health
awareness (physical and mental) and provide
options to improve overall employee health.

The Information Technology Division during this
budget biennium will implement a number of
technology upgrades and replacements in
addition to providing ongoing support of the City’s
systems. The division will focus on network cyber
security upgrades and the implementation of
cloud-based productivity and capacity.

Information Technology staff will also work to
implement a Voiceover IP (VoIP) phone system
and continue to support recently implemented
teleconferencing hardware.

41 RISK MANAGEMENT
Within the Risk Management Division, the City
has been with the Public Entity Risk Management
Authority (PERMA) for liability risk financing since
2002. As a result, the City has had greater
control, better claims management services, and
no surcharge on Police payroll. Risk Management
staff will continue to provide support to all City
activities through efforts such as proactive
management of liability claims and bid, contract,
and insurance review. This results in increased
risk transfer and decreased exposure to liability
claims which will potentially continue to pay off in
lower overall liability expenditures.

In the Workers’ Compensation arena, the City
continues its $250,000 per accident self-insured
retention level during the upcoming budget cycle.

Risk Management will maintain its focus on
encouraging a safe work environment through the
continued implementation of the Injury & Illness
Prevention Program. The Risk Management team
provides support to all departments as it relates
to employee occupational injuries and illness;
assists departments to manage early return to
work programs to reduce costs associated with
disability; conducts regular safety meetings in all
departments; and provides regular safety training
to all City departments.

42 CITY CLERK
The City Clerk Department is focused on
providing access to information about public
business and administering the City’s legislative
and election processes in accordance with
statutory requirements. The City Clerk
Department will continue to focus on providing
access to public records through the use of
current technology. City Council agendas, as well
as Boards and Commissions agendas, staff
reports and meeting minutes are now easily
accessible through the City’s website. Residents
and the public at large are also able to view
archived City Council meetings by visiting the
City website. The City Clerk Department will
continue to make the City Council video and
approved City Council minutes available online in
a timely manner.

The City Clerk Department administers the
records management program and imaging the
City’s permanent, vital and historic records. The
Clerk will continue assisting the other
departments with the implementation of their
records retention schedules; expand the
utilization of the City’s imaging program;
administer and train staff on the City’s imaging
program; and monitor the filing of Statements of
Economic Interest and campaign disclosure
statements of candidates and elected officials.

The City Clerk Department will continue its
coordination of ethics training for elected officials,
designated City staff and Board, Commission and
Committee members. In November 2024, the City
Clerk Department will conduct a general
municipal election to elect two Councilmembers.

MISSION STATEMENT

CITY MANAGER
The City Manager’s Office shall ensure the effective administration of City programs and the best possible delivery of services in accordance with City Council policies.

NON-DEPARTMENTAL
To consolidate expenditures for activities that are citywide costs.

PEG
To provide reliable and effective Public, Educational and Governmental (PEG) access to the community and allow citizens to benefit from content shared through

43 television by other members of the public, educational organizations, and both the City of La Mesa and County of San Diego.

HUMAN RESOURCES
To attract and retain a highly talented and qualified workforce; to provide quality customer service to all City departments, employees and the public relative to the various human resources needs; and to ensure fairness, consistency, and equity in the administration of Citywide Human Resources programs.

To procure, provide, and administer the City’s comprehensive employee benefits programs.

INFORMATION TECHNOLOGY
The Information Technology Division is committed to providing the tools and resources our staff needs to serve the citizens of La Mesa as effectively and efficiently as possible.

LIABILITY RISK MANAGEMENT
To manage the City’s self-insured general and employment practices liability program; provide liability risk management support to all departments; and serve as Americans with Disabilities Act (ADA) coordinator.

WORKERS' COMPENSATION
To administer a comprehensive self-insured Workers’ Compensation program, provide risk management support to all departments related to employee and volunteer occupational injuries and illness, and assist with early return to work.

CITY CLERK
The City Clerk Department is committed to accurately recording and preserving the actions of the legislative body; safeguarding all vital, permanent and historic records of the City; providing information and support to the City Council, other City departments, and the general public in a timely, courteous and fiscally responsible manner; and administering general municipal elections in accordance with statutory requirements.

PROGRAM DESCRIPTION

CITY MANAGER'S OFFICE
The City Manager is the Chief Executive and Administrative Officer of the City. In accordance with the policy direction of the City Council, the City Manager is responsible for the day-to-day operations of city government services. The City Manager administers the functions of City departments through direction and coordination of the City's senior management team. Functions include:

Administration – Supervise and coordinate the activities of the City Manager’s Office; provide support services for the City Council and City Attorney; provide direction to all other City departments; provide liaison to a variety of community and intergovernmental groups.

Community Information – Speak to and prepare information for citizens and respond to citizens’ questions and concerns; facilitate the use of social media, press releases, the City website, and other communication tools to proactively disseminate information to the public.

Special Projects – Conduct special studies; provide assistance to departments on special projects as needed. Page 143 of 286
44 The Non-Departmental budget provides funding for employee recognition programs and training, labor negotiation costs, auditing and actuarial services, City memberships, contributions to other agencies, property improvement micro-grant programs, the Community Survey, the User Fee Study, a Downtown Village Specific Plan update, and other citywide activities.

Public, Educational and Governmental (PEG) access funds are required to be paid to the City by all franchised cable television providers within the City and represent one percent of their gross revenues.

Funds are used to support PEG channel facilities and to provide these access services to the community. PEG funds also support the live streaming of City Council meetings on the City’s website and on Facebook Live to provide access to city government to residents without cable programming services.

The City of La Mesa provides government access programming on Cox Cable channel 24 (within city limits) and AT&T U-verse channel 99 (San Diego Region). Programming includes live coverage of regular City Council Meetings, a regularly updated community bulletin board, and occasional informational videos. The community bulletin board is a project initiated by the La Mesa City Council to improve the flow of information between the City and its residents. It offers information about the City's departments, activities, programs and events and encourages public involvement in city decision making.

HUMAN RESOURCES
The Employee Benefit Fund is administered by the Human Resources Division. The Employee Benefit Fund provides funding for the City’s Flex Net Cafeteria Plan. The Cafeteria Plan provides optional employee welfare benefits, including: health, dental and vision insurance; supplemental life insurance; and flexible spending account arrangements for healthcare and dependent care. City-paid life insurance, long-term disability insurance, and unemployment benefits are also paid from this fund.

The Human Resources Division provides Citywide staffing via recruitment and selection processes; maintains the City’s Salary and Classification Plans, and performs classification/compensation studies; coordinates and administers the City’s comprehensive employee benefits program; conducts the New Employee Orientation process; participates as a member of the City’s management negotiating team; administers labor contracts, administrative policies, and personnel provisions of the municipal code; coordinates the Performance Appraisal Program; ensures compliance with State and Federal laws; assists department directors, managers and supervisors with employee issues; administers the Employee Assistance Program; coordinates and administers the Department of Transportation (DOT) Drug and Alcohol program; coordinates and promotes the Employee Wellness Program; counsels employees on a variety of Human Resources issues; develops, coordinates and provides Citywide training; administers the Tuition Reimbursement Program; provides employee and organizational development services; and provides staff support to the City’s Personnel Appeals Board.

INFORMATION TECHNOLOGY
Administration – Supervise and coordinate division personnel and activities; develop and administer divisional budget, policies, and procedures; perform general administrative duties.

Support Service – Provide technical and help desk support to City computer users; install, administer, maintain and troubleshoot City’s computer network, desktop computers and software; provide technical support for the City’s telephone system; interface with technology vendors; coordinate and provide technology training to users; assist departments with technology purchases and implementation of technology projects; and maintain City’s computer inventory, software licensing and registrations.

Technology Planning – Update, maintain and implement the City’s technology through work with the Executive Management Team; work with departments in planning for the City’s future technology Page 144 of 286 45 requirements; and research and analyze software and hardware solutions for the City.

LIABILITY RISK MANAGEMENT
Provide staff support to all City activities to increase risk transfer and decrease exposure to liability claims. Tasks include: bid and contract document review, evaluate perils with managers and administer liability claims. Serve as City’s Board Member to the Public Entity Risk Management Authority (PERMA).

Americans With Disabilities Act – Serve as ADA coordinator assisting citizens, employees, and departments in finding acceptable solutions to disability access issues. Tasks include: receiving ADA grievances, working with departments to find cost-effective ways to comply with Federal and State accessibility regulations and assist departments to make reasonable accommodations for employees meeting disability status.

Expenses for the City’s property, crime and earthquake insurance premiums are located in this budget and are monitored by the Risk Manager. The City’s general and employment practices liability programs are budgeted in the Liability Risk Financing Fund.

Workers' Compensation Administration - Monitor claims administration contractor and facilitate costeffective yet fair resolution of occupational injury and illness claims. Tasks include: review all claims, assure timely benefits are delivered, monitor medical legal costs, participate in the interactive process as appropriate, and provide increased employee contact and information to minimize litigated claims.

Workers' Compensation Safety Program – Assist all departments with their safety programs, providing staff support to department heads in use of City’s Injury and Illness Prevention Program (IIPP) and as required by Cal-OSHA. Tasks include: site inspections to identify hazards, maintain and analyze mishap data, review of all occupational injury and illness cases with departmental safety committees, recommend corrective and preventive measures, and utilize ergonomic assessments and principles to create a more comfortable and effective workspace, as well as mitigate potential work-related injuries.

CITY CLERK
It is the responsibility of the City Clerk Department to maintain and protect all vital, permanent and historic records of the City; provide access to those records for research purposes; and administer the records management and document imaging programs. The City Clerk Department prepares agendas and support material in an electronic format for City Council, Successor Agency and La Mesa Public Financing Authority meetings; records and preserves the actions of the City Council, Successor Agency and La Mesa Public Financing Authority; issues resolutions, and prepares ordinances for publication and codification; updates and maintains the Municipal Code; administers oaths of office; prepares, publishes, posts and mails all public notices; and receives appeals and subpoenas. The City Clerk Department also coordinates the recruitments for board, commission and committee appointments; maintains and posts the appointive list for board, commission and committee members and other administrative duties as required by the Maddy Act. The City Clerk administers all municipal elections; and serves as the filing officer for all campaign and conflict of interest disclosure statements as required by the Political Reform Act, and coordinates ethics training as required by the California Government Code. In addition, this Department processes and issues special event permits; proclamations and commendations as requested; and performs routine administrative duties and other assignments as required.

GOALS AND OBJECTIVES

46 CITY MANAGER
Oversee strategic planning efforts throughout the entire organization Facilitate economic development activities and public education of City initiatives including marketing and promotion of the City
Oversee community outreach objectives and monitoring of community input Oversee citywide communications efforts, including a primary responsibility for monitoring and maintenance of the City’s website, proactive engagement, social media, community bulletin board and Council meeting livestream and broadcasts
Facilitate and oversee all Climate Action Plan implementation with City departments, the Environmental Sustainability Commission, Community Police Oversight Board, Parking Commission and operations, local and regional stakeholders, and the general public Monitor and report to community on Proposition L funds collected and expended separately from all other sales tax collections

NON-DEPARTMENTAL
Provide funding for expenditures that are citywide costs Complete a User Fee Study in FY2023-2024
Complete a Citizen Survey in 2024-2025
Complete an update to the Downtown Village Specific Plan PEG
Oversee City Council meeting broadcasts
Develop and maintain community bulletin board
Manage contracts for video production, technical services, equipment maintenance, and consulting services
Provide funding for the live streaming of City Council meetings

HUMAN RESOURCES
Continue to provide a high-quality, cost-effective employee benefits program Provide efficient, high-quality staffing services to City departments Assist departments with employee-employer relations issues Coordinate and provide training opportunities to employees Serve as a primary resource for City employees in addressing employment-related issues Provide high-quality customer service to employees relative to their insurance and retirement issues Ensure fair, consistent, and equitable administration of Citywide Human Resources programs Review Citywide Human Resources policies and procedures and update where necessary Improve the quality of online services provided by the Human Resources Division to employees and to the public
Coordinate employee wellness program offerings designed to promote health awareness and provide opportunities to improve employee health

INFORMATION TECHNOLOGY
Ensure that the City’s computer network and telephone system are up-to-date and secure Plan for and implement network infrastructure and system upgrades and improvements Work with departments to identify their technology needs Provide effective technical support to users throughout the City

LIABILITY RISK MANAGEMENT
Continue to monitor trends, patterns, and costs of liability claims Develop, implement and monitor standard insurance provisions for all City agreements/contracts and leases

47 Oversee and participate in the review of all certificates of insurance between the City and others to ensure appropriate indemnification language and that insurance limits match executed contracts/agreements
Oversee and participate in the review of agreements/contracts, leases, and purchase documents between the City and others to eliminate or reduce potential risk and liability and to determine adequate insurance coverage and protection
Monitor claims activities and manage the investigation of all liability claims with adjusters and defense attorneys giving direction within authority and making recommendations to higher authority as necessary
Continue assisting departments to manage return to work programs to reduce costs associated with disability and to reduce employment practices liability risks Work closely and coordinate with the City Attorney and claims managers at PERMA and the Employment Risk Management Authority (ERMA) in resolving litigation issues related to general liability claims and employment practices liabilities claims Utilize cost-recovery methods to reduce losses from damaged City property

WORKERS' COMPENSATION
Provide a safe, comfortable, and effective workspace, as well as mitigate potential work-related injuries
Continue to monitor trends, patterns, and costs of workers' compensation claims Continue to assist departments with the City’s IIPP, as required by California General Industry Safety Orders Section 3203 and SB 198
Monitor claims activities and manage the investigation of all workers’ compensation claims with adjusters and defense attorneys giving direction within authority and making recommendations to higher authority as necessary
Implement and monitor Cal/OSHA’s non-emergency standards relating to COVID-19 and update the City’s policies and procedures as needed, in compliance with federal, state, and local requirements

CITY CLERK
Continue the imaging program of the City’s permanent, vital, and historic records Administer the Citywide Records Management Program
Expand the utilization of the City’s electronic records repository Administer elections when required
Monitor the filing of Statements of Economic Interest and Campaign Disclosure Statements of candidates and elected officials, as required by state law Coordinate ethics training for elected officials, designated City staff and board, commission and committee members, as required by state law
Maintain official records of elections, ethics training, Statements of Economic Interest and Campaign Disclosure Statements, transferring appropriate records to the Secretary of State, and maintain all records in accordance with legal requirements and readily accessible for public review

EXPENDITURE SUMMARY

STAFFING SUMMARY
Job Title FY2024 FY2025
Allocated FTE Count Page 147 of 286
48 Job Title FY2024 FY2025
Administrative Coordinator - Confidential 1.00 1.00
Assistant City Manager 0.95 0.95
Assistant to the City Manager 1.00 1.00
City Clerk 1.00 1.00
City Manager 1.00 1.00
Communications Manager 1.00 1.00
Community Services Officer 0.25 0.25
Deputy City Clerk 1.00 1.00
Director of Administrative Services 1.00 1.00
Downtown Operations Assistant 0.50 0.50
Executive Assistant to the City Manager 1.00 1.00
Human Resources Analyst 1.00 1.00
Information Technology Analyst 1.00 1.00
Information Technology Manager 1.00 1.00
Information Technology Specialist I 1.00 1.00
InformationTechnology Specialist II 1.00 1.00
Management Analyst 1.00 1.00
Records Clerk 1.00 1.00
Senior Management Analyst 1.00 1.00
ALLOCATED FTE COUNT 17.70 17.70

49 FINANCE DEPARTMENT
As a support department, the Finance
Department’s primary function is to provide
financial planning, revenue administration, budget
control, general accounting, financial reporting
compliance, and centralized purchasing services.

In the prior two budget years, the Finance
Department has had many accomplishments such
as implementing a new financial software system
that will allow more complete and on time
information to our end users, along with
purchasing a new payroll system.

The Finance Department continues to provide
support to the City Council, City Treasurer and
Audit Committee to ensure accurate, timely, and
transparent financial reporting. In the current
year, as in prior years, the use of the City’s
internet site was utilized more extensively to
provide the public with information.

MISSION STATEMENT

FINANCE
To provide staffing, administrative, and financial support services to the entire City organization in the areas of budgeting, accounting, payroll, business licensing, and purchasing. The division also provides staffing for the City Hall switchboard, information desk, and outgoing mail processing.

CITY TREASURER
To receive, disburse and invest City monies in accordance with City policy, and to serve as chair of the City’s Audit Committee.

PROGRAM DESCRIPTION

FINANCE
The Finance Division is responsible for supervising and coordinating financial planning, revenue administration, budget control, general accounting, and centralized purchasing services. The Finance Division establishes effective cash collections, deposit, and disbursement procedures to maximize cash availability. The Division provides complete payroll services, business licensing administration and enforcement, accounts payable and receivable processing, administration of the City’s outstanding debt obligations, and acts in a fiduciary capacity for several assessment districts. The Division provides staff assistance to the City Manager and department heads in the preparation of the biennial budget as well as staff reports to the legislative body of the City. Finance personnel assist the City Treasurer in the investment of funds for both short-term and long-term purposes as well as providing overall cash flow management information. In addition, the Finance Division provides telephone and central outgoing mail services, provides customer service at the main City Hall information counter,

50 receipts a variety of payments, administers the processing of parking citations, and provides various fiscal and reporting services to other City departments.

CITY TREASURER
The City Treasurer must ensure there is sufficient cash available to meet daily cash needs while maximizing the amount available for investment. Safety and liquidity of funds are the primary responsibility of the investment policy. Yield should become a consideration only after the basic requirements of safety and liquidity have been met. To achieve this the Treasurer is responsible for:
establishing sound financial control and cash information systems; detailing legal, policy and procedural requirements; obtaining investment services at the lowest cost; understanding the full range of investment securities; using sound investment procedures; and establishing and evaluating treasury management goals.

GOALS AND OBJECTIVES

FINANCE
• Provide efficient, high-quality customer service to both internal and external customers • Continually improve current processes to become more productive, and apply new and current technologies to existing processes
• Continue to prepare financial reports and statements, provide payroll and payment services, collect license and fee revenue, and continue to monitor grant reporting and project budgets
• Ensure financial reporting compliance and completion of mandated audits

CITY TREASURER
• Maintain investment policy and comply with reporting requirements according to State guidelines • Present quarterly schedule of investments to the City Council • Make a recommendation to the City Council on the annual City audit

EXPENDITURE SUMMARY

STAFFING SUMMARY
Job Title FY2024 FY2025
Allocated FTE Count
Accountant II 1.00 1.00
Accounting Technician 1.00 1.00
Administrative Coordinator 1.00 1.00
Administrative Office Assistant 1.00 1.00
Business License Officer 1.00 1.00
City Treasurer 1.00 1.00
Customer Service Specialist II 0.50 0.50
Director of Finance 0.80 0.80 Page 150 of 286
51 Job Title FY2024 FY2025
Finance Manager 0.80 0.80
Purchasing Officer 1.00 1.00
Senior Accounting Technician 1.00 1.00
Senior Management Analyst 1.00 1.00
ALLOCATED FTE COUNT 11.10 11.10

52 COMMUNITY DEVELOPMENT DEPARTMENT
The 2024-2025 Budget will provide for continued delivery of services from the Community Development Department through three key divisions: Planning, Building, and Housing & Development. The ongoing staffing, programs, and projects in these divisions will help achieve the City’s Goals and Targets for Action.

The core activity of the Planning Division is to provide land use and development services to those seeking to improve their property and to process applications for new development in an effective and efficient manner. In the next two years, the Planning Division will be responsible for addressing the planning needs for several projects, including the continuing effort to implement the General Plan and an update to the Downtown Specific Plan. Projects are currently in process to develop an update to the City’s Urban Design Program, including the development of objective design standards. In addition, redevelopment and land use projects in the Grossmont Center area will be coordinated through the Planning Division. In the continuing role of support of promoting the Downtown Village area, the Community Development Department staff will continue to work with the Downtown business and property owners.

This budget cycle will see projects related to implementation of the City’s adopted Climate Action Plan consistent with SANDAG’s Sustainable Communities Strategy (SCS) and the City’s Regional Housing Needs Allocation (RHNA). The Department will continue to process applications submitted for medical marijuana Conditional Use Permits as authorized by Measure U and the Medical Marijuana Activity Zoning Ordinance (La Mesa Municipal Code Chapter 24.23), as well as Adult-Use Cannabis Business applications submitted in conformance with the Adult-Use Cannabis Business Ordinance (La Mesa Municipal Code Chapter 6.11). Ongoing efforts to implement MaintStar, the City’s online permitting and plan review system, and to improve process efficiency and customer service will continue in this budget cycle and into the future.

The Planning Division remains committed to timely responses to code compliance complaints and zoning issues to implement property maintenance and other Zoning Ordinance standards. The Division will continue to provide support to the Historic Preservation Commission, the Design Review Board and the Planning Commission, which provides an ongoing source of community input in the application of the City's development regulations and in the implementation of the General Plan.

The Planning Division will continue to prepare annual reports to the State on implementation of the General Plan and to the State and Federal wildlife agencies on the status of the City’s Habitat Conservation Plan.

53 To respond to development activities that will take place in La Mesa during the next two to four years, the Building Division will continue to provide plan check and inspection services, augmented with contract services, to maintain the highest quality services to the citizens of La Mesa. Building staff will continue to take on primary responsibility for construction inspection services for the City's building projects. As we face new challenges and code requirements in the building construction arena, it is the Department's goal to consistently provide the most effective and efficient services to the construction industry and La Mesa residents, and to continue our mission to establish and maintain an excellent building inspection model program. This will include development of skills and certifications to address new energy conservation technologies and "green building" standards, as well as expertise in the area of disabled accessibility.

The Housing Division will continue working to support various affordable housing objectives, with special emphasis on maintaining existing programs and facilitating new construction of affordable housing. An affordable housing compliance monitoring program will be developed in this budget cycle to track progress on affordable housing and ensure units are properly occupied. The development planning process for City-owned site at the Old Police Station is completed and the project is under construction. Preparing for the future redevelopment of Grossmont Center is also anticipated to be a major issue in the coming years. Staff will also continue working with the key property owners of parcels in the Mixed-Use Urban Overlay Zone.

The Community Development Department will continue to provide technical support for a variety of economic development and business outreach efforts in the coming years, including a continued effort to market the Mixed-Use Urban Overlay Zone. The Department will also continue to develop and improve the City's Property Asset Management Program to monitor the various existing leases on City property and to explore new means of maximizing the benefits from City-owned properties. The potential for underutilized City properties to support housing projects will be assessed.

All sections of the Community Development Department will work diligently to improve the effectiveness and efficiency of both project evaluation and the delivery of customer services through continued use of technology improvements. Implementation of new permit and workflow processing software is nearly complete and City staff has been utilizing the software for permit processing and electronic plan review. This new software provides convenient, online submittal of plans and, combined with continued, increasing use of geographic information systems (GIS) and the City's website, will assist the Building and Planning Divisions provide high-level, modern customer service. All divisions will continue participating in the City-wide effort to monitor performance measures for key programs.

This work will assist staff in providing more effective and efficient programs and procedures in service to the citizens of La Mesa.

54 The Community Development Department will continue to serve an important role in representing the City's interests in various regional issues and assuring coordination with other public agencies with projects affecting La Mesa. This will include working with MTS, SANDAG, Caltrans, La Mesa Spring Valley School District and others.

The Community Development Department will assist with several special projects that are contained in the City Council’s Targets for Action. These projects include focused code enforcement efforts and updating the Downtown Village Specific Plan.

With the dissolution of Redevelopment in California and the elimination of the La Mesa Community Redevelopment Agency on February 1, 2012 pursuant to AB1X 26 and AB 1484, the Community Development Department will provide support to the La Mesa Successor Agency and the La Mesa Housing Successor Agency. The La Mesa Oversight Board has been dissolved and one County-wide Oversight Board established to replace the individual city oversight boards. The Department will provide support to the County-wide Board as needed.

MISSION STATEMENT

PLANNING
The mission of the Planning Division is to implement the goals and policies of the City’s General Plan and to ensure efficient processing of development permits and enforcement of zoning regulations.

BUILDING
To provide efficient and responsive permit, plan check, inspection and code enforcement services to ensure the health and safety of La Mesa’s citizens. A professional program will be provided that remains up-to-date, and that continues to be accessible and oriented to effective problem solving with a team approach.

PROGRAM DESCRIPTION

PLANNING
The Planning Division assumes a broad range of responsibilities within the Community Development Department. The functions of the Division include the following services:
• General Plan Administration
• Zoning Ordinance Administration
• Subdivision Ordinance Administration
• Code Enforcement Program Page 154 of 286
55 • Environmental Review Program
• Development Permit Processing and Design Review
• Building Permit Review and one stop “Quick Check” program • Cannabis business application processing and monitoring • Historic Preservation
• Public Information
• Asset Management

BUILDING
The Building Division disseminates information related to construction codes and ordinances, plan preparation and review, construction materials and methods, and State energy conservation and disabled accessibility regulations. The Division reviews and approves construction plans and specifications, issues a variety of permits, and conducts required field inspections to assure compliance with all applicable city and state regulations for all building activities in the City. In addition, the Division investigates citizen complaints relating to construction and substandard housing, and coordinates the enforcement of health regulations with the San Diego County Department of Environmental Health. The Division employs computerized permit tracking system and web site technology to assist in implementing various programs and to provide efficient and responsive services to citizens.

GOALS AND OBJECTIVES

PLANNING
• Continue to process permits and present a variety of projects to boards and commissions for review and approval
• Continue to pursue code compliance, and implement procedures with the goal of improving compliance times. Targeted code compliance will focus on Code 1 cases typically involving hoarding and abandoned properties. Manage the shopping cart retrieval program.
• Maintain information on the City’s website regarding development applications and information • Work with other development-related departments to implement a new, cloud-based permit and workflow processing software system, including electronic plan review • Prepare the annual report on implementation of the General Plan and the status report on implementation of the Habitat Conservation Plan
• Participate in efforts to facilitate continued development and redevelopment in the Grossmont Specific Plan Area
• Oversee the implementation of the Centennial General Plan that was comprehensively updated and adopted in 2013
• Continue to support economic development efforts for the City

BUILDING
• Continue to update and revise various building codes/ordinances based upon new materials and methods of construction
• Implement and enhance the customer service program focusing on efficient quality services of permit issuance and information dissemination through the City’s website
• Work with other development-related departments to implement a new, cloud-based permit and workflow processing software system
• Maintain a tracking system for the performance measurements of key service areas

56 • Continue to ensure proper training for division staff in the areas of new building codes, construction techniques, automated permit tracking system, and employee safety
• Effectively manage the contract plan checking and inspection services when the need arises to ensure delivery of professional, timely and responsive services by the consultant
• Utilize contract services to provide plan review by a Certified Access Specialist (CASp).

EXPENDITURE SUMMARY

STAFFING SUMMARY
Job Title FY2024 FY2025
Allocated FTE Count
Administrative Coordinator 1.00 1.00
Assistant City Manager 0.05 0.05
Assistant Director of Community Development 1.00 1.00
Associate Planner 2.00 2.00
Building Inspection Supervisor 1.00 1.00
Building Inspector II 1.00 1.00
Building Official 1.00 1.00
Code Compliance Officer II 0.65 0.65
Comm Develop Program Coordinator 1.00 1.00
Development Services Technician I 1.00 1.00
Development Services Technician II 2.00 2.00
Director of Community Development 0.95 0.95
Director of Finance 0.15 0.15
Management Analyst 0.55 0.55
Senior Planner 1.00 1.00
ALLOCATED FTE COUNT 14.35 14.35

57 DEPARTMENT OF COMMUNITY

SERVICES
The Community Services Department is
committed to enhancing the community’s versatile
needs through services and programs vital to
health, safety and well-being. Community
Services plays a critical role in providing
opportunities to improve the overall quality of life
for residents through facilities, parks and
programs. Community Services facilities include
the Adult Enrichment Center, Community Center,
Municipal Pool & Spa, Nan Couts Cottage,
Recreation Center and 15 City parks. Within
these parks, Community Services provides
opportunities for all ages to experience a variety
of programs and activities such as camps,
classes, community events, senior and volunteer
programs, and lovely indoor and outdoor sites for
community and family events.

AQUATICS
The Aquatics division offers a wide range of
programs and activities for all ages and abilities
including adapted aquatics, learn to swim
classes, adult lap swim, public swim, water
exercise, water polo, swim team, and special
events such as April Pools Day and Dive-In
Movies.

58 ADULT ENRICHMENT CENTER
The Adult Enrichment Center manages volunteers
throughout all City departments on an annual
basis. These volunteers provide service
enhancements to the community without
additional staffing cost. The Center provides
meeting spaces for community events, partners
with outside agencies to provide recreation and
enrichment classes, social activities, and
manages the La Mesa Walks Program. As our
population ages, the need for innovative solutions
for “aging in place” will be vitally important to the
Department’s program planning. The Livable La
Mesa Action Plan assists staff and partner
agencies in making La Mesa a more age friendly
community.

FACILITIES
Community Services staff manages multiple
indoor and outdoor rental facilities providing
venues for weddings, special occasions, birthday
parties and community events throughout the
year bringing in revenue for the City. Enticing
wedding and corporate packages developed to
maximize facility usage have resulted in high
demand for rental facilities. The Arbor View
Room, the largest and most popular facility is
reserved more than 12 months in advance. City
parks and the La Mesa Municipal Pool are also
popular spots for birthday parties and other
celebrations.

The Department continues to offer contracted
instructional programming as a way to increase
program offerings without the fiscal implications
of adding instructional staff. This type of
programming allows Community Services to stay
up-to-date with current trends in recreation and
leisure programming. Classes for all ages are
offered at a number of locations throughout the
City including: the Adult Enrichment Center,
MacArthur Park Recreation Center and
Community Center, Nan Couts Cottage, and
outdoor areas at various City parks.

The Sports Division provides oversight for youth and adult sports leagues and serves as a liaison between athletic field users, the Parks Division and the La Mesa-Spring Valley School District. In addition, staff represents the City on the La Mesa Athletic Council and coordinates the scheduling of athletic fields on City property and school district properties through a Joint Use Agreement with the La Mesa-Spring Valley School District. Page 158 of 286
59 The Department provides family-oriented free events for the community such as the Flag Day Parade, Movies in the Parks, Sundays at Six Summer Concert Series, Earth Day and other events suitable for all ages. These events are supported through the partnership with the La Mesa Park & Recreation Foundation, community gifts and corporate support to alleviate impact on the City’s limited resources.

Community Services also works with the La Mesa Park & Recreation Foundation to develop plans and seek funding for park projects based on priorities outlined in the Parks Master Plan (2012). Some of these important long-term projects will be to seek funding for a future park at Waite Drive and the renovation project for MacArthur Park. Other park and program priorities will be identified in the 2023 Recreation and Park Master Plan that is currently being developed.

The Community Services Department continues to collaborate with other departments and agencies to create the most livable and walkable community in the region, including a focus on expanding the City’s Urban Walking Trails to connect residents by way of walking, biking and transit to parks and other vital destinations. The City currently has three designated Urban Trails, and 19 proposed trails documented in the Urban Trails Mobility Action Plan. Weekly guided walks are typically held throughout the City promoting improved health and well-being. New park amenities were recently added such as additional pickleball courts, an outdoor fitness plaza, and an off-leash dog area at MacArthur Park to meet growing community needs.

MISSION STATEMENT
We enrich our community’s versatile needs through services and programs vital to health, safety, and well-being.

PROGRAM DESCRIPTION
The Aquatics Division offers a wide range of programs for all ages and abilities including adapted aquatics, learn to swim classes, adult lap swim, public swim, water exercise, water polo, swim team, water safety, and special events such as April Pools Day and Dive-In Movies.

The Facilities Division offers multiple indoor and outdoor rental venues for weddings, special occasions, birthday parties and community events. The wedding and corporate packages offered help maximize usage and have resulted in high demand for rental facilities throughout the year.

The Recreation Division offers a wide range of instructional classes, camps and specialty programs for all ages. Page 159 of 286
60 The Adult Enrichment Center provides a broad spectrum of services and activities for adults. This division provides activities and services that include educational, recreational, and wellness programs, social activities, La Mesa Walks, events, senior lunches, day trips, tax preparation, and volunteer opportunities. The Center provides meeting spaces for community events, meetings and private rentals. Staff partners with outside agencies to provide additional recreation and enrichment classes, information, referrals and assistance for access to community resources for older adults.

The Administration Division provides overall direction, supervision and administrative support to the Community Services Department to ensure the department meets its goals for customer service and accountability as efficiently and effectively as possible. This division provides oversight and expertise in the delivery of recreation and community programs, park expansion and redevelopment, master plans, grants and works closely with the La Mesa Park & Recreation Foundation to seek funding for park projects and programs.

The Events & Marketing Division provides oversight for a variety of free events for the community such as the Flag Day Parade, Movies in the Parks, Sundays at Six Summer Concert Series, Earth Day and other events for all ages. Events are supported through a partnership with the La Mesa Park & Recreation Foundation, community gifts and corporate sponsorship to alleviate impact on the City’s limited resources. Other events coordinated by this division include ground breakings, dedications and ribbon cutting celebrations, liaison for organizers of large events in City parks, and facilitating the film permit process.

The Sports Division provides oversight for youth and adult sports leagues and serves as a liaison between athletic field users, the Parks Division and the La Mesa-Spring Valley School District.

GOALS AND OBJECTIVES
AQUATICS (502)
Grow current swim opportunities with increased hours and the addition of new programs in line with current trends
Increase participation and pool rentals through increased marketing and outreach Partner with schools, organizations, and other City departments to provide classes and joint programs
Support an active lifestyle through aquatic skills instruction for all ages FACILITIES (504)
Expand services and facility usage by responding to the needs of the community Provide exceptional customer service to both external and internal customers Continue to update facility amenities at Community Center Complex RECREATION (505)
Offer new programs that bridge the gap of services not provided by schools or other providers, that are up-to-date with current trends
Provide exceptional customer service to both external and internal customers Promote scholarship opportunities for youth programs to qualifying families ADULT ENRICHMENT CENTER (506)
Increase programs in line with current social, fitness and enrichment trends for adults Solicit sponsorships and donation support for programs and facility needs Partner with outside agencies to cross promote programs and enhance offerings Page 160 of 286 61 Implement the Livable La Mesa Age-Friendly Action Plan ADMINISTRATION (507)
Foster effective and professional interactions with the community Monitor and evaluate programs, services and policies to increase department efficiency and effectiveness
Oversee and implement department budget to maintain financially sound and affordable services Apply for and manage grants to enhance funding opportunities EVENTS & MARKETING (508)
Plan and implement City events
Develop, implement and coordinate an effective marketing program for the Department Develop and supervise public relations and outreach to promote community participation in department programs and activities
Adapt marketing methods to increase outreach to target populations SPORTS (509)
Communicate with athletic field users to implement field use policies Supervise scheduling of athletic fields and mediate conflict to most effectively balance available fields with demand
Coordinate maintenance needs with the Parks Division and District staff Expand opportunities for partnerships with school districts and other organizations to increase locations for programs

EXPENDITURE SUMMARY

STAFFING SUMMARY
Job Title FY2024 FY2025
Allocated FTE Count
Administrative Coordinator 1.00 1.00
Custodian 1.00 1.00
Director of Community Services 1.00 1.00
Recreation Supervisor 4.00 4.00
Senior Management Analyst 1.00 1.00
ALLOCATED FTE COUNT 8.00 8.00

62 FIRE DEPARTMENT
The budget presented for 2023-2025 will assist in
meeting City Council goals to provide a safe
community that is financially sound and
affordable for citizens, while providing highquality services in a personal and professional manner.

In 2009, the City engaged in a Cooperative Fire
Services Study with the cities of El Cajon and
Lemon Grove to see where operational
efficiencies and enhancement of services with
existing resources may be obtained by working
together. From that study, the City entered into a
Joint Powers Agreement (JPA) with the Cities of
El Cajon and Lemon Grove to provide fire
management services. This management team is
known as Heartland Fire & Rescue and was
formed and implemented in January 2010. The
cities continue to receive many benefits from this
consolidation, one of which is the reclassification
of the Fire Department from an ISO Class 2 to a
Class 1. The Insurance Services Office (ISO)
rates fire department capabilities to respond to
fires and reduce community loss risks associated
to fires. Evaluated are many aspects of the Fire
Department, including its level of training, quality
of apparatus and equipment, station locations,
and its Fire Prevention and Community
Preparedness and Education programs. Ratings
are issued by ISO ranging from Class 1 to Class
10 with Class 1 being the highest earned rating
possible. Currently, of the 39,378 ISO rated Fire
Departments in the United States, only
approximately 1% are rated Class 1.

63 OPERATIONS
Operationally, the Department continues to enjoy
the benefits of regional programs and Joint
Powers Agreements with the Heartland Training
Facility, the Heartland Communications Facility,
the Regional Cooperative Care Program (RCCP),
the Unified Disaster Council (UDC), and the
Hazardous Incident Response Team (HIRT). La
Mesa has been a member of the Heartland
Training Facility since the beginning in the midseventies. The training facility continues to offer a quality State Fire Training certified training
environment and the ability to train with other
agencies to improve cooperative efforts during
large-scale emergencies. The Heartland
Communications Facility Authority continues to
provide outstanding emergency dispatch services
for 11 JPA members and contract agencies.

RCCP is a public/private partnership between
multiple fire agencies and American Medical
Response (AMR) to provide necessary ongoing
paramedic level training, continuing education,
and quality assurance programs. The UDC is
made up of all 18 cities and the County with the
purpose of handling emergency preparedness
issues on a regional basis, and to allocate
government subsidized training and disaster
preparedness funding throughout the region.

HIRT has been in place for over 20 years and
continues to provide an effective and efficient
hazardous material response resource for the
City.

The Fire Department will continue to participate in this joint venture and look for additional areas to further strengthen and improve the emergency services delivered to the community. The Department is also committed to exploring additional opportunities to create efficiencies in dispatching services and training programs through the cooperative concept with other entities in the region. Page 163 of 286 64 City Council strategic priorities will be addressed during this two-year budget. The Fire Prevention Bureau will continue to support safe development practices and assist in ensuring maintenance of public and private property through inspections and code compliance. The Prevention Bureau and suppression personnel will continue supporting the Fire and Life Safety Inspection program at businesses and apartments utilizing modern software for tracking and documentation.

The Fire Department utilizes volunteers in a variety of ways. The Fire Explorer Scout program educates young prospective firefighters and as part of the program they assist with community activities at minimal cost. The program believes on inclusiveness by removing barriers for young adults to get a glimpse at a career in the fire service. We also participate in a successful Reserve Firefighter program within Heartland Fire & Rescue, which provides opportunities to student paramedics and emergency medical technicians through work experience as a front-line suppression resource. The Fire Department benefits from this program by augmenting our daily workforce and recruiting potential future employees. The Reserve Firefighters are also utilized to assist at special events.

To maintain and enhance emergency preparedness, the Fire Department continues participation with a regional Community Emergency Response Team (CERT) in collaboration with other east county agencies. Heartland Fire & Rescue utilizes an Emergency Preparedness Coordinator to provide emergency and disaster preparedness training and other related services for El Cajon, La Mesa, and Lemon Grove. In addition to fire-specific grants, the Fire Department coordinates the State Homeland Security Grant Program (SHSGP) and the Urban Area Security Initiative (UASI) grant for the City.

The Fire Department switched to iPad based mobile data terminals the prior budget cycle to support more efficient dispatch information technology. The Department continues to be proactive in its replacement schedule of essential fire suppression supplies and equipment, ensuring that only the most advanced and reliable tools are readily available for service. This is in line with City Council priorities for a safe community.

MISSION STATEMENT
The mission of the Fire Department is to provide safe communities through exceptional, professional service. The La Mesa Fire Department has six division budgets, with each division having a role in helping the department to accomplish our mission:

MANAGEMENT (221)

65 The mission of the Management Division is to provide leadership and direction to the Fire Department to ensure prompt, courteous, efficient, and professional service to the citizens of La Mesa.

OPERATIONS (222)
The mission of the Operations Division is to provide and maintain systems, facilities, apparatus, and equipment necessary for the prompt and efficient response to calls for service.

FIRE PREVENTION (223)
The mission of the Fire Prevention Division is to educate and enforce the laws and ordinances relating to life and fire safety and community health, while providing excellent customer service to the citizens of La Mesa.

HAZARDOUS MATERIALS/EMERGENCY PREPAREDNESS (224)
The mission of the Hazardous Materials/Emergency Preparedness Division is to prepare the citizens and employees of La Mesa be prepared for, respond to, and recover from, large scale emergencies or disasters impacting the City of La Mesa.

EMERGENCY MEDICAL SERVICES (225)
It is the mission of the Emergency Medical Services Division to provide efficient and cost-effective emergency medical services to the community.

HEARTLAND FIRE & RESCUE JPA (226)
It is the mission of Heartland Fire & Rescue to provide safe communities through exceptional, professional service.

PROGRAM DESCRIPTION
MANAGEMENT (221)
This Division is responsible for the management and administrative functions of the Fire Department.

Included in this Division is responsibility for human resources, training development, administrative support, and quality improvement.

OPERATIONS (222)
This Division is responsible for the customary Fire Department model including emergency response and firefighter training. It also includes specialized services such as technical rescue; Joint Powers Agreements for training and communications; and maintenance of apparatus, equipment, and facilities.

FIRE PREVENTION (223)
This Division is tasked with enforcement of laws and ordinances relating to fire safety and prevention, the education of the community in areas of fire safety and community health, and solutions in building construction through fire prevention practices. Priorities of this Division remain plan review of new developments, inspections, weed abatement, and public education.

HAZARDOUS MATERIALS/EMERGENCY PREPAREDNESS (224)

66 This Division is responsible for the coordination of programs related to hazardous materials incident management and disaster preparedness including mitigation, response, and recovery operations from large-scale emergencies or disasters. The Hazardous Materials/Disaster Preparedness Division encompasses emergency planning and community emergency preparedness education programs and supports our Joint Powers Authority (JPA) through contracts with the Unified Disaster Council (UDC) and the Hazardous Incident Response Team (HIRT).

EMERGENCY MEDICAL SERVICES (225)
This Division is responsible for the management and administrative functions of the EMS program.

Included in this Division is responsibility for program management, equipment, training development, administrative support, and quality improvement. The funding for this division comes from an agreement with American Medical Response (AMR).

HEARTLAND FIRE & RESCUE JPA (226)
This Division is responsible for the Heartland Joint Powers Agreement. On January 1, 2010, the Cities of El Cajon, La Mesa, and Lemon Grove entered into a joint exercise of powers agreement for management and delivery of fire protection and emergency medical services. Under this agreement, the shared management team, known as “Heartland Fire & Rescue” provides management for the three cities. This Division includes salaries for the La Mesa positions included in this agreement, along with other costs approved within the agreement. Expenses in this division are shared with the other cities in the JPA through a quarterly reconciliation process.

GOALS AND OBJECTIVES
MANAGEMENT (221)
• Continue participation in Heartland Fire & Rescue JPA and explore additional areas of consolidation of efforts
• Continue administrative support of La Mesa Fire Department and Heartland Fire & Rescue JPA • Support development and enhancement of internal and external communications methods OPERATIONS (222)
• Continue replacement plan for breathing apparatus, fire hose, and personal protective equipment • Continue replacement, maintenance, and upkeep of fire vehicles • Continue repair or replacement of equipment and supplies • Continue maintenance and upkeep of equipment and facilities • Further develop standard operating guidelines between the three cities • Complete development of all position task books and continue to modify and refine existing documents
• Continue participation in Reserve Firefighter and Explorer Programs FIRE PREVENTION (223)
• Use technology to our benefit through program analysis that documents or graphically displays our work progress and makes us more efficient and effective in our efforts • Develop a process to identify and analyze community risks and development and implement programs that will reduce, mitigate, or eliminate those risks • Amend and adopt the State of California codes and standards that will recognize the topographical, geographical, and climatic conditions of the City and assist in the effective and efficient deployment of resources Page 166 of 286 67 • Continue to participate in the advanced planning, development plan review, and inspection processes to ensure that fire protection features and requirements comply with the adopted codes, standards, and regulations
• Ensure compliance with issued permits for construction and fire protection systems and the life and fire safety features of the built environment through maintenance inspections based on risk
• Develop a comprehensive strategy for maintaining vegetation fuels, defensible space, and weed abatement that reduce the risk posed from wildfires
HAZARDOUS MATERIALS/EMERGENCY PREPAREDNESS (224)
• Improve employee and City Management disaster readiness through ongoing training and participation in annual drills which are both City and County sponsored and required
• Provide disaster preparedness and general safety information through social media outreach • Support community disaster preparedness through East County Community Emergency Response Team (CERT) Program
• Provide disaster preparedness education to community members through public events and preparedness presentations
• Maintain emergency planning, continuity of operations, and disaster mitigation documents EMERGENCY MEDICAL SERVICES (225)
• Continue to seek cost recovery through agreement with American Medical Response (AMR) • Maintain supplies and equipment for Advanced Life Support program • Replace capital equipment per budget schedule
• Continue participation in Regional Cooperative Care Program (RCCP) and monitor cost and effectiveness
HEARTLAND FIRE & RESCUE JPA (226)
• Develop additional common administrative policies and procedures • Develop common standard operational guidelines for all three departments • Assist in development and implementation of regional operating guidelines • Develop and deliver standardized training programs for all three departments • Maintain the emergency planning documents
• Exercise City emergency plans
• Continue to coordinate the Fire Prevention function for all three cities under the shared JPA • Fill additional vacancies utilizing the joint testing process • Continue to support the area digital target hazard planning program • Support the East County Community Emergency Response Team (CERT) Program • Continue to participate in regional planning and exercises for emergency services • Maintain effective management of grants for the JPA agencies and proactively seek out new grants that meet City and department goals

EXPENDITURE SUMMARY

ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
Total Expenses

FIRE-MANAGEMENT
Salaries $0 – $0 $0 $0 Page 167 of 286
68 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
Fringe Benefits $0 – $0 $0 $0
Personal Expenses $0 $421 $400 $500 $400
Materials, Supplies, and Services $82,682 $83,740 $96,720 $150,967 $120,020 Equip & Capital Outlay $4,920 – $0 $0 $0
FIRE-MANAGEMENT TOTAL $87,602 $84,161 $97,120 $151,467 $120,420

FIRE-OPERATIONS
Salaries $5,901,711 $3,234,910 $5,579,610 $6,088,675 $6,368,377 Fringe Benefits $3,335,611 $2,598,895 $3,749,800 $4,027,807 $4,100,967 Personal Expenses $148,054 $193,089 $249,045 $220,583 $225,713 Materials, Supplies, and Services $1,449,313 $1,466,327 $1,629,511 $1,795,970 $1,823,250 Equip & Capital Outlay $10,172 $0 $2,400 $2,400 $2,400
FIRE-OPERATIONS TOTAL $10,844,861 $7,493,222 $11,210,366 $12,135,434 $12,520,706

FIRE-PREVENTION
Salaries $105,732 $54,557 $158,410 $225,438 $233,154
Fringe Benefits $96,227 $71,655 $119,550 $135,578 $137,315 Personal Expenses $2,727 $2,824 $9,670 $8,720 $8,720
Materials, Supplies, and Services $23,318 $25,147 $38,210 $94,680 $95,190 Equip & Capital Outlay $0 – $0 $0 $0
FIRE-PREVENTION TOTAL $228,004 $154,183 $325,840 $464,417 $474,379

FIRE HAZMAT/EMERG PREP
Salaries $0 – $0 $0 $0
Fringe Benefits $0 – $0 $0 $0
Personal Expenses $0 – $0 $0 $0
Materials, Supplies, and Services $78,342 $73,858 $84,180 $95,430 $101,330 FIRE HAZMAT/EMERG PREP TOTAL $78,342 $73,858 $84,180 $95,430 $101,330 FIRE-EMERG. MEDICAL SERV. $569,738 $439,420 $752,110 $709,892 $724,927 FIRE-HEARTLAND J.P.A. $1,732,734 $1,083,155 $1,929,340 $2,401,122 $2,477,987 TOTAL EXPENSES TOTAL $13,541,281 $9,327,999 $14,398,956 $15,957,762 $16,419,749 Total Revenues
FIRE
Revenue from Other Agency $1,175,744 $1,076,705 $977,900 $900,000 $900,000 Licenses and Permits $186,343 $185,233 $200,500 $268,000 $268,000 Fines, Forfeitures, and Penalties $7,666 $666 $8,000 $8,000 $8,000 Use of Money and Property – – $0 $88,270 $91,520
Services Charges $510,970 $518,792 $544,420 $504,950 $504,950 Other Revenue $2,530 $39 $0 $0 $0
FIRE TOTAL $1,883,252 $1,781,435 $1,730,820 $1,769,220 $1,772,470 TOTAL REVENUES TOTAL $1,883,252 $1,781,435 $1,730,820 $1,769,220 $1,772,470

SUPPLEMENTAL REQUESTS
Proposal Name 2023-24 2024-25 Total
Fire - Airbags $13,910 $0 $13,910
Fire - Extractor and Dryer $20,670 $0 $20,670
Fire - Hoverjacks $0 $25,890 $25,890
Fire - Fire Hose $14,050 $14,390 $28,440
Fire - Recliners $15,440 $14,100 $29,540
Fire - Thermal Imaging Cameras $16,230 $17,040 $33,270
Fire - RIC Bags $36,740 $0 $36,740
Fire - Utility Truck $0 $78,980 $78,980
Fire - SCBAs $52,330 $57,560 $109,890
TOTAL $169,370 $207,960 $377,330

STAFFING SUMMARY
Job Title FY2024 FY2025 Page 168 of 286
69 Job Title FY2024 FY2025
Allocated FTE Count
Administrative Office Assistant 1.00 1.00
Deputy Fire Chief 1.00 1.00
Deputy Fire Marshal 1.00 1.00
Emergency Preparedness Coordinator 1.00 1.00
Fire Battalion Chief w/ PM Cert (112 hour) 1.00 1.00
Fire Battalion Chief w/ PM Cert (80 hour) 1.00 1.00
Fire Captain 2.00 2.00
Fire Captain w/ PM Cert 10.00 10.00
Fire Chief 1.00 1.00
Fire Division Chief 1.00 1.00
Fire Engineer / Paramedic 2.00 2.00
Fire Engineer w/ PM Cert 10.00 10.00
Fire Inspector I 1.00 1.00
Fire Inspector II 1.00 1.00
Fire Marshal 1.00 1.00
Firefighter / Paramedic 15.00 15.00
Senior Management Analyst 1.00 1.00
ALLOCATED FTE COUNT 51.00 51.00

70 POLICE DEPARTMENT
The proposed FY 2023-2025 budget will maintain the Police Department’s operations at their current levels. The Department is undergoing a staffing and operational assessment in 2023 that may impact this budget. Over the course of the next two years our primary goals will be to lower the rate of serious crime, increase training and community engagement, strengthen relationships with the community, work with the Community Police Oversight Board, assess staffing levels, and seek alternate crime fighting strategies.

Over the course of the past two years, serious crime in La Mesa has increased. Overall crime has increased 9.0% based on 2022 data. County-wide, there has been a slight decrease in crime of 3% during the same period. Property crime continues to be the most prevalent crimes in La Mesa.

As described in the Quarterly Operations Reports, a variety of strategies have been used to combat these crimes and these strategies will remain in use for the FY 2023-2025 budget cycle. Based on the results of the staffing and operational assessment, the apportionment of Department personnel may be modified to meet the current needs of the various units of the Department, such as the Traffic Unit, Investigations Unit, SIU, and task force positions.

71 Over the course of the FY 2021-2023 budget cycle, the Department has worked diligently at reducing actual and operational vacancies. The Department will continue to strive to recruit highly qualified applicants for any open positions that become available in the FY 2023-2025 budget cycle. Continued stability in the staffing levels of the Department’s various units should aid in responding to and addressing various crime issues and community concerns.

The Department will continue to use a variety of means to provide information to the community, to address emerging crime trends, provide prevention information, and promote enhanced community outreach. This includes continued use of various social media platforms. The use of Facebook, Twitter, Instagram, Nixle, and Nextdoor.com continue to aid the Department in delivering timely community notifications. The traditional crime prevention information remains available on the City’s website or through links to other websites.

The Department is committed to provide positive and responsive interaction with the citizens of La Mesa by participating in Neighborhood Forums, Neighborhood Watch, Neighborhood Watch Captain’s Meetings, the National Night Out events, the annual Safety Fair, Apartment Managers’ meetings, Coffee with a Cop events, and hosting informative community classes such as KidzWatch, Youth Leadership Camp, and Citizens’ Academies. The use of the SPIDR Tech survey platform facilitates the gathering of real-time data on how the department is doing from a customer service standpoint.

MISSION STATEMENT
The La Mesa Police Department is dedicated to protecting life and property while promoting community involvement through professional service, honor, trust and integrity. The La Mesa Police Department has eight division budgets, with each division having a role in helping the department to accomplish our mission.

SERVICES DIVISION (201)
The mission of the Services Division is to provide logistical support and communications services for the Police Department, to maintain Department records and respond to public records requests, and to manage the eight Department budgets that come under the control of the Police Department.

PATROL DIVISION (202)
The mission of the Patrol Division is to protect life and property, preserve the peace, prevent crimes, enforce laws, and apprehend criminals. The Division strives to provide citizens and visitors with a safe community through effective, timely, courteous, and professional law enforcement services. We believe that our greatest opportunity to be successful in completing this mission is to act in a spirit of partnership with our community and the justice system.

INVESTIGATIONS DIVISION (203)
The mission of the Investigations Division is to investigate and solve serious crimes, to identify significant crime issues and conduct applicable criminal investigations, to provide support and information to the Patrol Division, to maintain accurate records and secure storage of property and evidence, and to maintain the skills and knowledge of Department personnel in their respective job duties.

TRAFFIC DIVISION (204)
The mission of the Traffic Unit is to provide for the safety of motorists, bicyclists, and pedestrians through the enforcement of traffic laws and public education programs; and to provide for the safety of schools and students.

72 HOME DIVISION (205)
The mission of the Homeless Outreach and Mobile Engagement (“HOME”) Program is to better connect those experiencing homelessness with existing County services.

ANIMAL CONTROL DIVISION (206)
The mission of the Animal Control Division is to provide for community safety and the humane treatment of animals through public education and compliance with State laws and City ordinances.

COMMUNITY RESOURCES DIVISION (207)
The mission of the Community Resources Unit is to provide and coordinate programs and services that serve to prevent crime, identify crime trends, improve community relationships, and enhance the delivery of law enforcement services to the community.

DOWNTOWN PARKING DIVISION (208)
The mission of the Downtown Parking Unit is to provide for the effective use of the downtown parking areas.

PROGRAM DESCRIPTION
SERVICES DIVISION (201)
Communications and Business Office – Provide logistical and communications support services to all Police Divisions and staff; provide excellent customer service to the community and visitors; receive emergency and non-emergency calls for service on a 24 hour-a-day basis; dispatch appropriate staff and resources in a timely manner; provide prisoner matron services; staff the police department public counter; process criminal and administrative reports and citations, coordinate with the prosecutor and other criminal justice agencies, respond to public records requests and records subpoenas, and maintain records in accordance with State law and City policies.

Equipment/Building Maintenance – Coordinate maintenance and repair of all Police equipment; oversee the Police facility and arrange for appropriate repairs/maintenance.

Administration – Provide leadership and direct management of the general operation of the Police Department. Oversee inspection of jail facilities and records. Manage grants and contracts. Function as department liaison to the Department of Justice. Supervise and coordinate budgeted expenditures; requisition supplies; process invoices; and maintain payroll and personnel records for members in the various divisions and units of the Police Department.

PATROL DIVISION (202)
Patrol – Provide preventive patrols and respond to calls for service on a 24 hour-a-day basis; conduct preliminary criminal investigations and limited follow up investigations; conduct “Problem Oriented Policing” projects; assist other City departments and law enforcement agencies in routine and emergency operations.

Administration – Coordinate patrol operations; assess and make appropriate allocations of patrol staff; conduct planning and coordinate operation of community and special events, provide supervision of Police Reserves.

73 INVESTIGATIONS DIVISION (203)
Investigations Unit – Conduct investigations of serious and series-related crimes; investigate crimes requiring advanced or specialized skills and knowledge; and coordinate information and operations with the Patrol Division and regional law enforcement agencies.

Training Unit – Monitor and insure compliance with Federal and State training standards for Department personnel, identify and coordinate attendance of Department personnel at training consistent with Federal and State standards and the Department Training Plan.

Property and Evidence Unit – Maintain complete and accurate records of all property and evidence under the control of the Department, provide for the secure and appropriate storage of property and evidence, coordinate the transfer, and return of evidence to and from court and criminal forensic labs.

Administration – Provide leadership and direct management of the general operations of the Investigations Unit, and conduct or coordinate briefings and news releases to the media.

Special Investigations Unit – A select group of officers specially trained, equipped and organized to address the most current and significant crime issues, such as: gang activity, violent crime, property crime series and any other crime trends deemed to negatively affect the quality of lives of citizens of La Mesa.

Task Force Positions – Detectives are assigned to the following task force positions: Narcotics Task Force, Regional Auto Theft Task Force, and occasional partnership with the U.S. Marshal’s Regional Fugitive Apprehension Team. Detectives in these off-site positions work collaboratively with other local, state and federal law enforcement agencies to address regional criminal activity and act as subject matter experts in their particular assignment.

TRAFFIC DIVISION (204)
Enforcement Operations – Conduct regular and special enforcement operations targeting leading collision locations and factors, respond to community complaints of traffic law violations, conduct enforcement operations aimed at “Driving Under the Influence,” investigate and report on the location and causes of collisions.

Education Programs – Provide public education programs on a variety of traffic safety topics, including “Driving Under the Influence,” bicycle safety, and child safety seats.

School Programs – Provide education, counseling, and enforcement services to local schools.

Administration – Provide leadership and direct management of the general operations of the Traffic Unit, monitor and assess traffic safety trends in coordination with other City departments, coordinate the operation and administration of traffic safety grants, provide staff liaison to the City’s Traffic Advisory Commission.

HOME DIVISION (205)
The HOME Program is structured so that trained specialists, including a full-time outreach worker and mental health clinician, are dispatched to respond to non-emergency calls for service related to homelessness that come into the La Mesa Police Department. As appropriate and safe, the HOME team will work directly with those experiencing homelessness and offer them an array of services and housing opportunities.

ANIMAL CONTROL DIVISION (206)

74 On January 11, 2022, the City Council approved the transfer of Animal Control services from the Police Department to the San Diego Humane Society. The Police Department is the liaison for the contract with the Humane Society, and is also responsible for coordinating dead animal removal from City streets with a private vendor.

COMMUNITY RESOURCES DIVISION (207)
Neighborhood Watch – Provide information and services to the community to address crime problems associated with residential areas.

Crime Free Multi-Housing – Provide information and services to apartment owners and managers, and coordinate a multi-step program designed to enhance the safety of multi-family residential rental properties.

Retired Senior Volunteer Patrol – Provide an enhanced level of service and programs to the community through the use of volunteers, including community patrols, the Alzheimer Safe Return Program, vacation home checks and the “You Are Not Alone” (YANA) program.

Crime Analysis – Provide data and analysis of criminal activity to sworn personnel for use in routine and special operations, prepare special reports for staff, complete and insure compliance with Federal and State crime reporting requirements.

Fingerprint Services – Provide Live Scan and ink fingerprint services to the public and applicants for City employment; maintain cooperative agreements to process applicants from various local agencies.

Other Services – Crime prevention specialists provide and coordinate services and information for the community in a number of areas, such as graffiti, volunteer support and Graffiti Tracker, and residential and commercial security inspections. Additional programs conducted on a regular basis include KidzWatch, TeenWatch, Juvenile Diversion, Youth Leadership Camp, Citizens’ Academy, Coffee With A Cop and Life On The Beat.

Administration – Provide leadership and direct management of the general operations of the Community Resources Unit.

DOWNTOWN PARKING DIVISION (208)
Downtown Parking District – Enforcement of parking meters and other parking violations, administer the Parking Permit Program, and provide for the repair and programming of the City’s parking meters.

Non-District Enforcement – Provide for the removal of vehicles obstructing scheduled street sweeping operations.

Administration – Provide leadership and direct management of the general operations of the Downtown Parking Unit, provide staff liaison to the City’s Parking Commission.

GOALS AND OBJECTIVES
SERVICES DIVISION (201)
Complete implementation of the California Office of Emergency Services Next Generation 9-1-1 system in conjunction with regional agencies
Continue to maintain State 9-1-1 answer time standards

75 Ensure all public safety dispatchers, call takers and supervisors receive ongoing training in compliance with current best practices on public safety Work with the San Diego Sheriff's Department to implement new regional records management system in 2024
Provide leadership and direct management of Police Department operations PATROL DIVISION (202)
Deploy available resources in the most effective manner possible Maintain optimal response times for high priority calls for service Work closely with our community partners in identifying and responding to crime Continue to improve on our reputation for delivering outstanding community service Continue to use our Intelligence Led Policing program to better identify criminals and their activity INVESTIGATIONS DIVISION (203)
Continued focus on local and regional emerging crime trends and targeted enforcement as problems are identified
Training and professional development of new personnel within the unit TRAFFIC DIVISION (204)
Provide a safe driving environment for the citizens using our roadways Reduce the number of traffic fatalities and accidents caused by speeding violations, child safety seat violations, and red light violations
Focus on school zone enforcement during months when schools are in session Monitor intersections where accidents frequently occur
Address citizen complaints, issues, and concerns with regards to traffic laws and violations Be highly visible to the public with regard to traffic enforcement Continue to use the Abandoned Vehicle Abatement (AVA) Program and enforce 72 hour parking laws
Support the City’s commitment to the Vision Zero program HOME DIVISION (205)
Improve the City’s ability to prevent homelessness and provide direct outreach to the homeless population.

Expand the City’s ability to connect homeless residents to transitional and permanent housing opportunities.

ANIMAL CONTROL DIVISION (206)
Decrease the shelter intake of unwanted animals
Develop a positive and visible presence in the community Educate the public on animal laws to prevent injury and increase awareness COMMUNITY RESOURCES DIVISION (207)
Promote the development of Neighborhood Watch Groups and schedule a meeting with the Neighborhood Watch Captains and Police Chief twice each year.

Continue participation in Crime Free Multi-Housing, Nixle, NextDoor.com and other social media platforms.

Continue to partner with community volunteers and the Public Works Department and utilize Graffiti Tracker to address graffiti issues throughout the City.

Continue the transition from the current UCR crime statistic reporting system to the FBI NIBRS/California CIBRS system. Page 175 of 286
76 DOWNTOWN PARKING DIVISION (208)
Maintain a well-managed parking system to attract and support new development, which is essential to sustaining healthy and vibrant downtown
Solicit public input from a variety of sources, including the promotion of public forums and the use of parking task force groups

EXPENDITURE SUMMARY

ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
Total Expenses
POLICE – – – $0 $0

POLICE-SERVICES
Salaries $1,834,191 $911,274 $1,885,560 $1,997,413 $2,004,731 Fringe Benefits $1,101,179 $834,709 $1,216,240 $1,201,918 $1,203,431 Personal Expenses $34,656 $25,574 $39,800 $47,045 $48,045 Materials, Supplies, and Services $1,071,990 $978,118 $1,121,201 $1,353,740 $1,423,530 Equip & Capital Outlay $0 $9,452 $7,340 $7,340 $7,340
POLICE-SERVICES TOTAL $4,042,016 $2,759,126 $4,270,141 $4,607,455 $4,687,078

POLICE PATROL
Salaries $5,855,280 $3,157,598 $6,184,490 $6,246,822 $6,247,800 Fringe Benefits $3,794,953 $2,911,241 $4,363,450 $4,364,324 $4,364,598 Personal Expenses $148,174 $97,444 $155,970 $167,195 $177,095 Materials, Supplies, and Services $856,526 $828,614 $1,028,453 $1,049,423 $1,039,173 Equip & Capital Outlay $993 $9,472 $7,350 $7,350 $7,350 POLICE PATROL TOTAL $10,655,925 $7,004,368 $11,739,713 $11,835,114 $11,836,016

POLICE-INVESTIGATIONS
Salaries $2,395,333 $1,525,185 $2,735,820 $3,109,353 $3,109,353 Fringe Benefits $1,628,427 $1,310,244 $1,973,250 $2,107,203 $2,107,203 Personal Expenses $45,911 $36,782 $69,470 $75,290 $70,490 Materials, Supplies, and Services $241,911 $243,130 $299,030 $381,080 $406,400 Equip & Capital Outlay $0 $3,326 $4,950 $4,950 $4,950
POLICE-INVESTIGATIONS TOTAL $4,311,581 $3,118,667 $5,082,520 $5,677,876 $5,698,396

POLICE-TRAFFIC
Salaries $1,039,767 $556,689 $1,146,560 $1,210,966 $1,210,966 Fringe Benefits $693,239 $532,173 $838,420 $847,855 $847,855 Personal Expenses $16,240 $8,395 $29,230 $38,630 $31,430 Materials, Supplies, and Services $73,390 $65,860 $86,750 $110,570 $112,170 Equip & Capital Outlay – – – $0 $0
POLICE-TRAFFIC TOTAL $1,822,635 $1,163,117 $2,100,960 $2,208,020 $2,202,420

HOME PROG
Salaries – – – $321,880 $333,146
Fringe Benefits – – – $149,920 $153,329
Personal Expenses $0 $0 $6,750 $7,000 $7,000
Materials, Supplies, and Services $2,377 $1,094 $17,410 $23,510 $26,310 HOME PROG TOTAL $2,377 $1,094 $24,160 $502,310 $519,785

POLICE-ANIMAL CONTROL
Salaries $13,028 $0 $63,020 $0 $0
Fringe Benefits $33,318 $24,884 $60,130 $0 $0
Personal Expenses $35 – $0 $0 $0
Materials, Supplies, and Services $238,037 $340,752 $398,300 $372,090 $397,090 POLICE-ANIMAL CONTROL TOTAL $284,417 $365,636 $521,450 $372,090 $397,090

POLICE-COMMUNITY RESRCES
Salaries $287,735 $398,608 $434,840 $469,166 $474,834
Fringe Benefits $169,452 $117,645 $173,940 $182,282 $183,453 Personal Expenses $46,493Page 176 of 286 $22,145 $46,030 $57,110 $57,710 77 ACTUALS MID BIENNIUM BUDGET FINAL BUDGET
FY2022 FY2023 FY2023 2024 2025
Materials, Supplies, and Services $125,451 $70,423 $179,450 $210,710 $212,920 Equip & Capital Outlay $48,350 -$10,940 $286 $286 $286
POLICE-COMMUNITY RESRCES TOTAL $677,481 $597,881 $834,546 $919,554 $929,203

DRUG ASSET SEIZURE
Materials, Supplies, and Services $376 $10,358 $10,490 $10,490 $10,490 Equip & Capital Outlay $31 – $0 $0 $0
DRUG ASSET SEIZURE TOTAL $406 $10,358 $10,490 $10,490 $10,490 SUPP LAW ENFRCMNT - COPS – – – $176,537 $176,537

DOWNTOWN PARKING
Salaries $56,650 $30,222 $56,510 $108,053 $109,857
Fringe Benefits $30,673 $18,611 $32,800 $44,878 $45,253 Personal Expenses $0 $0 $1,200 $250 $250
Materials, Supplies, and Services $10,047 $472 $86,120 $91,970 $91,970 Equip & Capital Outlay $0 – $0 $0 $0
DOWNTOWN PARKING TOTAL $97,369 $49,305 $176,630 $245,152 $247,330

CASP CERT AND TRNG FUND
Personal Expenses $0 $0 $7,500 $7,500 $7,500
Materials, Supplies, and Services $0 $678 $11,250 $11,250 $11,250 CASP CERT AND TRNG FUND TOTAL $0 $678 $18,750 $18,750 $18,750 TOTAL EXPENSES TOTAL $21,894,207 $15,070,230 $24,779,360 $26,573,349 $26,723,095 Total Revenues
POLICE
Revenue from Other Agency $86,685 $97,379 $40,000 $40,000 $40,000 Licenses and Permits $24,883 – $0 $0 $0
Fines, Forfeitures, and Penalties $398,712 $358,728 $360,000 $368,000 $419,300 Services Charges $72,029 $65,426 $72,500 $68,000 $133,500 Other Revenue $22,581 $28,108 $19,000 $19,000 $19,000
POLICE TOTAL $604,890 $549,641 $491,500 $495,000 $611,800

DRUG ASSET SEIZURE
Revenue from Other Agency $0 – $0 $0 $0
Fines, Forfeitures, and Penalties $23,166 $16,298 $0 $0 $0 Use of Money and Property -$5,562 $624 $930 $930 $930
Interfund Transfers $0 – $0 $0 $0
DRUG ASSET SEIZURE TOTAL $17,604 $16,922 $930 $930 $930 PUBLIC SFTY AUG-PROP 172
Sales Tax $399,040 $383,869 $397,100 $397,100 $397,100
Use of Money and Property -$7,534 $504 $760 $760 $760
Interfund Transfers $0 $0 -$397,100 -$397,100 -$397,100 PUBLIC SFTY AUG-PROP 172 TOTAL $391,506 $384,373 $760 $760 $760

SUPP LAW ENFRCMNT - COPS
Revenue from Other Agency $161,285 $165,271 $148,500 $148,500 $148,500 Use of Money and Property -$7,391 $480 $720 $720 $720
Interfund Transfers $0 $0 -$148,500 -$148,500 -$148,500 SUPP LAW ENFRCMNT - COPS TOTAL $153,894 $165,751 $720 $720 $720

DOWNTOWN PARKING
Fines, Forfeitures, and Penalties – – – $0 $0
Use of Money and Property – – – $0 $0
Other Revenue – – – $0 $0
DOWNTOWN PARKING TOTAL – – – $0 $0

CASP CERT AND TRNG FUND
Services Charges $17,839 $17,864 $17,500 $17,500 $17,500 CASP CERT AND TRNG FUND TOTAL $17,839 $17,864 $17,500 $17,500 $17,500 TOTAL REVENUES TOTAL $1,185,732 $1,134,552 $511,410 $514,910 $631,710

TOTAL REQUESTS BY PROPOSAL

78 Proposal Name 2023-24 2024-25 Total
Police Department - Communications Center
Computers $5,570 $0 $5,570
Police Department - Mobile Field Force
Equipment $7,080 $0 $7,080
Police Department - Patrol SRT Bounce
Imaging Camera $5,730 $5,870 $11,600
Police Department - Community Room Chairs $12,590 $0 $12,590 Police Department - Staff Conference Room
Chairs $13,620 $0 $13,620
Police Department - Patrol Rifles $18,770 $0 $18,770
Police Department - Community Room Tables $19,800 $0 $19,800 Police Department - Traffic Division Laptop
Computers $20,660 $0 $20,660
Police Department - Patrol SRT Voice
Projection Units $21,040 $0 $21,040
Police Department - Patrol Bola Wrap $22,710 $0 $22,710 Police Department - Patrol Ballistic Helmets $26,250 $0 $26,250 Police Department - Investigations Homicide
Evidence Storage $35,360 $0 $35,360
Police Department - Patrol 40mm Launchers $37,730 $0 $37,730 Police Department - Investigations Unit
Laptop Computers $41,000 $0 $41,000
Police Department - Patrol Active Shooter
Rifle Plates $41,710 $0 $41,710
Police Department - Unit #80 Vehicle
Replacement $44,590 $0 $44,590
Police Department - Unit #67 Replacement
Hybrid $44,590 $0 $44,590
Police Department - Unit #73 Vehicle
Replacement $44,590 $0 $44,590
Police Department - Unit #77 Vehicle
Replacement $44,590 $0 $44,590
Police Department - Unit #56 Vehicle
Replacement $0 $45,710 $45,710
Police Department - Patrol SRT Target
Illuminator $29,430 $30,150 $59,580
Police Department - Unit #67 Vehicle
Replacement $64,090 $0 $64,090
Police Department - Unit #28 $66,630 $0 $66,630
Police Department - Investigations Interview
Room Recording Equipment $66,940 $0 $66,940
Police Department - Chief's Vehicle Unit #76 $68,690 $0 $68,690 Police Department - Traffic Unit Motorcycle $34,820 $35,670 $70,490 Police Department - Flock Cameras $82,630 $0 $82,630
Police Department - Communications Center
Radio Consoles $159,040 $0 $159,040
Downtown Parking -Police $90,850 $83,090 $173,940
Police Department - 3 Patrol Units $0 $264,980 $264,980 Police Department - Access Control and
Station Cameras $105,200 $200,350 $305,550
Police Department $4,091,828 $4,203,853 $8,295,681
TOTAL $5,368,128 $4,869,673 $10,237,801

STAFFING SUMMARY
Job Title FY2024 FY2025
Allocated FTE Count
Clinical Homeless Outreach Specialist 2.00 2.00
Communications Supervisor 2.00 2.00
Community Services Officer 3.75 3.75
Crime Analyst 1.00 1.00
Crime Prevention Specialist II 1.00 1.00
Director of Community Development 0.05 0.05
Executive Secretary to the Police Chief 1.00 1.00
Homeless Outreach Technician 2.00 2.00
Management Analyst 0.45 0.45 Page 178 of 286
79 Job Title FY2024 FY2025
Police Captain 2.00 2.00
Police Chief 1.00 1.00
Police Dispatcher 12.00 12.00
Police Lieutenant 4.00 4.00
Police Officer 53.00 53.00
Police Officer Trainee 1.00 1.00
Police Property Officer I 1.00 1.00
Police Property Officer II 1.00 1.00
Police Sergeant 12.00 12.00
Police Services Manager 1.00 1.00
Police Services Specialist 1.00 1.00
Police Services Technician 3.00 3.00
ALLOCATED FTE COUNT 105.25 105.25

80 DEPARTMENT OF PUBLIC
WORKS
The primary focus during this budget cycle will be
on the continued operation and maintenance of
the City’s infrastructure to protect the public and
improve the quality of life for La Mesa residents
and visitors. Performance measures are utilized
where applicable to maintain accountability.

Providing excellent customer service, supporting
implementation of the City’s Climate Action Plan
goals, and developing strong positive
relationships with stakeholders remain priorities
for the Department. Proper infrastructure
maintenance leads to a safer environment and
reduced liabilities.

The Department will continue to perform its duties
in an efficient and effective manner. Technology
will be utilized along with infrastructure
management systems. Consolidation and
outsourcing of services will be examined when
opportunities arise. The Department will continue
to utilize the City website as a tool for collecting
and disseminating information and engaging the
public to improve communication. Infrastructure
will be maintained consistently with all regulatory
requirements.

External resources and partnerships, including
grants and joint agreements, will be explored to
expand the City’s ability to maintain and construct
infrastructure improvements.

BUILDING MAINTENANCE
Staff will continue to develop an inventory of indoor and outdoor City facilities or components and create an Asset Management Plan fund to ensure the ability to replace public facilities and components when needed. Implementation of energy conservation measures and improvements contributing to the Climate Action Plan (CAP) will continue at City facilities when possible. Staff will continue to focus on developing and implementing a preventive maintenance program for City buildings, in an effort to provide more proactive maintenance. Continued routine maintenance will be performed at City Hall, in an effort to extend the life of the building and provide a comfortable environment for customers and employees.

81 ENGINEERING
Engineering staff will continue work on the design
and inspection of infrastructure improvements.

Staff will implement the Regional Transportation
Improvement Plan approved by the City Council.

TransNet funds will be used to fund transportation
improvement projects such as street resurfacing,
street and pavement rehabilitation, traffic signal
upgrades, street lighting enhancements, such as
conversions to LED, curb, gutter and sidewalk
replacements, and storm drain projects at
locations throughout the City. Efforts will also
focus on completing public improvements on the
North Spring Street Corridor.

As part of citywide walkability and wellness
initiatives, the Department will focus on
implementing sidewalk and pedestrian
improvements and associated programming
which encourage walking and biking.

The Department will be working with the
appropriate Federal and local agencies to
complete the design and construction of the High
Street under-crossing, if funding becomes
available.

ENVIRONMENTAL SERVICES
The Environmental Services Division will continue
to work with EDCO Disposal Corporation to
maintain compliance with AB939 and statemandated waste diversion goals. Staff will look for opportunities to enhance programming in
support of Climate Action Plan goals and utilize
environmentally friendly City business practices
to conserve resources. The Division will also
provide staff support for the Environmental
Sustainability Commission.

Environmental Services will focus on
implementation of the multi-family and
commercial organics recycling programs required
under Assembly Bill 1826 and the Construction
and Demolition recycling program to increase
waste diversion and further support
implementation of the Climate Action Plan.

82 PARKS
Efforts will continue to focus on reducing water
consumption in parks and landscaped areas
through continued implementation of Calsense
irrigation controllers, use of drought resistant
landscaping and by replacing sprinkler heads with
rotor spray heads. Staff will continue to work to
preserve and enhance the City’s urban forest, as
trees provide a number of significant benefits. La
Mesa has been designated as a “Tree City USA”
since 1980, and staff will work to maintain that
designation.

Construction at Collier Park (Phase II) is ongoing
and is scheduled to be completed in September
2023, which will further develop park
infrastructure, play equipment, and the public
restroom.

83 TRAFFIC
Improving walkability through the implementation
of the concepts in the City’s Walkability Plan will
continue to be a priority. Walkability has been
linked to community health and wellness, so
improving pedestrian mobility will be emphasized.

Traffic continues to be a concern in many
residential areas. The Traffic Engineering Division
will work with the Traffic Commission to
implement traffic calming in accordance with the
Neighborhood Traffic Management Program and
Vision Zero. Staff will maintain a prioritized list of
streets for evaluation and implementation of
traffic calming measures as appropriate. Traffic
Staff will also continue to address requests for
Residential Permit Parking Areas in accordance
with its policy. Related to such, work is expected
to progress towards an automated online system
that will serve as a user-friendly interface for the
public to use in obtaining residential parking
permits.

Staff will continue to perform work to execute the
bicycle master plan and incorporate its
recommendations into other projects where
feasible.

Construction of the North Spring Street Phase II
pedestrian improvements project along Nebo
Drive and University Avenue is expected to be
completed and will include several traffic signal
upgrades and pedestrian safety improvements.

84 STORMWATER STREETS
In order to comply with the Clean Water Act and
the National Pollution Discharge Elimination
System permit, the Department will continue its
efforts to develop and execute storm water
pollution prevention programs. City crews will
continue to clean storm drain inlets and open
drainage channels. Outlet boxes, grates and
manholes will be inspected and repaired, to
preserve public health and safety.

The Division works cooperatively with other
jurisdictions to comply with the rules and orders
imposed by the Regional Water Quality Control
Board. The recent additional efforts include State
Trash Policy amendments, an investigative order
for human source pathogens, and new biological
objectives for creeks.

The Street Maintenance Division will continue
enforcing the pavement management system to
survey and assess pavement condition and
schedule pavement maintenance activities.

During this budget cycle, efforts will be focused
on preparing scheduled streets for slurry seal
application by dig-out patching, crack sealing and
skin patching selected streets in maintenance
zones 1 and 2. Prior to slurry sealing streets,
street trees will be pruned and concrete curb
ramps, sidewalks, and gutters will be repaired or
installed as resources allow, in a coordinated
surface infrastructure improvement program.

85 WASTEWATER
Engineering and Operations divisions will
continue to perform routine inspections and
condition assessments of the wastewater system,
prioritize maintenance activities and develop
long-term capital improvement programs. The
goals of these programs are to protect the
investment in the City’s wastewater system
infrastructure, reduce sewage backups and
overflows, exercise efficient and effective system
maintenance, perform repairs and construct
replacement/rehabilitation of the system.

The projects currently planned are Alvarado
Trunk Sewer Upgrade Phase 3, Parkway Drive
sewer upgrade, a new I-8 sewer crossing, and
Alvarado Road trunk sewer upsizing.

One of the major goals of the division is to
continue to investigate and eliminate storm water
inflow and infiltration into the wastewater system.

When necessary, the Division will pursue lowinterest State Revolving Fund loans to facilitate the capital improvement program.

Annual tree root treatment for wastewater pipes
will be continued, which will reduce the likelihood
of sewer backups and liability costs. Reducing the
number of backups and unnecessary costs are
high priorities for the Department. Additionally,
the Department has implemented programs and
procedures to ensure compliance with the State’s
waste discharge requirements, which includes a
Fats, Oil and Grease program.

MISSION STATEMENT
ENVIRONMENTAL SERVICES (301)
To manage the City’s integrated waste management activities, which include solid waste franchise administration and compliance with State requirements for reduction of waste being landfilled. This will be accomplished through programs that promote resource reuse and recycling as well as the safe disposal of household hazardous waste.

BUILDING MAINTENANCE (314)
The Building Maintenance division is committed to providing proactive, responsive, and cost-effective service for the maintenance and improvement of the City’s buildings, facilities and associated equipment in order to provide an environment that is safe, productive and functional for employees and the public.

PUBLIC WORKS ADMINISTRATION (311)Page 185 of 286
86 To provide overall administrative direction and supervision to the Public Works Operations Division and to enable the Public Works Department to achieve its goals for great customer service and accountability as efficiently and effectively as possible.

STREET MAINTENANCE (312)
To ensure streets, curbs, gutters, and sidewalks are effectively and efficiently maintained to provide safe and convenient mobility in the community through an ongoing program of preventive maintenance, repair, and rehabilitation.

STREET CLEANING (313)
To provide a clean and safe street environment for residents and businesses through a program of regularly scheduled sweeping of City streets, the downtown area, and City owned parking lots.

FLEET MAINTENANCE (315)
To maintain the fleet, which includes fire, police vehicles, and other equipment, in good operating condition through an ongoing program of preventive maintenance and timely repairs. To perform vehicle and equipment inspections, implement State mandated programs, and operate and maintain the fuel facility.

TRAFFIC SAFETY ENGINEERING (303)
To provide transportation engineering services which enhance safety for all modes of transportation and ensure safe and efficient traffic circulation.

TRAFFIC SAFETY ENGINEERING (317)
To pursue a proactive program of maintaining and operating traffic control devices. To improve the safety and efficiency in a manner that is sensitive to community concerns and provides for the efficient and effective movement of vehicles, bicycles, and pedestrians.

TREE TRIMMING (318)
To trim street and park trees in a safe and aesthetically pleasing manner.

STREETSCAPES MAINTENANCE (319)
To maintain the street and median landscaping to meet safety requirements while providing the best possible aesthetics.

ENGINEERING (302)
To provide the highest level of professional engineering services in the planning, design, construction, and inspection of public infrastructure.

WASTEWATER ENGINEERING (401)
To provide quality engineering and construction administration services to ensure the safety, efficiency, and financial stability of the City’s sanitary sewer and storm drain collection systems and to maintain compliance with the Clean Water Act through pollution prevention and Waste Discharge Requirements.

WASTEWATER OPERATIONS (402)
To maintain and operate the wastewater and storm water systems in accordance with regional, state, and federal requirements. Effective maintenance protects water quality for the citizens of La Mesa. Page 186 of 286 87 WASTEWATER EQUIPMENT REPLACEMENT (403)
To ensure that adequate financing will be available for the purchase and acquisition of qualified wastewater equipment and vehicles.

PARK MAINTENANCE (320)
To maintain and operate the City's parks and landscape areas at the highest level possible for the safety and enjoyment of the public.

HARRY GRIFFEN PARK MAINTENANCE (321)
To maintain Harry Griffen Park at the highest level possible for the safety and enjoyment of the public.

BRIERCREST PARK MAINTENANCE (322)
To maintain Briercrest Park at the highest level possible for the safety and enjoyment of the public.

DOWNTOWN STREETSCAPE MAINTENANCE (323)
To maintain the Downtown Village at the highest level possible for the safety and enjoyment of the public.

PROGRAM DESCRIPTION
ENVIRONMENTAL SERVICES (301)
The environmental services division manages La Mesa’s solid waste and recycling programs.

Functions include administering the solid waste and recycling franchise agreement with EDCO Disposal Corporation, supporting implementation of the waste-related components of the Climate Action Plan, and managing programs to ensure compliance with state waste diversion requirements.

This includes but is not limited to: monitoring business compliance with AB 1826 (organic waste recycling requirements), implementation of programs to ensure compliance with AB 341 (recycling requirements), and submission of annual reports to CalRecycle on the status of meeting State waste diversion mandates. Division goals are accomplished through programs that promote resource reuse and recycling as well as the safe disposal of household hazardous waste.

BUILDING MAINTENANCE (314)
Preventive Maintenance Program – To provide regularly scheduled repair and maintenance to keep building components such as heating ventilation air conditioning (HVAC) systems, roofs, plumbing and electrical systems, operating properly, and to extend their useful life.

PUBLIC WORKS ADMINISTRATION (311)
This section identifies costs associated with Public Works Administration related to all thirteen divisions within Public Works Operations. The Director of Public Works, Assistant Director of Public Works, and Administrative Analyst II supervise and coordinate personnel and work activities, as well as provide overall administrative direction for various public works programs. This division monitors performance goals and objectives in order to provide citizens the best possible service, reliability, and cost-effectiveness.

88 In addition to assisting the general public and dispatching requests for service, the Administrative Coordinator and Administrative Office Assistant provide administrative services that are required by the thirteen divisions. These functions include timekeeping and personnel transactions, purchasing assistance, invoice processing, budget preparation and tracking, status of budgeted funds, preparation of correspondence and reports, inventory control of vehicle fuels and office supplies, and maintenance of office records and files.

STREET MAINTENANCE (312)
Slurry Seal Program – Prepare scheduled streets for slurry seal application by dig-out patching, crack sealing, and skin patching; monitor the slurry seal contractor.

Street Patching Program – Repair damaged pavement by performing major and minor repairs.

Pothole Patching Program – Repair potholes in city streets and alleys.

Guardrail Repair and Installation – Repair and replacement of damaged guardrail.

Street Cleaning Program – Monitor the street sweeping contractor; respond to emergency spills, and clear debris from the roadways and alleyways as needed.

STREET CLEANING (313)
Assure that all streets are cleaned as scheduled.

FLEET MAINTENANCE (315)
Repair and Preventive Maintenance – Perform vehicle and equipment repairs, diagnose electrical and mechanical systems, and perform lubrication services. Conduct required emissions control testing, adjustments, and repairs; and monitor and test fuel tanks as required by State and County regulations.

The division maintains the City’s entire fleet of vehicles and equipment.

TRAFFIC SAFETY ENGINEERING (303)
The transportation engineering division manages the City’s traffic signals, City-owned streetlights, and other traffic control devices. Division staff reviews traffic impact studies, traffic control plans, public requests for installing traffic control devices, traffic calming measures, under the Neighborhood Traffic Management Program (NTMP), and other operational issues. Additional responsibilities include:
analyzing collision records; conducting speed surveys and traffic counts; reporting on traffic issues and concerns; and providing traffic engineering support to all engineering projects. Staff from the division provides administrative support for the Mobility Commission and Traffic Advisory Committee.

TRAFFIC SAFETY OPERATIONS (317)
Scheduled Maintenance – This division is responsible for maintenance and repairs of all regulatory and street name signs, street legends, stop-bars, striping, crosswalks, sign fabrication, painted curbs, and graffiti removal from signs and traffic control devices. The division maintains a computerized inventory of all traffic signs and fabricates signs as necessary, due to deterioration, damage, or vandalism.

TREE TRIMMING (318)
This division is responsible for trimming all city street/parkway trees, parks trees, tree removals, stump grinding and emergency tree removals as necessary. The section also performs trimming and removals of privately owned trees and landscaping as necessary that have become safety hazards by encroaching into the public right of way.

STREETSCAPES MAINTENANCE (319)
Street Median Maintenance – Maintains traffic medians, debris pick up, planting and trimming, graffiti removal, safety inspections, and overall upkeep of all city maintained landscaping.

89 Irrigation – Continual monitoring of the operation of all systems, repair and adjust as required, improve and upgrade for optimum performance and use of water, and avoid needless waste and runoff.

Street Median Fertilization – Keep all landscaping healthy, safe, and aesthetically pleasing.

ENGINEERING (302)
The Engineering Division provides services in three functional areas: capital improvement program management; development services; and construction inspection. Engineering staff administers the City’s Capital Improvement Program for infrastructure. This section is responsible for project design, bid administration, construction management, and quality control for all public works construction projects. The development services section is responsible for issuance of all permits for work in the right-of-way, and review of all private development projects and improvements for conformance with codes and standards. Inspection staff are responsible for the inspection of both capital improvement projects and private development.

WASTEWATER ENGINEERING (401)
The Wastewater Engineering Division provides financial monitoring and oversight for sewer treatment and transportation and participates on the Metro Wastewater JPA to ensure fair and equitable costsharing with the City of San Diego and other regional sewer agencies. The division conducts sewer rate studies and performs sewer billing functions; administers sewer transportation agreements with the cities of El Cajon, Lemon Grove, San Diego and the unincorporated community of Spring Valley; and administers the Industrial Waste Permit program.

This division oversees the sewer capital improvement program which includes: managing infrastructure inventories for GASB-34, conducting sewer system condition assessment, programming and designing sewer CIP projects, implementing programs which reduce sewer system overflows, liability claims, enhancing system performance, reviewing private development hydrology and sewer impact studies, and producing maps for use by internal and external customers.

The division also oversees compliance with Federal and State legal requirements, such as: the National Pollution Discharge Elimination System (NPDES) Program, the Regional Storm Water Permit; and Waste Discharge Requirements (WDR), which include reporting of sanitary sewer overflows and implementation of Fats, Oils and Grease (FOG) monitoring programs.

WASTEWATER OPERATIONS (402)
Cleaning – A majority of wastewater pipes are cleaned once a year. Selected pipes with chronic root or grease problems are cleaned on a monthly basis to reduce and eliminate stoppages and overflows.

Storm water inlets and storm drain pipe segments are inspected and cleaned as needed at least once a year to prevent drainage problems and flooding.

Inspection and Repairs - Televise sewer and storm drain pipes to determine maintenance and repair needs and make needed repairs to pipes and manholes to prevent failures. Repair, rebuild or replace storm drain inlets and outlet boxes, grates, and manholes. Make repairs to underground storm drain pipes as needed.

Private Laterals - Provide customers with maintenance methods and information regarding proper care of private laterals.

Spill Response and Reporting - Comply with regulatory requirements regarding overflow responses and reporting.

Underground Utility Locates - Locate and mark-out city wastewater and storm drain facilities in response to USA DIG-ALERT requests. Page 189 of 286
90 Open Channel Cleaning – Cleaned once each year.

WASTEWATER EQUIPMENT REPLACEMENT (403)
New equipment purchases and equipment replacement reimbursement costs for wastewater are budgeted in one account to simplify the budgeting and accounting processes and keep wastewater equipment and related costs within the wastewater fund. This budget provides: funding for vehicles and non-computer equipment valued at $2,000 or more, funding for computer equipment, peripherals and network infrastructure valued at $500 or more, and lease payment for approved vehicle and equipment purchases.

PARK MAINTENANCE (320)
Park Maintenance – Maintenance of city parks, debris pickup, restroom cleaning, planting and trimming, graffiti removal, safety inspections, fertilizing, and overall landscaping upkeep.

Playground Inspections and Repairs – Daily observation and quarterly inspections of all playground equipment. Make repairs to keep areas safe.

Turf Mowing – Weekly mowing of all park turf areas for healthy, aesthetically pleasing, and safe turf areas. Mowing of all ball field turf areas to keep playing surfaces well maintained, healthy, and safe for play.

Irrigation – Continual monitoring of the operation of all systems, repair and adjust as required, improve and upgrade for optimum performance and use of water, avoid needless waste and runoff through central irrigation system. Also includes the monitoring of water use throughout the city parks. The Calsense Computer Control System controls the irrigation in parks system.

Turf Fertilization and Renovations– Keep all park turf healthy, safe, and aesthetically pleasing.

Maintain playing fields which include repair and improvements to field turf for optimum playability and safety.

Chemical Application – Chemical weed control in all city-owned areas including parks, streets, alleys, and storm drain channels in accordance with the State and County Departments of Agriculture and all applicable laws and regulations.

Special Projects – Perform park improvement projects including re-landscaping, retaining walls, cement work, table and barbeque installation, and all construction projects.

HARRY GRIFFEN MAINTENANCE (321)
Park Maintenance – Daily maintenance of the park which includes trash pickup, restroom cleaning, planting and trimming, graffiti removal, safety inspections, fertilizing, and overall upkeep of the park.

Playground Inspections and Repairs – Daily observation and quarterly inspections of all playground equipment. Make repairs to keep areas safe.

Turf Mowing – Weekly mowing of all turf areas for healthy, aesthetically pleasing, and safe turf areas.

Irrigation – Continual monitoring of the operation of all systems, repair and adjust as required, improving and upgrading for optimum performance and use of water, and avoiding needless waste and runoff. The Calsense Computer Control System controls the irrigation.

Park Fertilization – Keep all park turf healthy, safe, and aesthetically pleasing.

91 Chemical Application – Chemical weed control in accordance with the State and County Departments of Agriculture and all applicable laws and regulations.

Contracted Portable Toilets – Provide and maintain two portable toilets for park users.

BRIERCREST PARK MAINTENANCE (322)
This division is responsible for the in-house maintenance of Briercrest Park. Briercrest Park consists of approximately 41,000 square feet of turf, a small playground, 12,000 linear feet of sidewalk, and a restroom facility.

Briercrest Park Maintenance – Daily maintenance of the park, including trash pickup, restroom cleaning, planting and trimming, graffiti removal, safety inspections, fertilizing, and overall upkeep of the park.

Playground Inspections and Repairs – Daily observation and quarterly inspections of all playground equipment. Make repairs to keep all park areas safe.

Turf Mowing – Weekly mowing of all turf areas for healthy, aesthetically pleasing, and safe turf areas.

Irrigation – Continual monitoring of the operation of all systems, repairing and adjusting as required, improving and upgrading for optimum performance and use of water, and avoiding needless waste and runoff. The Calsense Computer Control System controls the irrigation.

Park Fertilization – Keep all park turf healthy, safe, and aesthetically pleasing.

Chemical Application – Chemical weed control in accordance with the State and County Departments of Agriculture and all applicable laws and regulations.

DOWNTOWN STREETSCAPE MAINTENANCE (323)
This division is responsible for maintenance of the Downtown Village.

Irrigation – Continual monitoring of the operation of all systems, repairing and adjusting as required, improving and upgrading for optimum performance and use of water. The Calsense Computer Control System controls the irrigation.

Tree Trimming – Contracted and as needed in-house non-routine and emergency trimming.

Trash Removal – Keep all areas clear, clean, and free of trash and debris.

General Maintenance – Maintain the Village area as necessary. This includes graffiti removal, electrical repairs, and keeping the seating and walking areas clear and clean.

Power Wash Sidewalks – Sidewalks are power washed bi-monthly.

Event Power Panels – Ensure event power panels are working properly for special events.

GOALS AND OBJECTIVES
ENVIRONMENTAL SERVICES (301)
Provide customer service and support for waste management related functions

92 Promote resource reduction, reuse and recycling by residents, businesses, and construction Provide opportunities for residents to dispose of unused household hazardous waste, electronic waste, and used motor oil in a safe and convenient manner Operate the permanent household hazardous waste collection program at the EDCO La Mesa Transfer Station for residents
Submit annual reports to the California Department of Resources Recycling and Recovery on La Mesa’s solid waste diversion goal achievement
Provide administrative support to the Environmental Sustainability Commission Support the implementation of waste-related Climate Action Plan measures Ensure compliance with state waste diversion requirement BUILDING MAINTENANCE (314)
Administer preventative maintenance programs for City buildings Repair or replace interior and exterior building components Inspect City buildings to maintain a safe working environment Monitor energy use in the City facilities and develop strategies to reduce consumption Develop a CIP list of building maintenance projects
Oversee custodial service contracts for all City facilities PUBLIC WORKS ADMINISTRATION (311)
Foster effective and professional communications with citizens and staff Evaluate programs and service delivery in order to increase department efficiency and effectiveness Develop, input, and maintain infrastructure management and maintenance systems Evaluate programs and service delivery in order to increase department efficiency and effectiveness Monitor budgets and expenditures
Recruit and train personnel
Proactively assess risk
Collect, evaluate, and report performance measures for each division STREET MAINTENANCE (312)
Repair or patch 20,500 square feet of asphalt streets monthly Collect and dispose of debris left within the City’s public streets and alleys Implement the pavement management system to survey, assess pavement conditions, and schedule pavement maintenance activities
Prepare selected streets in maintenance zone 1 in FY24, and zone 2 in FY25, for slurry seal application by dig-out patching, crack sealing, and skin patching as necessary Repair concrete curb ramps, sidewalks, and gutters in zone 1 and zone 2 prior to slurry seal Monitor the City’s street sweeping contract
STREET CLEANING (313)
Administer and monitor the street sweeping contract to ensure compliance and quality Provide emergency street cleaning as required
Sweep all residential streets monthly
Sweep all commercial and downtown areas weekly
Sweep all City owned parking lots bi-monthly
Provide related customer service
FLEET MAINTENANCE (315)
Develop standard operating procedures and meet all regulatory requirements Implement comprehensive preventive maintenance programs for all vehicles and equipment Page 192 of 286 93 Perform state required BIT inspections every 90 days on all commercial vehicles in the fleet Administer and maintain a fuel management system and track fuel consumption Continually improve preventive maintenance techniques, procedures, and records for all vehicles and equipment
Monitor and update the fleet maintenance database through the use of the fleet asset management program
Develop and implement the safety training program and manual for Fleet Maintenance Train fleet employees on proper repairs and changes in the fast evolving field of automotive, truck, and equipment repair
Maintain parts storage and inventory control
Perform 45 preventative maintenance service checks each month TRAFFIC SAFETY ENGINEERING (303)
Administer the Neighborhood Traffic Management Program (NTMP) and maintain a prioritized list of streets for evaluation and implementation of traffic calming measures Oversee the sign retro reflectivity and replacement program Upgrade vehicular signal heads, pedestrian signal heads, accessible push buttons, and battery backup systems at signalized intersections
Implement Active Transportation Projects at locations citywide Complete traffic signal improvements and safety improvements at various locations citywide Pursue projects and grant opportunities that align with the division’s goals for traffic safety, the City’s Vision Zero Policy, and the adopted Climate Action Plan Implementation Plan Plan, Design and Construct bicycle and pedestrian infrastructure at locations identified in the Citywide Bicycle and Sidewalk Masterplan
Analyze and upgrade traffic signal interconnect systems on key arterial corridors including: Fletcher Parkway, Spring Street, Baltimore Drive, Lake Murray Boulevard, Jackson Drive, University Avenue, and El Cajon Boulevard
Install, maintain, and operate a modern traffic management center Coordinate with SDG&E or install street lighting along local streets and at local underpasses below Caltrans bridges
TRAFFIC SAFETY (317)
Provide staff support to the Traffic Advisory Committee Replace traffic control signs and curb marking
Provide safe school crossings through annual crosswalk and sign maintenance Re-stripe all center and lane lines annually
Inspect and paint traffic legends as needed
Repair, fabricate, and install signs as needed
Remove graffiti from signs
TREE TRIMMING (318)
Oversee the citywide tree trimming contract
Plant new street trees in accordance with the Implementation Plan Inspect and remove diseased trees as necessary
Trim 1,056 trees and 2,494 palm trees annually
Trim street trees in Zone 1 (FY24) and Zone 2 (FY25) in coordination with the city’s annual surface infrastructure maintenance program
Respond to citizen requests for right-of-way vegetation maintenance Maintain the city’s “Tree City USA” status (since 1980) STREETSCAPES MAINTENANCE (319)
Assist with trimming and maintenance of trees and landscaping within the City’s street medians Page 193 of 286 94 Continue upgrading existing irrigation systems in parks and on Fletcher Parkway to current Calsense central irrigation control standards
Coordinate and monitor trimming or removal of private trees and landscape which may affect the safety within the public street
Monitor irrigation use
ENGINEERING (302)
Implementation of the Transportation & Parks portion of City’s Capital Improvement Program Administer pavement management system
Initiate, prepare, and bid new contracts for public works construction Administer the City of La Mesa Utility Advisory Group
Administer the Regional Transportation Improvement Program (RTIP) Administer the CIP programming for Road Maintenance and Rehabilitation Account (RMRA), Highway Users Tax Account (HUTA), TransNet, and Regional Transportation Congestion Improvement Program (RTCIP)
Administer the annual street, curb, gutter, and sidewalk maintenance program for Zone 1 in FY24 and Zone 2 in FY25, in conjunction with the annual surface maintenance program Issue permits for work within the public right-of-way
Complete the design and construction of Collier Park Phase II Complete the MacArthur Park Master Plan
WASTEWATER ENGINEERING (401)
Provide outstanding customer service
Reduce inflow and infiltration into the collection system Reduce sanitary sewer overflows
Promote backwater valve installation incentive program
Pursue State Revolving Fund loan funding for capital improvement projects Develop short and long-term sewer capital improvement projects Implement programs to ensure compliance with regional storm water discharge permit requirements.

Conduct FOG control permit compliance program
Manage sewer rates and billing
WASTEWATER OPERATIONS (402)
Clean the majority of wastewater pipes annually
Respond to all sanitary sewer overflows
Oversee the wastewater system root foaming contract
Update the wastewater system management database to track and report maintenance Inspect and repair inlets, cleanouts, outlet boxes, grates and manholes on a continuous basis Respond to USA DIG-ALERT requests for location and mark out of city utilities within 48 hours of receiving the request
WASTEWATER EQUIPEMENT REPLACEMENT (403)
To negotiate the City’s best interest in the acquisition of wastewater capital assets Provide separate accounting for wastewater enterprise fund equipment and vehicles PARK MAINTENANCE (320)
Provide a high level of maintenance on ball fields through annual renovation programs Monitor and track water usage
Replace landscaping with drought tolerant landscaping as resources allow Inspect park features daily Page 194 of 286
95 HARRY GRIFFEN PARK MAINTENANCE (321)
Maintain plantings in and around the amphitheater
Monitor water use
Coordinate requirements, monitor budgets, and provide resources per the current joint powers agreement
Inspect all park features daily
Oversee contracts for portable toilets
BRIERCREST PARK MAINTENANCE (322)
Replacement of plant and landscape material as needed
Inspect all park features daily
Monitor water use
DOWNTOWN STREETSCAPE MAINTENANCE (323)
Provide a high level of maintenance in the Downtown Village Monitor and track water usage
Replacement of plant and landscape material as needed
Monitor the tree trimming contract

EXPENDITURE SUMMARY

SUPPLEMENTAL REQUESTS
Proposal Name 2023-24 2024-25 Total
Public Works - 315 - Diagnostic Scan Tool $10,010 $0 $10,010 Public Works - 321 - Stand-On Mower $0 $11,730 $11,730
Public Works - 315 - Parts Washer $12,710 $0 $12,710
Public Works - 312 - Pressure Washer $13,190 $0 $13,190 Public Works - 315 - Pressure Washer $0 $13,720 $13,720 Public Works - 320 - Gator (Electric) $16,130 $0 $16,130 Public Works - 320 - Pressure Washer and
Trailer $0 $17,830 $17,830
Public Works - 321 - Zero Turn Mower $0 $21,500 $21,500 Public Works - 320 - Front Mower $35,730 $0 $35,730
Public Works - 321 - Turbo Mower $71,820 $0 $71,820
Public Works - 315 - F-150 (Electric) $0 $80,430 $80,430 Public Works - 320 - Compact Utility Tractor $83,220 $0 $83,220 Public Works - 312 - Long Line Striper $624,170 $0 $624,170 TOTAL $866,980 $145,210 $1,012,190

STAFFING SUMMARY
Public Works FTEs
Job Title FY2024 FY2025
Allocated FTE Count
Administrative Analyst I 1.00 1.00
Administrative Analyst II 1.00 1.00 Page 195 of 286
96 Job Title FY2024 FY2025
Administrative Coordinator 1.00 1.00
Administrative Office Assistant 2.00 2.00
Assistant Director of Public Works 1.00 1.00
Assistant Engineer 1.00 1.00
Associate Engineer 2.00 2.00
Building Maintenance Supervisor 1.00 1.00
Building Maintenance Worker II 2.00 2.00
Code Compliance Officer II 0.35 0.35
Custodian 1.00 1.00
Customer Service Specialist II 0.50 0.50
Director of Finance 0.05 0.05
Director of Public Works 1.00 1.00
Downtown Operations Assistant 0.50 0.50
Engineering Project Manager 2.00 2.00
Engineering Technician I 2.00 2.00
Engineering Technician II 1.00 1.00
Environmental Program Manager 1.00 1.00
Equipment Operator 5.00 5.00
Equipment Service Worker 1.00 1.00
Finance Manager 0.20 0.20
Fleet Maintenance Supervisor 1.00 1.00
Heavy Equipment Operator 1.00 1.00
Irrigation Technician 1.00 1.00
Lead Mechanic 1.00 1.00
Management Analyst 1.00 1.00
Mechanic I 1.00 1.00
Mechanic II 1.00 1.00
Park Maintenance Lead Worker 2.00 2.00
Park Maintenance Supervisor 1.00 1.00
Park Maintenance Worker I 7.00 7.00
Park Maintenance Worker II 2.00 2.00
Park Maintenance Worker III 3.00 3.00
Public Works Inspector II 1.00 1.00
Public Works Maint Lead Worker 2.00 2.00
Public Works Maintenance Supervisor 2.00 2.00
Public Works Maintenance Worker I 2.00 2.00
Public Works Maintenance Worker II 1.00 1.00
Public Works Maintenance Worker III 1.00 1.00
Senior Management Analyst 1.00 1.00
Stormwater Program Manager 1.00 1.00
Tree Trimmer 1.00 1.00
Wastewater Maintenance Worker III 4.00 4.00
ALLOCATED FTE COUNT 65.60 65.60

97 Fire Department Requests
Proposal Name 2023-24 2024-25 Total
Fire - Airbags $13,910 $0 $13,910
Fire - Extractor and Dryer $20,670 $0 $20,670
Fire - Hoverjacks $0 $25,890 $25,890
Fire - Fire Hose $14,050 $14,390 $28,440
Fire - Recliners $15,440 $14,100 $29,540
Fire - Thermal Imaging Cameras $16,230 $17,040 $33,270
Fire - RIC Bags $36,740 $0 $36,740
Fire - Utility Truck $0 $78,980 $78,980
Fire - SCBAs $52,330 $57,560 $109,890
TOTAL $169,370 $207,960 $377,330
Police Department Equipment Replacement Requests
Proposal Name 2023-24 2024-25 Total
Police Department $0 $0 $0
Police Department - Communications Center
Computers $5,570 $0 $5,570
Police Department - Mobile Field Force
Equipment $7,080 $0 $7,080
Police Department - Patrol SRT Bounce
Imaging Camera $5,730 $5,870 $11,600
Police Department - Community Room Chairs $12,590 $0 $12,590 Police Department - Staff Conference Room
Chairs $13,620 $0 $13,620
Police Department - Patrol Rifles $18,770 $0 $18,770
Police Department - Community Room Tables $19,800 $0 $19,800 Police Department - Traffic Division Laptop
Computers $20,660 $0 $20,660
Police Department - Patrol SRT Voice
Projection Units $21,040 $0 $21,040
Police Department - Patrol Bola Wrap $22,710 $0 $22,710 Police Department - Patrol Ballistic Helmets $26,250 $0 $26,250 Police Department - Investigations Homicide
Evidence Storage $35,360 $0 $35,360
Police Department - Patrol 40mm Launchers $37,730 $0 $37,730 Police Department - Investigations Unit
Laptop Computers $41,000 $0 $41,000
Police Department - Patrol Active Shooter
Rifle Plates $41,710 $0 $41,710
Police Department - Unit #80 Vehicle
Replacement $44,590 $0 $44,590
Police Department - Unit #67 Replacement
Hybrid $44,590 $0 $44,590

BIENNIAL BUDGET
FY 2024-2025 Budget

98 Proposal Name 2023-24 2024-25 Total
Police Department - Unit #73 Vehicle
Replacement $44,590 $0 $44,590
Police Department - Unit #77 Vehicle
Replacement $44,590 $0 $44,590
Police Department - Unit #56 Vehicle
Replacement $0 $45,710 $45,710
Police Department - Patrol SRT Target
Illuminator $29,430 $30,150 $59,580
Police Department - Unit #67 Vehicle
Replacement $64,090 $0 $64,090
Police Department - Unit #28 $66,630 $0 $66,630
Police Department - Investigations Interview
Room Recording Equipment $66,940 $0 $66,940
Police Department - Chief's Vehicle Unit #76 $68,690 $0 $68,690 Police Department - Traffic Unit Motorcycle $34,820 $35,670 $70,490 Police Department - Flock Cameras $82,630 $0 $82,630
Police Department - Communications Center
Radio Consoles $159,040 $0 $159,040
Downtown Parking -Police $90,850 $83,090 $173,940
Police Department - 3 Patrol Units $0 $264,980 $264,980 Police Department - Access Control and
Station Cameras $105,200 $200,350 $305,550
TOTAL $1,276,300 $665,820 $1,942,120
Public Works Total Requests
Proposal Name 2023-24 2024-25 Total
Public Works - 315 - Diagnostic Scan Tool $10,010 $0 $10,010 Public Works - 321 - Stand-On Mower $0 $11,730 $11,730
Public Works - 315 - Parts Washer $12,710 $0 $12,710
Public Works - 312 - Pressure Washer $13,190 $0 $13,190 Public Works - 315 - Pressure Washer $0 $13,720 $13,720 Public Works - 320 - Gator (Electric) $16,130 $0 $16,130 Public Works - 320 - Pressure Washer and
Trailer $0 $17,830 $17,830
Public Works - 321 - Zero Turn Mower $0 $21,500 $21,500 Public Works - 320 - Front Mower $35,730 $0 $35,730
Public Works - 321 - Turbo Mower $71,820 $0 $71,820
Public Works - 315 - F-150 (Electric) $0 $80,430 $80,430 Public Works - 320 - Compact Utility Tractor $83,220 $0 $83,220 Public Works - 312 - Long Line Striper $624,170 $0 $624,170 TOTAL $866,980 $145,210 $1,012,190

BUDGET HOME

CITY OF LA MESA

99 BUILDING IMPROVEMENTS PROJECTS

BUILDING FUNDING SOURCES
Building projects are funded using general funds unless another funding opportunity becomes available.

Public, Educational, and Governments Channels revenue. PEG Fees assessed on all video service providers that use the public rights-of-way, including all local franchisees and all holders of state franchises as consistent with state or federal law.

FUNDED BUILDING PROJECTS
RE-ROOF RECREATION CENTER FLAT AREAS - $12,500
This project will re-roof flat areas of the recreation center building.

Funded by: GF
LIBRARY AND POST OFFICE AUTOMATED DOOR SYSTEM REPLACEMENT - $13,550 This project will replace the automated door systems of the Library and Post Office.

Funded by: GF
PUBLIC WORKS OPERATIONS EMERGENCY GENERATOR - $7,480
This project will repair the emergency generator in Public Works Operation.

Funded by: GF
CITY HALL SECURITY ENHANCEMENTS - $5,700
This project will install additional security measures at City Hall to make the area around the building more secure.

Funded by: GF
FY 2024-2028 BUILDING IMPROVEMENT PROGRAM

100
ADULT ENRICHMENT CENTER ROOF REPAIRS - $12,330
This project will repair some of the roofing at the Adult Enrichment Center.

Funded by: GF
FIRE STATION 12 PAINTING - $2,550
This project will repaint portions of Fire Station 12.

Funded by: GF
LEMON AVENUE MUNICIPAL PARKING LOT IMPROVEMENTS - $533,060 The Lemon Ave Parking Lot project will renovate and improve the existing parking lot with new green energy products. As part of this project, the city plans on improving the lighting in the and installing new electric vehicle charging stations.

Funded by: Parking Fees and State Air Resource Board funding

CLIMATE ACTION PLAN (CAP) ENERGY EFFICIENCY (HVAC, LIGHTING, SOLAR, MONITORING SYSTEMS) - $500,000
This project will construct CAP related projects on municipal buildings and facilities to improve energy efficiency.

Funded by: GF
COLLIER PARK PROJECT - SPRING HOUSE - $20,990
This project will perform an analysis of this building to determine renovation options and/or the building’s future use.

Funded by: GF
EMERGENCY POWER CONNECTION - FLEET MAINTENANCE BUILDING - $15,000 This project will provide an emergency generator connection to the Fleet Maintenance Building.

Funded by: GF
FACILITY CONDITION & MAINTENANCE ASSESSMENT - $100,000
This project will assess the City’s facilities and equipment for long term maintenance and upgrades.

Funded by: GF
FIRE STATION 13 FENCING AND GATE - $75,000
Project will include installing a fence around Fire Station 13 and installing a new electric vehicle gate.

Funded by: GF
PD LOCKER ROOM EXPANSION - $75,000 (DESIGN)
Building expansion for Women's Locker Room and Fitness Center. The project will increase the size of the women’s locker room and gym room to meet current and future demands.

Funded by: GF Design will be funded in FY24 budget. Construction will be funded in future years.

CITY HALL ADA RESTROOM IMPROVEMENTS - $60,000
ADA improvements to restrooms located at City Hall.

Funded by: GF
POLICE STATION DECK WATERPROOFING - $115,000 Page 200 of 286 101
Police Station Deck reapplication of the waterproofing coating. The maintenance work is essential to address and continue to preserve the moisture resistance of the structure, as well as to remain current with the structure's overall maintenance schedule.

Funded by: GF
CIVIC CENTER MARQUEE SIGN IMPROVEMENTS - $50,000
Improvements to the Civic Center Marquee Sign.

Funded by: PEG
PUBLIC WORKS YARD SOLAR PANEL AND BATTERY STOREAGE PROJECT - $400,000 Project will install solar and battery storage at Public Works yard.

Funded by: State Air Resource Board

FUTURE BUILDING PROJECTS
Future building projects will be funded by available general funds unless another funding source becomes available.

PD LOCKER ROOM EXPANSION - $700,000 (CONSTRUCTION)
Building expansion for Women's Locker Room and Fitness Center. The project will increase the size of the women’s locker room and gym room to meet current and future demands.

Funded by: GF Design will be funded in FY24 budget. Construction will be funded in future years.

NAN COUTS COTTAGE - CAP FACILITY IMPROVEMENTS - $340,000 Project will replace roof and add solar. Replace both HVAC units. Replace exterior doors and windows with dual pane windows for more a more energy efficient facility.

RECREATION CENTER AIR CONDITIONING - $140,000
Project will Install energy efficient air conditioning for the Recreation Center.

ADULT ENRICHMENT CENTER HVAC, ROOF REPAIR, AND SOLAR $350,000 Replacement of roofs & gutters, along with new roof solar system and HVAC units.

POOL RE-PLASTER - $350,000
Replace plaster in pool, repair joint at depth change, create new fittings for pool light housings, replace tiles.

RECREATION CENTER EXTERIOR PAINT - $65,000
Paint exterior of the La Mesa Recreation Center using elastomeric paint. Preparation of the stucco includes patching and sealing cracks and wood trim, as needed. Water seeps through wall during rains.

POOL DECK REPLACEMENT 7 - $60,000
This project will remove and replace existing concrete or coat and surface existing concrete.

POLICE STATION HVAC IMPROVEMENTS - $250,000 Page 201 of 286 102
Project will replace the cooling towers located in the Police Station building. The cooling towers will be upsized to meet the demands of the building.

FLEET BUILDING IMPROVEMENTS - $100,000
This project will provide adequate office space for current staff and a break room area for employees.

Currently one office is being share by two people and staff takes breaks and lunch in an open space area. Project will add adequate heating units for employees working in the building.

CHALLENGE CENTER AC REPLACEMENT - $50,000
This project will replace the HVAC unit at the Challenge Center.

NEW CITY HALL - $13,343,000
Project will construct a new City Hall.

LIBRARY EXPANSION OPTION 2 - $5,878,570
Project expand existing library.

NAN COUTS COTTAGE FACILITY RENOVATION - $100,000
Project will make facility improvements to kitchen, fencing, gazebo and restrooms.

BUDGET HOME

CITY OF LA MESA

103

PARKS PROJECTS FUNDING SOURCES

PARK FEES (PF)
Park impact fees are associated with the development of new single and multi-family residential developments which are then used to offset the cost of park infrastructure improvements needed to accommodate growth.

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
The Community Development Block Grant (CDBG) Program is administered by the United States Department of Housing and Urban Development and provides funds to cities to improve underserved neighborhoods.

GENERAL FUNDS (GF)

OTHER (OT)
Each year the City applies for grant funds from a variety of sources. The following is a list of the grant funding sources that have been identified for possible use on park capital improvement projects:
• State Department of Parks and Recreation
• CA Prop 68 Land and Water Bond Funds
• Public, Educational, and Governments Channels revenue. PEG Fees assessed on all video service providers that use the public rights-of-way, including all local franchisees and all holders of state franchises as consistent with state or federal law.

FUNDED PARKS PROJECTS
TRAIL FITNESS EQUIPMENT AT LA MESITA PARK - $8,980
This project will install outdoor fitness equipment for use by park patrons.

Funded by: PF
FY 2024-2028 CAPITAL IMPROVEMENT PROGRAM

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ADA ACCESS UPGRADES TO SUNSHINE PARK - $25,000
This project will provide access to the existing restroom, park and edge of Rolando School from 70th street.

Funded by: GF
WATER CONSERVATION LANDSCAPING RETROFIT - $9,520
Funds will be utilized for future turf replacement projects.

Funded by: OT
LA MESITA PARK IMPROVEMENTS - $22,720
Park funds will be used for improvements to this park.

Funded by: PF
COLLIER PARK IMPROVEMENTS - $3,770,000
The project includes: replacing the restroom, court and playground: improving the topography to improve park drainage, visibility, and creating ADA accessible access throughout the park: installing security cameras, lighting, parking, picnic shelters, pathways/sidewalks, and plazas: park drainage, and adding landscaping, including a mix of turf, trees, low water vegetation, and storm water quality features.

Funded by: PF, CDBG, OT, GF
MACARTHUR PARK MASTER PLAN - $1,880
Create a master plan for MacArthur Park.

Funded by: GF
JUNIOR SEAU ARTIFICIAL TURF REPLACEMENT - $625,000
Funds for the planned replacement of the artificial turf at the Junior Seau Sports Complex will be reserved for the project which is scheduled for 2024.

Funded by: GF
WAITE DRIVE PARK DESIGN - $90,380
This project will provide additional funding to develop a conceptual facility design to convert a vacant parcel of land on Waite Drive into a neighborhood park.

Funded by: GF
PARK AND RECREATION MASTER PLAN - $201,010
Preparation of a City-wide Park and Recreation Master Plan.

Funded by: GF

FUTURE PARKS PROJECTS
WAITE PARK DESIGN AND CONSTRUCTION - $7,000,000
Construction of new park at Waite Drive and Murray Hill Road, based on recommendations from the Waite Park Master Plan.

Funded by: GF, PF, Parks Grant Page 204 of 286
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WEST LA MESA PARK LAND - $300,000
Purchase approximately 1/2 lot near El Cajon Blvd corridor in West La Mesa for future neighborhood park.

Funded by: GF, PF, Parks Grant
HIGHWOOD PARK IMPROVEMENTS DESIGN - $75,000
Project will provide funding to develop a conceptual design to renovate joint use park next to La Mesa Arts Academy and add additional amenities in undeveloped land based on Master Plan.

Funded by: GF, PF, Parks Grant
MACARTHUR PARK REDEVELOPMENT DESIGN - $545,000
In accordance with the MacArthur Park Masterplan begin design for the first phases of park redevelopment such as pool, community center, park amenities.

Funded by: GF, PF, Parks Grant

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MISCELLANEOUS PROJECTS FUNDING SOURCES
Miscellaneous Capital Projects are funded using general funds unless another funding opportunity becomes available.

FUNDED MISCELLANEOUS PROJECTS
ENERGY CONSERVATION PROJECTS - $9,210
Funds will be used to construct energy reduction improvements at City facilities.

ADA MODIFICATIONS - $20,000
These funds will be used to make upgrades to bring City facilities in compliance with the Americans with Disabilities Act (ADA).

FIBER OPTIC CONNECTION TO COMMUNITY CENTER - $100,000
This project will construct and install fiber optic cabling to the Community Center.

MASSACHUSETTS AVENUE AND WAITE DRIVE UNDERGROUNDING - $8,206,160 Massachusetts Ave from SR94 to University and Waite Dr west of Massachusetts.

Funded by: SDG&E Rule 20A Work Credits

FUTURE MISCELLANEOUS PROJECTS
FIBER OPTIC CONNECTION FROM COMMUNITY CENTER TO POOL - $144,200 This project will construct and install fiber optic cabling from the Community Center to the pool area.

FY 2024-2028 CAPITAL IMPROVEMENT PROGRAM

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FIBER OPTIC CONNECTION TO FIRE STATION 12 - $145,600
This project will construct and install fiber optic cabling at Fire Station 12.

FIBER OPTIC CONNECTION TO FIRE STATION 13 - $153,800
This project will construct and install fiber optic cabling at Fire Station 13.

ARTS AND CULTURE MASTERPLAN - $75,000
Creation of community informed Art & Culture Master Plan to plan for the next 10 years and enhance art programing in the City.

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SEWER PROGRAM
The Capital Improvement Program (CIP) is an ongoing process, which attempts to match available funds with community plans and needs to maintain and improve facilities and infrastructure in La Mesa.

The CIP takes inventory of the City’s infrastructure and facilities, and then develops a prioritized project list consistent with community goals, using condition assessments of the infrastructure and facilities. It is designed to achieve optimum use of taxpayer dollars and to make sound budgetary decisions. The estimated replacement value of the City's infrastructure is $550 Million.

SEWER FUNDING SOURCES

WASTEWATER FUND
La Mesa adopted a sanitary sewer service charge in April 1975, which became effective on July 1, 1975. Fees are collected from each resident based on their usage of the system. Collected fees generate on-going revenues used to pay for system maintenance by staff, upgrade projects identified in the Sewer Master Plan, and the cost of transporting and treating sewer.

STATE REVOLVING FUND
The CWSRF program is a federal-state partnership that provides low-cost financing to communities for a wide range of water quality infrastructure projects, including municipal wastewater facilities, nonpoint source pollution control, decentralized wastewater treatment systems, stormwater runoff mitigation, green infrastructure, estuary protection, and water use.

FUNDED SEWER PROJECTS
SEWER BACKWATER VALVES - $39,080
This program provides incentive funds for privately owned properties that need a backwater valve.

Backwater valves are typically installed in properties that are more susceptible to sewer backups.

Funded by: Wastewater Fund
FY 2024-2028 CAPITAL IMPROVEMENT PROGRAM

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SEWER SYSTEM IMPROVEMENTS - $1,746,790
These projects will replace sewer lines based on the priorities established in the City’s Master Plan and condition assessment system.

Funded by: Wastewater Fund
SEWER INFLOW & INFILTRATION (I&I) MITIGATION PHASE 6 - $7,095,890 Replacement and Rehabilitation of 64 sewer segments totaling 15,500 linear feet and 70 manholes, located in the Vista La Mesa neighborhood of southwest La Mesa in the University sewer basin. The project area serves approximately 266 sewer connections and with an approximate population of 2000.

Funded by: Wastewater Fund, SRF Loan

FUTURE SEWER PROJECTS
SEWER INFLOW & INFILTRATION (I&I) MITIGATION PHASE 7 - $7,000,000 Replacement and Rehabilitation of 43 sewer segments totaling 10,200 linear feet and 52 manholes, located in the University Park and Cimmaron/Eucalyptus Hill neighborhood of central-west La Mesa in the University sewer basin. The project area serves approximately 235 sewer connections and with an approximate population of 900.

Funded by: Wastewater Fund, SRF Loan
AJ BASIN SEWER I/I MITIGATION PROJECT - $7,880,000
Replacement of 22,000 LF of sewer and 110 New or Rehabilitated Manholes. The project is designed.

The design needs a refresh and SRF funding application.

Funded by: Wastewater Fund, SRF Loan
NORMAL AVENUE SEWER REPLACEMENT PROJECT - $1,750,000
Replacement of 2,028 LF sewer and 13 New or Rehabilitated Manholes.

Funded by: Wastewater Fund

110

TRANSPORTATION AND STORM DRAIN PROGRAM

TRANSPORTATION FUNDING SOURCES
TRANSNET - ONE-HALF PERCENT (0.5%) SALES TAX
This revenue source was originally approved by voters of San Diego County in November 1987 and renewed in 2004. The additional sales tax is distributed to cities based upon a funding formula contained in the ballot measure. All funds must be used for transportation projects such as street construction, repair, and maintenance. In order to make needed repairs to major La Mesa corridors, the City is taking advantage of bond financing that was available through SANDAG.

PROPOSITION 42/HUTA (SECTION 2103)
Proposition 42 funds and Highway Users Tax Account (HUTA) funds are additional gas tax money to be used for transportation purposes. Proposition 42 funds are being replaced with Section 2103 HUTA funds.

TRANSIT DEVELOPMENT ADMINISTRATION (TDA)
TDA funds are provided to make transit improvements within the City of La Mesa.

ROAD MAINTENANCE AND REHABILITATION ACCOUNT (RMRA)
The California Road Repair and Accountability Act of 2017 (RRAA) was enacted into law on April 28, 2017. The RRAA created the Road Maintenance and Rehabilitation Program (RMRA) which provides funds to local agencies. Projects eligible to receive RMRA funds are road maintenance and road rehabilitation, safety, complete street components (including active transportation, bike/pedestrian, transit facilities, drainage, and storm water capture projects), traffic control devices, and match for state/federal funds for eligible projects.

REGIONAL TRANSPORTATION CONGESTION IMPROVEMENT PROGRAM (RTCIP) FY 2024-2028 CAPITAL IMPROVEMENT PROGRAM

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As part of SANDAG Commission Ordinance 04-01 and the TransNet Extension Ordinance and Expenditure Plan, local agencies are required to collect fees for each newly constructed housing unit.

These funds must be used to construct transportation improvements on the Regional Arterial System, such as new arterial roadway lanes, turning lanes, reconfigured freeway-arterial interchanges, or similar types of improvements, to accommodate future travel demand generated by new development throughout the San Diego region. A reasonable portion of the program revenue, up to a maximum of three percent, may be used for fund administration.

COMMUNITY DEVELOPMENT BLOCK GRANT
The Community Development Block Grant (CDBG) Program is administered by the United States Department of Housing and Urban Development and provides funds to cities to improve underserved neighborhoods.

OTHER
Each year the City applies for grant funds from a variety of sources. The following is a list of the grant funding sources that have been identified for possible use on transportation and storm drain capital improvement projects:

Highway Bridge Replacement & Rehabilitation (HBRRP) Grants through Federal Highway Administration
Active Transportation Program (ATP) Grants
Highway Safety Improvement Program (HSIP) Grants through Caltrans SANDAG Grants
State Department of Transportation - Environmental Enhancement Grants Sustainable Transportation Planning Grants
State Department of Parks and Recreation
Federal Emergency Management Administration (FEMA) Hazard Elimination Grant Sustainable Communities Grants

FUNDED TRANSPORTATION PROJECTS
The following summary provides transportation and storm drain project titles, proposed project funding amount, project descriptions and funding sources.

STREET ZONE MAINTENANCE - $150,000
These funds will be used for street zone maintenance.

Funded by: TransNet
PAVEMENT MANAGEMENT SYSTEM - $60,000
This project will fund the development of a computer database to track the age, condition and manage maintenance requirements for roadway pavements within the City.

Funded by: TransNet
REPAIR CURB AND GUTTER, SIDEWALK, PED RAMPS - $361,590
Projects will repair or replace existing curbs, gutters, sidewalks, and pedestrian ramps. Each year, work will concentrate within one of seven maintenance zones. The repair and/or replacement of these public improvements will focus on eliminating trip hazards, and improving pedestrian safety.

Funded by: TransNet
STREETLIGHT UPGRADES - $444,450 Page 211 of 286
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These projects will make needed improvements to intersection lighting to help improve safety, traffic flow and accessibility, as well as reduce congestion and facilitate improved pedestrian access.

Funded by: TransNet
TRAFFIC SIGNAL UPGRADES - $278,470
These projects will make needed improvements to traffic signals to help improve safety, traffic flow and accessibility, as well as reduce congestion and facilitate improved pedestrian access.

Funded by: TransNet
TRAFFIC CALMING & ACTIVE TRANSPORTATION - $220,120
These projects will help implement the Neighborhood Traffic Management Program, with the goal of reducing speeds and increasing safety on residential streets.

Funded by: TransNet
STREET RECONSTRUCTION - $943,390
TransNet funds will be used for street repair and resurfacing projects to maintain safe and efficient traffic flow on City streets.

Funded by: TransNet
REGIONAL ARTERIAL MANAGEMENT SYSTEM (RAMS) - $7,400
TransNet funds will be used for La Mesa’s contribution to the Regional Arterial Management System which allows jurisdictions to communicate with each other and Caltrans for improved traffic signal and transportation management including emergency situations.

Funded by: TransNet
STREET IMPROVEMENTS – VARIOUS LOCATIONS - $496,130
This project will repair and perform improvements of AC paving, curbs, gutters and sidewalks throughout the City.

Funded by: HUTA
ROAD MAINTENANCE AND REHABILITATION ACCOUNT (SB1) - $2,941,990 These funds will be used for street pavement maintenance, rehabilitation safety, complete street components (including active transportation, drainage, and stormwater capture projects), traffic control devices, and match for state/federal funds for eligible projects throughout the City.

Funded by: RMRA
BUS SHELTERS AND OTHER PUBLIC TRANSPORTATION IMPROVEMENTS $78,480 These funds will be used for bus shelter rehabilitation and transportation improvements along the trolley corridor and throughout the City.

Funded by: TDA
REGIONAL TRANSPORTATION IMPROVEMENTS $343,760
These projects will construct transportation improvements on the Regional Arterial System, such as new arterial roadway lanes, turning lanes, reconfigured freeway-arterial interchanges, or similar types of improvements, to accommodate future travel demand generated by new development throughout the San Diego region.

Funded By: RTCIP
GROSSMONT CENTER DRIVE BRIDGE - $329,960 Page 212 of 286 113
Upgrades to the Grossmont Center Drive bridge including adding a sidewalk to the west side of the bridge.

Funded by: HBRRP Grant, HUTA
CONCRETE IMPROVEMENTS ZONE 1 - $11,880
Rehabilitation of curb ramps, curbs, gutters, sidewalks, and cross gutters within Street Maintenance Zone 1.

Funded by: Development Lien Deposits
CITYWIDE SIGNAL UPGRADES - $49,990
This project will upgrade fiber optic traffic signal interconnect system and install cable, controllers, BBS, monitoring devices and related communication equipment to improve safety and operation.

Funded by: HSIP, TransNet, HUTA
EL CAJON BOULEVARD (JESSIE AVENUE TO WILLIAM AVENUE) - $426,570 This project will install a HAWK signal and curb extensions.

Funded by: HSIP, TransNet
PEDESTRIAN ENHANCEMENTS (CITYWIDE) –$7,200
This project will install rectangular rapid flashing beacons, high visibility crosswalks, and pedestrian curb ramps.

Funded by: HSIP, TransNet
LSRP ROADWAY SAFETY PLAN – $6,560
This project will develop a plan, which provides a framework for identifying, analyzing, and prioritizing roadway safety improvements on local and rural roads.

Funded by: HSIP, ATP, HUTA
LA MESA BOULEVARD COMPLETE STREETS SEGMENT 2 - $352,000 This project will extend the Complete Streets Plan from Segment 1 along the existing transit corridor on La Mesa Boulevard from Jackson Drive and Grossmont Center Drive north to Center Drive.

Funded by: Sustainable Communities Grant, HUTA

LA MESA BIKE AND SIDEWALK CONNECTION PROJECT (PLANNING, DESIGN, CONSTRUCTION) $4,488,000
This project will cover planning, public outreach, design and construction of 25 projects that will complete gaps existing in the bicycle and pedestrian circulation networks within the City.

Funded by: ATP, TransNet
INDUSTRIAL AREA WALKABILITY PLANNING STUDY - $150,000
Planning study to assess and incorporate walkability in the commercial area. The scope will include presentations to the Mobility Commission and City Council. Conceptual designs, traffic engineering pedestrian and parking analysis, summary and recommendation report with construction cost estimates.

Funded by: RMRA
INDUSTRIAL AREA SIDEWALK CONSTRUCTION - $75,000

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Construction and rehabilitation of sidewalks in the Industrial Area based on recommendations of the Industrial Walkability Study.

Funded by: RMRA
GUARDRAIL IMPROVEMENTS - $499,000
This project will upgrade existing guardrails throughout the City.

Funded by: HSIP
EDGELINE IMPROVEMENTS - $150,000
This project will install edgeline striping on various roadways throughout the City.

Funded by: HSIP
CITY-WIDE PAVING FY 2024 - $1,300,000
City-wide paving FY 2024. Repaving select streets in FY24.

Funded by: RMRA
ANNUAL SIDEWALK CONSTRUCTION - $75,000
Construction of sidewalk gaps citywide. Use CDBG funds if available for eligible areas.

Funded by: CDBG/TransNet
ATP MASTER PLANNING OF HOFFMAN AND TOWER - $500,000
This is an engineering master planning of these streets as they are collectors and close to schools and parks. The project will identify the ROW, design and other needs.

Funded by: State Park Grant
CITY-WIDE PAVING FY 2025 - $1,300,000
City-wide paving FY 2025. Repaving select streets in FY25.

Funded by: RMRA
MEDIAN UPGRADES AND HARDSCAPE IMPROVEMENTS - $100,000
Project will upgrade medians/hardscapes at various locations.

Funded by: RMRA
SPRING STREET TRANSIT STATION MULTIMODAL ACCESS IMPROVEMENTS - $200,000 The Spring Street Transit Station Multimodal Access Plan would serve as a blueprint to integrate multiple modes of transportation, enhance connections to the transit station and provide safe, convenient access to regional transit services while reducing dependence on the automobile, reducing GHG emissions and improving the health of the community at large.

FUTURE TRANSPORTATION PROJECTS
JACKSON & EL PASO TRAFFIC SIGNAL IMPROVEMENTS - $475,000 Installation of protected left turn traffic signals for Jackson Drive at El Paso Street.

Funded by: (current) PTA Funds $10,000, (future) HSIP Grant, TransNet, HUTA,

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UNINTERRUPTED POWER SUPPLY PROGRAM BATTERY BACKUP SYSTEM - $2,500,000 This project will replace Battery Backup Systems at selected locations in the City Funded by: HSIP, TransNet, HUTA
COMMUNICATION/SMART CITY MASTER PLAN - $100,000
The master plan will lay out the City's smart city and communication needs throughout the City and across all department.

Funded by: SANDAG Grant

CITY-WIDE EMERGENCY VEHICLE PRE-EMPTION INSTALLATION AND REPLACEMENT -$450,000
Project will install new and replace outdated Emergency Vehicle Preemption sensors at traffic signals.

Funded by: HSIP, TransNet, HUTA
TRAFFIC SIGNAL OPTIMIZATION PROGRAM PHASE 1 - $650,000
Fletcher Parkway Coordination Project and Spring Corridor Adaptive Study/Project.

Funded by: HSIP, TransNet, HUTA
70TH AND TOWER TRAFFIC SIGNAL INTERSECTION IMPROVEMENTS - $525,000 Project will install protected left turn indications along 70th Street at Tower.

Funded by: HSIP, HUTA, TransNet
PARKWAY AND BALTIMORE ADD PROTECTED REQUESTS - $525,000 Install protected lefts along Parkway at Baltimore Drive.

Funded by: HSIP, HUTA, TransNet

FUNDED STORM DRAIN PROJECTS
HIGHWAY USERS TAX ACCOUNT (HUTA) DRAINAGE IMPROVEMENTS - $1,089,990 Highway User Tax Act funds will be used to make improvements to roadways that are in need of drainage improvements to reduce roadway flooding.

Funded by: HUTA
ROADWAY DRAINAGE IMPROVEMENTS - $1,206,630
Transnet funds will be used to make improvements to roadways that need drainage improvements to reduce roadway flooding.

Funded by: TransNet LAM44
BOULEVARD DRIVE STORM DRAIN IMPROVEMENTS – $3,600,000
The City of La Mesa proposes to construct an approximately 200-foot-long box culvert storm drain under Boulevard Drive. The project would connect an area of upstream box culvert, with a downstream box culvert which is located within the Salvation Army Kroc Center parking lot in the City of San Diego.

The proposed project consists of a single 14 by 4 foot, double 8 by 4 foot, or similar, box culvert of adequate size to mitigate roadway and associated flooding.

Funded by: FEMA, ARPA, RMRA

116
HIGHWOOD PARK DRAINAGE CHANNEL - $100,000
Design and construct improved drainage channel next to courts at Highwood Park. Project will solve the current flooding issue from the newly renovated pickleball / tennis courts located at the park.

Funded by: General Fund

117

CAPITAL IMPROVEMENT PROGRAM
FY2024
CATEGORY Funding Sources
ACCOUNT PROJECT DESCRIPTION PROPOSED ENCUMBERED CARRY WASTEWATER GENERAL CDBG PROP. A PROP 42 TDA PARK ROAD MAINT. OTHER REAPPROPRIATION OT

NUMBER NEW FUNDS FORWARD FUND FUND FUND TRANSNET RTCIP HUTA FUND FEES & REPAIR TOTAL FUNDING SOURCE

SF GF CD TR RT FT TD PF RM OT
301-WASTEWATER
301-1173SF Backwater Valves Claims 17 39,080 39,080 39,080 301-1180SF Annual Sewer Improvements 18 8,290 8,290 8,290 301-1190SF Annual Sewer Improvements 19 15,850 15,850 15,850 301-1200SF Annual Sewer Improvement 20 260,820 260,820 260,820 301-1210SF Annual Sewer Improvements 21 3,320 34,270 37,590 37,590 301-1212SF Sewer I&I Mitigation Phase 6 95,120 770 95,890 95,890 301-1220SF Annual Sewer Improvements 22 54,090 569,290 623,380 623,380 301-1230SF Annual Sewer Improvements 23 400,000 400,000 400,000 301-1240SF Annual Sewer Improvements 24 400,000 400,000 400,000 301-1241OT I&I Mitigation Phase 6 7,000,000 7,000,000 7,000,000 SRF Loan TOTAL SEWER PROJECTS 7,400,000 437,490 1,043,410 1,880,900 7,000,000 8,880,900 302-TRANSPORTATION
302-214AOT HBRRP - Grossmont Center Drive Bridge 123,490 206,470 329,960 329,960 HBRRP Grant 302-2177OT Jackson & El Paso Traffic Signal Improvements 10,000 10,000 10,000 PTA Funds 302-218AOT Concrete Improvements Zone 1 11,880 11,880 11,880 Zone 1 Lien Dep. 302-2199FT HUTA - (Section 2103) Street Improvements 19 6,860 43,130 49,990 49,990 302-2201TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps 20 33,570 33,570 33,570 302-2204TR RTIP - LAM 39 - Traffic Calming & Active Transportation 20 5,780 14,340 20,120 20,120 302-2205TR RTIP - LAM 40 - Street Reconstruction 20 9,030 9,030 9,030 302-220AOT HSIP - Citywide Signal Upgrades 49,990 49,990 49,990 HSIP Grant 302-220BOT HSIP - El Cajon Blvd. (Jessie Ave to William Ave) 426,570 426,570 426,570 HSIP Grant 302-220COT HSIP - Pedestrian Enhancements (Citywide) 7,200 7,200 7,200 HSIP Grant 302-220JOT LSRP Rodadway Safety Plan 6,560 6,560 6,560 ATP Grant 302-2219TR RTIP - LAM 32 Pavement Management System 21 60,000 60,000 60,000 302-2211TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps 21 690 72,870 73,560 73,560 302-2214TR RTIP - LAM 39 - Traffic Calming & Active Transportation 21 50,000 50,000 50,000 302-2215TR RTIP - LAM 40 - Street Reconstruction 21 21,530 32,760 54,290 54,290 302-2217FT HUTA (Section 2103) Street Improvements 21 106,490 56,790 163,280 163,280 302-2218RM Road Maintenance and Rehabilitation Account (SB1) 21 7,020 21,710 28,730 28,730 302-2221TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps 22 1,420 33,580 35,000 35,000 302-2223TR RTIP - LAM 37 - Traffic Signal Upgrades 22 12,160 12,160 12,160 302-2224TR RTIP - LAM 39 - Traffic Calming & Active Transportation 22 50,000 50,000 50,000 302-2225TR RTIP - LAM 40 - Street Reconstruction 22 37,060 13,380 50,440 50,440 302-2227TR HUTA - (Section 2103) Street Improvements 22 7,210 63,980 71,190 71,190 302-2228RM RMRA - Road Maintenance and Rehabilitation Account (SB1) 22 70,450 465,360 535,810 535,810 302-2229OT La Mesa Bike and Sidewalk Connections Project 203,900 203,900 203,900 Sustainable Comm. Grant 302-222AOT HSIP - Guardrail Improvements 499,000 499,000 499,000 HSIP Grant 302-222BOT HSIP - Edgeline Improvements 150,000 150,000 150,000 HSIP Grant 302-222DOT La Mesa Blvd Complete Streets Plan Segment 2 324,070 27,930 352,000 352,000 Sustainable Comm. Grant 302-2231TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps 23 11,400 18,060 29,460 29,460 302-2232TR RTIP - LAM 34 - Street Lights 23 6,170 238,280 244,450 244,450 302-2233TR RTIP - LAM 37 - Traffic Signal Upgrades 23 96,440 19,870 116,310 116,310 302-2234TR RTIP - LAM 39 - Traffic Calming & Active Transportation 23 50,000 50,000 50,000 302-2235TR RTIP - LAM 40 - Street Reconstruction 23 379,630 379,630 379,630 302-2239TR RTIP - LAM 52 - La Mesa Bike and Sidewalk Connections Project 23 70,000 70,000 70,000 302-223BTR RTIP - LAM 53 - Grossmont Center Drive Bridge 23 158,670 158,670 158,670 302-2237FT HUTA - (Section 2103) Street Improvements 23 49,680 52,170 101,850 101,850 302-2238RM RMRA - Road Maintenance and Rehabilitation Account (SB1) 23 1,039,210 1,039,210 1,039,210 302-2239OT La Mesa Bike and Sidewalk Connections Project 424,800 424,800 424,800 Sustainable Comm. Grant 302-223CRT RTCIP - Regional Arterial Improvements 23 343,760 343,760 343,760 302-2240TR RTIP - LAM 31 - Street Zone Maintenance 24 150,000 150,000 150,000 302-2241TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps 24 190,000 190,000 190,000 302-2242TR RTIP - LAM 34 - Street Lights 24 200,000 200,000 200,000 302-2243TR RTIP - LAM 37 - Traffic Signal Upgrades 24 150,000 150,000 150,000 302-2244TR RTIP - LAM 39 - Traffic Calming & Active Transportation 24 50,000 50,000 50,000

118

CAPITAL IMPROVEMENT PROGRAM
FY2024
CATEGORY Funding Sources
ACCOUNT PROJECT DESCRIPTION PROPOSED ENCUMBERED CARRY WASTEWATER GENERAL CDBG PROP. A PROP 42 TDA PARK ROAD MAINT. OTHER REAPPROPRIATION OT

NUMBER NEW FUNDS FORWARD FUND FUND FUND TRANSNET RTCIP HUTA FUND FEES & REPAIR TOTAL FUNDING SOURCE

SF GF CD TR RT FT TD PF RM OT
302-2245TR RTIP - LAM 40 - Street Reconstruction 24 450,000 450,000 450,000 302-2246TR RTIP - LAM 46 - Regional Arterial Management System (RAMS) 24 7,400 7,400 7,400 302-2247TR RTIP - LAM 52 - La Mesa Bike and Sidewalk Connections 24 456,000 456,000 456,000 302-2248TR RTIP - LAM 53 - Grossmont Ctr. Dr. Bridge Widening and Rehab 24 39,000 39,000 39,000 302-2249TR RTIP - LAM 54 - La Mesa Boulevard Complete Streets Plan 24 60,000 60,000 60,000 302-224ATR RTIP - LAM 55 - La Mesa Boulevard Complete Streets Plan. Seg. 2 24 40,000 40,000 40,000 302-224BTR RTIP - LAM 56 - Spring St.Transit Station Multimodal Imprvmnts. 24 10,000 10,000 10,000 302-224CFT HUTA - (Section 2103) Street Improvements 24 109,820 109,820 109,820 302-224DRM RMRA - Road Maintenance and Rehabilitation Account (SB1) 24 1,113,240 1,113,240 1,113,240 302-224ETD TDA - Bus Shelters and Other Public Transportation Improvements 24 78,480 78,480 78,480 302-224FRT RTCIP - Regional Arterial Improvement 24 48,390 48,390 48,390 302-224GOT LM Bike & Sidewalk Connections Project 23 (Construction) 3,407,000 3,407,000 3,407,000 Sustainable Comm. Grant 302-224HRM Industrial Area Walkability Study 150,000 150,000 150,000 302-224IRM Commercial Sidewalk Construction 75,000 75,000 75,000 302-224JCD Residential Sidewalk Infill CDBG 24 75,000 75,000 75,000 TOTAL TRANSPORTATION PROJECTS 6,859,330 1,330,720 4,971,650 3,370,280 392,150 424,940 78,480 2,941,990 5,878,860 13,161,700 304-STORM DRAINS
304-4200FT HUTA (Section 2103) Drainage Improvements 20 26,250 26,250 26,250 304-4210TR RTIP - LAM 44 - Roadway Drainage Improvements 21 53,630 53,630 53,630 304-4211OT FEMA - Blvd Dr Storm Drain Improvements 20,370 1,143,740 1,164,110 1,164,110 FEMA Grant 304-4220FT HUTA (Section 2103) Drainage Improvements 22 84,890 124,950 209,840 209,840 304-4221TR RTIP - LAM 44 - Roadway Drainage Improvements 22 25,230 312,770 338,000 338,000 304-4230FT HUTA (Section 2103) Drainage Improvements 23 21,720 392,900 414,620 414,620 304-4231TR RTIP - LAM 44 - Roadway Drainage Improvements 23 325,000 325,000 325,000 304-4240FT HUTA (Section 2103) Drainage Improvements 24 439,280 439,280 439,280 304-4241TR RTIP - LAM 44 - Roadway Drainage Improvements 24 490,000 490,000 490,000 304-4242OT 69th St Storm Drain Project 3,600,000 3,600,000 3,600,000 FEMA Grant/ARPA 304-4243GF Highwood Park Drainage 100,000 100,000 100,000 TOTAL STORM DRAIN PROJECTS 4,629,280 178,460 2,352,990 100,000 1,206,630 1,089,990 4,764,110 7,160,730 305-BUILDINGS
305-5124GF Re-roof Recreation Center Flat Areas 12,500 12,500 12,500 305-5131GF Library and Post Office Automated Door System Replacement 13,550 13,550 13,550 305-5141GF Public Works Operations Emergency Generator 7,480 7,480 7,480 305-5160GF City Hall Security Enhancements 5,700 5,700 5,700 305-5163GF Adult Enrichment Center Roof Repairs 12,330 12,330 12,330 305-5164GF Fire Station 12 Painting 2,550 2,550 2,550
305-5172OT Downtown Village Municipal Parking Lot Maintenance 27,210 27,210 27,210 Parking Fees 305-5220OT Fire Station 11 HVAC 1,940 125,000 126,940 126,940 AMR Rent 305-5221OT CAP Energy Efficiency (HVAC, lighting, solar, monitoring systems) 500,000 500,000 500,000 ARPA 305-5222GF Collier Park Renovation Project - Spring House 20,990 20,990 20,990 305-5223GF Emergency Power Connection - Fleet Maintenance Building 15,000 15,000 15,000 305-5224GF Facility Condition & Maintenance Assessment 50,000 50,000 50,000 305-5231GF Fencing and Gate for Station 13 75,000 75,000 75,000 305-5240OT Lemon Ave Municipal Parking Lot Improvements 103,010 103,010 103,010 Parking Fees 305-5241OT Civic Center Marquee Sign Improvements 50,000 50,000 50,000 PEG Funds 305-5247OT Lemon Ave Electric Vehicle Charging Stations - AB102 250,000 250,000 250,000 State Air Resource Board 305-5248OT PW Yard Solar Panel & Battery Storage 400,000 400,000 400,000 State Air Resource Board 305-5242GF PD Locker Room Expansion (Design) 75,000 75,000 75,000 305-5243GF Facility Condition & Maintenance Assessment 50,000 50,000 50,000 305-5244GF Fire Station 13 Fencing and Gate 25,000 25,000 25,000 305-5245GF City Hall ADA Restroom Improvements 60,000 60,000 60,000 305-5246GF Police Station Deck Waterproofing 115,000 115,000 115,000 TOTAL BUILDING PROJECTS 1,128,010 1,940 867,310 540,100 1,457,160 1,997,260

119

CAPITAL IMPROVEMENT PROGRAM
FY2024
CATEGORY Funding Sources
ACCOUNT PROJECT DESCRIPTION PROPOSED ENCUMBERED CARRY WASTEWATER GENERAL CDBG PROP. A PROP 42 TDA PARK ROAD MAINT. OTHER REAPPROPRIATION OT

NUMBER NEW FUNDS FORWARD FUND FUND FUND TRANSNET RTCIP HUTA FUND FEES & REPAIR TOTAL FUNDING SOURCE

SF GF CD TR RT FT TD PF RM OT
306-PARKS
306-6124PF Trail Fitness Equipment at La Mesita Park 8,980 8,980 8,980 306-6133GF ADA Access Upgrades to Sunshine Park 25,000 25,000 25,000 306-6137OT Water Conservation Landscaping Retrofit 9,520 9,520 9,520 SDCWA Rebate 306-6153PF La Mesita Park Improvements 22,720 22,720 22,720 306-6171PF Collier Park Improvements 1,190 28,090 29,280 29,280 306-6181PF Collier and Vista La Mesa Park Improvements 18 880 880 880 306-6182PF MacArthur Park Improvements 18 4,820 4,820 4,820 306-6190CD Collier Park Improvements 19 400 400 400
306-6191PF Collier and MacArthur Park Improvements 13,230 13,230 13,230 306-6192GF Junior Seau Artificial Turf Replacement (2024) 625,000 625,000 625,000 306-6200CD Collier Park Phase II 20 400 25,400 25,800 25,800 306-6200PF Collier Park Phase II 20 93,730 93,730 93,730 306-6202GF MacArthur Park Master Plan 1,880 1,880 1,880 306-6210PF Collier Park Improvements 21 146,460 146,460 146,460 306-6221CD Collier Park Improvements 21 - CDBG 16,540 16,540 16,540 306-6222PF Collier Park Improvements 22 - Park Funds 1,560 1,560 1,560 306-6223OT MacArthur Park EIR 11,400 130,850 142,250 142,250 CA State Park Grant 306-6225GF MacArthur Park Dog Park 25,000 25,000 25,000 306-6226OT Waite Drive Master Plan SB129 6,660 3,720 10,380 10,380 CA State Park Grant 306-6227OT Collier Park Phase II SB129 3,000,000 3,000,000 3,000,000 CA State Park Grant 306-6230GF Waite Drive Park Design 80,000 80,000 80,000 306-6231GF Park and Recreation Master Plan 189,190 11,820 201,010 201,010 306-6232CD Collier Park Phase II 23 - CDBG 137,910 137,910 137,910 306-6232GF Waite Park EIR 11,750 1,950 13,700 13,700
306-6233GF Collier Park Phase II 23 - GF 46,260 30,970 77,230 77,230 306-6235PF Park Improvements 2023 59,460 59,460 59,460
306-6240CD Collier Park Phase II 24 - CDBG 167,230 167,230 167,230 306-6241OT MacArthur Park Marquee Sign 45,000 45,000 45,000 PEG Funds TOTAL PARKS PROJECTS 212,230 3,524,990 1,247,750 1,048,820 347,880 381,120 3,207,150 4,984,970 310-MISCELLANEOUS
310-0122OT Energy Conservation Projects 9,210 9,210 9,210 Energy Efficient Building Incentive 310-0160GF ADA Improvements 16 10,000 10,000 10,000
310-0170GF ADA Improvements 17 10,000 10,000 10,000
310-0220GF Fiber Optic Connection to Community Center 100,000 100,000 100,000 310-0240OT Massachusetts Ave and Waite Dr Undergrounding Project Rule 20A 8,206,160 8,206,160 8,206,160 SDG&E Rule 20A Project Funds TOTAL MISCELLANEOUS PROJECTS 8,335,370 120,000 8,215,370 8,335,370

SUMMARY
TOTAL SANITARY SEWER PROJECTS 7,400,000 437,490 1,043,410 1,880,900 0 0 0 0 0 0 0 0 7,000,000 8,880,900 TOTAL TRANSPORTATION PROJECTS 6,859,330 1,330,720 4,971,650 0 0 0 3,370,280 392,150 424,940 78,480 0 2,941,990 5,878,860 13,086,700 TOTAL STORM DRAINS PROJECTS 4,629,280 178,460 2,352,990 0 100,000 0 1,206,630 0 1,089,990 0 0 0 4,764,110 7,160,730 TOTAL BUILDINGS PROJECTS 1,128,010 1,940 867,310 0 540,100 0 0 0 0 0 0 0 1,457,160 1,997,260 TOTAL PARKS PROJECTS 212,230 3,524,990 1,247,750 0 1,048,820 347,880 0 0 0 0 381,120 0 3,207,150 4,984,970 TOTAL MISCELLANEOUS PROJECTS 0 0 8,335,370 0 120,000 0 0 0 0 0 0 0 8,215,370 8,335,370 TOTAL ALL PROJECTS 20,228,850 5,473,600 18,818,480 1,880,900 1,808,920 347,880 4,576,910 392,150 1,514,930 78,480 381,120 2,941,990 30,522,650 44,445,930

OAP-OTHER AGENCY CIP

TOTAL OTHER AGENCY CIP

120

CAPITAL IMPROVEMENT PROGRAM
FY2024
CATEGORY Funding Sources
ACCOUNT PROJECT DESCRIPTION PROPOSED ENCUMBERED CARRY WASTEWATER GENERAL CDBG PROP. A PROP 42 TDA PARK ROAD MAINT. OTHER REAPPROPRIATION OT

NUMBER NEW FUNDS FORWARD FUND FUND FUND TRANSNET RTCIP HUTA FUND FEES & REPAIR TOTAL FUNDING SOURCE

SF GF CD TR RT FT TD PF RM OT
Legend:

Gold Existing funded projects being carried forward Total 24,292,080 Blue New projects requesting general funds Total 425,000 Green New projects funded by other identified, expected or available funds Total 19,803,850 NOTES:

Project Account Number:First 3-digit indicates fund type; next two-digit indicates the year that the project was budgeted; next digit indicates project serial number; and the last two indicate funding source.

121

CAPITAL IMPROVEMENT PROGRAM
FY2025
CATEGORY Funding Sources
ACCOUNT PROJECT DESCRIPTION PROPOSED ENCUMBERED CARRY WASTEWATER GENERAL CDBG PROP. A PROP 42 TDA PARK ROAD MAINT. OTHER REAPPROPRIATION OT

NUMBER NEW FUNDS FORWARD FUND FUND FUND TRANSNET RTCIP HUTA FUND FEES & REPAIR TOTAL FUNDING SOURCE

SF GF CD TR RT FT TD PF RM OT
301-WASTEWATER
301-1250SF Annual Sewer Improvements 25 400,000 400,000 400,000 301-1251OT I&I Mitigation Phase 7 7,000,000 7,000,000 7,000,000 SRF Loan TOTAL SEWER PROJECTS 7,400,000 400,000 7,000,000 7,400,000 302-TRANSPORTATION
302-250TR RTIP - LAM 31 Street Zone Maintenance 25 200,000 200,000 200,000 302-251TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps 25 375,000 375,000 375,000 302-252TR RTIP - LAM 34 - Street Lights 25 80,000 80,000 80,000 302-253TR RTIP - LAM 37 - Traffic Signal Upgrades 25 300,000 300,000 300,000 302-254TR RTIP - LAM 39 - Traffic Calming & Active Transportation 25 70,000 70,000 70,000 302-255TR RTIP - LAM 40 - Street Reconstruction 25 700,000 700,000 700,000 302-256TR RTIP - LAM 46 - Regional Arterial Management System (RAMS) 25 7,400 7,400 7,400 302-257FT HUTA - (Section 2103) Street Improvements 25 110,920 110,920 110,920 302-258RM RMRA - Road Maintenance and Rehabilitation Account (SB1) 25 1,351,620 1,351,620 1,351,620 302-259TD TDA - Bus Shelters and Other Public Transportation Improvements 25 78,600 78,600 78,600 TOTAL TRANSPORTATION PROJECTS 3,273,540 1,732,400 110,920 78,600 1,351,620 3,273,540 304-STORM DRAINS
304230FT HUTA (Section 2103) Drainage Improvements 25 443,670 443,670 443,670 304231TR RTIP - LAM 44 - Roadway Drainage Improvements 25 600,000 600,000 600,000 TOTAL STORM DRAIN PROJECTS 1,043,670 0 600,000 443,670 1,043,670 305-BUILDINGS

TOTAL BUILDING PROJECTS
306-PARKS

TOTAL PARKS PROJECTS
310-MISCELLANEOUS

TOTAL MISCELLANEOUS PROJECTS

SUMMARY
TOTAL SANITARY SEWER PROJECTS 7,400,000 0 0 400,000 0 0 0 0 0 0 0 0 7,000,000 7,400,000 TOTAL TRANSPORTATION PROJECTS 3,273,540 0 0 0 0 0 1,732,400 0 110,920 78,600 0 1,351,620 0 3,273,540 TOTAL STORM DRAINS PROJECTS 1,043,670 0 0 0 0 0 600,000 0 443,670 0 0 0 0 1,043,670 TOTAL BUILDINGS PROJECTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL PARKS PROJECTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL MISCELLANEOUS PROJECTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL ALL PROJECTS 11,717,210 0 0 400,000 0 0 2,332,400 0 554,590 78,600 0 1,351,620 7,000,000 11,717,210

122

CAPITAL IMPROVEMENT PROGRAM
FY2025
CATEGORY Funding Sources
ACCOUNT PROJECT DESCRIPTION PROPOSED ENCUMBERED CARRY WASTEWATER GENERAL CDBG PROP. A PROP 42 TDA PARK ROAD MAINT. OTHER REAPPROPRIATION OT

NUMBER NEW FUNDS FORWARD FUND FUND FUND TRANSNET RTCIP HUTA FUND FEES & REPAIR TOTAL FUNDING SOURCE

SF GF CD TR RT FT TD PF RM OT

OAP-OTHER AGENCY CIP

TOTAL OTHER AGENCY CIP
Legend:

Gold Existing funded projects being carried forward Total 0 Blue New projects requesting general funds Total 0
Green New projects funded by other identified, expected or available funds Total 11,717,210 NOTES:

Project Account Number:First 3-digit indicates fund type; next two-digit indicates the year that the project was budgeted; next digit indicates project serial number; and the last two indicate funding source.

123
Capital Improvement Program
FY 2024-2028
CIP Project Number
or Fund Project Description FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Total Proposed
Fund
OT
Funding Sources

SANITARY SEWER
301-1173SF Sewer Backwater Valves $39,080 $39,080 SF
301-1180SF Annual Sewer System Improvement 18 $8,290 $8,290 SF 301-1190SF Annual Sewer System Improvement 19 $15,850 $15,850 SF 301-1200SF Annual Sewer System Improvement 20 $260,820 $260,820 SF 301-1210SF Annual Sewer System Improvement 21 $37,590 $37,590 SF 301-1212SF Sewer I&I Mitigation Phase 6 $95,890 $95,890 SF 301-1220SF Annual Sewer Improvement 22 $623,380 $623,380 SF 301-1230SF Annual Sewer Improvement 23 $400,000 $400,000 SF 301-1240SF Annual Sewer Improvements 24 $400,000 $400,000 $800,000 SF 301-1241OT I&I Mitigation Phase 6 $7,000,000 $7,000,000 OT SRF Loan 301-1251OT I&I Mitigation Phase 7 $7,000,000 $7,000,000 OT SRF Loan 301 AJ Basin Sewer I/I Mitigation Project (Construction) $7,880,000 $7,880,000 OT SRF Loan 301 Normal Avenue Sewer Replacement Project (Construction) $1,750,000 $1,750,000 SF 301 Annual Sewer Improvements $400,000 $400,000 $400,000 $1,200,000 SF SUBTOTAL $8,880,900 $7,400,000 $400,000 $400,000 $400,000 $9,630,000 $27,110,900

TRANSPORTATION
302-214AOT HBRRP - Grossmont Center Drive Bridge $329,960 $329,960 OT HBRRP Grant 302-2177OT Jackson & El Paso Traffic Signal Improvements $10,000 $10,000 OT PTA Funds 302-218AOT Concrete Improvements Zone 1 $11,880 $11,880 OT Zone 1 Lien Deposits 302-2199FT HUT - Street Improvements - Various Locations 19 $49,990 $49,990 FT 302-2201TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps 20 $33,570 $33,570 TR 302-2204TR RTIP - LAM 39 - Traffic Calming & Active Transportation 20 $20,120 $20,120 TR 302-2205TR RTIP - LAM 40 - Street Reconstruction 20 $9,030 $9,030 TR 302-220AOT HSIP - Citywide Signal Upgrades $49,990 $49,990 OT HSIP Grant 302-220BOT HSIP - El Cajon Blvd. (Jessie Ave to William Ave) $426,570 $426,570 OT HSIP Grant 302-220COT HSIP - Pedestrian Enhancements (Citywide) $7,200 $7,200 OT HSIP Grant 302-220JOT LSRP Roadway Safety Plan $6,560 $6,560 OT ATP Grant 302-2219TR RTIP - LAM 32 Pavement Management System $60,000 $60,000 TR 302-2211TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps 21 $73,560 $73,560 TR 302-2214TR RTIP - LAM 39 - Traffic Calming & Active Transportation 21 $50,000 $50,000 TR 302-2215TR RTIP - LAM 40 - Street Reconstruction 21 $54,290 $54,290 TR 302-2217FT HUTA (Section 2103) Street Improvements 21 $163,280 $163,280 FT 302-2218RM Road Maintenance and Rehabilitation Account (SB1) 21 $28,730 $28,730 RM 302-2221TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps 22 $35,000 $35,000 TR 302-2223TR RTIP - LAM 37 - Traffic Signal Upgrades $12,160 $12,160 TR 302-2224TR RTIP - LAM 39 - Traffic Calming & Active Transportation $50,000 $50,000 TR 302-2225TR RTIP - LAM 40 - Street Reconstruction $50,440 $50,440 TR 302-2227TR HUTA (Section 2103) Street Improvements 22 $71,190 $71,190 FT 302-2228RM Road Maintenance and Rehabilitation Account (SB1) 22 $535,810 $535,810 RM 302-2229OT LM Bike & Sidewalk Connections Project 22 (Planning) $203,900 $203,900 OT Sustainable Comm. Grant 302-222AOT HSIP - Guardrail Imrpovements $499,000 $499,000 OT HSIP Grant 302-222BOT HSIP - Edgeline Improvements $150,000 $150,000 OT HSIP Grant 302-222DOT La Mesa Boulevard Complete Streets Plan Seg 2 $352,000 $352,000 OT Sustainable Comm. Grant 302-2231TR RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps $29,460 $29,460 TR 302-2232TR RTIP - LAM 34 - Street Lights $244,450 $244,450 TR 302-2233TR RTIP - LAM 37 - Traffic Signal Upgrades $116,310 $116,310 TR 302-2234TR RTIP - LAM 39 - Traffic Calming & Active Transportation $50,000 $50,000 TR 302-2235TR RTIP - LAM 40 - Street Reconstruction $379,630 $379,630 TR 302-2239TR RTIP - LAM 52 - La Mesa Bike and Sidewalk Connections Project 23 $70,000 $70,000 TR 302-223BTR RTIP - LAM 53 - Grossmont Center Drive Bridge 23 $158,670 $158,670 TR

124
Capital Improvement Program
FY 2024-2028
CIP Project Number
or Fund Project Description FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Total Proposed
Fund
OT
Funding Sources
302-2237FT HUTA (Section 2103) Street Improvements 23 $101,850 $101,850 FT 302-2238RM Road Maintenance and Rehabilitation Account (SB1) 23 $1,039,210 $1,039,210 RM 302-2239OT LM Bike & Sidewalk Connections Project 23 (Design) $424,800 $424,800 OT Sustainable Comm. Grant 302-223CRT Regional Arterial Impr. (RTCIP) 23 $343,760 $343,760 RT 302 RTIP - LAM 31 - Street Zone Maintenance $150,000 $200,000 $200,000 $200,000 $200,000 $950,000 TR 302 RTIP - LAM 33 - Repair Curb and Gutter, Sidewalk, Ped Ramps $190,000 $375,000 $375,000 $375,000 $375,000 $1,690,000 TR 302 RTIP - LAM 34 - Street Lights $200,000 $80,000 $80,000 $80,000 $80,000 $520,000 TR 302 RTIP - LAM 37 - Traffic Signal Upgrades $150,000 $300,000 $300,000 $300,000 $300,000 $1,350,000 TR 302 RTIP - LAM 39 - Traffic Calming & Active Transportation $50,000 $70,000 $75,000 $75,000 $75,000 $345,000 TR 302 RTIP - LAM 40 - Street Reconstruction $450,000 $700,000 $700,000 $700,000 $700,000 $3,250,000 TR 302 RTIP - LAM 46 - Regional Arterial Management System (RAMS) $7,400 $7,400 $7,400 $7,400 $7,400 $37,000 TR 302 RTIP - LAM52 - La Mesa Bike and Sidewalk Connections $456,000 $456,000 TR 302 RTIP - LAM 53 - Grossmont Center Drive Bridge Widening and Rehabilitation $39,000 $39,000 TR 302 RTIP - LAM 54 - La Mesa Boulevard Complete Streets Plan $60,000 $60,000 TR 302 RTIP - LAM 55 - La Mesa Boulevard Complete Streets Plan. Segment 2 $40,000 $40,000 TR 302 RTIP - LAM 56 - Spring Street Transit Station Multimodal Improvements $10,000 $10,000 TR 302 HUTA (Section 2103) Street Improvements 24 $109,820 $110,920 $220,740 FT 302 Road Maintenance and Rehabilitation Account (SB1) 24 $1,113,240 $1,351,620 $2,464,860 RM 302 Bus Shelters and Other Public Transportation Improvements 24 $78,480 $78,600 $157,080 TD 302 Regional Arterial Impr. (RTCIP) 24 $48,390 $48,390 RT 302 LM Bike & Sidewalk Connections Project 23 (Construction) $3,407,000 $3,407,000 OT Sustainable Comm. Grant 302 Industrial Area Walkability Study $150,000 $150,000 RM 302 Commercial Sidewalk Construction $75,000 $75,000 RM 302 Residential Sidewalk Infill 24 - CDBG $75,000 $75,000 CD 302 Jackson & El Paso Traffic Signal Improvements $465,000 $465,000 OT/TR/FT Future Grant/Transportation Funds 302 Uninterrupted Power Supply Program Battery Backup System $2,500,000 $2,500,000 OT/TR/FT Future Grant/Transportation Funds 302 Communication/Smart City Master Plan $100,000 $100,000 OT Future Grant/Transportation Funds 302 City-Wide Emergency Vehicle Pre-Emption Installation and Replacement $450,000 $450,000 OT/TR/FT Future Grant/Transportation Funds 302 Traffic Signal Optimization Program Phase 1 $650,000 $650,000 OT/TR/FT Future Grant/Transportation Funds 302 70th and Tower Traffic Signal Intersection Improvements $650,000 $650,000 OT/TR/FT Future Grant/Transportation Funds 302 Parkway and Baltimore ADD Protected Requests $525,000 $525,000 OT/TR/FT Future Grant/Transportation Funds SUBTOTAL $13,161,700 $3,273,540 $1,737,400 $1,737,400 $1,737,400 $5,340,000 $26,987,440

STORM DRAIN
304-4200FT HUTA (Section 2103) Drainage Improvements 20 $26,250 $26,250 FT 304-4210TR RTIP - LAM 44 - Roadway Drainage Improvements 21 $53,630 $53,630 TR 304-4211OT FEMA - Blvd Drive Storm Drain Improvements $1,164,110 $1,164,110 OT FEMA Grant 304-4220FT HUTA (Section 2103) Drainage Improvements 22 $209,840 $209,840 FT 304-4221TR RTIP - LAM 44 - Roadway Drainage Improvements 22 $338,000 $338,000 TR 304-4230FT HUTA (Section 2103) Drainage Improvements 23 $414,620 $414,620 FT 304-4231TR RTIP - LAM 44 - Roadway Drainage Improvements 23 $325,000 $325,000 TR 304 HUTA (Section 2103) Drainage Improvements 24 $439,280 $443,670 $882,950 FT 304 RTIP - LAM 44 - Roadway Drainage Improvements 24 $490,000 $600,000 $600,000 $600,000 $600,000 $2,890,000 TR 304 69th St Storm Drain Project $3,600,000 $3,600,000 OT FEMA Grant/ARPA 304 Highwood Park Drainage $100,000 $100,000 GF
304 Annual Storm Drain Improvements $9,000,000 $9,000,000 FT/TR/GF SUBTOTAL $7,160,730 $1,043,670 $600,000 $600,000 $600,000 $9,000,000 $19,004,400

PUBLIC BUILDINGS
305-5124GF Re-roof Recreation Center Flat Areas $12,500 $12,500 GF 305-5131GF Library and Post Office Automated Door System Replacement $13,550 $13,550 GF 305-5141GF Public Works Operations Emergency Generator $7,480 $7,480 GF 305-5160GF City Hall Security Enhancements $5,700 $5,700 GF 305-5163GF Adult Enrichment Center Roof Repairs $12,330 $12,330 GF 305-5164GF Fire Station 12 Painting $2,550 $2,550 GF
305-5172OT Downtown Village Municipal Parking Lot Maintenance $27,210 $27,210 OT Parking Fees 305-5220OT Fire Station 11 HVAC $126,940 $126,940 OT AMR Rent

125
Capital Improvement Program
FY 2024-2028
CIP Project Number
or Fund Project Description FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Total Proposed
Fund
OT
Funding Sources
305-5221OT CAP Energy Efficiency (HVAC, lighting, solar, monitoring systems) $500,000 $500,000 OT ARPA 305-5222GF Collier Park Renovation Project - Spring House $20,990 $20,990 GF 305-5223GF Emergency Power Connection - Fleet Maintenance Building $15,000 $15,000 GF 305-5224GF Facility Condition & Maintenance Assessment $50,000 $50,000 GF 305-5231GF Fire Station 13 Fencing and Gate $75,000 $75,000 GF 305 Lemon Ave Municipal Parking Lot Improvements $103,010 $103,010 OT Parking Fees 305 Civic Center Marquee Sign Improvements $50,000 $50,000 OT PEG Funds 305 Lemon Ave Electric Vehicle Charging Stations - AB102 $250,000 $250,000 OT Stare Air Resource Board 305 PW Yard Solar Panel & Battery Storage - AB102 $400,000 $400,000 OT Stare Air Resource Board 305 PD Locker Room Expansion (Design) $75,000 $75,000 GF 305 Facility Condition & Maintenance Assessment $50,000 $50,000 GF 305 Fire Station 13 Fencing and Gate $25,000 $25,000 GF 305 City Hall ADA Restroom Improvements $60,000 $60,000 GF 305 Police Station Deck Waterproofing $115,000 $115,000 GF 305 PD Locker Room Expansion (Construction) $700,000 $700,000 GF 305 Nan Couts Cottage - CAP Facility Improvements $340,000 $340,000 GF 305 Recreation Center Air Conditioning $140,000 $140,000 GF 305 Adult Enrichment Center HVAC, Roof Repair, and Solar $350,000 $350,000 GF 305 Pool Re-Plaster $350,000 $350,000 GF
305 Recreation Center Exterior Paint $65,000 $65,000 GF 305 Pool Deck Replacement 7 $60,000 $60,000 GF
305 Police Station HVAC Improvements $250,000 $250,000 GF 305 Fleet Building Improvements $100,000 $100,000 GF
305 Challenge Center AC Replacement $50,000 $50,000 GF
305 New City Hall $13,343,000 $13,343,000 GF
305 Library Expansion Option 2 $5,878,570 $5,878,570 GF 305 Nan Couts Cottage Facility Renovation $100,000 $100,000 GF SUBTOTAL $1,997,260 $0 $0 $0 $0 $21,726,570 $23,723,830 PARKS
306-6124PF Trail Fitness Equipment at La Mesita Park $8,980 $8,980 PF 306-6133GF ADA Access Upgrades to Sunshine Park $25,000 $25,000 GF 306-6137OT Water Conservation Landscaping Retrofit $9,520 $9,520 OT SDCWA rebate 306-6153PF La Mesita Park Improvements $22,720 $22,720 PF 306-6171PF Collier Park Improvements $29,280 $29,280 PF 306-6181PF Collier and Vista La Mesa Park Improvements 18 $880 $880 PF 306-6182PF MacArthur Park Improvements 18 $4,820 $4,820 PF 306-6190CD Collier Park Improvements 19 $400 $400 CD
306-6191PF Collier and MacArthur Park Improvements $13,230 $13,230 PF 306-6192GF Junior Seau Artificial Turf Replacement (2024) $625,000 $625,000 GF 306-6200CD Collier Park Phase II 20 $25,800 $25,800 CD
306-6200PF Collier Park Phase II 20 $93,730 $93,730 PF
306-6202GF MacArthur Park Master Plan $1,880 $1,880 GF
306-6210PF Collier Park Improvements 21 $146,460 $146,460 PF 306-6221CD Collier Park Improvements 22 - CDBG $16,540 $16,540 CD 306-6222PF Collier Park Improvements 22 - Park Funds $1,560 $1,560 PF 306-6223OT MacArthur Park EIR $142,250 $142,250 OT CA State Park Grant 306-6225GF MacArthur Park Dog Park $25,000 $25,000 GF
306-6226OT Waite Drive Master Plan SB129 $10,380 $10,380 OT CA State Park Grant 306-6227OT Collier Park Phase II SB129 $3,000,000 $3,000,000 OT CA State Park Grant 306-6230GF Waite Drive Park Design $80,000 $80,000 GF
306-6231GF Park and Recreation Master Plan $201,010 $201,010 GF 306-6232CD Collier Park Phase II 23 - CDBG $137,910 $137,910 CD 306-6232GF Waite Park EIR $13,700 $13,700 GF
306-6233GF Collier Park Phase II 23 - GF $77,230 $77,230 GF 306-6234PF Park Improvements 2023 $59,460 $59,460 PF
306 Collier Park Phase II 24 - CDBG $167,230 $167,230 CD 306 MacArthur Park Marquee Sign $45,000 $45,000 OT PEG Funds 306 Waite Park Design $300,000 PF/OT Future Grant and Park Fees

126
Capital Improvement Program
FY 2024-2028
CIP Project Number
or Fund Project Description FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Future Total Proposed
Fund
OT
Funding Sources
306 Waite Park Construction $6,700,000 $6,700,000 PF/OT Future Grant and Park Fees 306 West La Mesa Park Land $300,000 $300,000 PF/OT Future Grant and Park Fees 306 Highwood Park Improvements (design) $75,000 $75,000 GF/PF/OT Future Grant and Park Fees 306 MacArthur Park Redevelopment (design) $500,000 $500,000 PF/OT Future Grant and Park Fees SUBTOTAL $4,984,970 $0 $0 $0 $0 $7,575,000 $12,859,970

MISCELLANEOUS
310-0122OT Energy Conservation Projects $9,210 $9,210 OT Energy Efficient Building Incentive Program 310-0160GF ADA Improvements 16 $10,000 $10,000 GF
310-0170GF ADA Improvements 17 $10,000 $10,000 GF
310-0220GF Fiber Optic Connection to Community Center $100,000 $100,000 GF 310 Massachusetts Ave and Waite Dr Undergrounding Project Rule 20A $8,206,160 $8,206,160 OT SDG&E Rule 20A Project Funds 310 Fiber Optic Connection from Community Center to Pool $144,200 $144,200 GF 310 Fiber Optic Connection to Fire Station 12 $145,600 $145,600 GF 310 Fiber Optic Connection to Fire Station 13 $153,800 $153,800 GF 310 Arts and Culture Masterplan $75,000 $75,000 GF
SUBTOTAL $8,335,370 $0 $0 $0 $0 $518,600 $8,853,970
LEGEND
Projects that are unfunded $0 $7,000,000 $400,000 $400,000 $400,000 $53,790,170 $61,990,170 Existing projects that are carried forward $24,292,080 $0 $0 $0 $0 $0 $24,292,080 New projects that are requesting general funds $425,000 $0 $0 $0 $0 $0 $425,000 Projects that have specific funding identified, expected, and available $19,803,850 $4,717,210 $2,337,400 $2,337,400 $2,337,400 $0 $38,939,420 TOTALS $20,228,850 $11,717,210 $2,737,400 $2,737,400 $2,737,400 $53,790,170 $125,646,670 Funding Sources
CD - CDBG OT - Other Misc. & Grant Funds
PF - Park Funds TR - TransNet
SF - Sewer Funds TD - TDA Funds
GF - General Fund
RM - Road Maintenance & Rehabilitation Program
RT - Regional Transportation Congestion Improvement Program FT - Highway Users Tax Account (Section 2130)

127

CITYWIDE STAFFING
Position Name FY2024 FY2025
Allocated FTE Count
ACCOUNTANT II - 1 1.00 1.00
ACCOUNTING TECHNICIAN - 1 1.00 1.00
ADMIN.COORDINATOR-CONF - 1 1.00 1.00
ADMINISTRATIVE ANALYST I - 1 1.00 1.00
ADMINISTRATIVE ANALYST II - 1 1.00 1.00
ADMN. COORDINATOR - 1 1.00 1.00
ADMN. COORDINATOR - 2 1.00 1.00
ADMN. COORDINATOR - 5 1.00 1.00
ADMN. COORDINATOR - 7 1.00 1.00
ADMN. OFFICE ASSISTANT - 2 1.00 1.00
ADMN. OFFICE ASSISTANT - 3 1.00 1.00
ADMN. OFFICE ASSISTANT - 5 1.00 1.00
ADMN. OFFICE ASSISTANT - 7 1.00 1.00
ASSISTANT CITY MANAGER - 1 1.00 1.00
ASSISTANT ENGINEER - 1 1.00 1.00
ASSISTANT TO THE CITY MGR - 1 1.00 1.00
ASSOC ENGINEER - 1 1.00 1.00
ASSOCIATE ENGINEER - 3 1.00 1.00
ASSOCIATE PLANNER - 1 1.00 1.00
ASSOCIATE PLANNER - 2 1.00 1.00
ASST DIRECTOR OF COMM DEV - 1 1.00 1.00
ASST DIRECTOR OF PUB WKS - 1 1.00 1.00
BLDG INSPECT SUPERVISOR - 1 1.00 1.00
BLDG. MTCE. SUPERVISOR - 1 1.00 1.00
BLDG. MTCE. WORKER II - 1 1.00 1.00
BLDG. MTCE. WORKER II - 2 1.00 1.00
BUILDING INSPECTOR II - 1 1.00 1.00
BUILDING OFFICAL - 2 1.00 1.00
BUSINESS LICENSE OFFICER - 1 1.00 1.00
CITY ATTORNEY - 1 1.00 1.00
CITY CLERK - 1 1.00 1.00
CITY COUNCILMEMBER - 1 1.00 1.00
CITY COUNCILMEMBER - 2 1.00 1.00
CITY COUNCILMEMBER - 3 1.00 1.00
CITY COUNCILMEMBER - 4 1.00 1.00
CITY MANAGER - 1 1.00 1.00
CITY TREASURER - 1 1.00 1.00
CLINICAL HMLS OUT SPECLST - 1 1.00 1.00
CLINICAL HMLS OUT SPECLST - 2 1.00 1.00
CODE COMPL. OFFICER II - 1 1.00 1.00
COMM DEVELP PROGRAM COORD - 1 1.00 1.00
COMMUNICATIONS MANAGER - 1 1.00 1.00
COMMUNICATIONS SUPERVISOR - 1 1.00 1.00
COMMUNICATIONS SUPERVISOR - 2 1.00 1.00
COMMUNITY SRVS OFFICER - 1 1.00 1.00
COMMUNITY SRVS OFFICER - 3 1.00 1.00
COMMUNITY SRVS OFFICER - 4 1.00 1.00
COMMUNITY SRVS OFFICER - 5 1.00 1.00
CRIME ANALYST - 1 1.00 1.00
CRIME PREVENTION SPEC II - 1 1.00 1.00
CUST SERV SPECIALIST II - 1 1.00 1.00
CUSTODIAN - 1 1.00 1.00
CUSTODIAN - 3 1.00 1.00
DEPUTY CITY CLERK - 1 1.00 1.00
DEPUTY FIRE CHIEF - 1 1.00 1.00

128
Position Name FY2024 FY2025
DEPUTY FIRE MARSHAL - 1 1.00 1.00
DEVELOPMENT SVCS TECH I - 1 1.00 1.00
DEVELOPMENT SVCS TECH II - 1 1.00 1.00
DEVELOPMENT SVCS TECH II - 2 1.00 1.00
DIR OF COMM. DEVELOPMENT - 2 1.00 1.00
DIR OF COMM. SERVICES - 1 1.00 1.00
DIRECTOR OF ADMIN/HR - 1 1.00 1.00
DIRECTOR OF FINANCE - 1 1.00 1.00
DIRECTOR OF PUBLIC WORKS - 1 1.00 1.00
DOWNTOWN OPERATIONS ASST - 2 1.00 1.00
EMER PREPAREDNESS COORD - 1 1.00 1.00
ENGINEERING TECH. I - 1 1.00 1.00
ENGINEERING TECH. I - 2 1.00 1.00
ENGINEERING TECH. II - 2 1.00 1.00
ENGR PROJECT MANAGER - 1 1.00 1.00
ENGR PROJECT MANAGER - 3 1.00 1.00
ENVIRONMENTAL PGM MANAGER - 1 1.00 1.00
EQUIPMENT OPERATOR - 1 1.00 1.00
EQUIPMENT OPERATOR - 3 1.00 1.00
EQUIPMENT OPERATOR - 4 1.00 1.00
EQUIPMENT OPERATOR - 5 1.00 1.00
EQUIPMENT OPERATOR - 6 1.00 1.00
EQUP SERVICER - 1 1.00 1.00
EXEC ASST TO THE CITY MGR - 1 1.00 1.00
EXEC SECRETARY TO POL CHF - 1 1.00 1.00
FINANCE MANAGER - 1 1.00 1.00
FIRE BATT CHIEF 80 PMCERT - 1 1.00 1.00
FIRE BATTALION CHIFE w/ PM CERT - 1 1.00 1.00
FIRE CAPTAIN - 12 1.00 1.00
FIRE CAPTAIN - 8 1.00 1.00
FIRE CAPTAIN - PM CERT - 1 1.00 1.00
FIRE CAPTAIN - PM CERT - 10 1.00 1.00
FIRE CAPTAIN - PM CERT - 2 1.00 1.00
FIRE CAPTAIN - PM CERT - 3 1.00 1.00
FIRE CAPTAIN - PM CERT - 4 1.00 1.00
FIRE CAPTAIN - PM CERT - 5 1.00 1.00
FIRE CAPTAIN - PM CERT - 6 1.00 1.00
FIRE CAPTAIN - PM CERT - 7 1.00 1.00
FIRE CAPTAIN - PM CERT - 8 1.00 1.00
FIRE CAPTAIN - PM CERT - 9 1.00 1.00
FIRE CHIEF - 1 1.00 1.00
FIRE DIVISION CHIEF - 1 1.00 1.00
FIRE ENGINEER - PM CERT - 1 1.00 1.00
FIRE ENGINEER - PM CERT - 10 1.00 1.00
FIRE ENGINEER - PM CERT - 2 1.00 1.00
FIRE ENGINEER - PM CERT - 3 1.00 1.00
FIRE ENGINEER - PM CERT - 4 1.00 1.00
FIRE ENGINEER - PM CERT - 5 1.00 1.00
FIRE ENGINEER - PM CERT - 6 1.00 1.00
FIRE ENGINEER - PM CERT - 7 1.00 1.00
FIRE ENGINEER - PM CERT - 8 1.00 1.00
FIRE ENGINEER - PM CERT - 9 1.00 1.00
FIRE ENGINEER-PARAMEDIC - 5 1.00 1.00
FIRE ENGINEER-PARAMEDIC - 6 1.00 1.00
FIRE INSPECTOR I - 1 1.00 1.00
FIRE INSPECTOR II - 1 1.00 1.00
FIRE MARSHAL - 1 1.00 1.00
FIREFIGHTER-PARAMEDIC - 1 1.00 1.00
FIREFIGHTER-PARAMEDIC - 10 1.00 1.00
FIREFIGHTER-PARAMEDIC - 11 1.00 1.00
FIREFIGHTER-PARAMEDIC - 12 Page 228 of 286 1.00 1291.00 Position Name FY2024 FY2025
FIREFIGHTER-PARAMEDIC - 13 1.00 1.00
FIREFIGHTER-PARAMEDIC - 14 1.00 1.00
FIREFIGHTER-PARAMEDIC - 15 1.00 1.00
FIREFIGHTER-PARAMEDIC - 2 1.00 1.00
FIREFIGHTER-PARAMEDIC - 3 1.00 1.00
FIREFIGHTER-PARAMEDIC - 4 1.00 1.00
FIREFIGHTER-PARAMEDIC - 5 1.00 1.00
FIREFIGHTER-PARAMEDIC - 6 1.00 1.00
FIREFIGHTER-PARAMEDIC - 7 1.00 1.00
FIREFIGHTER-PARAMEDIC - 8 1.00 1.00
FIREFIGHTER-PARAMEDIC - 9 1.00 1.00
FLEET MAINT SUP - 1 1.00 1.00
HEAVY EQUIPMENT OPERATOR - 1 1.00 1.00
HOMELESS OUTREACH TECH - 1 1.00 1.00
HOMELESS OUTREACH TECH - 2 1.00 1.00
HUMAN RESOURCE ANALYST - 1 1.00 1.00
INFO TECH ANALYST - 1 1.00 1.00
INFO TECH SPEC I - 1 1.00 1.00
INFO TECH SPEC II - 1 1.00 1.00
INFORMATION TECH MGR - 2 1.00 1.00
IRRIGATION TECHNICIAN - 1 1.00 1.00
LEAD MECHANIC - 1 1.00 1.00
MANAGEMENT ANALYST - 1 1.00 1.00
MANAGEMENT ANALYST - 3 1.00 1.00
MANAGEMENT ANALYST - 4 1.00 1.00
MAYOR - 1 1.00 1.00
MECHANIC I - 1 1.00 1.00
MECHANIC II - 1 1.00 1.00
P W INSPECTOR II - 1 1.00 1.00
P W MTCE LEAD WORKER - 3 1.00 1.00
P W MTCE SUPERVISOR - 1 1.00 1.00
P W MTCE SUPERVISOR - 2 1.00 1.00
P W MTCE WORKER I - 5 1.00 1.00
P W MTCE WORKER I - 6 1.00 1.00
P W MTCE WORKER II - 1 1.00 1.00
PARK MTCE LEAD WORKER - 1 1.00 1.00
PARK MTCE LEAD WORKER - 2 1.00 1.00
PARK MTCE SUPERVISOR - 1 1.00 1.00
PARK MTCE WORKER I - 1 1.00 1.00
PARK MTCE WORKER I - 2 1.00 1.00
PARK MTCE WORKER I - 4 1.00 1.00
PARK MTCE WORKER I - 6 1.00 1.00
PARK MTCE WORKER I - 7 1.00 1.00
PARK MTCE WORKER I - 9 1.00 1.00
PARK MTCE WORKER II - 3 1.00 1.00
PARK MTCE WORKER II - 4 1.00 1.00
PARK MTCE WORKER III - 1 1.00 1.00
PARK MTCE WORKER III - 2 1.00 1.00
PARK MTCE WORKER III - 3 1.00 1.00
PARK MTCE WORKER III - 8 1.00 1.00
POLICE CAPTAIN - 1 1.00 1.00
POLICE CAPTAIN - 2 1.00 1.00
POLICE CHIEF - 1 1.00 1.00
POLICE DISPATCHER - 1 1.00 1.00
POLICE DISPATCHER - 10 1.00 1.00
POLICE DISPATCHER - 11 1.00 1.00
POLICE DISPATCHER - 12 1.00 1.00
POLICE DISPATCHER - 2 1.00 1.00
POLICE DISPATCHER - 3 1.00 1.00
POLICE DISPATCHER - 4 1.00 1.00
POLICE DISPATCHER - 5 Page 229 of 286 1.00 1301.00
Position Name FY2024 FY2025
POLICE DISPATCHER - 6 1.00 1.00
POLICE DISPATCHER - 7 1.00 1.00
POLICE DISPATCHER - 8 1.00 1.00
POLICE DISPATCHER - 9 1.00 1.00
POLICE LIEUTENANT - 1 1.00 1.00
POLICE LIEUTENANT - 2 1.00 1.00
POLICE LIEUTENANT - 3 1.00 1.00
POLICE LIEUTENANT - 4 1.00 1.00
POLICE OFFICER - 1 1.00 1.00
POLICE OFFICER - 10 1.00 1.00
POLICE OFFICER - 12 1.00 1.00
POLICE OFFICER - 13 1.00 1.00
POLICE OFFICER - 14 1.00 1.00
POLICE OFFICER - 15 1.00 1.00
POLICE OFFICER - 16 1.00 1.00
POLICE OFFICER - 17 1.00 1.00
POLICE OFFICER - 18 1.00 1.00
POLICE OFFICER - 19 1.00 1.00
POLICE OFFICER - 2 1.00 1.00
POLICE OFFICER - 20 1.00 1.00
POLICE OFFICER - 21 1.00 1.00
POLICE OFFICER - 22 1.00 1.00
POLICE OFFICER - 23 1.00 1.00
POLICE OFFICER - 24 1.00 1.00
POLICE OFFICER - 25 1.00 1.00
POLICE OFFICER - 26 1.00 1.00
POLICE OFFICER - 27 1.00 1.00
POLICE OFFICER - 28 2.00 2.00
POLICE OFFICER - 29 1.00 1.00
POLICE OFFICER - 30 1.00 1.00
POLICE OFFICER - 31 1.00 1.00
POLICE OFFICER - 32 1.00 1.00
POLICE OFFICER - 33 1.00 1.00
POLICE OFFICER - 34 1.00 1.00
POLICE OFFICER - 36 1.00 1.00
POLICE OFFICER - 37 1.00 1.00
POLICE OFFICER - 38 1.00 1.00
POLICE OFFICER - 39 1.00 1.00
POLICE OFFICER - 4 1.00 1.00
POLICE OFFICER - 40 1.00 1.00
POLICE OFFICER - 41 1.00 1.00
POLICE OFFICER - 42 1.00 1.00
POLICE OFFICER - 43 1.00 1.00
POLICE OFFICER - 44 1.00 1.00
POLICE OFFICER - 46 1.00 1.00
POLICE OFFICER - 47 1.00 1.00
POLICE OFFICER - 48 1.00 1.00
POLICE OFFICER - 5 1.00 1.00
POLICE OFFICER - 50 1.00 1.00
POLICE OFFICER - 51 1.00 1.00
POLICE OFFICER - 52 1.00 1.00
POLICE OFFICER - 53 1.00 1.00
POLICE OFFICER - 54 1.00 1.00
POLICE OFFICER - 55 1.00 1.00
POLICE OFFICER - 56 1.00 1.00
POLICE OFFICER - 58 1.00 1.00
POLICE OFFICER - 6 1.00 1.00
POLICE OFFICER - 7 1.00 1.00
POLICE OFFICER - 8 1.00 1.00
POLICE OFFICER - 9 1.00 1.00
POLICE OFFICER TRAINEE - 2 Page 230 of 286 1.00 1311.00 Position Name FY2024 FY2025
POLICE PROP OFFICER I - 1 1.00 1.00
POLICE PROP OFFICER II - 1 1.00 1.00
POLICE SERGEANT - 1 1.00 1.00
POLICE SERGEANT - 10 1.00 1.00
POLICE SERGEANT - 11 1.00 1.00
POLICE SERGEANT - 13 1.00 1.00
POLICE SERGEANT - 2 1.00 1.00
POLICE SERGEANT - 3 1.00 1.00
POLICE SERGEANT - 4 1.00 1.00
POLICE SERGEANT - 5 1.00 1.00
POLICE SERGEANT - 6 1.00 1.00
POLICE SERGEANT - 7 1.00 1.00
POLICE SERGEANT - 8 1.00 1.00
POLICE SERGEANT - 9 1.00 1.00
POLICE SERVICES MANAGER - 1 1.00 1.00
POLICE SERVICES TECH. - 1 1.00 1.00
POLICE SERVICES TECH. - 2 1.00 1.00
POLICE SERVICES TECH. - 3 1.00 1.00
POLICE SRVS SPECIALIST - 1 1.00 1.00
PURCHASING OFFICER - 1 1.00 1.00
PW MAINT LEAD WORKER - 1 1.00 1.00
PW MTCE WORKER - 2 1.00 1.00
RECORDS CLERK - 1 1.00 1.00
RECREATION SUPERVISOR - 1 1.00 1.00
RECREATION SUPERVISOR - 2 1.00 1.00
RECREATION SUPERVISOR - 3 1.00 1.00
RECREATION SUPERVISOR - 4 1.00 1.00
SENIOR ACCOUNTING TECH - 1 1.00 1.00
SENIOR MANAGEMENT ANALYST - 1 1.00 1.00
SENIOR MANAGEMENT ANALYST - 2 1.00 1.00
SENIOR MANAGEMENT ANALYST - 4 1.00 1.00
SENIOR MANAGEMENT ANALYST - 5 1.00 1.00
SENIOR MGMT ANALYST - 3 1.00 1.00
SENIOR PLANNER - 1 1.00 1.00
STORMWATER PROGRAM MGR - 1 1.00 1.00
TREE TRIMMER - 1 1.00 1.00
WSTEWTR MTC WRKR I-III - 2 1.00 1.00
WSTEWTR MTC WRKR I-III - 3 1.00 1.00
WSTEWTR MTC WRKR III - 1 1.00 1.00
WSTEWTR MTC WRKR III - 4 1.00 1.00
ALLOCATED FTE COUNT 279.00 279.00

132

133
RESOLUTION NO. 2023-____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA ADOPTING A BUDGET FOR FISCAL YEAR 2023-2024 AND FISCAL YEAR 2024-2025 ________________________________________________________________ BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that for the said fiscal years beginning July 1, 2023 and July 1, 2024, there is hereby appropriated out of the Treasury of the City of La Mesa for municipal purposes and for allowances to be used by the various departments and activities of said City for said fiscal year the sum of $131,982,872 and $134,971,359 respectively, in the amounts, allowances, and estimates more particularly set forth and described in said budget on file in the office of the City Clerk. The amounts of money so appropriated are hereby classified and summarized in control accounts as included on the attached budget.

NOW, THEREFORE, BE IT FURTHER RESOLVED BY THE CITY COUNCIL OF THE CITY OF LA MESA AS FOLLOWS:

1. All previous appropriations are hereby canceled and the balances remaining therein are applied to finance the new appropriations set forth in this budget.

2. All moneys appropriated by this resolution under the heading “Reserves” shall be expended only as authorized by the City Council.

3. All transfers between funds, departments and/or activities shall be made by the City Council except that the City Manager may, on his own initiative and without prior approval of the City Council, transfer between budget accounts within a single department, activity, or capital improvement fund, or from any budget account or appropriation, to the reserve, amounts determined to be in excess of actual requirements.

4. The final budget of the City incorporating therein the approved figures is hereby approved, fixed, and adopted.

PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 8th day of August 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: August 8, 2023
SUBJECT: APPROVAL OF SUMMARY VACATION OF AN

EXISTING PUBLIC UTILITY EASEMENT
ENCUMBERING LOTS 267 THROUGH 281 ON
ROSARITA DR., COROLYN DR., CINTHIA ST, AND
EASTRIDGE DR. PER MAP NO. 4501, EASTRIDGE
DRIVE, UNIT NO. 3
ISSUING DEPARTMENT: Public Works
SUMMARY:

Issues:

Should the City of La Mesa vacate an existing Public Utility Easement encumbering Lots 267 through 281 per Map No. 4501, Eastridge Drive, Unit No. 3?
Recommendation:

Vacate the City of La Mesa Public Utility Easement encumbering Lots 267 through 281 per Map No. 4501, Eastridge Drive, Unit No. 3.

Fiscal Impact:

None.

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

This project is categorically exempt from the environmental review process under Section 15301 Class 1(c) of Title 14 of the California Code of Regulations.

Report to Mayor and Councilmembers
Date: August 8, 2023
Page: 2 of 3
BACKGROUND:

When Map No. 4501 was originally filed for the Eastridge, Unit 3 subdivision, it reserved an easement for public utilities located at the rear yards of the adjoining parcels (see Attachment B). The easement dedicated on the map has never been used, nor is there any desire by any agency to ever use it for its intended purpose. All public utility agencies have been contacted and none of the agencies has any existing utilities within this easement or any objections with its vacation.

DISCUSSION:

The owner of 7912 Eastridge Drive (Lot 275) desires to construct a new retaining wall and fence in order to increase the developable area, privacy and use of the side yard.

The property owner researched the easement history and requests that the City vacate that portion across their property citing that vacating that portion of the public utility easement across the property would allow him to proceed with construction. The City reviewed the easement and supporting documents from other utility agencies and has determined that the vacation request is reasonable. San Diego Gas & Electric, Helix Water District, Cox Cable and AT&T were contacted and each agency submitted a letter indicating they have no objection to the vacation.

California Streets and Highways Code, Section 8330, et seq., provides the criteria for summary vacation of public service easements in any of the following cases:
(a) The easement has not been used for the purpose for which it was dedicated or acquired for five consecutive years immediately preceding the proposed vacation; (b) The date of dedication or acquisition is less than five years, and more than one year, immediately preceding the proposed vacation, and the easement was not used continuously since that date; or
(c) The easement has been superseded by relocation, or determined to be excess by the easement holder, and there are no other public facilities located within the easement.

Conditions a) and c) apply to this request for vacation therefore the City Council may authorize the vacation. If the utility easement vacation is approved, it will benefit all 15 of the parcels bounded by Rosarita Drive, Corolyn Drive, Cinthia Street and Eastridge Drive.

Report to Mayor and Councilmembers
Date: August 8, 2023
Page: 3 of 3
CONCLUSION:

Staff recommends that the City of La Mesa vacate the existing Public Utility Easement encumbering Lots 267 through 281 per Map No. 4501, Eastridge Drive, Unit No. 3.

Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Michael Throne, PE
City Manager Director of Public Works
____________________________
Dann Marquardt, PE
Associate Engineer
Attachments: A. Resolution
B. Vacation Exhibit

RESOLUTION NO. 2023-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA ORDERING THE

SUMMARY VACATION OF AN EASEMENT FOR PUBLIC UTILITY PURPOSES ENCUMBERING LOTS 267 THROUGH 281 ON ROSARITA DRIVE, COROLYN DRIVE, CINTHIA STREET AND EASTRIDGE DRIVE PER MAP NO. 4501, EASTRIDGE, UNIT NO. 3.

WHEREAS, an easement for public utility purposes was dedicated to the City of La Mesa on Map 4501, Eastridge Unit No. 3, recorded April 6, 1960; WHEREAS, the property owner of Lot 275 has requested the vacation of said easement to unencumber their property and facilitate the use of the property; and WHEREAS, Section 8330, et seq., of the California Streets and Highways Code provides the criteria for summary vacation of public service easements in any of the following cases:
a. The easement has not been used for the purpose for which it was dedicated or acquired for five consecutive years immediately preceding the proposed vacation; b. The date of dedication or acquisition is less than five years, and more than one year, immediately preceding the proposed vacation, and the easement was not used continuously since that date; or
c. The easement has been superseded by relocation, or determined to be excess by the easement holder, and there are no other public facilities located within the easement.

WHEREAS, the City Council finds that:
a. The Notice of Public Hearing on said resolution ordering the summary vacation of the easement, was published in the Daily Transcript on July 10, 2023, and July 17, 2023, in the manner prescribed by law for the publication of resolutions in and for said City; b. Notices of said hearing were posted conspicuously along the easement proposed to be vacated, at least fourteen days before the date set by this resolution for the hearing.

Said notices were posted not more than three hundred (300) feet apart and at least three (3) such notices were posted.
c. No persons presented evidence that said easement is necessary for present or future public purposes;
d. There is no present or prospective use for the easement for which it was originally acquired or for any other public use of a like nature that can be anticipated; e. The easement for public utility purposes has been superseded by relocation and there are no other public facilities located within the easement considered to be vacated; f. The property owner will benefit from the vacation through improved utilization of the land; and

g. The vacation is consistent with the general plan or an approved community plan.

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

1. That the easement for public utility purposes was dedicated to the City of La Mesa on Map 4501, Eastridge Unit No. 3, recorded April 6, 1960 and encumbering lots 267 through 281 as described in Attachment B, be ordered vacated.

2. That the City Clerk of the City of La Mesa, California shall cause a certified copy of this resolution, attested to under the seal of the City of La Mesa, with exhibits, to be recorded in the office of the County Recorder of San Diego County, State of California.

PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 8
th day of August, 2023, by the following vote, to wit:

AYES:

NOES:

ABSENT:

CERTIFICATE OF THE CITY CLERK
I, MAGAN WIEGLEMAN, 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)

ATTACHMENT B

IDENTICAL POINT

EASEMENT VACATION EXHIBIT
MAP 4501, SHEETS 4 AND 5

REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: August 8, 2023
SUBJECT: CONSIDERATION OF A SUBSTANTIAL AMENDMENT
TO THE FISCAL YEAR 2023-2024 COMMUNITY

DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
ISSUING DEPARTMENT: Community Development
SUMMARY:

Issue:

Should the City Council approve a substantial amendment to the Fiscal Year 2023-2024 CDBG Annual Action Plan (Attachment C) and authorize submission to HUD?
Recommendation:

Adopt a Resolution (Attachment A) approving a substantial amendment to Fiscal Year 2023-2024 CDBG Annual Action Plan and authorizing submittal to HUD.

Fiscal Impact:

There is no impact to the City’s General Fund. Federal CDBG funds allow the City to support programs and complete projects that benefit low and moderateincome people and eliminate slum and blight. The City’s CDBG entitlement funding allocation for 2023-2024 is $478,231.

City’s Strategic Goals:
 Revitalize neighborhoods and corridors
 Enhanced recreation and quality of life opportunities  Ensure safe and affordable homes for La Mesa's current and future residents

Report to Mayor and Councilmembers
Date: August 8, 2023
Page: 2 of 3
BACKGROUND:

As an entitlement jurisdiction with a population of over 50,000, the City receives CDBG funds from the United States Department of Housing and Urban Development (HUD) that can be used to carry out a wide range of community development activities directed toward neighborhood revitalization, economic development, and community facilities and services, with priority given to activities benefiting low- and moderate- income communities. La Mesa has participated in the CDBG program since the 1980s.

To remain eligible, the City is responsible for identifying community needs and priorities through the Consolidated Planning process. Every five years, the City is required to prepare a Consolidated Plan that establishes goals towards addressing those needs.

Annual Action Plans are then developed to program activities that carry out the longterm goals. The process includes ongoing opportunities for citizen participation. The City’s current CDBG priority goals align with HUD’s statutory goals for serving lower income populations and with the City’s strategic goals.

The CDBG Annual Action Plan for Fiscal Year 2023-2024, which is Year 4 of the City’s 2020-2025 Consolidated Plan, was adopted at a noticed public hearing held on April 25, 2023, memorialized in Resolution No. 2023-045 (Attachment B). The adopted Annual Action Plan allocates funding to community infrastructure projects in low/moderate neighborhoods, fair housing services, and program administration. Infrastructure projects approved for funding include Collier Park Improvements and Nancy Drive Street Improvements.

The Collier Park Improvements project is a multi-year, $6 million, revitalization of the heart of the park, including grading and landscaping, new restroom facilities, additional parking, roadway improvements, and security upgrades. Under construction and scheduled to be completed later this year, the current scope of work is the second phase of implementation of the Collier Park Master Plan. For the current program year, $167,231 is allocated to additional work including eligible excavation, hardscape, landscaping, irrigation, lighting, a pedestrian trail, and slope treatments.

The Nancy Drive Street Improvements project has an allocation of $150,000 to halt deterioration of the road surface street caused by water runoff. The project involves installing concrete gutter extensions to provide a greater drainage surface, followed by re-milling and re-paving of the street.

DISCUSSION:

As construction at Collier Park continues, staff has identified a need for additional resources to complete the project. Specifically, hardscape, planting and irrigation, and

Report to Mayor and Councilmembers
Date: August 8, 2023
Page: 3 of 3
Pasadena Avenue street improvements are underfunded and in need of additional budget.

The Nancy Drive Street Improvements project has not yet been designed and is unlikely to be completed within the current program year. As it is HUD’s expectation that projects be carried out in a timely manner, and as the City has prioritized completion of the Collier Park Improvements project, staff recommends re-allocating the Nancy Drive Improvements budget of $150,000 to Collier Park.

Other approved projects and funding levels in the Annual Action Plan, including sidewalk improvements in the amount of $75,000, fair housing services in the amount of $30,000, and program administration in the amount of $56,000, are not proposed to change.

The draft amended 2023-2024 Annual Action Plan (Attachment B) was made available on the City’s website. In accordance with the City’s adopted Citizen Participation Plan, notice of the August 8, 2023, public hearing to consider the amendment and 30-day public review period was published in the Daily Transcript on July 10, 2023.

CONCLUSION:

Staff recommends the Council adopt a resolution approving a substantial amendment to Fiscal Year 2023-2024 Annual Action Plan (Attachment A), and authorizing submittal to HUD.

Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Sandi Sawa Hazlewood
City Manager Acting Director of Community Development
Attachments:

A. Draft Resolution approving a substantial amendment to the FY 2023-2024 Annual Action Plan
B. City Council Resolution No. 2023-045
C. Draft Amended FY 2023-2024 Annual Action Plan

RESOLUTION NO. 2023-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA
APPROVING A SUBSTANTIAL AMENDMENT TO THE FISCAL YEAR 2023-2024

ANNUAL ACTION PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK

GRANT (CDBG) PROGRAM AND AUTHORIZING SUBMITTAL TO THE UNITED

STATES DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD) WHEREAS, the City of La Mesa is an entitlement city in accordance with the regulations of the Community Development Block Grant (CDBG) Program Guidelines established by the United States Department of Housing and Urban Development (HUD); WHEREAS, the City of La Mesa has prepared a five-year Consolidated Plan for Community Development which establishes funding priorities for the CDBG and HOME programs for the period July 1, 2020, to June 30, 2025;
WHEREAS, on April 25, 2023, the City Council adopted a resolution approving the FY 2023-2024 Annual Action Plan for HUD funding programs, allocating estimated available funding totaling $478,231 to eligible projects and programs;
WHEREAS, public facilities and infrastructure has been identified as a priority community need;
WHEREAS, the City Council held a public hearing on August 8, 2023, with published notification, to ensure adequate opportunity for public participation in the re-programming of funding resources;
WHEREAS, a 30-day public review period to provide the community with an opportunity to comment on the FY 2023-2024 Annual Action Plan amendment began on July 10, 2023, ending on August 9 2023; and
WHEREAS, the City will incorporate public comments received into the final submission of said Plan.

NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, as follows;

1. That the foregoing fact and determinations are true and hereby made a part hereof.

2. That the City Council hereby approves a substantial amendment to the Annual Action Plan for FY 2023-2024 to re-allocate $150,000 from Nancy Drive Street Improvements to Collier Park Improvements Phase II.

3. That the City Council hereby authorizes allocation and submission of the amended Annual Action Plan for FY 2023-2024 to HUD with the required certifications, applications, and agreements for the full implementation of the activities funded under the Plan.

PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 8
th day of August, 2023, by the following vote, to wit:

AYES:

NOES:

ABSENT:

CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, the 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)

Annual Action Plan
2023
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Annual Action Plan
2023
2 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Contents
Executive Summary.....................................................................................................................................23 AP‐05 Executive Summary ‐ 91.200(c), 91.220(b) .................................................................................... 3 PR‐05 Lead & Responsible Agencies ‐ 91.200(b) ...................................................................................... 6 AP‐10 Consultation ‐ 91.100, 91.200(b), 91.215(l) ................................................................................... 7 AP‐12 Participation ‐ 91.401, 91.105, 91.200(c)..................................................................................... 10 Expected Resources....................................................................................................................................11 AP‐15 Expected Resources ‐ 91.420(b), 91.220(c)(1,2) .......................................................................... 11 Annual Goals and Objectives...................................................................................................................... 12 AP‐35 Projects ‐ 91.420, 91.220(d) ......................................................................................................... 14 AP‐38 Project Summary .......................................................................................................................... 15 AP‐50 Geographic Distribution ‐ 91.420, 91.220(f) ................................................................................ 19 AP‐75 Barriers to affordable housing ‐91.420, 91.220(j)........................................................................ 20 AP‐85 Other Actions ‐ 91.420, 91.220(k) ................................................................................................ 21 Program Specific Requirements.................................................................................................................. 24

Annual Action Plan
2023
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Executive Summary
AP‐05 Executive Summary ‐ 91.200(c), 91.220(b)

1. Introduction
Program Year 4 Action Plan Executive Summary
The 2023‐2024 Action Plan implements the fourth year of the City of La Mesa’s 2020‐2025 Consolidated Plan under the US Department of Housing and Urban Development (HUD) Community Development Block Grant Program (CDBG) program. The Action Plan designates the City’s funding allocations for CDBG housing and community development programs and activities.

La Mesa participatesin the Home Investment Partnerships(HOME) program as a member of the San Diego County HOME Consortium administered directly by the County of San Diego Housing and Community Development Department. The Consortium’s HOME‐funded Down Payment and Closing Cost Assistance Program is available to current and future La Mesa residents.

2. Summarize the objectives and outcomes identified in the Plan The Action Plan addresses outcome performance measures identified in the Consolidated Plan. Individual activities are selected in accordance the provisions of Federal Register Vol. 71, No. 44, Notice of Outcome Performance Measurement System for Community Planning and Development Formula Grant Programs, dated March 7, 2006, which requires specific Performance Measure Objectives and Outcomes to be associated with each activity funded:

General Objective Categories‐ Activities will meet one of the following:
• Decent Housing (DH)
• A Suitable Living Environment (SL)
• Economic Opportunity (EO) General
Outcome Categories‐ Activities will meet one of the following:
• Availability/Accessibility (1)
• Affordability (2)
• Sustainability (3)
CDBG funds alone are insufficient to address the many and varied community needs identified through public outreach and summarized in the Needs Assessment section of the Consolidated Plan. Recognizing the objectives of the funding program and specific program regulations, the City uses CDBG funds to carry out programs and projects that provide decent housing and a suitable living environment benefitting primarily low‐ and moderate‐income households and those with special needs. Needs determined to be a High Priority will receive funding during thisfive‐year planning period. Low Priority Needs may be funded based on the availability of funds.

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2023
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Strategic Plan goals outlined in the 2020‐2025 Consolidated Plan guide investments in La Mesa’s low‐ and moderate‐income communities and form the basis for establishing objectives and outcomes in the 2023‐ 2024 Action Plan. These four goals reflect the needs identified during Consolidated Planning process.

Infrastructure emerged as the top priority of survey respondents:

Goal 1 – Improve public facilities and infrastructure to promote a healthy and vibrant city environment.

Goal 2 – Promote equitable access to affordable housing through preservation of existing units, assistance to homeowners, and fair housing services.

Goal 3 – Create programs to prevent and address homelessness and provide access to services.

Goal 4 – Provide local community services to support low‐ and moderate‐income households.

3. Evaluation of past performance
The City has successfully implemented housing and community development activities in the previous Consolidated Plan cycle, reaching thousands of low‐ and moderate‐income individuals. The City focuses its CDBG resources on infrastructure projects and, having completed eight projects in recent years, has made a significant impact in the community. Through the Center for Social Advocacy San Diego (CSA), the City’s fair housing service provider, nearly 400 La Mesa residents were provided with fair housing services over the past five years.

The City’s affordable housing objective is to provide homeownership opportunities using HOME funds available through the County HOME Consortium. In prior years, the City also issued loansto lower‐income homeowners through its Housing Rehabilitation Program, of which four loans are outstanding. No recent loans have been issued due to limited availability of funds.

The need for public services in the community is extensive, but limited CDBG resources have impacted the City’s ability to simultaneously fund capital improvements and public services. The City Council has established a policy guideline that suspends the public service program if the City’s annual CDBG funding allocation is below $450,000. One exception to this policy isthat the City may pursue funding for homeless services. The City will also continue to support fair housing servicessuch asthose that have been provided by CSA. CSA assists people experiencing housing discrimination.

CDBG funds have primarily supported multi‐year improvement projects in low‐ and moderate‐income neighborhoods. Collier Park and Vista La Mesa Park are examples of complex, phased infrastructure rehabilitation projects. In 2016‐2017, the City completed three large undertakings and restored project timeliness. Due to rising construction costs, COVID‐related challenges, and weather delays in early 2023, completion of the Collier Park Improvements Project has been deferred to the 2023‐24 program year. As the majority of CDBG funds are allocated to this undertaking, it is critical that the City complete this project to meet timeliness expectations.

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2023
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4. Summary of Citizen Participation Process and consultation process The City’s adopted Citizen Participation Plan drives the community engagement process and sets requirements for notification of community meetings and public hearings, and public review periods in accordance with Federal regulations set forth in 24 CFR 91.105.

Two noticed public hearings were conducted in the formulation of the 2023‐2024 Action Plan. Notice of the first public hearing was published in the Daily Transcript on March 3, 2023. Notice of a 30‐day public review period and public hearing was published in the Daily Transcript on March 24, 2023. Public hearings were held on March 14, 2023, and on April 25, 2023. Public comments are encouraged and all input is considered in the formulation of CDBG needs, priorities, projects, and activities. An amendment was considered and approved at City Council at a noticed public hearing held on August 8, 2023. Notice of the public hearing and a 30‐day public review period extending from July 10, 2023, to August 9, 2023, was published in the Daily Transcript on July 10, 2023.

5. Summary of public comments
A significant amount of qualitative feedback on community needs was collected through community meetings, stakeholder consultations, a public comment period, and at formal public hearings during the development of the Consolidated Plan. Those comments provided insight into community needs and informed the CDBG program goals as well as the 2023‐2024 Action Plan. Priority needs were identified as infrastructure, community facilities, housing, homelessness, and transportation. Formal public comments for the Consolidated Plan were heard at meetings of the City Council and during a public comment period.

6. Summary of comments or views not accepted and the reasons for not accepting them All public comments were accepted and addressed in the Consolidated Plan and subsequent Annual Action Plan review.

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2023
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PR‐05 Lead & Responsible Agencies ‐ 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency

CDBG Administrator LA MESA Community Development
Department
Table 1 – Responsible Agencies
Narrative
Community Development Department staff are responsible for preparing and administering La Mesa’s Consolidated Plan.

Consolidated Plan Public Contact Information
City of La Mesa
Community Development Department
8130 Allison Avenue
La Mesa, CA  91942

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AP‐10 Consultation ‐ 91.100, 91.200(b), 91.215(l)

1. Introduction
The City collaborates with other government and not‐for‐profit entities in the region to addressthe needs of low‐  and moderate‐income residents. These efforts include being a member of the County of San Diego’s HOME Consortium and participating in the Housing Choice Voucher (Section 8) program through the County of San Diego. City staff also works closely with the County of San Diego Health and Human Services Agency and other nonprofit health and mental health providers as a part of the Homeless Outreach and Mobile Engagement program.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l)).

Close cooperation between public and assisted housing providers and private and governmental health, mental health, and service agencies is crucial to providing coordinated assistance, leveraging resources, and eliminating duplication of services. Although the City is not a housing agency and has limited interaction with public and assisted housing providers, staff does encourage and collaborate whenever possible. For example, the Homeless Outreach and Mobile Engagement program works with the full complement of housing providers and service agencies to provide coordinated assistance to the City’s unhoused population.

During the community engagement process carried out in the development of the Consolidated Plan, the City consulted with housing, health, mental health, and other agencies and businesses at community meetings, through interviews and an online survey. The outreach list was comprised of 187 agencies and organizations, including:
 Nonprofit service providers that cater to the needs of low‐ and moderate‐income households and persons with special needs, including persons with disabilities;  Affordable housing providers;
 Housing advocates;
 Housing professionals;
 Public agencies (such as school districts, health services, public works);  Economic development and employment organizations; and  Community and neighborhood groups.

Additionally, City representatives actively participate in regional planning and coordination efforts.

Affiliations include:
 San Diego Association of Governments (SANDAG), San Diego County’s federally recognized metropolitan planning organization (MPO)
 Regional Task Force on the Homeless (RTFH), the region’s HUD Continuum of Care (COC)

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 San Diego Regional Alliance for Fair Housing
 Quarterly meetings of local CDBG program administrators As of 2018, entitlement jurisdictions must account for narrowing the digital divide and increasing resilience to natural hazards. To do so, the City consulted with 2‐1‐1 San Diego, the region’s community information exchange, to understand the effortsthroughout San Diego County to narrow the digital divide and bring broadband internetservice to a broaderswath of the population, especially low‐ and moderate‐ income communities.

Lastly, RTFH and the City’s fair housing service provider, CSA, were both interviewed in developing the Consolidated Plan. The City will continue to maintain partnerships with these and other agencies to achieve long‐term housing and community development goals.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The City works closely with RTFH on coordinated activities such as the annual Point‐in‐Time (PIT) count and provides ongoing support for services and shelters serving those experiencing or at risk of homelessness. The PIT provides an opportunity for the community to identify and engage with those experiencing homelessness. The 2022 PIT counted a total 53 homeless individuals representing three percent of the total homeless population in East San Diego County. Of the 53 individuals counted, 35 were unsheltered.

In developing the Consolidated Plan, RTFH was interviewed to provide insight on the challenges and progress on homelessness in the region and in La Mesa.

In response to community concerns and increasing need, the City created a Citizens Taskforce on Homelessness in 2019. Out of that taskforce came the Homeless Outreach and Mobile Engagement Program. Launched in 2020 and partially funded with CDBG CARES Act funding, the locally‐managed program provides trained specialists, including a full‐time outreach worker and mental health clinician, to offer services and housing opportunities to those in need.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City of La Mesa does not administer ESG funds; however, City staff did consult with RTFH in developing the 2020‐25 Consolidated Plan.

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2. Agencies, groups, organizations and others who participated in the process and consultations
Agency/Group/
Organization
Agency/Group/Organization
Type
What section of
the Plan was
addressed by
Consultation?
Briefly describe how the
Agency/Group/Organization
was consulted. What are the
anticipated outcomes of the
consultation or areas for
improved coordination?
2‐1‐1 San Diego Community Information
Exchange (CIE)
Needs Assessment
Housing Market
Analysis
Provided localized data to inform
the Consolidated Plan.

County of San
Diego
County government – Health
and Human Services Agency,
Housing and Community
Development Services, Office of
Emergency Services
Needs Assessment
Housing Market
Analysis
Consulted with various agencies at
the county government to inform
development of Consolidated Plan
Legal Aid Society
of San Diego
Fair housing legal service
provider
Needs Assessment
Housing Market
Analysis
Interviewed staff about fair
housing needs and challenges in
San Diego
Regional Task
Force on the
Homeless
Continuum of Care Needs Assessment
Market Analysis
Interviewed staff about
homelessness needs and
challenges.

Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting No single agency or organization was purposely excluded from providing input on the Consolidated Plan.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Contiuum of Care Regional Task force on
the Homeless
Both the RTFH and the strategic plan goals of the
Consolidated Plan serve to create programs to prevent
and address homelessness and provide access to
services.

City of La Mesa Housing
Element, 2021‐2028
City of La Mesa The Housing Element includes housing affordability and fair housing (AFFH) goals consistent with strategic plan goals set forth in the Consolidated Plan.

Climate Action Plan City of La Mesa The Climate Action Plan includes public infrastructure improvement goals to promote a healthy and vibrant
City consistent with strategic plan goals set forth in the Consolidated Plan.

Table 3 ‐ Other local / regional / federal planning efforts

Annual Action Plan
2023
10 OMB Control No: 2506‐0117 (exp. 09/30/2021)
AP‐12 Participation ‐ 91.401, 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal‐setting Citizen participation is a key component of the consolidated planning process. The City of La Mesa follows an adopted Citizen Participation Plan to ensure meaningful community involvement at each step. To obtain public input early in the development of the Action Plan, the City Council conducted a public hearing on March 14, 2023. Notice was published in the Daily Transcript, a newspaper of general circulation. At the hearing, the City Council reaffirmed CDBG program goals and priorities established in the Consolidated Plan and considered options for allocating anticipated resources. A copy of the public hearing notice is published in the appendix.

Input received at the first CDBG hearing was incorporated into the draft 2023‐2024 Action Plan. The plan was made available for public review on the City’s website and at the La Mesa Public Library. Notice of the 30‐day public review period and second hearing was published in the Daily Transcript on March 24, 2023 and mailed to a list of 20 local agencies and organizations. An amendment was approved at a noticed City Council public hearing held on August 8, 2023. Notice of public hearing and a 30‐day public review period extending from July 10, 2023, to August 9, 2023, was published in the Daily Transcript on July 10, 2023.

The Consolidated Plan, amendments, Annual Action Plans and performance reports will be available for five years at La Mesa City Hall, 8130 Allison Avenue, La Mesa, CA  91942.

Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If
applicable)
1 Newspaper
Ad
Non‐
targeted/broad
community
None
received.

N/A N/A
2 Mailing Non‐
targeted/broad
community
None
received.

N/A N/A
3 Public
hearing
Non‐
targeted/broad
community
None
received.

N/A N/A
Table 4 – Citizen Participation Outreach

Annual Action Plan
2023
11 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Expected Resources
AP‐15 Expected Resources ‐ 91.420(b), 91.220(c)(1,2)
Introduction
The City’s allocation for Program Year 2023‐2024 is expected to be approximately $478,231, which is consistent with prior yearfunding levels. Program Year 2023‐2024 is Year 4 of the 2020‐2025 Consolidated Planning period.

Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 4 Expected Amount
Available
Remainder
of ConPlan
Narrative
Annual Description
Allocation:

Program
Income:

Prior Year
Resources:

Total:

CDBG Public
Federal
Acquisition,
Administration
and Planning,
Economic
Development,
Housing,
Public
Improvements,
Public Services
$478,231    $478,231 $421,012 Estimated
funding available
over the
planning period
is based on
2020‐21
allocation,
excluding funds
carried over
from prior years
Table 51 ‐ Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City has been successful in obtaining grants and identifying other funds to commit to Consolidated Plan priorities for capital improvement projects.  In 2021, the City received $3 million in State Parks and Recreation funding for Collier Park Master Plan improvements. La Mesa Park & Recreation funds were also used to resurface and restripe the tennis court in Collier Park for dual use as a pickleball court.

In recent years, the City has received $10.4 million in grant funding towards bike and pedestrian infrastructure improvements, much of which has been located in low‐moderate income neighborhoods or adjacent to schools serving low‐moderate income areas. The West La Mesa Street Improvement Project, a $6 million undertaking, completed a new road, Junior High Drive, completed missing sidewalk links, and provided over five miles of new Class II or Class III bike lanes adjacent to Helix High School and

Annual Action Plan
2023
12 OMB Control No: 2506‐0117 (exp. 09/30/2021)
La Mesa Arts Academy, which are within walking distance of and served by surrounding CDBG‐eligible neighborhoods. The City actively applies for grants to complete infrastructure projects in low‐moderate income neighborhoods.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan Activities to be funded include improvements to a City‐owned public park, street improvements, and sidewalk improvements. Collier Park is a publicly‐owned local park located in a CDBG‐eligible neighborhood. Right‐of‐way, including portions of Pasadena Avenue, Palm Avenue, and 4th Street, extend through and around the park.   Portions of the adjacent streets are improved with curb, gutter and sidewalks. Pasadena Avenue, which runs through the park, lacks sidewalks, curb and gutter.

Annual Action Plan
2023
13 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP‐20 Annual Goals and Objectives ‐ 91.420, 91.220(c)(3)&(e) Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Improve
Facilities and
Infrastructure
2020 2025 Non‐Housing
Community
Development
Improve
Facilities and
Infrastructure
CDBG:
$392,231
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit: 28530
Persons Assisted
2 Fair Housing 2020 2025 Affordable
Housing
Non‐Homeless
Special Needs
Fair Housing CDBG:
$30,000
Public service
activities other than
Low/Moderate
Income Housing
Benefit: 100
Persons Assisted
3 Planning and
Administration
2020 2025 Administration     Planning and
Administration
CDBG:
$50,000
4 Conserve the
Housing Stock
2020 2025 Affordable
Housing
Planning and
Administration
CDBG:
$6,000
Table 62 – Goals Summary
Goal Descriptions
Goal Name Goal Description
Improve Facilities and
Infrastructure
Improve and provide public and community facilities, and make necessary infrastructure improvements to serve low‐ and moderate‐income persons.

Fair Housing Provide fair housing services to foster equal housing opportunity.

Planning and Administration Program regulations allow the expenditure of up to 20 percent of the annual allocation to support program administration and planning activities. For the past two years, the City has committed 10‐15 percent of the annual grant to fund staff and other administrative costs.

Conserve the Housing Stock Manage the housing rehabilitation loan program. Although there are currently no new loans being granted, there are administrative costs associated with monitoring the loan portfolio and processing loan pay‐off paperwork.

Annual Action Plan
2023
14 OMB Control No: 2506‐0117 (exp. 09/30/2021)
AP‐35 Projects ‐ 91.420, 91.220(d)
Introduction
This plan outlines the action steps that the City will use to address housing and community development needs in the City. The plan includes a listing of activities the City will undertake during FY 2023‐2024, utilizing a CDBG funding allocation of $478,231.
# Project Name
1 Collier Park Improvements Phase 2
2 Nancy Drive Improvements
32 Sidewalk Improvements
43 Fair Housing (CSA San Diego County)
54 Program Administration
65 Housing Rehabilitation Program Administration
Table 73 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The primary obstacle to meeting underserved needs is the lack of financial and staff resources. Each year, the City Council selects high priority projects for funding. Other projects, which are high priority and are important to the City’s community development goals, are not funded. In spite of limited financial resources, the City strives to successfully complete at least one high priority community development project each year.

Annual Action Plan
2023
15 OMB Control No: 2506‐0117 (exp. 09/30/2021)
AP‐38 Project Summary
Project Summary Information
1 Project Name Collier Park Improvements Phase 2
Target Area N/A
Goals Supported Improve Facilities and Infrastructure
Needs Addressed Improve Facilities and Infrastructure
Funding CDBG: $ 167,231 317,231
Description CDBG has long supported rehabilitation efforts at Collier Park. A need was identified by the community to create a safer, more active use park with improved connections to the neighborhood. Following adoption of the Collier Park Renovations Project Master Plan in 2015, Phase I improvements were completed in 2018 and included grading, new hardscape, new landscape, and irrigation improvements to the panhandle portion of the park, near the park entry. Implementation of the master plan is continuing.

Phase 2, which includes grading and landscaping, new restroom facilities, additional parking, roadway improvements, and security upgrades in the heart of the park, is under construction.

Funding sources include prior year CDBG allocations totaling $1.7 million, leveraged with $3 million in State Parks and Recreation funding, Proposition 68 funds, and local park funds.

Target Date June 2024
Estimate the number
and type of families
that will benefit from
the proposed activities
An estimated 28,530 persons are expected to benefit from this project.

Location Description Collier Park, 4401 Palm Avenue, La Mesa, 91941 Planned Activities FY 2023‐2024 CDBG funds will be used to complete Phase 2 improvements. The scope of work includes including eligible excavation, hardscape, landscaping, irrigation, lighting, a pedestrian trail, and slope treatments.
2 Project Name Nancy Drive Street Improvements
Target Area N/A
Goals Supported Improve Facilities and Infrastructure

Annual Action Plan
2023
16 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Needs Addressed Improve Facilities and Infrastructure
Funding CDBG: $150,000
Description Nancy Drive is located in an eligible neighborhood. Water runoff has caused the road surface to degrade. To prevent further deterioration of the street surface, installation of concrete gutter extensions is proposed. The gutter extensions will provide a greater drainage surface.

Target Date June 2024
Estimate the number
and type of families
that will benefit from
the proposed activities
An estimated 1,100 persons are expected to benefit from this activity.

Location Description City of La Mesa
Planned Activities A CDBG allocation of $150,000 will allow for installation of concrete gutter extensions, followed by milling and paving of the street. 32 Project Name Sidewalk Improvements
Target Area N/A
Goals Supported Improve Facilities and Infrastructure
Needs Addressed Improve Facilities and Infrastructure
Funding CDBG: $75,000
Description The City’s Sidewalk Master Plan Map identifies streets where pedestrian connectivity needs improvement. Eligible areas where sidewalk gaps occur include portions of Aztec Drive, Gateside Road, and Amarillo Avenue.

Target Date June 2024
Estimate the number
and type of families
that will benefit from
the proposed activities
An estimated 5,460 persons are expected to benefit from this activity.

Location Description City of La Mesa
Planned Activities A CDBG allocation of $75,000 will allow for completion of priority sidewalk segments in low‐moderate residential neighborhoods.

Locations will be selected based on walking safety and presence of hazards with higher priority given to locations close to transit, schools, parks, and public interests.

Annual Action Plan
2023
17 OMB Control No: 2506‐0117 (exp. 09/30/2021)
43 Project Name Fair Housing (CSA San Diego County)
Target Area N/A
Goals Supported Fair Housing / Planning and Administration Needs Addressed Fair Housing / Planning and Administration Funding CDBG: $30,000
Description The Center for Social Advocacy (CSA) of San Diego County provides fair housing services to the City.

Target Date June 2024
Estimate the number
and type of families
that will benefit from
the proposed activities
An estimated 100 persons are expected to benefit from this activity.

Location Description City of La Mesa
Planned Activities Each year, the City must certify to HUD that the City is affirmatively furthering fair housing. The contract with CSA San Diego County helps the City meet this CDBG implementation requirement. The City's contribution to CSA, combined with that of several other jurisdictions including the Cities of El Cajon, Santee, National City, and Chula Vista, supports this organization and furthers fair housing goals within La Mesa and the region.
54 Project Name Program Administration
Target Area N/A
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding CDBG: $50,000
Description CDBG Administration is the responsibility of the Community Development Department.

Target Date June 2024
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A

Annual Action Plan
2023
18 OMB Control No: 2506‐0117 (exp. 09/30/2021)
Planned Activities Administrative activities include preparing annual plans and reports, public outreach, environmental review of projects, labor compliance monitoring, contract administration, subrecipient monitoring, and fair housing testing. Staff also maintains and updates the low‐moderate eligible areas map.
65 Project Name Housing Rehabilitation Loan Program Administration Target Area N/A
Goals Supported Planning and Administration / Conserve the Housing Stock Needs Addressed Planning and Administration / Conserve the Housing Stock Funding CDBG: $6,000
Description Loan portfolio management for the housing rehabilitation program.

Target Date June 2024
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Although no new loans are being granted, there are administrative costs associated with monitoring the loan portfolio and processing loan pay‐off paperwork.