Agenda packet — La Mesa City Council, October 14, 2025 (part 3 of 5)

Report to Mayor and Councilmembers
Date: October 15, 2025
Page: 3 of 5
proposed improvements that occur in the public right-of-way will require an Encroachment Maintenance and Removal Agreement (EMRA) and encroachment permits.

Chapter 24.11 of the La Mesa Municipal Code (LMMC) requires Design Review Board (DRB) review and approval, with City Council ratification, for major exterior alterations within the Urban Design Overlay (D) Zone and for all properties within the Downtown Village Specific Plan (DVSP) area. The DRB evaluates projects for consistency with both the City’s DVSP Design Guidelines and Urban Design Program. On September 22nd, 2025 the DRB determined that the proposed project design is consistent with the Urban Design Program and the Downtown Village Specific Plan design guidelines. and determined that the project meets all the underlying development standards of the CD-D zone, including but not limited to building height, setbacks, and density. The DRB unanimously approved the proposed project. The DRB staff report and Certificate of Action are provided in Attachment B with site photographs provided as Attachment C.

DISCUSSION:

No interior renovations are proposed as part of this project proposal. Building colored renderings are provided as Attachment D and a color and materials board is included as Attachment E.

DVSP AND URBAN DESIGN PROGRAM
The DVSP identifies visual enhancement as essential to downtown revitalization. The DVSP and the Urban Design Program share consistent requirements and guidelines, with the Urban Design Program placing additional emphasis on several key elements: rooftop treatments that screen mechanical equipment from view; architecturally distinctive, pedestrian-oriented front facades along both La Mesa Boulevard and Spring Street; and alley frontages that continue the quality and design character of the primary elevations.

The proposed building improvements align with and support the vision of ensuring that development within the DVSP reflects the high design standards envisioned for the area.

Design Principles
The proposed design applies cohesive architectural features across all elevations with variety, scale, and rhythm through the proposed cornice roof detailing, architectural projections, columns, and flat metal awnings over windows and the covered walkway.

The proposed additional windows along the large expanse of the Spring St. frontage are intended to improve the variety, scale, and rhythm of the building. The new parapet heights will remain the same as the existing parapets, which provide screening for the rooftop equipment. The proposed lighting fixtures will be mounted mid-building at alternating intervals between columns and windows, serving primarily as architectural

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Report to Mayor and Councilmembers
Date: October 15, 2025
Page: 4 of 5
enhancement.

Architecture
The proposed exterior renovation provides visual appeal through modernized facades and materials, while enhancing the building’s connection to the vibrant and eclectic character of the Village. The project diversifies architecture through contemporary design elements while honoring history by preserving the distinctive clock tower and maintaining pedestrian-scale storefronts.

Building Form and Scale
The proposed facade improvements utilize varied proportions and architectural elements to divide the wall plane into human-scale portions. The existing building sits on the property lines along La Mesa Blvd, Spring St, and an alley. The building’s apparent height and bulk are reduced using recesses and projections. The existing front entrance along La Mesa Blvd is recessed approximately 11 feet from the building’s front plane. The proposed improvements will maintain this recessed entry, as it helps break up the building’s length and reduces the apparent width along La Mesa Boulevard. The project also introduces column projections at the corner clock tower, continuing this design element along the Spring Street frontage. Each column features a stone veneer base approximately 6.5 feet high, with stucco detailing and accent-colored capitals above.

Together, these elements reduce both the horizontal and vertical mass of the building.

Other architectural details that are proposed to reduce vertical massing include updated awnings, mid-section windows, and staggered roof cornice details that contribute positively to the building's overall composition.

The existing covered walkway will be replaced with more open and modern styled covering to protect the pedestrians from the elements. It will create an inviting space for pedestrians at the ground level display windows and primary entrances along La Mesa Blvd. The doors for the ground floor will be moved to the center of the recessed area and will be flanked by display windows, providing more weather protection for the entrance, as encouraged by DVSP guidelines. The second- floor office entrance on the east side of the La Mesa Blvd. frontage remains less prominent while incorporating architectural detailing and awnings.

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Report to Mayor and Councilmembers
Date: October 15, 2025
Page: 5 of 5
Colors and Materials
The proposed façade improvements utilize stucco as the primary building surface material with accent materials that include shiplap siding detailing on the clock tower, stone veneer at the base of column projections, and metal awnings over the ground-floor windows on Spring St. and the covered walkway along La Mesa Blvd. The materials were chosen as durable and sustainable options, while also giving a sense of permanence. The proposed color scheme features warm beige as the primary surface color with terracotta brown accent trim and roofline detailing, and slate gray awnings. While the gray accent color is not consistent with the recommended color combinations in the DSVP, it has continuity with the newer accessory features associated with the sidewalk cafes within the Village.

Furthermore, the colors selected by Goodwill reflect the company’s established brand.

CONCLUSION:

Staff recommends that the City Council ratify the Design Review Board’s determination the project (Project 2025-1013) as proposed meets the Downtown Village Specific Plan and Urban Design Program Guidelines.

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

A. Draft Resolution City Council Ratification
B. Project 2025-1013 DRB Staff Report and Certificate of Action C. Site Photographs
D. Renderings
E. Color and Materials Board

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RESOLUTION NO. 2025-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA RATIFYING THE DESIGN REVIEW BOARD APPROVAL OF PROJECT 2025-1013
(GOODWILL INDUSTRIES) – A MAJOR EXTERIOR FAÇADE RENOVATION AT 8250 LA MESA BOULEVARD, APNs 494-402-07-00 AND 494-402-08-00 IN THE

CD-D (DOWNTOWN COMMERCIAL/URBAN DESIGN OVERLAY) ZONE
WHEREAS, the Design Review Board held a public meeting, received and considered a staff report, and reviewed Project 2025-1013 for consistency with the Urban Design Program and Design Guidelines for Properties in the Downtown Village Specific Plan area and Urban Design Overlay and recommended approval (via Certificate of Action) of the project to City Council on October 14, 2025 (“Project 2025-1013”);
WHEREAS, the Design Review Board of the City of La Mesa did hold a duly noticed public meeting on September 22, 2025, and accepted public testimony in considering the Project; WHEREAS, on September 22, 2025, the Design Review Board issued a Certificate of Action recommending approval of the Project as described in Exhibit A; WHEREAS, the City Council did receive and consider a staff report on the Project; and WHEREAS, the City Council of the City of La Mesa did hold a duly noticed public meeting on October 14, 2025, and accepted public testimony in considering the Project.

THE CITY COUNCIL FINDS AND DETERMINES AS FOLLOWS:

1. The proposed design meets the intent of the Urban Design Program and the Design Guidelines for Properties in the Downtown Village Specific Plan and Urban Design Overlay.

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

1. The foregoing findings of fact and determinations are true and hereby made a part hereof.

2. The foregoing findings of fact and determinations are supported by the staff report, minutes, plans, and exhibits, all of which are herein incorporated by reference.

3. The City Council ratifies the Design Review Board Certificate of Action (Exhibit A).

PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 14th day of October 2025, by the following vote, to wit:

AYES:

NOES:

ABSENT:

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CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be true and exact copy of Resolution No. 2025-xx, 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)

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Exhibit A

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REPORT to the LA MESA DESIGN REVIEW BOARD
DATE: September 22, 2025
SUBJECT: 2025-1013 (GOODWILL INDUSTRIES)
DESCRIPTION: DESIGN REVIEW CONSIDERATION OF AN EXTERIOR FAÇADE RENOVATION OF A COMMERCIAL BUILDING
LOCATED AT 8250 LA MESA BOULEVARD IN THE CDD (DOWNTOWN COMMERCIAL/URBAN DESIGN OVERLAY) ZONE; (APNS 494-402-07-00 AND 494-402-
08-00)
ISSUING DEPARTMENT: Community Development
SUMMARY:

Issue(s):

Does the proposed design meet the intent of the Urban Design Program policies and the Downtown Village Specific Plan?
Recommendation:

Staff recommends that the Design Review Board determine that project meets the goals and guidelines of the Downtown Village Specific Plan and Urban Design Program and approve the project, subject to City Council ratification. (Attachment A).

BACKGROUND:

The applicant and property owner, Goodwill Industries, is requesting to renovate the exterior of an existing two-story, 16,006 square foot commercial building located at 8250 La Mesa Boulevard. The proposed project’s 0.23-acre project site is comprised of two legal lots located at the northeast corner of La Mesa Boulevard and Spring Street, with alley access along the northern boundary, as seen in the Vicinity Map. The property is located within the CD-D (Downtown Commercial/Urban Design Overlay) zone and is within the Downtown Village Specific Plan (DVSP) area, as seen in the Zoning Map.

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Report to Design Review Board 2025-1013 (Goodwill Industries) Date: September 22, 2025 Page: 2 of 9
While the existing building exhibits distinctive architectural features including a prominent clock tower, steep-pitched gable roofs, decorative columns, and an expansive glass storefront along La Mesa Blvd, the property is not listed on the City’s Historic Inventory nor designated as a Historic Landmark. The proposed improvements include removing the existing roof projections and window treatments, replacing the covered walkway along La Mesa Blvd with a more modern design, and adding architectural detailing such as columns and roof cornices. The architectural design will also modernize the building facades through updated colors and materials. Any proposed improvements that occur in the public right-of-way, such as the covered walkway or awnings, will require an Encroachment Maintenance and Removal Agreement (EMRA) and encroachment permits.

Signs for 8250 La Mesa Boulevard are regulated by an existing comprehensive sign program. The façade changes will require the sign program to be updated so that the signs are consistent with the new locations and sizes. A comprehensive sign program application will be reviewed by the Planning Commission under a separate permit.

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Report to Design Review Board 2025-1013 (Goodwill Industries) Date: September 22, 2025 Page: 3 of 9
DISCUSSION:

No interior renovations are proposed as part of this project proposal. Project plans are provided as Attachment C, building colored renderings as Attachment D and a color and materials board is included as Attachment E.

The intent of the Downtown Village Specific Plan (DVSP) is to provide a clear image and direction for the future of Downtown La Mesa. The DVSP establishes design goals and guidelines that include encouraging diverse architecture, honoring and respecting history and the pedestrian and human scale, and the prioritization of trees. It also provides detailed guidance for distinct areas within the Specific Planning Area referred to as sub-areas. The project is within the Village Sub-Area. In consideration of the overall DVSP goals and those for the Village Sub-Area, the project appears to align with the intent of the DVSP goals and design guidelines, as discussed further below.

DVSP GOALS
The DVSP establishes goals across five key areas: land use, circulation, parking, public facilities, and design. The goal is for the five key areas to work together to create downtown spaces that benefit and improve the pedestrian experience through a variety of architectural details and styles, safe separation of circulation, and services and businesses that benefit the entire community.

Benefit to the Community
The project supports business diversity in the Downtown Village by continuing the existing commercial use while improving the building's marketability through updated aesthetics. The renovation will reinforce Goodwill’s role as a key community asset within the Village.

Safe Circulation
Circulation and walkability are maintained as existing sidewalks and pedestrian infrastructure remain unchanged, with the proposed covered walkway along La Mesa Boulevard continuing to provide pedestrian protection and comfort.

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Report to Design Review Board 2025-1013 (Goodwill Industries) Date: September 22, 2025 Page: 4 of 9

SUBAREA GUIDELINES
The Subarea design guidelines utilize design principles, building form and scale, street-edge conditions, historic buildings and cultural resources, pedestrian emphasis, materials and colors, off-street parking facilities, landscaping, and signage to achieve a revitalized commercial building. The proposed design reflects the Village’s eclectic design styles preserving the building’s the prominent setting through a thoughtful mix of materials, forms, and proportions that complement the vertical and horizontal massing of the neighboring buildings. The renovation maintains the iconic clock tower as a symbolic landmark while enhancing the pedestrian experience with a new covered walkway that welcomes both customers and passersby to the Village.

The existing front entrance along La Mesa Blvd is recessed approximately 11 feet from the building’s front plane. The proposed improvements will maintain this recessed entry, as it helps break up the building’s length and reduces the apparent width along La Mesa Boulevard. The project also introduces column projections at the corner clock tower, continuing this design element along the Spring Street frontage. Each column features a stone veneer base approximately 6.5 feet high, with stucco detailing and accent-colored capitals above. Together, these elements reduce both the horizontal and vertical mass of the building.

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Report to Design Review Board 2025-1013 (Goodwill Industries) Date: September 22, 2025 Page: 5 of 9
Street-edge
The project maintains compliance with street-edge guidelines by preserving the existing building's orientation and relationship to the street. The building frontage is designed to enhance the prominent gateway entrance to the Village Sub-Area from Spring St. Retaining and enhancing the building’s ground-level elevations along the front property line at the sidewalk edge, reinforces the DVSP’s goal of maintaining a continuous ‘street wall’, which enhances pedestrian comfort, and strengthens the sense of place within the Village. Window transparency levels remain unchanged from existing conditions. Window treatment is discussed further under the pedestrian emphasis section below.

Historic Buildings and Cultural Resources
The existing building was constructed in 1954 with the façade last renovated in 1978.

While it exhibits notable period characteristics including gable roofs, wood paneling, and a distinctive clock tower, the property is not listed on the City’s Historic Inventory nor designated as a Historic Landmark. However, the building’s architectural style may be recognized by the community as quintessentially La Mesa in character.

The DVSP emphasizes preserving both the tangible historic character such as architectural features, materials, and scale, and the intangible character, including the cultural identity and sense of time and place present when the buildings were constructed, as these elements collectively contribute to the Village’s unique sense of place. The proposed renovation retains the existing clock tower while updating the overall architectural style to be more contemporary. The updated design incorporates stucco textures and colors consistent with Old La Mesa aesthetics, maintaining some connection to the original character through preservation of the clock tower and covered walkway.

Pedestrian Emphasis
An emphasis on pedestrian centered design is a prominent topic in the DVSP, especially for commercial projects. The proposed renovations intend to provide a higher quality pedestrian environment along both street frontages through active building interfaces. The existing covered walkway will be replaced with more open and modern styled covering to protect the pedestrians from the elements. It will create an inviting space for pedestrians at the ground level display windows and primary entrances along La Mesa Blvd. The doors for the ground floor will be moved to the center of the recessed area and will be flanked by display windows, providing more weather protection for the entrance, as encouraged by DVSP guidelines. The secondfloor office entrance on the east side of the La Mesa Blvd frontage remains less prominent while incorporating architectural detailing and awnings.

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Report to Design Review Board 2025-1013 (Goodwill Industries) Date: September 22, 2025 Page: 6 of 9
Window transparency levels remain unchanged from existing conditions. The existing building has transparent storefront windows along the ground floor La Mesa Blvd frontage and two on the ground floor Spring St frontage, with two existing faux windows on the second floor La Mesa Blvd frontage. The proposed renovations retain existing storefront windows while replacing and adding nine faux windows total.

While faux windows are not transparent, they can provide a solution for enhancing the pedestrian experience given structural constraints. The nine proposed faux windows include one on the ground floor and three on the second floor along the Spring St elevation, and five on the second floor La Mesa Blvd elevation. The applicant found that transparent windows in these locations would be structurally complex and costly, as they are positioned above existing ceilings in attic access areas where functional window openings are not feasible.

The faux windows are strategically placed to create visual balance and rhythm for the pedestrians, while providing “eyes on the street” from the upper level and along Spring St. All faux windows will feature non-vision spandrel glass in an aluminum storefront window frame, matching existing window aesthetics.

This approach is intended to balance the DVSP design guidelines with building constraints, maintaining active street presence while enhancing visual appeal and supporting pedestrian-oriented design objectives.

Proposed (Faux) Window Treatment
Colors and Materials
The proposed façade improvements utilize stucco as the primary building surface material, which is compatible with surrounding buildings and is consistent with the Old La Mesa style that is prevalent in the area. Accent materials include shiplap siding detailing on the clock tower, stone veneer at the base of column projections, and metal awnings over the ground-floor windows on Spring St and the covered walkway along

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Report to Design Review Board 2025-1013 (Goodwill Industries) Date: September 22, 2025 Page: 7 of 9
La Mesa Blvd. The metal awning components comprise less than 10 percent of the total building surface, meeting DVSP requirements that limit metal paneling. The materials were chosen as durable and sustainable options, while also giving a sense of permanence.

The proposed color scheme features warm beige as the primary surface color with terracotta brown accent trim and roofline detailing, and slate gray awnings. While the gray accent color is not consistent with the recommended color combinations in the DSVP, it has continuity with the newer accessory features associated with the sidewalk cafes within the Village. The base and accent trim colors are consistent with the DVSP recommendations and are consistent with the surrounding buildings’ color schemes. Furthermore, the colors selected by Goodwill reflect the company’s established brand.

Off-Street Parking Facilities
The off-street parking facilities design guidelines apply to surface parking areas and parking facilities. The project proposes no changes to the existing surface parking along La Mesa Blvd or the adjacent parking lot. Since no surface parking or parking structures are included within the project, the off-street parking facilities design guidelines do not apply to the proposed project. Additionally, the project is within a quarter mile of the La Mesa Blvd Trolley Station, so no parking minimums can be required in accordance with AB 2097.

Landscaping
There is no existing landscaping on the project site or within the public right-of-way along La Mesa Blvd, Spring St, or the alley.

Signage
There is an existing comprehensive sign program for the property. It provides sign design standards for the multiple tenants of the building. The signs shown on the plans are for reference. The comprehensive sign program will be updated with the proposed signs and placed consistent with the new façades. It will be reviewed in a separate permit process. The signs included in the comprehensive sign program update will follow the guidelines set forth in the DVSP and Urban Design Program.

VILLAGE SUB-AREA GUIDELINES
In addition to the design guidelines for all sub-areas, the Village Sub-Area further emphasizes specific design considerations including preservation of existing structures with pedestrian scale, roofline variations, and canopies and awnings to

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Report to Design Review Board 2025-1013 (Goodwill Industries) Date: September 22, 2025 Page: 8 of 9
create an inviting shopping environment.

The project preserves the existing commercial storefront entrances, enhances the covered walkway, and retains the distinctive clock tower at the corner of La Mesa Boulevard and Spring Street. These features reinforce the building’s role as a gateway marker into the Village Sub-Area from Spring St. The proposed roofline, while modernized, introduces varied dimensions and heights that add visual interest, maintain continuity with adjacent storefronts, and avoid visual clutter. The building’s scale remains consistent with neighboring structures, ensuring smooth transitions between buildings and preventing an overly expansive appearance.

As noted, the intent is to enhance the pedestrian experience along La Mesa Boulevard through a covered walkway that shields shoppers from the elements and creates an inviting space with appropriate separation from the street. Ground-floor windows and recessed entrances will provide transparency and visibility, supporting both safety and a strong sense of place. While the proposed slate-gray awnings deviate from the DVSP color palette guideline, it is designed to complement the stone veneer materials and relate well to other accessory features within the Village Sub-Area, such as the sidewalk café wrought iron separation fencing within the Village.

URBAN DEISGN PROGRAM
The project is located within the Downtown District as identified in the Urban Design Program, which emphasizes visual enhancement as essential to downtown revitalization. There is significant overlap between the Urban Design Program requirements and DVSP guidelines, with several items receiving additional emphasis in the Urban Design Program that align with the project's proposed improvements.

These items include rooftop treatment to shield mechanical equipment from view; the importance of strong front facades that are both architecturally distinctive and pedestrian-focused, which include both La Mesa Blvd and Spring St frontages; and alley frontages that are not overlooked and have a continuation of the design from the primary frontages. The proposed improvements support the Urban Design Program’s emphasis on treating downtown development with the design focus required for the area.

ZONING ORDINANCE
The project meets all the underlying development standards of the CD-D zone, including but not limited to building height, setbacks, density, and parking.

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Report to Design Review Board 2025-1013 (Goodwill Industries) Date: September 22, 2025 Page: 9 of 9
CONCLUSION:

As discussed above, the project as proposed meets the Downtown Village Specific Plan Sub-Area guidelines, as well as the site and architectural design guidelines of the Urban Design Program. Staff recommends that the Design Review Board approve Project 2025-1013, subject to City Council ratification.

Respectfully submitted by:
____________________________
Julia Hill
Project Planner
Reviewed by:
_____________________________
Jared Chavez
Assistant Director of Community Development
_____________________________
Lynnette Santos
Director of Community Development
Attachments:

A. Draft Certificate of Action
B. Project Plans
C. Renderings
D. Color and Materials Board
E. Lighting Fixtures

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CERTIFICATION OF

DESIGN REVIEW BOARD ACTION
FILE: Project 2025-1013 (Goodwill Industries)
MEETING DATE: September 22, 2025
SUBJECT: Design Review Board consideration of a major exterior façade renovation of an existing commercial building at 8250 La Mesa Boulevard (APNS 494-402-07-00 AND 494-402-08-00) in the CD-D (Downtown Commercial/Urban Design Overlay) Zone.

DETERMINATION: After reviewing the proposal, the Board made a motion to recommend approval of Project 2025-1013 based on plans
stamped received by the City on August 4, 2025, and a materials board stamped received on July 1, 2025, and a finding that the project is consistent with the City’s Urban Design Program and Downtown Village Specific Plan.

The vote on the motion was as follows:

Aye: Chair Alison Morita, Vice Chair Christopher Langdon, Board Member Patrick de la Torre, Director of Community Development Lynnette Santos, and Assistant Director of Community Development Jared Chavez
Nay: None

Absent: None
ATTEST:

Lynnette Santos
Director of Community Development

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Exhibit A
Project 2025-1013
Conditions of Approval

1. The project is conditionally approved as set forth on the application and project drawings received electronically by the City on August 4, 2025.

2. This approval shall not waive compliance with any section of the La Mesa Municipal Code and all other applicable City regulations in effect at the time of Building Permit issuance unless specifically waived herein.

3. Prior to any use or issuance of final occupancy of the project site pursuant to this approval, all conditions of approval contained herein shall be completed or secured to the satisfaction of the Community Development Department.

4. The applicant is responsible for coordinating civil, landscape, and architectural plans and supplemental materials at building permit submittal to ensure that all project plans and materials are internally consistent and consistent with each other. Inconsistent construction documents will not be accepted.

5. The Owner shall waive any claims of liability against the City and indemnify, hold harmless and defend the City and City's employees regarding any component of the City’s approval, and shall execute an indemnity agreement in substantially the form as provided by the Community Development Department prior to building permit issuance, initiating use in reliance of this permit, and the Community Development Director is hereby authorized to execute the same.

A. THE FOLLOWING RIGHT-OF-WAY RELATED CONDITIONS MUST BE SATISFIED PRIOR TO BUILDING PERMIT ISSUANCE:

1. In consideration of the proposed improvements to be located in the right-of-way, an Encroachment, Maintenance and Removal Agreement (hereon, EMRA) shall be signed with the City prior to building permit issuance.

2. The applicant shall obtain an Encroachment Permit prior to beginning any proposed work within the City right of way. (Please visit City website for full list of Encroachment Permit requirements).
i. As part of the encroachment permit process, a Traffic Control Plan (hereon, TCP) is anticipated and must be submitted to the City for review and approval prior to beginning any proposed work within the City right-of-way. TCP must include detailed signs and other protection related to the anticipated sidewalk closure. (Please note, truck staging for loading/unloading material or equipment, material staging areas, construction crew private vehicle parking, etc., must be planned to minimize impact to adjacent neighbors, businesses and streets).

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3. Surety (security) for improvements shall be posted with the City of La Mesa prior to improvements permit approval to guarantee the construction of all the required street improvements. The security should include all offsite improvements. The amount of security shall be determined by the City Engineer based upon an estimate furnished to the City taken from approved plans submitted by the engineer of work.

B. THE FOLLOWING CONDITIONS MUST BE SATISFIED DURING CONSTRUCTION OPERATIONS:

1. The proposed removal of the existing store front canopy includes the removal of the existing wooden posts and concrete bases. During said removal of concrete bases, the sidewalk concrete panels affected by the removal of bases, must be replaced from joint to joint.

2. During the construction of proposed overhang posts and base anchors, complete sidewalk panels shall be removed and replaced (from joint to joint).

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Agreement of acceptance
I accept all the requirements for the project indicated above. I am aware that permits might not be granted if the requirements are not fulfilled. I, the applicant, or my lawfully authorized agent, acknowledge and agree to all the above-mentioned requirements imposed by the City of La Mesa. _______________________________ _________________
Business owner/ owner’s Agent Date
_______________________________ _________________
Applicant’s name and title Date
__________________________
Business owner/ owner’s Agent

Cesar Bohorquez - Project Manager
MPA Architects, inc. 10/07/2025

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ATTACHMENT
B

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ATTACHMENT
B

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ATTACHMENT
B

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Taunting Micrometer

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Taunting Micrometer

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Taunting Micrometer

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ATTACHMENT
E

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REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: October 14, 2025
SUBJECT: RESOLUTION AUTHORIZING AN AGREEMENT WITH
ENVISIO SOLUTIONS, INC. FOR STRATEGIC

PLANNING AND PERFORMANCE MANAGEMENT

DASHBOARD SOFTWARE, AND APPROVING A
BUDGET ADJUSTMENT TO APPROPRIATE $28,275

FROM GENERAL FUND RESERVES FOR FISCAL
YEAR 2025-2026
ISSUING DEPARTMENT: City Manager’s Office
SUMMARY:

Issues:

Should the City Council adopt a resolution to authorize an agreement with Envisio Solutions, Inc., for strategic planning and performance management dashboard software and a budget adjustment to appropriate $28,275 from General Fund reserves for Fiscal Year (FY) 2025-26?
Recommendation:

Staff recommends that the City Council adopt a resolution to authorize an agreement with Envisio Solutions, Inc., for strategic planning and performance management dashboard software and a budget adjustment to appropriate $28,275 from General Fund reserves for FY 2025-26.

Fiscal Impact:

The total cost of the three-year agreement with Envisio is $70,249. The cost is $28,275 in FY 2025–26 ($19,500 annual subscription plus a one-time setup fee of $8,775), $20,475 in FY 2026–27, and $21,499 in FY 2027–28. A budget adjustment is requested to appropriate $28,275 to the FY 2025–26 budget.

City’s Strategic Goals:

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 2 of 3
 Ensure a strong financial outlook through careful planning, sustainable service levels, and fiscal sustainability.
 Nurture an organizational culture where employees are recognized for the delivery of high-quality services to the community.

BACKGROUND:

In 2023, the City Council adopted the 2023-2028 City Strategic Plan, outlining the community’s vision, mission, and priorities. In 2024, staff developed an Implementation Plan to guide and track progress on strategic initiatives.

To track progress, promote accountability and provide transparency, staff identified the need for a dashboard to display progress on goals and performance measures in a clear and accessible format. The software will have a public facing dashboard that will be integrated into the City website.

DISCUSSION:

To identify the most effective technology solution, City staff met with three vendors that provide strategic plan and performance management software for local governments.

After evaluating features, ease of use, integration capabilities, and implementation support, Envisio was selected as the preferred platform. Envisio provided a live demonstration of its system, and the City of Corona and City of Ontario, both current users, presented their implementation experience, allowing staff to see the platform’s capabilities in a real-world municipal setting.

Envisio is a cloud-based system that allows the City to track departmental initiatives, measure progress toward strategic goals, performance measures, and share updates through a dashboard accessible from the City’s website. The Envisio bundle includes the Strategic Plan module, analytics suite, and public dashboard with unlimited user licenses.

Implementation of this platform will enhance internal performance tracking and improve public transparency by providing staff and residents with real-time access to progress on City priorities.

CONCLUSION:

Staff recommends that the City Council adopt a resolution authorizing a three-year agreement with Envisio for strategic planning and performance management dashboard software and a budget adjustment to appropriate $28,275 from General Fund reserves

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 3 of 3
for FY 2025-26.

Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Amanda Lee
City Manager Assistant City Manager
Attachments: A. Resolution approving Envisio agreement and authorizing budget adjustment
B. Agreement between the City of La Mesa and Envisio

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RESOLUTION NO. 2025-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA
AUTHORIZING AN AGREEMENT WITH ENVISIO SOLUTIONS, INC. FOR

STRATEGIC PLANNING AND PERFORMANCE MANAGEMENT DASHBOARD SOFTWARE AND A BUDGET ADJUSTMENT TO APPROPRIATE $28,275 FROM GENERAL FUND RESERVES FOR FISCAL YEAR 2025–2026
WHEREAS, in September 2023, the City Council adopted the 2023-2028 City Strategic Plan that sets a course of action by establishing a vision, mission, values and strategies to effectively achieve objectives;
WHEREAS, the City Council desires to enhance public transparency and performance tracking through a public-facing dashboard; and
WHEREAS, Envisio provides a software platform that supports strategic plan implementation, performance analytics, and a public dashboard.

NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that the City Council authorizes a three-year agreement with Envisio for a cloud-based public dashboard software.

BE IT FURTHER RESOLVED that the City Council authorizes a budget adjustment to appropriate $28,275 in Fiscal Year 2025–2026 from General Fund reserves for the agreement.

PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 14th day of October 2025, 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. 2025- , 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)

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ENVISIO SOLUTIONS INC.

MASTER SERVICES AGREEMENT
PLEASE READ THIS MASTER SERVICE AGREEMENT (“AGREEMENT”) CAREFULLY. THIS AGREEMENT APPLIES TO ENVISIO SOLUTIONS INC. (“ENVISIO”) AND ANY CUSTOMER (THE “CUSTOMER”) WHO UTILIZES ENVISIO’S SAAS STRATEGY IMPLEMENTATION SOFTWARE SERVICES DESCRIBED HEREIN (THE “SERVICE”), WHETHER OR NOT THE CUSTOMER PAYS FOR THE SERVICE.

ACCEPTING THE TERMS

BY ACCEPTING THIS AGREEMENT, BY EXECUTING AN ORDER OR QUOTATION FORM THAT REFERENCES THIS AGREEMENT, THE CUSTOMER AGREES TO THE TERMS OF THIS AGREEMENT. IF THE CUSTOMER IS ENTERING INTO THIS AGREEMENT ON

BEHALF OF A COMPANY OR OTHER LEGAL ENTITY, THE CUSTOMER REPRESENTS THAT IT HAS THE AUTHORITY TO BIND SUCH ENTITY AND ITS AFFILIATES TO THESE TERMS AND CONDITIONS. IF THE CUSTOMER DOES NOT HAVE SUCH AUTHORITY, OR

THE CUSTOMER DOES NOT AGREE WITH THESE TERMS AND CONDITIONS, THE CUSTOMER MUST NOT ACCEPT THIS AGREEMENT AND MAY NOT USE THE SERVICES.
1 PURCHASED SERVICES

1.1 Provision of Purchased Services
Envisio shall provide to the Customer the Service that is ordered by the Customer (“Purchased Services”) on Envisio’s invoice or quotation form (each a “Quote”) during a Subscription Term (as defined below), attached hereto as Appendix A.

The Service is hosted on Envisio’s service provider platform, “Heroku” (owned by Salesforce.com). Heroku’s physical infrastructure is hosted and managed within Amazon’s secure data centers and utilizes the Amazon Web Service (“AWS”) technology. The Customer further acknowledges that the Customer Data (as defined below) resides on AWS’s servers in the USA. The Customer may access the Service but has no right to receive a copy of the object code or source code to the Service.

The Customer must have high speed Internet connection, and compatible hardware and up to date ‘browser’ software to access the Service, none of which are Envisio’s responsibility.

1.2 Subscription License
Unless otherwise stated in the applicable Quote, the Purchased Services are purchased as a subscription license (the “Subscription”) and non-transferrable to a third party. 2 ENVISIO’S RESPONSIBILITIES

2.1 Provision of Service
Envisio will use commercially reasonable efforts to make the Service available to the Customer 24 hours per day, 7 days per week, except for planned downtime of which Envisio shall provide at least 24 hours notice via the Service and scheduled to the extent practicable during the weekend hours between 6 pm Friday and 3 am Monday Pacific Time. Any unavailability caused by circumstances beyond Envisio’s reasonable control including but not limited to the malfunction of equipment, acts of God, act of government, flood, fire, earthquake, civil unrest, act of terror (collectively, “Force Majeure”), or the activities of third parties not under Envisio’s control (including Internet and other service providers) is not the responsibility of Envisio.

Envisio will make reasonable efforts to reduce to a minimum and mitigate the effect of any Force Majeure.

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2.2 Customer Data
The Customer must provide all data for use in the Purchased Services (the “Customer Data”) and Envisio is not obliged to modify or add to it. The Customer Data belongs to the Customer, and it is solely responsible for the content and accuracy.

The Customer grants to Envisio all necessary licenses in and to such Customer Data solely for Envisio to provide the Service to the Customer.

Envisio will treat the Customer Data as confidential and will not disclose it to third parties unless as compelled by law or unless expressly permitted in writing by the Customer. Envisio will not access the Customer Data except as necessary to address service or technical issues, at the Customer’s request.

As part of Envisio’s standard Service offering, Envisio will make daily backup copies of the Customer Data and maintain such data for a period of seven weeks.

2.3 Software Uptime Agreement
Envisio endeavours to provide 99.9% uptime with respect to the Purchased Services in each calendar month during the Term, excluding:
(a) any scheduled maintenance times;
(b) factors outside Envisio’s reasonable control; and
(c) downtime related to the Customer’s or third party’s hardware, software or services.

If in any calendar month this uptime commitment is not met by Envisio and the Customer was materially impacted from a resulting disruption to the Purchased Services as determined in Envisio’s sole discretion acting reasonably, Envisio shall provide, as the sole and exclusive remedy, a service credit equal to 25% of one month’s fee for the use of the Service (the “Credit”).

2.4 Service Level Agreement
There are several ways to get support for using Envisio, including online knowledge base, technical support, consulting support, and community support options.

The Customer Success Team technical and consulting support is available during its regular business hours on weekdays that are not legal Canadian holidays. Regular business hours are listed below for the time zone in which your organization is located:
>> 9:00 am EST until 8:00 pm EST
>> 8:00 am CST until 7:00 pm CST
>> 7:00 am MST until 6:00 pm MST
>> 6:00 am PST until 5:00 pm PST
The following targets will be used for response to support requests:

Severity Initial Response Resolution Updates
Critical 1 hour Work continuously Every business day
High 2 hours As soon as possible Every other business day Medium 4 hours As soon as possible Every other business day Low Following business day Reasonable effort Weekly

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Severity indicators are defined as follows:
>> Critical - Envisio is down and no workaround is available. >> High - Use of Envisio is impaired but instances are up and running. No workaround is available. >> Medium - A function of Envisio has failed, but Envisio is still useable. Support is aware of the issue. >> Low - Envisio functionality is not impaired. This priority also includes feature, information, documentation, how-to, and enhancement requests.

Updates will continue until the issue is resolved or there is a workaround in place. We aim to resolve all issues expeditiously, but when an issue is difficult to solve and takes longer than one business day, we will provide updates on our progress according to the schedule listed above.

Canadian holidays observed in British Columbia include: New Year's Day (January 1), Family Day (third Monday in February), Good Friday (Friday before Easter), Easter Monday, Victoria Day (Monday before May 25), Canada Day (July 1), British Columbia Day (first Monday in August), Labour Day (first Monday in September), National Day for Truth and Reconciliation (September 30), Thanksgiving (second Monday in October), Remembrance Day (November 11), Christmas Day (December 25) and Boxing Day (December 26).

2.5 Credit Request
In order to receive the Credit, the Customer must provide sufficient evidence to support the Credit and email [email protected] within 5 days of the end of the applicable calendar month. If the Customer is past due or in default with respect to any payments owed to Envisio under this Agreement, the Customer is not eligible to receive the Credit. 3 CUSTOMER’S USE OF THE SERVICE

3.1 Authorized Users
The Customer agrees to maintain authorized users purchased under the Subscription as stated in the Quote. Only the Customer or persons or entities that have access to an Account through a username and password for the Account (each a “User” and collectively, the “Users”) may use the Account.

3.2 Email and Notices
At the time of ordering the Service from Envisio, the Customer shall identify the administrator(s) responsible for the Accounts (each an “Administrator”). The Customer agrees to provide Envisio with the Administrator’s contact information including e-mail address. By providing the Administrator’s e-mail address, the Customer agrees to receive all required notices electronically to the Administrator’s e-mail address.

The Administrator shall be responsible on behalf of the Customer for managing the Accounts, maintaining all User information, and the Purchased Services used by the Customer. It is the Customer’s sole responsibility to notify Envisio if the Customer changes or intends to change its Administrator(s).

3.3 Users: Passwords, Access and Notifications
It is the Customer’s responsibility to change and maintain its Users’ records in Envisio to secure access to the Account. The Customer is also solely responsible for ensuring the confidentiality and secrecy of each User’s login. The Customer agrees not to disclose its Users’ login information to any third party and will prevent its employees and personnel from sharing User’s

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login information amongst themselves. The Customer will be responsible for all electronic communications generated through the Service, including, but not limited to, Account registration and notices. The Customer is only entitled to access and use the Service and the Account for lawful purposes.

Customer shall use commercially reasonable efforts to prevent unauthorized access to or use of the Service and shall promptly notify Envisio of such unauthorized access or loss/theft of any of its Users’ login information.

3.4 Restrictions
The Customer is responsible for all activities conducted under its’ User accounts and ensuring their Users’ compliance with this Agreement.

The Customer shall not:
(a) permit concurrent use of a single User account, or time-sharing of the Service; (b) post or transmit any Customer Data that contains viruses, worms, time bombs, Trojan horses or any other contaminating, corrupting or destructive features, or use the Service in an irresponsible manner that interferes with the proper working and normal operation of the Service, or detrimentally interferes with personal information or property of another;
(c) copy, modify, create a derivative work of, reverse engineer, reverse assemble, disassemble, decompile or otherwise attempt to extract the source code or modify the Service in any manner or form; or (d) transfer, sell, lease, rent or assign, in any way, all or a portion of, the Account and/or the Service to any third party (other than Users in accordance with Section 3.1).

This Section shall survive any termination or expiration of this Agreement. 4 INTELLECTUAL PROPERTY
The Customer acknowledges that Envisio retains all right, title and interest in and to the Service and all software, materials, formats, interfaces, information, data, content and Envisio’s proprietary information and technology used by Envisio or provided to Customer in connection with the Service (the “Envisio Technology”), and that the Envisio Technology is protected by intellectual property rights owned by or licensed to Envisio. Other than as expressly set forth in this Agreement, no license or other rights in the Envisio Technology are granted to the Customer, and all such rights are hereby expressly reserved by Envisio.

The Customer must not, without Envisio’s express written consent, use any of Envisio’s trademarks, service marks, copyrighted materials, or other intellectual property.

The Customer acknowledges that any ideas, suggestions, concepts, processes or techniques that it provides to Envisio related to the Service or Envisio’s business (the “Feedback”) shall become Envisio’s property without any compensation or other consideration payable to the Customer by Envisio, and the Customer does so of its own free will and volition. Envisio may or may not, in its sole discretion, use or incorporate the Feedback, in whatever form or derivative that Envisio may decide, into the Service, documentation, business or other products. The Customer hereby assigns all rights on a worldwide, exclusive basis in perpetuity to Envisio in any Feedback and, as applicable, waives any moral rights to the Feedback.

This Section shall survive any termination or expiration of this Agreement.

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5 PURCHASED SERVICES AND PAYMENT

5.1 Term of Agreement
This Agreement is effective between the Customer and Envisio as of the date of the Customer’s acceptance of this Agreement (the “Contract Effective Date”) and continues until the Subscription Terms with respect to each Subscription subscribed for by the Customer hereunder has expired or been terminated.

5.2 Term of Subscriptions and Renewal
The term of each Subscription (the “Subscription Term”) shall be as set out in the applicable Quote, attached hereto as Appendix A. Unless otherwise set out in the applicable Quote, each Subscription shall automatically renew for one year, unless either party gives the other notice of non-renewal at least 60 days before the end of the Subscription Term. The perunit pricing during renewal will increase by 10% per annum, unless otherwise agreed to by the parties.

5.3 Service Fees
The Customer shall pay Envisio the fees specified on the Quote (the “Fees”). Fees are based on Purchased Services comprising of subscription fees and implementation fees and are non-refundable. Purchased Services cannot be decreased during the Subscription Term. This Section shall survive any termination or expiration of this Agreement.

5.4 Invoicing and Payment
Billing for the Purchased Services will be in advance on an annual (twelve months) basis. Unless otherwise stated in the Quote, invoiced charges are due net 30 days from the invoice date (the “Due Date”). The Customer is responsible for providing complete and accurate billing and contact information to Envisio and notifying Envisio of any changes to such information.

Overdue invoices will incur a 2% per month interest charge. If the Customer fails to pay the invoice within the Due Date, Envisio may, at its sole discretion, declare the Account delinquent (a “Delinquent Account”). This Section shall survive any termination or expiration of this Agreement.

5.5 Applicable Taxes, Duties and Tariffs
Envisio shall charge the Customer, and the Customer shall pay to Envisio, all applicable taxes, duties and tariffs, including any retroactive taxes, duties or tariffs on past Fees or charges (whether already paid or not) in cases where Envisio is under a legal obligation to collect such tax, duties or tariffs from the Customer. The Customer shall be responsible for any and all other taxes, duties or tariffs that the Customer is under a legal obligation to pay. This Section shall survive any termination or expiration of this Agreement.
6 TERMINATION AND SUSPENSION

6.1 Envisio’s Right to Suspend the Account
Envisio reserves the right to suspend the Customer’s Account and access to and use of the Service under the following conditions: ● the Account becomes a Delinquent Account; or ● Envisio reasonably concludes that the Account is being used to engage in denial service attacks, spamming, or illegal activity, and/or use of the Account is causing immediate, material and/or ongoing harm to Envisio and others.

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In the extraordinary event that Envisio suspends the Customer’s access to the Service, Envisio will use commercially reasonable efforts to limit the suspension to the offending portion of the Service and resolve the issues causing the suspension of the Service.

6.2 Termination for Cause/Expiration
Either party (the “Complaining Party”) may immediately terminate this Agreement and all Quotes issued hereunder in the event the other party (the “Breaching Party”) commits a material breach of any provision of this Agreement which is not cured within thirty (30) days of written notice from the Complaining Party.

Such notice by the Complaining Party shall expressly state all of the reasons for the claimed breach in sufficient detail so as to provide the Breaching Party an opportunity to cure such alleged breach and shall be sent to the Breaching Party in accordance with the notice requirements set out in Section 11.10 below.

Upon termination or expiration of this Agreement, Customer shall have no rights to continue use of the Service. If this Agreement is terminated as a result of Envisio’s breach of this Agreement, then Customer shall be entitled to a refund of the pro rata portion of any subscription fees paid by Customer to Envisio under this Agreement for the terminated portion of the Term.

6.3 Termination for Non-Appropriation of Funds
If Customer fails to receive sufficient appropriation of funds for continuation of this Agreement or like services, Customer may unilaterally terminate this Agreement upon thirty (30) days written notice to Envisio. Non-appropriation of funds as used herein means a level of funding that results in less funding than that which was allocated for the Services in the immediately preceding fiscal year. Customer will not be entitled to a refund or offset of previously paid, but unused fees. Customer agrees not to use termination for lack of appropriations as a substitute for termination for convenience.

6.4 Handling of Customer Data Upon Termination
Effective upon cancellation of the Account, Envisio may deactivate the Account and be entitled to delete the Account and the Customer Data from the Service on the date the Subscription Term expires. The Customer further agrees that Envisio shall not be liable to the Customer nor to any third party for any termination of the Customer’s access to the Service or deletion of the Customer Data, provided that Envisio is in compliance with the terms of this Section 6.3. It is the responsibility of the Customer to obtain a full data export, screen captures and download all necessary reports and any other Customer data, should the Customer wish to keep the data.
7 PRICE AND SERVICE CHANGES

7.1 Professional Services Fees
Envisio shall provide the professional service as defined in the Scope of Work (“SOW”), Appendix B, in a professional manner, consistent with industry standards. Unless otherwise agreed upon by both parties, or as the result of a delay on the part of Envisio, the obligation to provide professional services to the Customer expires the earlier of:
1) completion of the services described in the SOW
2) 12 months from the effective date of the relevant Quote

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Additional Professional Services required as a result of add-on feature purchases or as a result of implementation delays outside Envisio’s control will be charged at our then current rate, currently set at $225 per hour.

7.2 Travel Costs
Unless noted otherwise, this quotation does not include any travel, lodging, or on-site expenses. If such travel is required and subsequently authorized, Envisio’s standard travel and per diem rates shall apply. Envisio must receive pre-approval from Customer prior to incurring travel costs. Air Travel, Rental Car (with associated fuel and parking costs), and Lodging costs shall be reimbursed at cost. Envisio is not responsible for unpredictable (including Commercial Airline Travel) delays which may increase travel cost.
8 WARRANTIES

8.1 Our Warranties
Envisio warrants that (a) the Service will achieve in all material respects the functionality described in the applicable technical documentation for the Service that is provided from time to time by Envisio to the Customer (the “Help Documentation”), and (b) Envisio will not materially decrease the functionality of the Service subscribed for under a Subscription during the applicable Subscription Term. The Customer’s sole and exclusive remedy for Envisio’s breach of this warranty shall be that Envisio be required to use commercially reasonable efforts to modify the Service to achieve in all material respects the functionality as described in the Help Documentation and, if Envisio is unable to restore such functionality, the Customer shall be entitled to terminate this Agreement and receive a pro-rata refund of the subscription fees paid under this Agreement for the Subscription for the terminated portion of the Subscription Term.

8.2 Disclaimer of Warranty
THE SERVICE AND ANY OTHER PRODUCTS AND SERVICES PROVIDED BY ENVISIO TO THE CUSTOMER ARE PROVIDED “AS IS”, “AS AVAILABLE”, WITH ALL FAULTS AND WITHOUT ANY WARRANTIES, REPRESENTATIONS OR CONDITIONS OF ANY KIND EXCEPT AS EXPRESSLY SET OUT HEREIN. ENVISIO HEREBY DISCLAIMS ALL IMPLIED, COLLATERAL OR STATUTORY WARRANTIES,

REPRESENTATIONS OR CONDITIONS, WHETHER WRITTEN OR ORAL, INCLUDING ANY IMPLIED WARRANTIES OF

MERCHANTABILITY, TITLE, NON-INFRINGEMENT, SECURITY, RELIABILITY, COMPLETENESS, ACCURACY, QUALITY, INTEGRATION OR FITNESS FOR A PARTICULAR PURPOSE. WITHOUT LIMITING THE GENERALITY OF ANY OF THE FOREGOING,

ENVISIO EXPRESSLY DISCLAIMS ANY REPRESENTATION OR WARRANTY THAT ANY DATA OR INFORMATION PROVIDED TO CUSTOMER IN CONNECTION WITH CUSTOMER’S USE OF THE SERVICE (INCLUDING ALERTS AND RECOMMENDATIONS) IS ACCURATE, OR CAN OR SHOULD BE RELIED UPON BY CUSTOMER FOR ANY PURPOSE WHATSOEVER.

FOR THE PURPOSES OF THIS SECTION 8.2, “ENVISIO” INCLUDES ENVISIO’S DIVISIONS, SUBSIDIARIES, AFFILIATES, SUCCESSORS, PARENT COMPANIES AND THEIR (INCLUDING ENVISIO’S) EXECUTIVES, DIRECTORS, OFFICERS, ATTORNEYS, MANAGERS,

EMPLOYEES, CONSULTANTS, CONTRACTORS, AGENTS, AFFILIATES, RESELLERS, THIRD PARTY PROVIDERS, MERCHANTS, LICENSORS AND THE LIKE.

This Section shall survive any termination or expiration of this Agreement. 9 LIMITATION AND EXCLUSION OF LIABILITY

9.1 Limitation of Liability
(a) IN NO EVENT SHALL EITHER PARTY BE LIABLE TO OTHER PARTY FOR ANY (I) SPECIAL, INDIRECT, INCIDENTAL OR

CONSEQUENTIAL DAMAGES, (II) LOST SAVINGS, PROFIT, DATA, USE OR GOODWILL, (III) BUSINESS INTERRUPTION,

EVEN IF NOTIFIED IN ADVANCE OF SUCH POSSIBILITY, OR (IV) PROPERTY DAMAGE ARISING OUT OF OR IN ANY WAY

CONNECTED TO THIS AGREEMENT, REGARDLESS OF CAUSE OF ACTION OR THE THEORY OF LIABILITY, WHETHER IN

CONTRACT, TORT (INCLUDING NEGLIGENCE, GROSS NEGLIGENCE, FUNDAMENTAL BREACH, BREACH OF A FUNDAMENTAL TERM) OR OTHERWISE.

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(b) IN NO EVENT WILL THE TOTAL AGGREGATE LIABILITY FOR ANY CLAIMS IN CONNECTION WITH OR UNDER THIS AGREEMENT EXCEED 2 TIMES THE CONTRACT VALUE.
(c) THE PROVISIONS OF SECTION 9.1(A) AND 9.1(B) SHALL NOT APPLY TO THE EXTENT THAT THE CAUSE OF ACTION GIVING RISE TO THE CLAIM ARISES FROM:

I. A BREACH OF A PARTY’S CONFIDENTIALITY OBLIGATIONS UNDER THIS AGREEMENT; OR II. CLAIMS FOR FEES OWED TO ENVISIO UNDER THIS AGREEMENT AND ANY COST, EXPENSE OR FEES INCURRED IN THEIR COLLECTION.
(d) NOTWITHSTANDING ANY PROVISION TO THE CONTRARY CONTAINED HEREIN, THIS SECTION 9 SHALL NOT APPLY

TO PERSONAL INJURY OR DEATH DIRECTLY AND PROXIMATELY CAUSED BY ENVISIO, PROPERTY DAMAGE CAUSED

BY ENVISIO, INTELLECTUAL PROPERTY INFRINGEMENT ON THE PART OF ENVISIO OR A CYBER SECURITY INCIDENT WHERE THE POINT OF ENTRY IS THE ENVISIO SOLUTION.

THE CUSTOMER SHALL MAKE NO CLAIM, COMPLAINT, OR PROCEEDING AGAINST ENVISIO FOR ANY OR ALL PORTIONS OF THE

SERVICES THAT MAY REQUIRE THE DOWNLOADING OF WEB SITE COOKIES FOR THE CUSTOMER TO ACCESS SUCH PORTIONS OF THE ACCOUNT.

FOR THE PURPOSES OF THIS SECTION 9.1, “PARTY” INCLUDES EACH PARTY’S DIVISIONS, SUBSIDIARIES, AFFILIATES,

SUCCESSORS, PARENT COMPANIES AND THEIR EXECUTIVES, DIRECTORS, OFFICERS, ATTORNEYS, MANAGERS, EMPLOYEES,

CONSULTANTS, CONTRACTORS, AGENTS, AFFILIATES, RESELLERS, THIRD PARTY PROVIDERS, MERCHANTS, LICENSORS AND THE LIKE.

This Section shall survive any termination or expiration of this Agreement. 11 INSURANCE

11.1 Coverage. Envisio shall, at its own expense, maintain insurance coverage throughout the term of this Agreement, with limits of liability not less than the following: ● General Liability Insurance: $5,000,000 USD per occurrence for bodily injury, property damage, personal injury and contractual liability. ● Professional Liability Insurance (Errors & Omissions): $5,000,000 USD in the aggregate, covering claims arising out of the performance or failure of the software, including any negligent acts, errors, or omissions. ● Cyber Liability Insurance: $5,000,000 USD in the aggregate for losses due to data breaches, cyber incidents, or unauthorized access.

Should Envisio maintain insurance with broader coverage and/or limits of liability greater than those specified above, the City shall be entitled to such broader coverage and/or higher limits. Any insurance proceeds in excess of the required minimum shall be available to the City.

Envisio shall be responsible for all deductibles or self-insured retentions under any required insurance. These must be declared and approved by the City Manager or their designee. At the City’s option, the insurer shall either reduce or eliminate such deductibles/self-insured retentions, or Envisio shall provide a financial guarantee acceptable to the City. Under no circumstances shall the City be responsible for these amounts.

General Liability and Auto Liability policies must be written on an occurrence basis and must name the City, its elected officials, officers, employees, agents, and volunteers as Additional Insureds. These policies must be primary with no contribution required from the City. Workers’ Compensation policies must include a Waiver of Subrogation in favor of the City and its personnel.

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11.2 Proof of Insurance. Upon execution of this Agreement and reasonable request thereafter, Envisio shall provide the Customer with certificates of insurance evidencing the coverage specified in 11.1. All required policies must be endorsed to provide at least 30 calendar days' written notice to the City prior to cancellation, non-renewal, or reduction in coverage or limits. Upon such notice, Envisio must furnish a replacement certificate and endorsements. If any policy is set to expire during the term of the work, updated certificates and endorsements must be provided no less than 15 calendar days prior to expiration
12 INDEMNIFICATION
Envisio shall release, defend (at the Customer’s option), indemnify and hold harmless the Customer, its agents, officers and employees (collectively the “indemnified parties”) against any and all claims, demands, liabilities, judgments, penalties, costs, expenses (including attorneys’ fees and experts’ fees), and damages (“Claims”) based on or arising out of any actual or alleged loss or injury (including death) to persons or damage to real or tangible property, or patent or copyright infringement, that are caused or alleged to be caused, in whole or in part, by, or arising out of the negligence or willful misconduct of Envisio, its agents, servants, employees or subcontractors. The Customer agrees to notify Envisio in writing within a reasonable period of time of the assertion of any Claim for which the Contractor has agreed to indemnify the Customer pursuant to this section.

This Section shall survive any termination or expiration of this Agreement. 13 GENERAL

13.1 Interpretation of this Agreement
The term “including,” wherever used in any provision of this Agreement, means “including but without limiting the generality of any description preceding or succeeding such term.” Any rule of construction to the effect that any ambiguity is to be resolved against the drafting party shall not be applicable in the construction or interpretation of this Agreement.

The division of this Agreement into sections/paragraphs, and the insertion of headings/captions, are for the convenience of reference only and shall not affect the construction or interpretation of this Agreement or be deemed a part of this Agreement.

13.2 Inurement
The rights and liabilities of both the Customer and Envisio (collectively, the “Parties”) under this Agreement shall bind and inure to the benefit of the Parties’ respective successors, executors, and administrators, as the case may be.

13.3 Assignment
Neither party may assign this Agreement without written consent of the other, except that Envisio may assign without consent to a related entity or the successor of all or substantially all of the assignor’s business or assets to which this Agreement relates. This Agreement does not create any joint venture, partnership, agency, or employment relationship between the parties, although Envisio reserves the right to name Customer as a user of the Service.

13.4 Governing Law
This Agreement and any other agreement for the Services shall be governed by and construed in accordance with the laws of the State of California, without regard to conflicts of laws principles. The United Nations Convention on Contracts for the International Sale of Goods will not apply to this Agreement.

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13.5 Dispute Resolution
In the event of any dispute arising out of or relating to and/or in connection with this Agreement, the Parties’ project managers shall use every reasonable effort to resolve such dispute in good faith within 10 Business Days. If the project managers have failed to resolve the dispute within such time frame, then the dispute shall be escalated to the next escalation level. At each escalation level, the designated executives shall negotiate in good faith in an effort to resolve the dispute. For the purposes of this Agreement, a “Business Day” means a day other than a Saturday, Sunday, or statutory holiday in British Columbia or the State of California.

Escalation Level Envisio
Management
Level
Customer
Management Level
Period of
Resolution Efforts
First Level Project Manager Project Manager 10 Business Days Second Level VP, Customer
Success
Assistant Manager 10 Business Days
Third Level CRO Manager 10 Business Days

13.6 Severability
If any provision or portion of this Agreement is found by a court of competent jurisdiction to be unenforceable for any reason, the remainder of this Agreement shall continue in full force and effect.

13.7 Independent Contractors
Nothing in this Agreement shall be construed as creating a partnership or relationship of employer and employee, principal and agent, partnership or joint venture between the parties. Each party will be deemed an independent contractor at all times and shall have no right or authority to assume or create any obligation on behalf of the other party, except as may be expressly provided herein.

The Customer must not, in any way, misrepresent the Customer’s relationship with Envisio, attempt to pass itself off as Envisio, or claim that the Customer is Envisio.

13.8 Injunction
The Customer acknowledges and agrees that money damages are not an adequate remedy for any breach or threatened breach related to Envisio’s rights or the Customer’s use of the Service beyond the rights granted to Customer in this Agreement. The Customer therefore agrees that in addition to other remedies available hereunder, by law or otherwise, Envisio shall be entitled to an injunction against any such breach by the Customer.

13.9 Cooperative Statement
Other government organizations and educational or health care institutions may elect to participate in this Agreement (piggyback) at their discretion, provided Envisio also agrees to do so.

13.10 Notices
Notice to Customer
Any notice to the Customer from Envisio will be sent to the e-mail address of the Administrator, or provided in writing, registered postal service (postage prepaid), or by pre-paid commercial courier delivered to the Customer at the mailing address specified on their Account.

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Notice to Company
Any and all notices to Envisio from the Customer must be given by in writing, e-mail, first class postal service (postage prepaid), or by pre-paid commercial courier delivered to Envisio at:

Envisio Solutions Inc.
300-15300 Croydon Drive
Surrey, BC V3Z 0Z5
Tel: 888-371-4800
email: [email protected]

13.11 Complete Agreement
This Agreement constitutes the complete understanding and agreement between the Customer and Envisio. Except when expressly agreed to the contrary in signed writing by the parties, this Agreement supersede any other written (including digitized/computerized) agreement, oral agreement, and/or agreement by conduct. This Agreement or any other specific agreement for the Service between Envisio and the Customer shall each be exclusively between Envisio and the Customer only and shall not confer any rights in any third party.

This Section 13 shall survive any termination or expiration of this Agreement.

IN WITNESS WHEREOF, this Agreement has been executed by the duly authorized representatives of each Party hereto as of the Effective Date.

For Envisio Solutions Inc.

Print Name: Madison Dias
Title: VP of Sales
Date: July 26, 2025
For (Customer)
Print Name:

Title:

Date:

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Bill To Name City of La Mesa, CA Quote Number 1701407
Bill To 8130 Allison Avenue Created Date 28/07/2025
Contact Name
Email
La Mesa, California 91942
United States
Amanda Lee
[email protected]
Expiration Date
Prepared By
Email
22/08/2025
Mark Kachmar
[email protected]
Product Description Quantity Sales
Price
Total
Price
Get Started Software Subscription: Envisio Bundle including 1 Plan, Analytics, Public Dashboard and Projects - Annual Subscription with Unlimited Licenses - ENV-GSP-20-49M 1.00 USD 19,500.00 USD
19,500.00
Professional Services: A one-time fixed fee which includes the phases in the attached document entitled “Appendix B - Scope of Work (SOW)" - ENV-PS-01 1.00 USD 8,775.00 USD
8,775.00
Subtotal
Total Price
USD 28,275.00
USD 28,275.00
Name: Date:

Signature:

1. Prices set forth in this quote are valid for the period stated. All prices are quoted in US Dollars and are not inclusive of any applicable taxes.

An invoice for the agreed amount will be issued upon acceptance of this quote.

2. Acceptance of this quote is acceptance of the accompanying Master Services Agreement (MSA) or a previously signed MSA in the event of renewal/upsell.

Payment methods: ACH, Wire or Check
Remit to email: [email protected]
ACH/Wire Payment To
Account Name: Envisio Solutions Inc. | Bank: Silicon Valley Bank | Bank Address: 3003 Tasman Dr. Santa Clara, CA 95054 ABA/ACH Routing #: 121140399 | Account #: 3303262267 | Account Type: Checking Quote Accepted By:

Terms and Conditions

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Pricing Term for Quote Number 1701407:
● Envisio Appendix A - Quote is for a 3-year term
● Envisio will apply an 5% annual increase beginning in Year 2 Year 1 Price
Annual Software Subscription + One-time Professional Services $28,275 USD
Year 2 Price
Annual Software Subscription (includes 5% annual increase) $20,475 USD
Year 3 Price
Annual Software Subscription (includes 5% annual increase) $21,499 USD
Terms of Payment
Software:
● Due 100% upon Contract Effective Date (Net 30)
● Year 2 is due 365 days from the Contract Effective Date and annually thereafter Professional Services:
● Due 100% upon Contract Effective Date (Net 30)

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Appendix B - Scope of Work
(SOW)
Submitted by:

Envisio Solutions, Inc.

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Overview of Services Proposed
envisio.com
2 Our Unique Process - Strategy Meets Execution
Implementation Services
Envisio values ease of onboarding and comprehensive training, and we are dedicated to high-quality service and customer satisfaction. Our Professional Services and Implementation teams will work together to ensure you receive the proper support and training at the right time. Our customer engagements are led by a team of in-house planning, performance management, and local government experts who consult on the best ways to configure Envisio to your unique plans and performance measures. We follow best practices in technology deployment that have been refined over hundreds of successful implementations. We design with the result in mind, ensuring your configuration and training in Envisio meet all of your communication and tracking goals.

Consulting Services
Our professional services are designed for customers who do not have the time and capacity to design and/or build their plan details and performance measures in Envisio. You see the value in communicating planning and performance measure data and are keen to adopt this practice in your organization, but have steps to complete before you can effectively get started. Envisio’s Planning and Performance Coaches fill these gaps with our professional services offerings and build that capacity on your team. We know Envisio inside and out; let us take the heavy load off your organization’s shoulders to help you design and gather the information you need to use the Envisio platform to its full value.

Continued Support
Your partnership with Envisio is an ongoing one. We will be with you every step of the way on your customer journey as you continue to achieve your goals. Your dedicated Customer Success Manager will guide you through the required business process change, successful rollout, and full solution adoption in Envisio. Once you’ve achieved your current goals, we will work with you to define new goals, always pushing your organization to expand your sophistication and become a star performer in the planning and performance management space.

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Envisio Implementation Service
envisio.com
3 Get started on the right foot, every time, for all of your plans and performance measures.

Begin your journey with Envisio on a strong path to building your planning, performance, and project management toolkit. Our implementation consultants guide you through a prescriptive, proven process to implement the software and empower your organization for long-term success. We work directly with your team to configure the software, share best practices to enable the organization through change management, and automate reporting to ensure consistent communication on your plan’s progress and performance. We host training sessions to ensure all of your users know how, when, and - most importantly - why to input their updates to Envisio, as well as leadership report training to provide your leadership team with direct insight into the results of the plan and understand the importance of regularly scheduled reviews of progress, using Envisio reports.

Our implementation services enable you to build your plan and performance measures in Envisio, to ensure your team can easily provide ongoing updates and share progress with both internal and external stakeholders. We host collaborative weekly consultation sessions as you build and configure the software, and equip you with best practices along the way to ensure your planning and performance remain in focus throughout the organization as time goes on. We develop a reporting framework and automate the delivery of both reminder notifications and results reporting, and set up templates to give your team the guidance they need to input meaningful updates.

At the end of your implementation, your organization will be ready to execute your plan and share performance-proven results with stakeholders to share the story of your success.

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Scope of Work
envisio.com
4 Envisio implementation follows a prescriptive process to guide your organization to early success using the platform, along with robust reporting and training for your team.

Plans Implementation
Project Kick-Off
During this phase of work, we introduce key team players and define project roles, define a work plan to accomplish project deliverables, and take stock of existing plan details to inform subsequent phases of work.

During this phase Envisio will:
● Host a partnership kick-off meeting with key stakeholders to get to know your team and define roles, responsibilities, timelines, and communication channels. ● Host an executive leadership meeting to present our partnership journey, an Envisio roll-out plan, and our expectation of their role as the key to success ● Document and define a detailed implementation plan outlining the phases, milestones, and timelines of our implementation process for your organization. ● Review the finalized plan your organization will input to Envisio through the implementation phase, and prepare recommendations surrounding the plan structure. ● Provision your Envisio instance for initial access and provide logins for up to thirty (30) key project participants to access the platform. Your organization will be able to add additional users to the platform without limitation.
● Provide up to four (4) hours of Project Management time throughout implementation.

Service is provided until all other services are delivered or ten (10) weeks contiguous from project kick-off, whichever occurs first.

During this phase You will:
● Define and share participants for the partnership kick-off meeting ● Confirm your organization's goals and timeline expectations ● Acquaint yourself and your team with our implementation process ● Select the plan for implementation and coach review and share with Envisio

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envisio.com
5 Key Deliverables
● Detailed implementation project plan tracker with timelines defined, outlining key implementation milestones and deliverables. This tracker will serve as a valuable tool to monitor progress and ensure timely completion of tasks. ● Envisio Instance Provisioned and Logins Created: up to thirty (30) initial users are sent login credentials and your Envisio instance is ready to use.

Plans Implementation - Get Started
To implement your priority plan in Envisio, a dedicated implementation consultant will guide your project champion and plan owner/builder through a prescriptive implementation process to ensure the successful launch of your plan in the Envisio platform.

During this phase Envisio will:
● Host five (5) weekly, one-hour implementation consultation sessions to train and provide support and guidance as you configure your Envisio instance for optimal use and input your plan into the system.
○ System configuration and plan structure framework consultation ○ Reporting dates and update cadence consultation
○ Internal Reporting framework consultation and build session ○ Public Dashboard consultation and build session
○ Preparation for user and leadership training
● Collaborate with you to build one (1) draft Public Dashboard, which can be shared internally to showcase early successes and milestones achieved through the platform's usage, and published for public consumption later, when appropriate. ● Build five (5) standard, best practice reports and provide support and guidance as you customize these reports to your organization’s needs.
● Host one (1) one-hour ad-hoc support session as needed, in case of additional questions throughout building of the plan or public dashboard.
● Host two (2) one-hour training sessions for non-administrative Envisio users:
○ End-user training to teach staff how to input updates to the plan, and set cadence expectations
○ Leadership report training to share built reports with the leadership team and best practices on how to leverage reports to keep the plan in focus

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envisio.com
6 During this phase You will:
● Actively participate in implementation consultation sessions: Your active participation in implementation consultation sessions is vital for aligning Envisio's configuration with your organization's specific requirements.
● Familiarize yourself with technical usage: To empower your team with the necessary skills to build plans and other administrative setup, you will watch on-demand learning video courses.

These courses provide insights into the technical aspects of the platform, facilitating a smooth onboarding process.
● Dedicate time to building your plan(s): It will be important that you dedicate time to building your plan(s) and completing assigned "homework" assignments after each consultation session with your Implementation Consultant.

Key Deliverables
● Your operationalized plan entered into Envisio platform, ready to receive updates ● Configured reporting periods and automated update notifications ● Historical updates entered, if applicable (i.e. when entering established plans) ● Draft public dashboard built, ready to be socialized internally ● Five (5) standard, best practice reports configured and scheduled to your organization’s needs

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envisio.com
7 Performance Measures Implementation
In this phase our expert trainers will support as your core team builds up to thirty (30) performance measures to be showcased on your dashboards. If applicable, this implementation portion will be completed after consulting services have been delivered to define your performance measures.

During Performance Measures implementation, Envisio will:
● Host three (3) weekly, one-hour consultation/build sessions to train and provide support and guidance as you build your performance measures in Envisio. ○ Envisio Data Source structure
○ Visualizing your data in Envisio
○ Dashboards and plan linking
● Host up to two (2) one-hour support and guidance sessions as you build your data sources, visuals, and dashboards following best practices and tailored to your organization’s needs.

These sessions are best suited to a group-setting for capacity building. ● Build a sample set of three (3) Data Sources and three (3) Visualizations to optimally showcase the performance measures, while streamlining how to integrate the data. ● Work directly with your IT resources to test the integration functionality, ensuring data successfully reaches the intended data sources and populates the sample set. Through testing, we will ensure that data is seamlessly transferred and appears in the related visuals.

During Performance Measures implementation, You will:
● Actively participate in online admin training sessions: Our expert trainers will conduct dedicated online admin training sessions to equip your team with the knowledge and skills required to fully build all features in Envisio's Analytics module. This will require personnel who are system-savvy analytical thinkers.
● Provide a sample set of data: You will provide a sample set of data with up to three (3) Data Sources and three (3) Visualizations to develop a proof of concept for further integration work and your data source framework.
● Build and test integration(s): You will engage your technical resources to build required integrations to support automated data entry into Envisio. Your technical team will also be responsible for working with our integration team to support the testing of integrated data sources. Testing of the integration will include one (1) system, including data sources from the sample set of three (3). This will serve as the basis for you to continue building out the integration, and add to and maintain it in the future.

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envisio.com
8 ● Build Data Sources: Following our team’s recommendations for data source structure, and with the support of your Implementation Consultant, you will build the data sources required for each performance measure.
● Dedicate Time to Building Visuals - graphs, scorecards, summary labels, etc.: with the support of your Implementation Consultant, you will build visualizations, such as graphs, tables, and scorecards, to present the performance data effectively. ● Build Analytics Dashboards: Your team will construct analytics dashboards, tailored to each department's needs, showcasing performance metrics in a coherent and visually appealing manner.
● Map Visuals to Corresponding Plan Elements (where appropriate): If applicable, you will link visuals to specific plan elements, ensuring accurate representation of performance data.

Key Deliverables
● Performance measures built in Envisio and aligned to your plan (where appropriate) ● Analytics dashboards built to support tracking of performance measures where applicable ● Integration built by your team and jointly tested to support automated data entry into Envisio

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envisio.com
9 Projects Implementation
In this phase our expert trainers will equip your team with the capacity to build, manage, and track projects in Envisio.

During this phase, Envisio will:
● Host one (1) one-hour session to train and provide guidance as you learn to use your Envisio instance and input your projects into the system.
○ System configuration and project structure setup
○ Project and Task build
○ Project Reporting and Dashboard build
During this phase, You will:
● Actively participate in project admin training session: Your active participation in the training session is vital for aligning Envisio's configuration with your organization's specific requirements.
● Dedicate time to building your project(s): It will be important that you dedicate time to building your project(s) and completing assigned "homework" assignments after the session with your Envisio trainer.

Key Deliverables
● One Envisio administrative training session for project admins ● Your project(s) entered into the Envisio platform, ready to receive updates

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envisio.com
10 Implementation Timeline
Implementation phases are flexible and can be adjusted to suit your organization’s readiness and needs. Each implementation phase is broken out into its own timeline below.

Envisio and The Customer agree that implementing Envisio is a shared responsibility. Neither Envisio nor The Customer is expected to have resources available to mitigate timeframe slippage caused by the other party. Delays on the part of The Customer, including putting the project on temporary hold or changes in project personnel, may result in a Change Order to cover the cost of restart, rework, rescheduling, and retraining.

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Plans Implementation Timeline
envisio.com
11 Our standard timeline to complete Plans Implementation is eight (8) weeks and typically follows the general timeline below. These timelines are subject to tasks and activities assigned to your team being completed on time.

Timeline W1 W2 W3 W4 W5 W6 W7 W8
Phase 1: Project Kickoff & Internal Scan
Task 1.1 - Host partnership kickoff meeting
Task 1.2 - Host an executive leadership meeting
Task 1.3 - Document and define a detailed implementation plan
Task 1.4 - Review the finalized plan your organization will input to Envisio

Task 1.5 - Provision your Envisio instance for initial access Task 1.6 - Project Management
Phase 2: Plans Implementation
Task 2.1 - Host four (4) weekly, one-hour implementation consultation sessions

Task 2.2 - Collaborate with you to build one (1) draft Public Dashboard

Task 2.3 - Build five (5) best practice, standard reports and support customization

Task 2.4 - Host one (1) one-hour ad-hoc support session Task 2.5 - Host two (2) one-hour training sessions

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Performance Measures Implementation
envisio.com
12 Our standard timeline to complete Performance Measures Implementation is six (6) weeks and typically follows the general timeline below. These timelines are subject to tasks and activities assigned to your team being completed on time.

Timeline W1 W2 W3 W4 W5 W6
Phase 3: Performance Measures Implementation
Task 3.1 - Host three (3) weekly, one-hour consultation/build sessions

Task 3.2 - Host up to two (2) one-hour support and guidance sessions Task 3.3 - Build a sample set of three (3) Data Sources and three (3) Visualizations
Task 3.4 - Work directly with your IT resources to test the integration functionality
Projects Implementation
Our standard timeline to complete Projects Implementation is three (3) weeks and typically follows the general timeline below. These timelines are subject to tasks and activities assigned to your team being completed on time.

Timeline W1 W2 W3
Phase 4: Projects Implementation
Task 4.1 - Host one (1) one-hour consultation/build sessions Task 4.2 - Host one (1) ad-hoc support session

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envisio.com
13 Customer Support Resources
Envisio’s Customer Success Team and Technical Support is available Monday to Friday, between 8 am and 6 pm EST. We use Google Meet to host video meetings and provide recordings for all consulting & training sessions.

Online Support – Envisio Help Center
Go to https://envisio.zendesk.com/hc/en-us/requests/new or click on “Need Help?” and then “Contact Support” in the lower right-hand corner of your Envisio environment to open a support ticket. Fill out your information and send it our way. Support tickets are addressed during regular business hours.

Live Agent Phone Support
We prefer help desk tickets to track your support request but you can also email [email protected] or call (888) 371-4800 and press 1 to access technical support during regular business hours.

Online Knowledge Base
Our online knowledge base (https://envisio.zendesk.com/) is available 24/7 and contains articles explaining Envisio features and step-by-step instructions on how to accomplish common tasks within the software.

Envisio Academy
Envisio Academy is our one-stop shop for learning how to use Envisio. Register for live online or OnDemand classes through our website (https://academy.envisio.com/main), and ask questions of our expert training team in a webinar-like environment. We offer classes across a variety of topics, both tactical how-to within the platform as well as best practice planning and performance-related content. We also cater to various user roles, from brand-new users to seasoned system admins. Most classes run for about an hour, and the schedule varies monthly.

Envisio Envisionary Community
Our Envisionary Community connects you with like-minded individuals to share experiences, accomplishments, and challenges in a safe and inclusive space. Join webinars co-hosted by our customers who give tactical advice. Be a co-host yourself. Leverage our library of Performance Measures from actual living plans across our community.

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REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: October 14, 2025
SUBJECT: RESOLUTION APPROVING THE LA MESA

COMMUNITY PARKING COMMISSION

RECOMMENDATION TO UPDATE PARKING METER

RATES, PARKING PERMIT PRICING AND PARKING

PERMIT PROGRAM GUIDELINES IN PARKING

DISTRICT ONE
ISSUING DEPARTMENT: City Manager’s Office
SUMMARY:

Issue:

Should the City Council adopt a resolution approving the La Mesa Community Parking Commission (Parking Commission) recommendation to update parking meter rates, parking permit pricing and parking permit program guidelines in Parking District One?
Recommendation:

The Parking Commission recommends that the City Council updates parking meter rates, parking permit pricing and parking permit program guidelines in Parking District One.

Fiscal Impact:

The Parking Fund (Fund) was established for the collection of moneys from parking meters, parking permits and parking enforcement in Parking District One (District). Funds are used for the maintenance and improvement of public facilities, including public parking lots, parking meters and technology, power washing, holiday decorative lighting and maintenance of common areas. Revenue from parking meters is the largest contributor to the fund. If an adjustment to parking rates from $0.75 per hour to $1.50 per hour is approved, and if demand for parking in the District remains constant, the Fund is anticipated to collect an additional

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 2 of 5
$273,000 per year. If the parking permit tiers are consolidated to one permit, the Fund is anticipated to collect an additional $35,000 per year.

City’s Strategic Goals:
 Ensure a strong financial outlook through careful planning, sustainable service levels, and fiscal sustainability.
 Invest in infrastructure to serve the needs of the community.

BACKGROUND:

Parking District One (District) was established in 1963 pursuant to the Parking District Law of 1951 that allows cities to form parking districts and levy assessments to finance the acquisition, improvement and construction of parking lots and facilities within a district.

The boundary of La Mesa’s parking district is shown on the map below.

There are 433 parking meters in the District, which are located on streets and three municipal parking lots that control and regulate parking between the hours of 8:00 a.m. and 6:00 p.m. every day except Sundays and holidays. The Lemon Avenue Municipal Parking Lot uses a QR-code parking management system and therefore does not have parking meters but does charge a parking rate. Rates for most parking meters are $0.75

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 3 of 5
per hour except for Allison Avenue, the Allison Avenue Municipal Parking Lot and the La Mesa Boulevard Municipal Parking Lot, which charge $0.50 per hour.

The Parking Permit Program Guidelines were established in the 1980’s to manage the supply of parking in the District. The goal of the program is to provide business owners and employees with parking options in designated areas and to improve parking availability for business customers. These designated areas are located away from the most convenient customer parking zones in the core of the District (La Mesa Boulevard between Acacia Avenue and 4th Street) to discourage employee parking in these areas, reduce “block circling”, and improve parking turnover for customers. Permits are priced at a discount and only available to businesses and employees in the District.

In accordance with Section 12.56.120 of the La Mesa Municipal Code, a parking fund was established for the collection of parking meter revenue in the District. Revenue from parking meters can be used for public improvements and the enhancement of facilities in the District, the maintenance and operation of parking meters, maintenance of infrastructure such as streets, lights, traffic signals, landscaping, irrigation, public parking lots and off-street parking facilities. It can also be used for new events, programs and advertising in the District.

DISCUSSION:

The La Mesa Community Parking Commission (Commission) acts in an advisory capacity to the City Council regarding parking-related matters within the District. The Commission’s 2025 Work Plan includes a review of parking meter rates and parking permit pricing with the goal of making a recommendation to City Council to update these charges, including an update to the Parking Permit Program Guidelines. The last update to parking meter rates in the District occurred in 2005 and the Parking Permit Program Guidelines was last updated in 2020.

At the July 8, 2025 City Council meeting, the City Council received a presentation regarding a Commission recommendation to update parking meter rates, parking permit pricing and the Parking Permit Program Guidelines in the District. The staff report is included as Attachment “C” for reference. The City Council took no formal action at the meeting but provided feedback on the recommendation and directed staff to return to Council with implementation documentation. The Commission recommended limiting each business to a maximum of five permits. The City Council suggested allowing businesses to purchase additional permits if a demonstrated need exists and also raised concerns regarding eligibility to purchase permits.

After incorporating City Council’s feedback, the Commission recommendation is as follows:
a) Adjust parking meter rates to $1.50 per hour for all meters

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 4 of 5
b) Eliminate the parking permit tiers in the Parking Permit Program Guidelines and provide one parking permit for all seven designated parking areas at a cost of $80 per quarter or $288 annually
c) Update the Parking Permit Program Guidelines authorizing a maximum of five permits that may be purchased only by businesses in the District with an option to purchase additional permits upon the demonstration of need (to the satisfaction of the City Manager or his/her designee).

Phoenix Group Information Systems (Phoenix), the City’s vendor that administers the online parking permit portal, will add a disclaimer and check box requiring purchasers to acknowledge that permits are for business purposes only at the licensed address within the District. Phoenix will also add a verification step to confirm that the purchaser is a business or employee of a business located in the District. At the end of each fiscal year, staff will request a database export from Phoenix to review permit holder information for compliance with the Parking Permit Program Guidelines.

CONCLUSION:

The Parking Commission recommends that the City Council adopt a resolution updating parking meter rates, parking permit pricing and Parking Permit Program Guidelines in Parking District One. If approved, the new meter rate and parking permit pricing will become effective on January 1, 2026. In advance of the effective date, messaging and notification of the rate and pricing changes will be provided to businesses in the District and residents citywide.

Reviewed by: Respectfully submitted by:
____________________ ____________________
Greg Humora Amanda Lee
City Manager Assistant City Manager
____________________
Lyn Dedmon
Assistant to the City Manager

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 5 of 5
Attachments: A. Resolution approving a Parking Commission recommendation updating parking meter rates, parking permit pricing and Parking Permit Program Guidelines in Parking District One
B. Updated Parking Permit Program Guidelines (edited version & final version)
C. July 8, 2025, Staff Report

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RESOLUTION NO. 2025-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA

APPROVING THE LA MESA COMMUNITY PARKING COMMISSION

RECOMMENDATION TO UPDATE PARKING METER RATES, PARKING

PERMIT PRICING, AND PARKING PERMIT PROGRAM GUIDELINES IN

PARKING DISTRICT ONE
WHEREAS, Parking District One was established in 1963 pursuant to the Parking District Law of 1951 (the “District”);
WHEREAS, Section 12.56.020 of the La Mesa Municipal Code designates parking meter zones for streets or portions of streets in the District within which the parking of vehicles shall be controlled, regulated and inspected with the aid of parking meters; WHEREAS, there is a total of 433 parking meters on streets and in three of the City’s four municipal parking lots that control and regulate parking between the hours of 8:00 a.m. and 6:00 p.m. every day except Sundays and holidays in the District. The Lemon Avenue Municipal Parking Lot (fourth lot) uses a QR-code parking management system to charge a parking rate; WHEREAS, rates for parking meters (including the Lemon Avenue Municipal Parking Lot) are $0.75 per hour except for Allison Avenue, the Allison Avenue Municipal Parking Lot and the La Mesa Boulevard Municipal Parking Lot, which charge $0.50 per hour; WHEREAS, the La Mesa Community Parking Commission acts in an advisory capacity to the City Council regarding parking related matters in the District (the “Commission”); WHEREAS, the Commission’s 2025 Work Plan includes a review of parking meter rates and parking permit pricing with the goal of making a recommendation to the City Council to update these charges, including an update to the Parking Permit Program Guidelines; WHEREAS, at the July 8, 2025, meeting, Council considered a Commission recommendation and provided direction to update parking meter rates, parking permit pricing and Parking Permit Program Guidelines in the District;
WHEREAS, the Council desires to adjust parking meter rates to $1.50 per hour, in all designated parking zones included in Section 12.56.020 of the La Mesa Municipal Code effective January 1, 2026;
WHEREAS, the Council desires to update the Parking Permit Program Guidelines, attached hereto and incorporated herein as Attachment “A”, effective January 1, 2026; and WHEREAS, effective January 1, 2026, one parking permit shall be provided at a cost of $80 per quarter or $288 annually for all permit parking areas as outlined in the Parking Permit Program Guidelines.

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NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that the City Council adopts this Resolution to approve the Parking Commission recommendation to update parking meter rates, parking permit pricing and Parking Permit Program Guidelines in the District as follows:
a) All parking meter rates shall be $1.50 per hour;
b) Eliminate the parking permit tiers in the Parking Permit Program Guidelines and provide one parking permit for all seven designated permit parking areas at a cost of $80 per quarter or $288 annually; and
c) Update the Parking Permit Program Guidelines authorizing a maximum of five permits that may be purchased only by businesses in the District with an option to purchase additional permits upon the demonstration of need (to the satisfaction of the City Manager or his or her designee).

PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 14th day of October 2025, by the following vote, to wit:

AYES:

NOES:

ABSENT:

CERTIFICATE OF CITY CLERK
I, Megan Wiegelman, CMC, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2025- , 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)

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Attachment “B”
(Edited)
I. OVERVIEW OF PARKING PERMIT PROGRAM (PPP)
Purpose of the Program:

The Parking Permit Program (PPP) was established in the 1980s to better manage the supply of parking in the Downtown Village. The goals of the program are to provide business owners and employees with parking options in designated areas and to improve parking availability for business customers. By concentrating business owners and employees in specific areas away from the most sought-after parking spaces in the core of the business district, customers can find parking quicker and park closer to their desired destinations. This reduces block-circling and improves parking turnover.

The PPP provides business owners and employees, who’s vehicles can tend to remain sedentary and who tend to park for extended time periods, with a supply of affordable parking that is not subject to time limits.

Program Administration:

The PPP is administered by the City of La Mesa and is one element of a multi-faceted, data-driven parking management and enforcement system. Enforcement is provided by the La Mesa Police Department Traffic Division and policy recommendations are developed by the La Mesa Community Parking Commission (Commission), a citizen advisory body to the La Mesa City Council (Council).

Commission meetings are scheduled for the third Tuesday of every month at 5:30 pm. During the pandemic, scheduled meetings are held digitally via Zoom. Agendas, meeting materials, and Zoom links are posted in advance of each meeting on the City’s website at www.cityoflamesa.govus. The meetings are open to the public and participation is both welcome and encouraged.

II. PERMIT TIERS AND PRICING OPTIONS
Permit Tiers:

The PPP provides businesses in the Downtown Villageparticipants with access to as many as 276 parking spaces in seven different locations throughout the Downtown Village area (see map below).

Program participants can select either a short-term quarterly permit or a long-term annual permit option.

The cost of a quarterly permit is $80 and the discounted cost of an annual permit is $288. Tier 1 provides access to 171 parking spaces spread across four different locations for a quarterly cost of $40/quarter or a discounted annual rate of $144/year. In addition to lower permit costs, purchasing an annual permit also relieves the purchaser of the task of quarterly permit renewal, thus reduceings the total cost of processing charges. Annual permits also run on a 365-day calendar from the date of purchase. Quarterly permits do not run on a 90-day calendar from the date of purchase. Purchasers of quarterly permits pay a prorated price if purchased during a quarter. The illustrations below shows the quarterly and annual permit colors, pricing, and parking areas provided to Tier 1 quarterly and/or annual purchasers.

PARKING PERMIT PROGRAM GUIDELINES – REVISED 20250
Formatted: Indent: Left: 0"
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As shown in the illustration below, Tier 2 provides access to 276 parking spaces spread across seven different locations for a quarterly cost of $60/quarter or an annual cost of $216/year. Tier 2 includes all 171 Tier 1 spaces and an additional 105 spaces east of Spring St. and south of La Mesa Blvd.

III. PARKING PERMIT PROGRAM POLICIES
Purchasing New or Renewing Existing Parking Permit:

Beginning in Starting July 1, 2021, the City of La Mesa will partnered with Phoenix Information Systems Group to serve as the City’s third-party agent to accept online parking permit applications, process online payments, fulfill permit orders, and transmit quarterly and annual renewal notifications. The online system will become active on the date noted above in this section and can be accessed by visiting www.paymycite.com. Phoenix Group will charges a vendor service fee equivalent to the greater of $3.95 or 3.25% of the total price of the permit order.

Parking Permit Program Policies & Procedures Page 2
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All Parking Permit Sales Final:

All permit sales are final and the City will not issue refunds for sold parking permits or related vendor service fees. Lost or stolen permits will incur a replacement charge of $25 for each quarterly permit and $50 for each annual permit.

Park Only in Areas Designated for Permit Parking:

Program participants may only park in the areas designated areas shown on the map below. for the Permit Tier within which they have purchased a quarterly or annual permit. Parking outside these areas without paying the parking meter may result in issuance of a parking citation. Please familiarize yourself with map below., which correlates permit tier colors with allowed parking areas.

No Guaranteed/Assigned Parking Spaces:

The PPP does not guarantee the availability of parking at any time nor does the PPP entitle permit holders to assigned individual parking spaces. Parking in the designated areas is available on a firstcome, first-served basis for permit holders and the general public. If there are no parking spaces available in the desired permit-eligible area on a particular day of week or time of day, the permit holder is responsible for seeking parking in another permit-eligible area.

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Proper Permit Display Required:

Permit placardssticker must be properly displayed at all times. Permit number and sticker must be affixed to, and fully visible on, the front portion of the driver-side windshield (either upper or lower corner), with sticker color, permit number, and sticker facing outward. Failure to display the permit placard may result in issuance of an expired parking meter citation. Forgotten, lost or misplaced parking permits placards do not qualify as a reason to dismiss a valid parking citation. If the permit placard is not displayed, the vehicle has no parking privileges and must pay the parking meter and observe posted time limitations. If the permit placard has been lost or misplaced and is, therefore, unavailable to display please call Phoenix Group at 888-300- 9915 to purchase a replacement. Lost or stolen permits placards will incur a replacement charge of $25 for each quarterly permit and $50 for each annual permit.

Permit Duplication or Tampering Prohibited:

Tampering with or duplicating of a permit placardsticker(s) is strictly prohibited and will result in a citation and may merit criminal prosecution.

Maximum Number of Parking Permits Purchased:

At the present time, Tthere is a 25-permit maximum limit on the number of permits that can be purchased by one individual or business. If additional permits remain available after 30 days, they can be made available to any purchaser seeking permits in excess of the 25-permit limit. Permits in addition to the 5 maximum may be purchased if a business can demonstrate a need for additional permits.

Limitation on Privileges:

Purchase and possession of a parking permit does not provide exemption from any other parking laws or requirements.

Parking Permits for the Sole Use of the Purchaser:

Use of parking permits is intended solely for the purchasing business and/or employees of the purchasing business. Parking permits cannot be shared between businesses nor can one business purchase Parking permits for use by another business. Such practices could result in the revocation of parking permits and/or expulsion from the Parking Permit Program. The City reserves the right to request verification of employment from the purchaser for all permits purchased.

New-First-Issue Quarterly Parking Permit Purchases May Be Pro-rated:

The cost of a quarterly parking permit may be pro-rated but only if the permit is a new, first-issue permit being issued after in the second or third month of the permit quarter. Existing quarterly permits that are being renewed may not be pro-rated, regardless of when they are renewed during a given permit quarter. Annual permits may not be pro-rated, as they run on a 365-day calendar from date of purchase.

Parking Permit Program Policies & Procedures Page 4

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Attachment “B”
(Final)
I. OVERVIEW OF PARKING PERMIT PROGRAM (PPP)
Purpose of the Program:

Program Administration:

Commission meetings are scheduled for the third Tuesday of every month at 5:30 pm. Agendas, meeting materials, and Zoom links are posted in advance of each meeting on the City’s website at www.cityoflamesa.gov. The meetings are open to the public and participation is both welcome and encouraged.

II. PERMIT PRICING
The PPP provides businesses in the Downtown Village with access to as many as 276 parking spaces in seven different locations throughout the Downtown Village area (see map below). Program participants can select either a short-term quarterly permit or a long-term annual permit option. The cost of a quarterly permit is $80 and the discounted cost of an annual permit is $288. In addition to lower permit costs, purchasing an annual permit relieves the purchaser of the task of quarterly permit renewal, thus reducing processing charges. Annual permits run on a 365-day calendar from the date of purchase. Quarterly permits do not run on a 90-day calendar from the date of purchase. Purchasers of quarterly permits pay a prorated price if purchased during a quarter.

PARKING PERMIT PROGRAM GUIDELINES – REVISED 2025

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III. PARKING PERMIT PROGRAM POLICIES
Purchasing New or Renewing Existing Parking Permit:

Beginning in 2021, the City of La Mesa partnered with Phoenix Information Systems Group to serve as the City’s third-party agent to accept online parking permit applications, process online payments, fulfill permit orders, and transmit quarterly and annual renewal notifications. The online system can be accessed by visiting www.paymycite.com. Phoenix Group charges a vendor service fee equivalent to the greater of $3.95 or 3.25% of the total price of the permit order.

Parking Permit Program Policies & Procedures Page 2

ADD NEW PARKING PERMIT PLACARD GRAPHIC HERE

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All Parking Permit Sales Final:

Park Only in Areas Designated for Permit Parking:

Program participants may only park in the designated areas shown on the map below. Parking outside these areas without paying the parking meter may result in issuance of a parking citation.

No Guaranteed/Assigned Parking Spaces:

Parking Permit Program Policies & Procedures Page 3

ADD NEW DESIGNATED PARKING AREAS MAP HERE

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Proper Permit Display Required:

Permit placards must be properly displayed at all times. Failure to display the permit placard may result in issuance of an expired parking meter citation. Forgotten, lost or misplaced parking permit placards do not qualify as a reason to dismiss a valid parking citation. If the permit placard is not displayed, the vehicle has no parking privileges and must pay the parking meter and observe posted time limitations.

If the permit placard has been lost or misplaced and is, therefore, unavailable to display please call Phoenix Group at 888-300-9915 to purchase a replacement. Lost or stolen permit placards will incur a replacement charge of $25 for each quarterly permit and $50 for each annual permit.

Permit Duplication or Tampering Prohibited:

Tampering with or duplicating of a permit placard(s) is strictly prohibited and will result in a citation and may merit criminal prosecution.

Maximum Number of Parking Permits Purchased:

There is a 5-permit maximum limit on the number of permits that can be purchased by one business.

Permits in addition to the 5 maximum may be purchased if a business can demonstrate a need for additional permits.

Limitation on Privileges:

Purchase and possession of a parking permit does not provide exemption from any other parking laws or requirements.

Parking Permits for the Sole Use of the Purchaser:

New-First-Issue Quarterly Parking Permit Purchases May Be Pro-rated:

Parking Permit Program Policies & Procedures Page 269 of 664 Page 4 REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: July 8, 2025
SUBJECT: CONSIDERATION OF A PARKING COMMISSION

RECOMMENDATION TO UPDATE PARKING METER

RATES, PARKING PERMIT PRICING AND PARKING

PERMIT PROGRAM GUIDELINES IN PARKING

DISTRICT ONE
ISSUING DEPARTMENT: CITY MANAGER
SUMMARY:

Issue:

Should the City Council consider a Parking Commission Recommendation to update parking meter rates, parking permit pricing and parking permit program guidelines in Parking District One?
Recommendation:

Consider a Parking Commission recommendation to update parking meter rates, parking permit pricing and parking permit program guidelines in Parking District One.

Fiscal Impact:

The Parking Fund (Fund) was established for the collection of moneys from parking meters, parking permits and parking enforcement in Parking District One (District). Funding is used for the maintenance and improvement of public facilities, including public parking lots, traffic signals and equipment, parking technology, and maintenance of common areas. Revenue from parking meters is the largest contributor to the Fund, so an adjustment to meter rates will have the most impact on the Fund. If an adjustment to meter rates is adopted, the amount of additional revenue generated is dependent on the new meter rate. Revenue from parking permits is significantly less, therefore an adjustment to parking permit pricing will have less impact on the Fund.

Attachment "C"

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Report to Mayor and Councilmembers
Date: July 8, 2025
Page: 2 of 7
City’s Strategic Goals:
 Ensure a strong financial outlook through careful planning, sustainable service levels, and fiscal sustainability.
 Invest in infrastructure to serve the needs of the community.

BACKGROUND:

The boundary of La Mesa’s parking district is shown on the map below.

There is a total of 433 parking meters on streets and in three of the City’s four municipal parking lots that control and regulate parking between the hours of 8:00 a.m. and 6:00 p.m. every day except Sundays and holidays. The Lemon Avenue Municipal Parking Lot uses a QR-code parking management system and therefore does not have parking meters. Rates for the majority of parking meters are $0.75 per hour except for Allison Avenue, the Allison Avenue Municipal Parking Lot and the La Mesa Boulevard Municipal Parking Lot, which charge $0.50 per hour.

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Date: July 8, 2025
Page: 3 of 7
Parking Permit Program Guidelines were established in the 1980’s to manage the supply of parking in the District. The goal of the program is to provide business owners and employees with parking options in designated areas and to improve parking availability for business customers. These designated areas are located away from convenient customer parking zones in the core of the District (La Mesa Boulevard between Acacia Avenue and 4th Street) to discourage employee parking in these areas, reduce “block circling”, and improve parking turnover for customers. Permits are priced at a discount and only available to businesses and employees in the District.

In accordance with Section 12.56.120 of the La Mesa Municipal Code, a parking fund was established for the collection of parking meter revenue in the District. Revenue from parking meters can be used for public improvements and the enhancement of facilities in the District, the maintenance and operation of parking meters, maintenance of infrastructure such as streets, traffic signals, public parking lots and off-street parking facilities. It can also be used for events, programs and advertising in the District.

DISCUSSION:

The La Mesa Community Parking Commission (Commission) acts in an advisory capacity to the City Council regarding parking-related matters within the District. The Commission’s 2025 Work Plan includes a review of parking meter rates and parking permit pricing with the goal of making a recommendation to City Council to update these charges, including an update to the Parking Permit Program Guidelines. The last update to parking meter rates in the District occurred in 2010 and the Parking Permit Program Guidelines was last updated in 2020.

Parking Meter Rates
With staff assistance, the Commission conducted research on parking meter rates in the region to analyze comparable pricing. The following table shows meter rates for cities/agencies in San Diego County that operate them:

City/Agency Days Hours Rate
*Chula Vista Mon-Sat 8:00 a.m. – 6:00 p.m. $0.75/hour
Del Mar Mon-Sun 8:00 a.m. – 10:00 p.m. $3.00/hour
*La Mesa Mon-Sat 8:00 a.m. – 6:00 p.m. $0.75/hour
Oceanside Mon-Sun 6:00 a.m. – 6:00 p.m. $1.50/hour
Port of San Diego Mon-Sun 10:00 a.m. – 8:00 p.m. $2.50/hour San Diego Mon-Sat 8:00 a.m. – 6:00 p.m. $2.50/hour
*Chula Vista operates 10-hour meters at a rate of $0.50 cents per hour; La Mesa operates meters in some designated parking zones at a rate of $0.50 cents per hour.

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Date: July 8, 2025
Page: 4 of 7
The remaining cities in San Diego County do not utilize parking meters but do have parking zones and facilities that regulate time-limited parking and enforce those areas by issuing citations. The mean (average) meter rate for San Diego County based on the Commission’s research at the time of this report (excluding La Mesa) is $2.05 cents per hour.

The Commission used parking meter and Fund data over the last ten years to estimate the amount of revenue that would have been collected (by year) if rates were $1.00, $1.25, or $1.50 per hour during this timeframe. The data is graphed below. This analysis is helpful in determining how Fund revenue is affected by a change in meter rates.

Fund revenue has not kept pace with the cost of infrastructure maintenance and improvements in the District, necessitating an update to meter rates. The Commission’s recommendation is for an adjustment from $0.75 to $1.50 per hour to adequately support infrastructure and facility needs in the District.

Outreach was conducted to gauge opinions and to receive feedback regarding a possible adjustment. Staff presented at the General Membership meeting of the La Mesa Village Association (LMVA) on October 9, 2025. Additionally, the LMVA assisted with outreach through email notifications to businesses, who were given the opportunity to email staff 2015 – 2024 Parking Meter Revenue Estimate by Year

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Date: July 8, 2025
Page: 5 of 7
to provide feedback. Staff received emails from three businesses who expressed their general support. No emails were received expressing a lack of support. Feedback from the General Meeting was supportive. Overall, business owners did not think that an increase would adversely impact their business.

Parking Permit Program
The current Parking Permit Program (Program) provides businesses and employees with access to up to 276 parking spaces in seven different locations throughout the District.

The Program provides business owners and employees whose vehicles can remain parked for an extended period of time, with a supply of parking at a discounted rate that does not conflict with prime customer parking and is not subject to time limits. Participants can purchase either a Tier 1 quarterly permit for $40 or a Tier 1 annual permit for $144.

Both Tier 1 and 2 annual permits offer a 10% discount. A Tier 1 parking permit allows for parking in four of the seven designated areas as shown below.

Once purchased online, permits are issued as placards and colored-coded for easy identification by parking enforcement. Placards are used instead of window stickers to provide business owners with the flexibility to share permits amongst their employees, thus reducing cost. However, businesses cannot share permits or purchase permits for use by another business. The placards must always be visible when parking in designated areas.

A Tier 2 parking permit allows participants to park in all seven designated areas at a cost of $60 for a quarterly permit and $216 for an annual permit as shown on the following page.

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Date: July 8, 2025
Page: 6 of 7
A common complaint from new businesses when purchasing permits is that the tiered parking system is confusing, making it difficult to determine which permit is best for their employees. Staff and Commissioners have received feedback from businesses where employees with Tier 1 permits were unclear about where they could park and were eventually issued a citation for parking in a non-designated lot. To reduce confusion and simplify the Program for businesses, the Commission recommends eliminating the permit tiers to provide one parking permit for all seven designated areas.

Permit Program Costs. Tiered permits are offered at a significant discount to businesses and employees. For example, a Tier 1 quarterly permit holder pays about $0.65 per day to occupy one parking space for up to 10 hours versus $7.50 if paying by meter. This represents 9% of the actual cost to park. A Tier 2 quarterly permit holder pays about $0.98 per day, or about 13% of the actual cost to park. The Commission recommends providing one parking permit for all seven designated areas at a cost of $80 for a quarterly permit and $288 for an annual permit. If meter rates are adjusted to $1.50 per hour, this would represent 9% of the actual cost to park for a quarterly permit and 8% for an annual permit.

The current Program allows a business to purchase a maximum of 25 permits. Based on current permit data, no business holds 25 permits and historically businesses in the District have not required this many. The Commission recommends a maximum of five permits per business with the option to purchase additional permits after 30 days from the purchase date if they are available.

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Report to Mayor and Councilmembers
Date: July 8, 2025
Page: 7 of 7
CONCLUSION:

The Commission recommends the following adjustments to parking meter rates, parking permit pricing and parking permit guidelines in the District:

1. Adjust parking meter rates to $1.50 per hour

2. Eliminate the parking permit tiers and provide one parking permit for all seven parking areas at a cost of $80 per quarter or $288 annually.

3. Update the Parking Permit Program Guidelines to allow for a maximum of five permits that can be purchased per business.

Staff is seeking direction from the City Council. If directed to proceed with changes to the District, staff will return at a future meeting with the necessary documents for consideration and potential adoption of the recommended changes.

Reviewed by: Respectfully submitted by:
____________________ ____________________
Amanda Lee Lyn Dedmon
Assistant City Manager Assistant to the City Manager

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REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: October 14, 2025
SUBJECT: ADOPTION OF THE FINAL FISCAL YEARS 2025-2027

BIENNIAL BUDGET
ISSUING DEPARTMENT: City Manager’s Office and Finance Department SUMMARY:

Issues:

Should the City Council adopt a resolution to approve the final Biennial Budget for Fiscal Years (FYs) 2025-2027?
Recommendation:

Staff recommends that City Council adopt a resolution to approve the final Biennial Budget for FYs 2025-2027.

Fiscal Impact:

The FY 2025-2027 Biennial Budget is in balance with total expenditures for all funds $145,665,464 for FY 2025-26 and $195,501,530 for FY 2026-27.  General Fund expenditure budget totals $82,008,083 and $82,874,300 in FY 2026 and FY 2027, respectively, with fully funded labor contracts, and fully funded CPI increases in maintenance & operations costs.  General Fund revenue budget totals $82,260,800 and $83,121,400 in FY 2026 and FY 2027, respectively. Property taxes are expected to grow at 4% and sales tax will moderate to just under 3% each of next two years. All other General Fund revenues are modestly increased at about 2% per year.  All Funds expenditure budget for FY 2026 is $145,665,464 and the total budget for FY 2027 is $195,501,530. Wastewater, Capital Projects, Grants, and Internal Services Funds are fully funded with both current year revenues and fund balance reserves, which is typical for these special fund budgets.

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 2 of 6
 All Funds revenue budget for FY 2026 is $142,962,122 and the total budget for FY 2027 is $190,299,600, in addition to use of fund balances as required.
 Based on these estimates, ending General Fund reserves are estimated at $62,573,237, which is 76.3% and 75.5% of operating expenditures in 2025- 2026 and 2026-2027 respectively. These estimates exceed the City Council's 15% rainy day reserve goal and 25% cash flow reserves goal in both years.
 This budget has eleven (11) new positions and three (3) reclassifications in FY 2026 at an annual cost of $1,502,500 for the new positions and $50,500 for the reclassifications. There are also four (4) new positions in FY 2027 which have an annual cost of $2,035,800.
 The 5-Year CIP Budget totals $21,588,600 in FY 2026 and $71,500,800 in FY 2027. The total 5-Year CIP Budget totals $139,730,400 for all five fiscal years through June 30, 2030. The 5-Year CIP Budget is included in Attachment C.

City’s Strategic Goals:
 Maintain a community where residents and visitors feel safe.  Ensure a strong financial outlook through careful planning, sustainable service levels, and fiscal sustainability.
 Promote a high quality of life that current and future generations can afford to call home.
 Invest in infrastructure to serve the needs of the community.  Nurture an organizational culture where employees are recognized for the delivery of high-quality services to the community.

BACKGROUND:

On June 10, 2025, the City Council approved the Preliminary 2025-2027 Budget, with direction to return in 90 days with a Final Budget document. This submittal of the 2025-2027 Final Budget is the 13th biennial budget for the City of La Mesa. Adoption of the budget is a two- step process. The first step is presentation and adoption of the 2025-2027 Preliminary Budget. The second step is for staff to incorporate any changes requested by City Council or recommended by staff into a Final Budget within 90 days.

The Final Budget document shown in Attachment B is the work product of all City Departments, which reflects the two budget changes requested by the City Council on June 10th, the replacement Fire Engine 13 at a cost of $1.4 million, and adding $20,000 to upgrade the Fire & Rescue vehicle. The City Manager’s office is pursuing grant funding

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 3 of 6
for the Fire Engine 13 replacement to provide vital funding sources for critical public safety assets that maintain and enhance public safety of the La Mesa community.

The highlights in the 2025-2027 Biennial Budget approved on June 10th are as follows:

1. There are 15 new staff positions and 3 reclassifications that will cost a combined two-year total $3,588,800. The staff position changes approved by the City Council on June 10, 2025:
a. Based on a recent staffing study conducted in 2023 and in response to recent growth in La Mesa, over the next 2 years the Police Department is adding four (4) full-time sworn officers in the patrol and detective divisions, to form a community engagement team. One (1) police lieutenant is also being added for additional supervision needs in the department. Also, two (2) full-time Community Services Officers are being added to assist with patrol and traffic operations. There is also a compensation adjustment for the Executive Assistant to the Police Chief. There is also one (1) full-time Crime Analyst to assist with patrol as recommended in the Staffing Study performed last fiscal year. Lastly, one (1) full-time Police Dispatcher is being added to assist with increased call volume.
b. Heartland Fire & Rescue, is adding one (1) full-time Administrative Analyst to be split between the three Heartland JPA Cities. This position with assist with the administrative back log including the inspection function in the fire prevention division.
c. Public Works, is adding one (1) Tree Trimmer to assist in the maintenance of the City’s urban forest and assist the Senior Tree Trimmer to maintain workplace safety practices while increasing productivity in this activity. d. Information Technology (IT) is adding one (1) IT Analyst to maintain information systems, monitor cyber security, update the City phone system, continue moving data to the cloud, and handling increased help desk calls for service.
e. Human Resources (HR) is adding two (2) new positions, which includes an HR Technician to assist with administrative support, recruiting, and general HR functions. The other position is an HR Analyst to support the journey level functions of the City as an HR generalist. f. Community Development is reclassing one (1) existing Associate Planner to Sr. Planner to meet the more technical demands of the Planning Division. g. Community Services is adding one (1) Facilities Specialist to support the maintenance of buildings and parks under the supervision and management of the department.
h. City Manager’s Office (City Clerk’s Office) is making compensation adjustments to the Deputy City Clerk to better align with median salary studies and reclassification of an existing Records Technician position, to

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 4 of 6
Records Program Manager, to reflect the actual skill set required to perform current duties.

2. The next phase of the Civic Center project is moving forward, with the City Hall space needs analysis complete. The City Hall part of the Civic Center project is estimated to cost $35,741,600 in FY 2027 and is shown in the Capital Improvement Program as an unfunded project.

3. The Capital Improvement Program (CIP) Budget totals $139,730,400 over 5 years, with the two-year cost of the CIP Budget $29,565,000 and $19,516,500 in 2025- 2026 and 2026-2027, respectively, each individual project cost is identified, along with their funding source for each year of the 5-Year CIP Plan. There is a total of 91 CIP projects, as reviewed with the Planning Commission, of which 71 are programmed for the next two-year phase of the 5-Year CIP (FY 2026 – FY 2030) Plan broken down as follows:
a. Wastewater CIP Projects: There are 8 projects, with a combined two-year budget total of $12,699,100.
b. Transportation Projects: There are 20 projects, with a combined two-year budget total of $29,828,600.
c. Storm Drain CIP Projects: There are 6 projects, with a combined two-year budget total of $1,950,700.
d. Facilities CIP Projects: There are 25 projects, with a combined two-year budget total of $39,540,400.
e. Parks CIP Projects: There are 9 projects, with a combined two-year budget total of $764,400.
f. Miscellaneous Projects: There are 2 projects, with a combined two-year budget total of $8,306,200 (includes $8,206,200 Rule 20-A funding). g. CIP Changes from June 10, 2025 Preliminary Budget: Total 5-Year CIP Budget increased $16.9 million, from $122.8 million to $139.7 million in this Final Budget. The first two years of the 5-Year CIP increased $44 million, from $49.1 million to $93.1 million (see Summary in Attachment C).

DISCUSSION:

The 2025-2027 Biennial Budget is a balanced spending plan. Using the financial statements from the last independent audit for June 30, 2023, General Fund reserves are $62,573,237. The strong growth in General Fund revenues and the positive cash flows of the last five years provide considerable confidence in the City’s fiscal sustainability during the next two-year budget cycle.

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 5 of 6
Reconciliation of the June 10, 2025 Preliminary Budget
Staff analyzing the latest accounting data updated the revenue and expenditure estimates. The City has just completed its June 30, 2024 audit, which provided better data to build the Final Budget than was available when the Preliminary Budget was presented.

The General Fund changed as follows:

FY 2025-26:
 FY 2026 Revenues increased from $76.5 million to $82.3 million  FY 2026 Expenditures increased from $76.5 million to $82.0 million FY 2026-27:
 FY 2027 Revenues increased from $79.9 million to 83.1 million  FY 2027 Expenditures increased from $79.7 million to $82.9 million All Fund Budgets changed as follows:

FY 2025-26
 FY 2026 Revenues increased from $125.9 million to $142.9 million  FY 2026 Expenditures increased from $122.8 million to $145.7 million

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Report to Mayor and Councilmembers
Date: October 14, 2025
Page: 6 of 6
 Fund balance of $2.7 million is used to balance project expenditures FY 2026-27
 FY 2027 Revenues increased from $130.2 million to $190.3 million  FY 2027 Expenditures increased $123.7 million to $195.5 million.  Fund balance of $5.2 million is used to balance project expenditures The revenue and expenditure details are shown in the Budget Book attached to the Enabling Budget resolution in Attachment B.

The Final Budget incorporates moderate to flat increases in most revenue sources. On the expenditure side, the 2025-2027 Final Budget reflects increases for the unfunded accrued liability portion of California Public Employees' Retirement System, negotiated salary increases, equipment replacement and supplies, professional and specialized services, and overtime.

The 2025-2027 Final Budget includes all salary and benefit increases that have been negotiated through fiscal year 2026. The cost of the LMCEA 3-year labor negotiations is now reflected in the numbers of this Final Budget document.

CONCLUSION:

Staff recommends that City Council adopt a resolution to approve the final Biennial Budget for Fiscal Years 2025-2027.

Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora John Herrera, CPA
City Manager Acting Finance Director
Attachments:

A. Resolution Approving Final Budget for Fiscal Years 2025-2027 B. Final Budget Book
C. Capital Improvement Program
D. Updated Compensation Plan for FY26

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RESOLUTION NO. 2025-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA,
CALIFORNIA, ADOPTING THE FINAL BUDGET FOR FISCAL YEAR 2025-2026 AND FISCAL YEAR 2026-2027
WHEREAS, the City is required to adopt a budget and spending plan by June 30th of each fiscal year to allow the City to continue operations on July 1st of the new fiscal year; WHEREAS, the City adopted a Preliminary Budget on June 10, 2025, for the fiscal years that began on July 1, 2025 and end June 30, 2027, with direction to return in 90 days with the Final Fiscal Years 2025-2027 Budget, hereby presented for adoption in this resolution; and WHEREAS, the City has completed its final estimates of revenues and expenditures, as well as fund balance reserves calculations for the upcoming two-year budget cycle.

NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that the City Council adopts the Final Fiscal Years 2025-2027 Biennial Budget, there is hereby appropriated out the Treasury of the City of La Mesa for municipal purposes and for allowances to be used by various departments and activities the sum of $145,665,464 for Fiscal Year 2025-2026 and $195,501,530 for Fiscal Year 2026-2027 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.

BE IT FURTHER RESOLVED THAT:

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.

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PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 14th day of October 2025, by the following vote, to wit:

AYES:

NOES:

ABSENT:

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

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2025-2027
Biennial Budget

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Cover Photo: La Mesa City Hall
Courtesy of Hoffman Photography & Video

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City of La Mesa – 2025-2027 Biennial Budget

STATE OF CALIFORNIA
2025-2027
Final Budget
MAYOR
Mark Arapostathis

VICE MAYOR
Lauren Cazares

COUNCILMEMBERS
Patricia Dillard
Laura Lothian
Genevieve Suzuki

CITY MANAGER
Greg Humora

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City of La Mesa – 2025-2027 Biennial Budget
i

TABLE OF CONTENTS
EXECUTIVE SUMMARY Page
Introduction 1-1
Organization of This Budget Document 1-3
Significant Changes / Projects for 2025-2027 1-4
Revenues 1-7
Expenditures 1-10
Staffing Levels 1-12
General Fund Reserves 1-13
Strategic Plan 1-14
Conclusion 1-36

BUDGET SUMMARIES / SCHEDULES
Schedule 1 Budget Summary - All Funds 2025-2026 2-2
Schedule 1 Budget Summary - All Funds 2026-2027 2-3
Schedule 2 Revenues - General Fund 2-4
Schedule 3 Revenues - All Funds 2-6
Schedule 4 Expenditures - General Fund 2-7
Schedule 5 Expenditures - All Funds 2-9
Schedule 6 Expenditures by Object Account - General Fund 2-10 Schedule 7 Expenditures by Object Account - All Funds 2-11 Schedule 8 Comparison Costs - General Fund 2025-2026 2-13 Schedule 8 Comparison Costs - General Fund 2026-2027 2-14 Schedule 9 Interfund Transfers 2-15
Schedule 10 Regular Positions 2-17
Schedule 11 City Organizational Chart 2-20
Schedule 12 Equipment Replacement Fund 2-21
Schedule 13 City Employees per 1,000 Population 2-24
Schedule 14 Comparison of Municipal Services 2-25
Schedule 15 FY 2025 Purchase Order Encumbrances to Carryforward 2-26 Schedule 16 FY 2025 Continuing Appropriations Requests into FY 2026 2-28

ENABLING LEGISLATION
Resolution No. 2025-066 3-1

GENERAL GOVERNMENT
City Council 4-1
City Attorney 4-7

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City of La Mesa – 2025-2027 Biennial Budget
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TABLE OF CONTENTS
ADMINISTRATIVE SERVICES Page
City Manager 5-1
Communications Manager 5-7
Information Technology 5-11
Human Resources 5-15
Non-Departmental 5-19
Employee Benefits 5-23
Worker's Compensation 5-27
Liability Risk Financing 5-31
PEG Funds 5-35

CITY CLERK
City Clerk 6-1

COMMUNITY DEVELOPMENT
Downtown Parking 7-1
Planning 7-7
Building 7-11
Land Development 7-15
Housing Rehabilitation 7-19
CDBG Administration 7-23
CASP 7-27
La Mesa Successor Agency 7-31
La Mesa AD98 Debt Service 7-35
La Mesa Housing Successor Agency 7-39

FINANCE
City Treasurer 8-1
Finance 8-7
Equipment Replacement 8-11
COP’s Administration 8-15
2016 G.O. Bond Refunding 8-19

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City of La Mesa – 2025-2027 Biennial Budget
iii

TABLE OF CONTENTS
FIRE DEPARTMENT Page
Management 9-1
Operations 9-7
Prevention 9-11
Hazardous Materials / Emergency Preparedness 9-15
Emergency Medical Services 9-19
Heartland JPA 9-23

PARKS AND RECREATION
Aquatics 10-1
Facilities 10-7
Classes and Camps 10-11
Adult Services 10-15
Administration 10-19
Events / Marketing 10-23
Sports 10-27

POLICE DEPARTMENT
Services 11-1
Patrol 11-7
Investigations 11-11
Traffic 11-17
H.O.M.E. Program 11-21
Animal Control 11-25
Community Resources 11-29
Downtown Parking 11-33

PUBLIC WORKS
Environmental Services 12-1
Building Maintenance 12-7
Administration 12-11
Street Maintenance 12-15
Street Cleaning 12-19
Fleet Maintenance 12-23
Traffic Safety Engineering 12-27
Traffic Safety Operations 12-33
Tree Trimming 12-37

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City of La Mesa – 2025-2027 Biennial Budget
iv

TABLE OF CONTENTS
PUBLIC WORKS (continued) Page
Streetscape Maintenance 12-41
Engineering 12-45
Wastewater Engineering 12-51
Wastewater Operations 12-57
Wastewater Equipment Replacement 12-63
Park Maintenance 12-67
Harry Griffen Park Maintenance 12-73
Briercrest Park Maintenance 12-77
Downtown Village Maintenance 12-81

RESERVE POLICIES
Reserve Policies 13-1
Appendix A. – CAPITAL IMPROVEMENT PROJECTS PROGRAM (CIP) (Published Separately) 5-Year CIP Budget -Expenditures Budget for All CIP Projects -Summary Total of Projects by Type
-Funding Sources for All CIP Projects
-Explanation of Changes to CIP Budget from Preliminary
Budget

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June 10, 2025
Honorable Mayor and Members of the City Council,
The City of La Mesa has been utilizing a two-year budget process since 2001, making this document the City’s 13th biennial budget. It covers fiscal years 2025-2026 and 2026-2027 and is referred to as the Fiscal Year 2025-2027 Biennial Budget throughout this document. Staff will return in 12 months with a comprehensive mid-biennium review of the budget, recommending amendments, if needed, for Year 2 (2026-2027) of the biennial budget. Here is the financial overview of the Biennial Budget for 2025-2027:

The 2025-2027 Biennial Budget reflects the staff’s efforts to implement the City of La Mesa Strategic Plan as outlined in the Strategic Plan Work Plan. Additional activities are outlined in the City’s Capital Improvement Plan and City Council Council-initiated items that may have been adopted, requiring staff time and resources.

The strategic goal of a High-Performing Organization has shaped La Mesa’s ability to compete for organizational talent. As a municipal entity, a city’s primary resource is its employees. The City Council has been very generous in the recent past in providing employee contracts at levels allowing La Mesa to attract talented employees.

La Mesa has traditionally been a lean organization staffing-wise, one of the leanest in San Diego County. The Preliminary Budget proposes adding 15 new positions to staff levels over the 2-year budget period. With our primary goal of protecting public safety, these proposed new positions will help the City further that goal as the La Mesa community grows and evolves.

Not only does this budget propose a significant investment in human capital, it also includes capital investments in infrastructure and equipment including a new ladder truck for the Fire Department.

As the number one concern of the community according to the community survey, the City will continue its investment in the Homeless Outreach and Mobile Engagement (HOME) program.

HOME has seen numerous successes this last year including a 9% decrease in homelessness in La Mesa (according to the 2025 Point in Time Count) and a statistically significant improvement in resident satisfaction with the City’s ability to address homelessness.

The City will continue to strive to reduce greenhouse gases with the implementation of the recently updated Climate Action Plan. And, every neighborhood’s favorite issue: TRAFFIC will be slowed through the implementation of the City’s Neighborhood Traffic Management Program.

La Mesa is a good investment for individuals and businesses that choose to “come home” to the Jewel of the Hills. Through the strong leadership of the Council, the City of La Mesa has grown into a municipal corporation with over $355 million in net assets, led by a strong team of City 1-1

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employees who take pride in delivering the highest level of services and building projects for its partners and stakeholders.

The City has consistently followed conservative corporate policies, with annual positive cash flows, reinvested to build greater cash and investments. This is what positions the City to deploy working capital (fund balance) to take advantage of investment opportunities. These include the cash investments of the City Treasurer as well as the infrastructure investments and development deals that provide capital projects, with a high return on investment measured in terms of quantifiable public opinion, which ultimately improves the quality of life for the La Mesa community.

The 2025-2027 Biennial Budget that follows, reflects a strategic balance between expenditures and capital investments, which are supported by the City’s strong balance sheet. La Mesa continues to be fiscally sound, due to effective relationship management which has forged strong partnerships between the City Council and the 60,000 residents, and 5,000 small businesses, striving to expand commercial pursuits, benefitting all partners of the City of La Mesa.

The City Council’s commitment to entrepreneurship to support the small business community in La Mesa will only serve to strengthen these partnerships, and the City’s fiscal capacity, which will grow over time. The LEAP (La Mesa Entrepreneurship Accelerator Program) initiative is one example of the Council’s commitment to expand small business in the City. As directed by the Council, staff will return in the near future with the next phase of the LEAP program for consideration.

Thanks to these strong partnerships, Prop L was overwhelmingly approved by 81% of the voters last year. This success story is proof of the trust and support of the community. The City of La Mesa today enjoys a strong $1.5 billion in retail sales tax base that generates $30 million annually in revenue, and thousands of jobs for residents and non-residents alike. Staff will continue to labor in earnest to pursue outstanding customer service, with the hope of earning high marks for public safety, public works, community development, community services, and the overall quality of life enjoyed as a resident and business in La Mesa. This continued strong partnership with stakeholders will ensure the City of La Mesa remains a great place to live, work, and play through the economic peaks and valleys that are a common feature in America.

The two largest sources of revenue are property and sales tax. Property tax is projected to increase slightly in fiscal year 2026 and flatten in fiscal year 2027. Sales tax overall is flattening as consumers cut back on spending because of the volatile economic news and talk of unemployment and recession. There has been a shift from online shopping to back to brick-andmortar shops, which helps Prop L retail sales tax revenue. We have seen a slight growth that helps mitigate the loss in the County Pool. All other taxes are budgeted conservatively, including the cannabis tax. Cannabis revenue has exceeded budgetary expectations, but the market is continuing to soften as surrounding communities allow cannabis shops to open. On the expenditure side, the 2025-2027 Biennial Budget reflects the continuous increase in underfunded pension liability of the City. However, with the Section 115 Trust account, which currently has a 1-2

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value of $8.6 million, will be utilized to offset unfunded liability costs. Additional increases to expenses also include negotiated salary increases, equipment replacement and supplies, professional and specialized services, and overtime.

We congratulate and thank the City Council for the strong fiscal leadership they provide to staff to stay the course and continue achieving our goal of long-term fiscal sustainability, and the continued community support and engagement are needed to achieve the long-term goals of all stakeholders who partner with the City of La Mesa.

ORGANIZATION OF THIS BUDGET DOCUMENT
The two-year spending plan allows staff to engage in longer-term financial planning and focus on strategic priorities while maintaining flexibility to adapt to changing conditions. The following schedules in Section 2 provide key budget information:

Schedule 1 – Budget Summary - All Funds
Schedule 2 – Revenues, General Fund
Schedule 3 – Revenues - All Funds
Schedule 4 – Expenditures - General Fund
Schedule 5 – Expenditures - All Funds
Schedule 6 – Expenditures by Object Account - General Fund Schedule 7 – Expenditures by Object Account - All Funds Schedule 8 – Comparison of Costs - General Fund
Schedule 9 – Interfund Transfers – Operating and CIP
Schedule 10 – Regular Positions
Schedule 11 – City Organizational Chart
Schedule 12 – Equipment Replacement Fund
Schedule 13 – City Employees per 1,000 Population
Schedule 14 – Comparison of Municipal Services
Schedule 15 – Purchase Order Encumbrances to Carryforward to FY 2026 Schedule 16 – Continuing Appropriations from FY 2025 into FY 2026 1-3

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The main section of the budget document provides detailed budget information for each department and division. This information includes:
• Budget Narrative – Provides the mission statement, program description, and goals and objectives for the 2025–2027 biennium.
• Budget Summary – Includes a table showing actual 2023–2024 expenditures, budgeted and estimated actual expenditures for 2024–2025, and the Council-approved budgets for 2025–2026 and 2026–2027. A second table displays the authorized positions for 2022– 2023, 2023–2024, and 2024–2025 along with the Council-approved positions for 2025– 2026 and 2026–2027. Also included are sections describing major changes between budget years.
• Expenditure Budget Summary – Budget report showing actual and budgeted numbers at the account level.

The final two chapters of this budget document contain the City’s Capital Improvement Plan and a description of the City’s reserve policies.

SIGNIFICANT CHANGES / PROJECTS FOR 2025–2027
There are three main projects in the 2025-2027 Biennial Budget highlighted as follows:

1. There are 15 new staff positions and 3 reclassifications that will cost a combined two-year total of $3,588,800. These positions are detailed in Attachment C; however, it is important to highlight here the improved level of services these positions will provide to the community. a. Based on a recent staffing study conducted in 2023 and in response to recent growth in La Mesa, over the next 2 years the Police Department is proposing to add four (4) full-time sworn officers in the patrol and detective divisions, to form a community engagement team. One (1) police lieutenant is also being added for additional supervision needs in the department. Also, two (2) full-time Community Services Officers are being added to assist with patrol and traffic operations. There is also a compensation adjustment for the Executive Assistant to the Police Chief. There is also one (1) full-time Crime Analyst to assist with patrol as recommended in the Staffing Study performed last fiscal year. Lastly, one (1) full-time Police Dispatcher is being added to assist with increased call volume.
b. Heartland Fire & Rescue, is requesting to add one (1) full-time Administrative Analyst I to be split between the three Heartland JPA Cities. This position with assist with the administrative back log including the inspection function in the fire prevention division. c. In Public Works, staff is proposing the addition of one (1) Tree Trimmer to assist in the maintenance of the City’s urban forest and assist the Sr. Tree Trimmer and increase productivity in this activity.
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d. In Information Technology (IT), staff is proposing one (1) IT Analyst to maintain information systems, monitor cyber security, update the City phone system, continue moving data to the cloud, and handling increased help desk calls for service. e. In Human Resources (HR), staff is proposing adding two (2) new positions, which includes an HR Technician to assist with administrative support, recruiting, and general HR functions. The other position is an HR Analyst to support the journey level functions of the City as an HR generalist.
f. In Community Development, staff is proposing to reclass one (1) existing Associate Planner to Senior Planner to meet the more technical demands of the Planning Division. g. In Parks and Recreation, staff is proposing to add one (1) Facilities Specialist to support the maintenance of buildings and parks under the supervision and management of the department. h. In City Manager’s Office (City Clerk’s Office), staff is recommending compensation adjustments to the Deputy City Clerk to better align with median salary. The other change is the reclassification of an existing Records Technician position, to Records Program Manager, to reflect the actual skill set required to perform current duties.

2. The next phase of the Civic Center project is moving forward, with the City Hall space needs analysis underway.

3. The Compensation Plan is an important part of the Biennial Budget to ensure we remain consistent with salary schedules and human resources policies. Previously negotiated increases for the Police Officers Association and Heartland Firefighters of La Mesa Local 4759 have been updated in the Compensation Plan (Attachment 4).

4. The Capital Improvement Program (CIP) Budget presentation is a change in the way we budget and account for CIP projects and their individual funding sources. Management of CIP projects has been changed from line item budgeting to an expanded project accounting focus to better identify CIP projects, costs, and available funding sources on the City’s Balance Sheet as well as the City’s Budget. As shown in detail in Attachment 3 of Council agenda staff report, the two-year cost of the CIP Budget totals $21,588,600 and $71,500,800 in 2025-2026 and 2026-2027, respectively, each individual project cost is identified, along with their funding source for each year. There is a total of 91 CIP projects for 5 years, as reviewed with the Planning Commission, of which 71 are programmed for the next two-year phase of the 5-Year CIP (FY 2026 – FY 2030) Plan broken down as follows:
a. Wastewater CIP Projects: There are 13 proposed projects, with a combined two-year budget total of $12,699,100.
b. Transportation Projects: There are 20 proposed projects, with a combined two-year budget total of $29,828,600.
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c. Storm Drain CIP Projects: There are 6 proposed projects, with a combined two-year budget total of $1,950,700.
d. Facilities CIP Projects: There are 26 proposed projects, with a combined two-year budget total of $39,540,400.
e. Parks CIP Projects: There are 9 proposed projects, with a combined two-year budget total of $764,400.
f. Miscellaneous Projects: There are 2 proposed projects, with a combined two-year budget total of $8,306,200 (including $8,306,200 Rule 20-A funding).

In the most recent community survey homelessness was once again the number one concern raised by La Mesa residents. The proposed budget continues funding for 4 full-time employees for the Homeless Outreach Mobile Engagement (HOME) program. Two positions were added during the last budget cycle. Resident survey responses indicated that there was a statistically significant improvement in the perception of how La Mesa was addressing the problem.

Improvements were also reflected in the 2025 Point In Time Count that showed a 9% decrease in La Mesa’s homeless population. The HOME program is a key component of the City’s Homeless Action Plan.

The City will continue implementation of the Climate Action Plan to reduce communitywide greenhouse gas emissions. This includes the Energy Efficiency Plan for HVAC, Lighting, Solar, and other monitoring systems on municipal buildings to improve energy efficiency. A solar photovoltaic system is proposed to be installed at the Public Works Operations Center on Commercial Street. An electric vehicle charging master plan will be completed. The City continues to upgrade and green the vehicle fleet with electric cars where possible as old cars are replaced.

Park upgrades continue with the planned ADA access upgrades to the existing restroom, park, and edge of Rolando School from 70th street. Waite Drive Park design will be completed during this budget cycle and staff will continue to explore options for construction funding.

Traffic calming will help implement the Neighborhood Traffic Management Program that will reduce speed and improve safety on residential streets. Additionally, street reconstruction, repairs, and improvements continue throughout the City.

Streetlight and Traffic Signal upgrades will be made at various intersections throughout the City to improve safety, traffic flow, and reduce congestion and facilitate improved pedestrian access.

Major sewer system replacement and rehabilitation encompassing 15,500 linear feet and 70 manholes is planned in West La Mesa in the University sewer basin. Other sewer system improvements continue by replacing sewer lines by priority based on the City’s Master Plan. 1-6

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The 69th and Boulevard Drive Storm Drain project is complete, and staff will explore options to install a pocket park with interpretive signage near the open channel area.

Major capital equipment purchases include replacing the stage at the Community Center. The current stage has reached the end of its useful life, and its replacement will enhance the functionality and appearance of this highly utilized community event space. The Police Department plans to replace two patrol units per year, three Community Services Officer vehicles, a 28-year-old evidence van, a motorcycle, and the 2008 parking control vehicle. The Public Works Department Wastewater Section will purchase a new backhoe to replace a 2008 unit that no longer meets California emissions requirements.

On June 10, 2025, the City Council amended the Preliminary Budget to prioritize the replacement of the Pierce Fire Engine #13, which will cost roughly $1.4 million. The Preliminary Budget already included the Aerial Ladder Fire Truck, at a cost of $2.4 million. Given industry lead times of four to five years from date of order, the FY 2025-2027 Budget includes the purchase of both Fire apparatuses, even though no budget appropriation is required in the next two fiscal years since payment is not due until delivery. The City Manager’s Office is seeking grant funding opportunities. Staff will ensure that these critical apparatuses are delivered to the City as soon as possible to maintain the highest level of public safety for the La Mesa community.

The Preliminary Budget incorporates moderate to flat increases in most revenue sources. As expected, over the past year, sales tax revenue has been leveling off and will be monitored. The same can be said the revenue from the sale of cannabis. With almost all of the planned dispensaries opened and the opening of other dispensaries by neighboring jurisdictions outside of La Mesa, cannabis related revenue has stabilized.

On the expenditure side, the 2025-2027 Preliminary Budget reflects increases for the unfunded accrued liability portion of California Public Employees' Retirement System, negotiated salary increases, equipment replacement and supplies, professional and specialized services, and overtime.

The 2025-2027 Preliminary Budget includes all salary and benefit increases that have been negotiated through fiscal year 2027.

REVENUES
Citywide Revenues
Revenues for all City funds for 2025–2026 are projected to total $142,962,122. This includes anticipated state and federal grants of approximately $9.8 million, capital improvement project funding of $21.6 million, and American Rescue Plan Act carryover funds of $2.1 million.

Wastewater Capital Improvement Program loan draws are projected at $6 million from the approved line of credit. CDBG funding for projects is estimated at $1.0 million. All other nongrant and non-CIP revenues are projected to total $93 million. 1-7

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Revenues for all City funds for 2026–2027 are projected at $190,299,600, reflecting the completion of several major grant-funded capital projects in the first year of the biennium. Most ongoing revenues are expected to remain stable or show modest growth.

General Fund Revenues
Total 2025–2026 General Fund revenue is projected at $82,260,000. Increases are anticipated in nearly all categories, including property taxes, Proposition L sales tax, transient occupancy tax, cannabis tax revenue, and charges for services. Property tax revenue is expected to grow by 4 percent due to continued increases in assessed values citywide. Cannabis-related revenues have leveled off and slowing, anticipated to reach $2.5 million annually during 2025-2026. 1-8

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Total 2026-2027 General Fund revenues are projected to be $83,121,400. Projected increases in property tax, sales and Proposition L sales taxes, all other taxes and use of money & property all contribute to this increase.

The composition of the General Fund revenues continues to be consistent from year to year. The top three revenue sources, property tax, base sales tax, and Prop L sales tax, account for roughly 77 percent of total General Fund revenues in both 2025-2026 and 2026-2027 respectively. This is the same percentage as in previous budgets. It should be noted that roughly 46 percent of the General Fund’s revenues are generated from sales taxes, of that, 19 percent is generated from the Proposition L sales tax measure. As was seen between late 2007 and 2010, dramatic fluctuations in sales tax revenues have a dramatic impact on the City’s ability to balance its budget. Property tax revenues, while increasing to a similar proportion as Sales Tax revenues, are generally more stable. Because these revenues constitute a large percentage of the total General Fund revenues, they are discussed in greater detail below. 1-9

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Property Taxes
Based on preliminary
projections by the
County Tax Assessor
and with information
from the City’s property
tax services consultant,
property tax revenues
are projected to
increase in each of the
2025-2026 and 2026-
2027 budget years by

4.0 percent and 3.5
percent respectively. As a percentage of total General Fund revenues, property taxes comprise 31 percent of the total in each of the budget years.

Total property tax projected for 2025-2026 and 2026-2027 are expected to be $20,499,200 and $21,321,800 respectively. These amounts include the “Property Tax in-lieu of VLF” portion. The in-lieu revenue swap was enacted in 2004 as part of Proposition 1A to offset the permanent reduction in the VLF rate. This portion is now trending in line with our property tax growth rate as opposed to the VLF growth rate. The total property tax collections amounts also include property tax payments that were previously distributed to the former redevelopment agency as tax increment. The estimated Tax Increment Property Tax collections for 2025-2026 and 2026- 2027 are budgeted at $676,100 and $726,000 respectively.

EXPENDITURES
Citywide Expenditures
Total citywide expenditure budgets are projected at $145,665,464 in FY 2025-26 and $195,501,530 in FY 2026-27. The significant increase in FY 2025-26 is attributed to the Capital Improvement Program (CIP), which includes $93,089,400 million for next two years. The new City Hall project alone is expected to cost $35.7 million. Excluding capital improvement budgets, citywide operating expenditures are projected to total $124,076,864 in FY 2025-26 and $124,000,730 in FY 2026-27.

General Fund Expenditures
The General Fund expenditures for FY 2025-2026 are projected to be $82,008,083, with comparison with prior years available upon completion of the 2024-2025 audit. • Negotiated salary increases make up the largest component, adding $2.1 million. • Fringe benefit increases — primarily from the unfunded accrued liability (UAL), portion of CalPERS — contribute $1.8 million.
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• The remainder is due to typical annual increases in materials, supplies, services, and utility costs (e.g., water and electricity).

For FY 2026-2027, General Fund expenditure is budgeted at $82,874,300. The largest drivers are negotiated salaries and CalPERS UAL payments, with a combined growth of $3.9 million. These are partially offset by reduced spending on materials and professional services.

Overall, salaries and benefits comprise just under 75% of General Fund spending, consistent with prior years. Public Safety (Police and Fire combined) continues to dominate the budget, accounting for 61% of total General Fund expenditures in both FY 2025-2026 and FY 2026-2027.

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Citywide Staffing Levels
The 2025-2027 Final Budget increases total unaudited authorized staffing from 279 positions in FY 2024-2025 to 290 positions in FY 2025-2026 and 294 positions in FY 2026-2027.

Retirement Costs
Retirement costs remain one of the City’s largest expenditure pressures due to CalPERS policy changes and prior investment losses. Factors include:
• Investment gains in the last year have stabilized costs, but not long-term rates. • The discount rate reduction from 7.5% to 7.0%.
• Separation of Normal Cost vs. UAL contributions, accelerating UAL growth.

To address these pressures, the City established a Section 115 Pension Trust in 2016, which has an unadjusted value of $8.6 million. Based on actuarial valuations, pension costs will peak around 2026 before beginning a gradual decline by 2035. The Trust provides a funding buffer to help stabilize annual payments beginning in FY 2026.
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General Fund Reserves
In 2009, the City Council revised the General Fund Reserve Policy to establish two reserves:
• Rainy Day Reserve — 15% of operating expenditures, for one-time or extraordinary costs. • Cash Flow Reserve — 25% of operating expenditures, to manage seasonal cash fluctuations.
•
The 2025-2027 Final Budget anticipates reserve use in both fiscal years:
• FY 2025-2026 ending reserves: $58.5 million (71.3% of operating expenditure). • FY 2026-2027 ending reserves: $55.4 million (66.8%).

These levels meet the Council’s reserve targets in both years, with full funding for transfers to CIP Fund 540 of $4,283,400 and $3,405,000 in 2025-2026 and 2026-2027, respectively.

Fiscal Year Beginning
Reserves
Revenues/
Transfers Expenditures Ending Reserves
% of Operating
Expenditures
FY 2025-2026
(Final) $62,573,237 $82,260,800 ($86,285,983) $58,548,054 71.3% FY 2026-2027
(Final) $58,548,054 $83,121,400 ($82,874,300) $58,795,154 70.6% Departments typically underspend by 2–3% annually, reducing the actual reserve draw. This budgetary savings is incorporated into Schedule 1 of the FY 2025-2027 Final Budget to improve fund balance projections.
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STRATEGIC PLAN
Vision
La Mesa is a thriving community where everyone feels at home.

Mission
Our mission is to reliably deliver high-quality public services that enhance the quality of life for all.

Organizational Values
o Welcoming
o Accessibility
o Accountability
o Excellent Customer Service
o Integrity
Goals
 Safe Community – Maintain a community where residents and visitors feel safe.  Financial Sustainability – Ensure a strong financial outlook through careful planning, sustainable service levels, and fiscal sustainability.
 Livability – Promote a high quality of life that current and future generations can afford to call home.
 Infrastructure and Amenities – Invest in infrastructure to serve the needs of the community.
 High-Performing Organization – Nurture and organizational culture where employees are recognized for the delivery of high-quality service to the community. 1-14

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Safe Community
Maintain a community where residents and visitors fee safe. 1) Maintain a low crime rate using effective community policing. 2) Implement the Vision Zero Plan to increase safety for all. 3) Improve residents’ capacity to prepare and respond to emergencies or natural disasters. 4) Increase public safety presence.
5) Promote a safe community where all feel welcome and included.

Financial Sustainability
Ensure a strong financial outlook through careful planning, sustainable service levels, and fiscal responsibility.
1) Evaluate City services for efficiencies to establish sustainable service levels and practices. 2) Evaluate staffing levels and the allocation of limited resources. 3) Prepare for an extension of Proposition L (sales tax proposition to maintain essential City services).
4) Increase reliable revenue sources that will grow with expenditure trends. 5) Consider impacts of development on City infrastructure and services. 1-15

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Livability
Promote a high quality of life that current and future generations can afford to call home. 1) Maintain a system of services, regional shelters and housing for La Mesa’s homeless population and increase resources for the HOME program. 2) Ensure an adequate supply of housing that is affordable and accessible to current and future generations.
3) Implement the City’s Climate Action Plan to enhance livability, support climate adaptation, and achieve sustainability goals.
4) Enhance the Downtown Village and other economic centers as thriving destinations for residents and visitors.
5) Preserve La Mesa’s character through purposeful and thoughtful design standards. 6) Ensure all residents have equitable access to City services and spaces. 7) Ensure the City is visibly clean, to allow residents, businesses, and visitors to enjoy attractive community spaces.
8) Grow special events and cultural activities to promote and celebrate community.

Infrastructure and Amenities
Invest in infrastructure to serve the needs of the community. 1) Ensure City streets, facilities and public green spaces are well maintained. 2) Support infrastructure improvements that promote all modes of mobility. 3) Continue Civic Center improvements.
4) Pursue capital resources to fund public amenities.
5) Improve communication with the public regarding street and facility improvements and impacts.
6) Develop a roadmap to enhance technology resources citywide. 7) Develop and enhance parks, trails and recreational facilities to better serve residents. 1-16

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High-Performing Organization
Nurture and organizational culture where employees are recognized for the delivery of highquality service to the community. 1) Continuously improve and modernize City service delivery. 2) Create opportunities for training and professional growth for employees at all levels. 3) Leverage a data-driven approach to ensure City activities are strategic and outcome focused.
4) Enhance communication tools to improve information sharing and promote accessibility to city services and programs.
5) Cultivate an organizational culture of success that demonstrates teamwork and customer service.
6) Address concerns about staffing capacity and succession planning, to improve service delivery and morale.
7) Increase employee engagement and recognition to ensure employees feel supported and valued.
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CITY MANAGER’S OFFICE
The City Manager’s Office provides overall
management for La Mesa, carrying out City
Council direction and coordinating
organizational development. Its priorities
include monitoring government actions that
affect city resources, participating in regional
governance, and maintaining community
engagement through newsletters, social media,
and press releases. Addressing homelessness
remains a high priority, with the Homeless
Outreach and Mobile Engagement (HOME)
Program expanded in 2025. The office also
manages American Rescue Plan Act (ARPA)
funds for programs such as business support,
rental assistance, stormwater improvements,
public art, and community beautification,
including a new Cleanup Coordinator position.

The city emphasizes economic development and
regional collaboration with local chambers and
associations to strengthen the business climate.

A newly updated Strategic Plan, supported by an Implementation Action Plan and informed by the 2025 Community Opinion Survey, guides city goals and strategies. The office is also improving permitting and development review processes through interdepartmental teamwork.

In 2024, voters extended Proposition L, a local sales tax essential for public safety, infrastructure, and recreation. The City Manager’s Office, along with the Finance Department, will oversee its use. Looking ahead, the office will lead planning for new Civic Center improvements, including a new City Hall with a Post Office, enabling the library’s expansion and potential additional development. These projects aim to improve city services and create a source of pride for residents.
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CITY CLERK’S OFFICE
The City Clerk’s Office is responsible for ensuring transparency in public business and managing the City’s legislative and election processes according to law. It provides public access to City Council and commission agendas, staff reports, meeting minutes, and archived videos through the City’s website. The department also oversees records management, preserving permanent, vital, and historic records, and expanding the use
of the City’s imaging program. It assists
departments with records retention schedules and
monitors the filing of Statements of Economic
Interest and campaign disclosures for candidates
and elected officials.

The City Clerk coordinates ethics training for
elected officials, City staff, and board and
commission members. It also administers
municipal elections, with the next general election
scheduled for November 2026 to elect a Mayor, two Councilmembers, and a City Treasurer.

Additional duties include preparing agendas and minutes, updating the Municipal Code, publishing ordinances and notices, administering oaths, managing board and commission recruitments, and issuing permits, proclamations, and commendations.

The office’s goals are to continue and expand the imaging and records management programs, ensure accessible and legally compliant records, administer elections, monitor required disclosures, and maintain transparency through ethics training and public access to official information.

INFORMATION TECHNOLOGY
The Information Technology Division supports City employees by providing help desk services, troubleshooting, and maintaining the City’s computer network, desktop systems, software, and telephone system. It also coordinates technology training and assists departments with purchasing and implementing new technological projects.

During the 2025–2027 budget cycle, the division
will focus on key upgrades, including enhancing
network cybersecurity, expanding cloud-based
productivity and storage, and implementing a
Universal Communications as a Service (UCaaS)
phone system. I.T. staff will also continue
supporting teleconferencing hardware in City
facilities and meeting rooms, ensuring reliable
communication and modern technology tools for
staff and public use.
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HUMAN RESOURCES
The Human Resources Division is responsible for providing strategic and operational programs and services to recruit, develop, and retain a highly qualified and talented workforce in a safe and productive work environment. The Human Resources team works closely with departments across the City to strive to meet the needs of employees, the senior management team, and the organization by performing work under the significant functional areas listed below. The proposed budget reflects investments in recruitment, risk management technology initiatives, and supervisory citywide training, with adjustments made for non-discretionary items and insurance programs.

Significant program areas of the Human Resources Department include: training, development, and recognition; recruitment and selection; compensation and benefits; employee and labor relations; risk management and safety; and wellness. Additionally, Human Resources staff serve as a staff liaison to the Personnel Appeals Board.

The primary objectives of the department include compliance with federal and state mandates, increasing efficiency and effectiveness through process improvement, and delivering exceptional service.

Employee retention continues to be a key priority for the Human Resources Department, as the City strives to maintain a stable and engaged workforce. The average tenure for City employees as of April 2025 is 8.9 years, demonstrating stability within the workforce. The retention rate for Fiscal Year 2025 (to date) is 91%, outperforming the local government benchmark of 84% as reported by International Public Management Association for Human Resources (IPMA-HR). To meet the changing needs of employees, the City has incorporated several retention strategies, including the development of an Employee Recruitment and Retention Committee, competitive health benefits, and an employer match deferred compensation program. Human Resources also partners with departments to work collaboratively to identify training needs, support leadership development, and facilitate change management during periods of growth or operational transition. These partnerships ensure that workforce strategies align with each department’s goals and support effective and responsive public service delivery.

Training, Development, and Recognition
The City is committed to the professional development of its workforce. The City supports employees seeking to advance their professional skills and encourages this process by sharing expenses through the City’s tuition reimbursement program. In addition, the Human Resources Department supplements department training with additional training resources through its partnership with different training agencies, including employment relations training and supervisor academies. Human Resources also coordinates Citywide mandatory training to emphasize the importance of a diverse, equitable and inclusive workplace that is free from harassment and discrimination. Human Resources also manages the performance evaluation process and coordinates various recognition programs including years of service awards and 1-20

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nominations for employees based on exemplifying specific attributes while performing their service to the organization and community.

In addition to current efforts to support physical and mental wellbeing of employees, the City offers professional growth and development through tuition reimbursement, where employees are eligible to receive reimbursement for the cost of educational programs which are related to the employee’s occupational field, and citywide training opportunities for all staff. Upcoming training for managers and supervisors include topics on performance feedback, challenging conversations, and efforts on recognizing employee accomplishments - big and small. Employees are currently recognized formally through an employee recognition event. There is an employee award program where employees are encouraged to nominate fellow employees in three separate categories. The award winners are announced at the annual employee recognition event and recognized at a City Council meeting. The City is evaluating the creation of a comprehensive training and development program for employees to provide career advancement as well as implementation of another citywide anonymous employee engagement survey to gain insights on how best to support employees in delivering core services while ensuring a positive and engaged workforce.

Recruitment and Selection
The City is committed to employing the best qualified candidates while engaging in recruitment and selection practices that comply with all applicable employment laws. Human Resource staff facilitate and manage the City’s recruitment, examination, selection, applicable pre- and postemployment background screening for all regular and temporary employees and ensure the process provides equal employment opportunity to all applicants and employees. Staff also conduct new hire orientations as part of the onboarding process, and manage the Employee Photo Book and quarterly updates.

Compensation and Benefits
The City’s ability to recruit and retain highly qualified and talented employees begins with clearly developed job descriptions that accurately reflect the scope of work for every classification.

Human Resources is responsible for ensuring that the City’s classification and compensation system remains competitive with the market while also remaining equitable internally with regards to the value and relationships of jobs in the organization to each other. In addition, Human Resources staff members support departments with classification studies and in organizational succession planning efforts.

Figure 1: Recruitment Table as of April 24, 2025
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All of the City’s organizational achievements are made possible because of the collective efforts of every individual employee. The City offers a comprehensive array of benefits to protect the health of its 279 full-time, budgeted employees and their family members so they may provide the highest quality of programs and services to a community with high standards. Benefits are determined by the City Council through collective bargaining agreements between the City and the unions, as well as through resolutions and ordinances. Human Resources staff members not only administer the City’s benefit plans but they also ensure compliance with a countless number of state and federal laws that apply to benefits and leaves such as the Family and Medical Leave Act, California Family Rights Act, and Americans with Disability Act, among many others.

Employee and Labor Relations
The City has three unions: La Mesa City Employees’
Association, Heartland Firefighters of La Mesa Local #4759, and La Mesa Police Officers’ Association. Employees designated as management or confidential make up the unrepresented
Management and Confidential employee group. Human
Resources plays a key role in negotiating, developing and implementing the terms and provisions in the Memoranda of Understanding (MOUs) between the City and the unions, as well as the benefit plans for the Management and Confidential group of employees. In addition, Human Resources staff work with departments to address employee relations matters, including grievances, performance issues and discipline matters.

Wellness
While safety programs focus on preventing injury and illness, the City’s wellness programs focus on supporting healthy behaviors and activities.

The City has an extensive Employee Assistance
Program (EAP) available to all employees and
members of their households and provides
additional outreach on mental health support
through medical plans and other wellness
activities.

Beyond traditional programs, the Human
Resources Department also coordinates
citywide yoga, bootcamp, meditation, and
financial wellness classes during certain times
of the year. The goal is to provide a healthy and
positive workplace for all employees.

Figure 2: HR hosted a Health Benefits Fair for all employees in 2024.

Figure 3: HR hosted a free biometric health screening for all employees. 1-22

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Risk Management
The Risk Management Division, part of Human Resources, safeguards City personnel, property, and financial resources by identifying risks, managing liability claims, and ensuring compliance with safety regulations. Since 2002, the City has partnered with the Public Entity Risk Management Authority (PERMA) to finance liability risk.

The division oversees workplace safety programs such as the Injury and Illness Prevention Program, Safety and Wellness, Workplace Violence and Prevention, return-to-work processes, and ADA coordination. It also manages City insurance policies and conducts contract reviews to minimize exposure to risk.

Workers’ Compensation services focus on the fair and timely resolution of employee injury claims, while emphasizing prevention through workplace inspections, ergonomic evaluations, and safety training.

To support employee well-being, the City provides an Employee Assistance Program, mental health resources, fitness opportunities, and financial wellness programs.

Key priorities include reducing liability and workers’ compensation costs, maintaining regulatory compliance, strengthening HR policies and online services, and expanding employee wellness initiatives. Through these efforts, Risk Management works to protect City resources while promoting a safe, healthy, and productive workforce.
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COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department oversees planning, building, code compliance, land development, and housing to support La Mesa’s growth and quality of life. It guides new development, housing, property maintenance, and long-term planning through the General Plan and Strategic Plan, while balancing community needs with city resources. Upcoming priorities include advancing housing projects to meet state requirements, implementing the Climate Action Plan, and improving customer service with streamlined permitting and plan reviews, including the use of an all-digital permitting system.

The department emphasizes efficient and effective service by combining skilled staff with contract plan review services for and by developing objective design standards to streamline the plan review process. It also supports sustainable building practices, federal accessibility standards, and affordable housing programs. A new compliance monitoring program will track affordable housing units, and federal funds received through HUD are managed under a five-year Consolidated Plan to serve low-to-moderate-income communities.

Key initiatives include redeveloping underutilized city properties and preparing for the future redevelopment of Grossmont Center. The department continues to process cannabis business applications under local ordinances,
provide staff support to planning and
historic commissions, and partner with
regional agencies like MTS, SANDAG, and
Caltrans. Additionally, it manages city
property assets and provides support for
the Successor and Housing Successor
Agencies following the dissolution of
Redevelopment. Overall, the
department’s goal is to promote
sustainable growth, protect the
environment, and enhance La Mesa’s
social and economic well-being.
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FINANCE DEPARTMENT
The City of La Mesa’s Finance Department is responsible for all governmental accounting, budgeting, auditing, and financial reporting. Its duties go beyond tracking money in and out of the City; it also identifies, classifies, and manages all City assets and liabilities. With over $355 million in assets, the department works closely with the risk management officer and City Attorney to protect against undue liability that could impact the City and its residents.

The Finance Director, acting as the City’s CFO, designs and maintains a streamlined accounting system supported by a comprehensive Accounting Procedures Manual. This manual includes policies, procedures, flowcharts, and training resources to standardize operations and ensure efficiency. Key responsibilities also include financial planning, forecasting, revenue administration, budget control, centralized purchasing, payroll, business licensing, accounts payable and receivable, debt administration, and fiscal support for other departments.

In FY 2025–2027, the department will launch the
FinancePlus 5.2 HR and Financial Accounting
Software system, went live on July 1, 2025, with
full module implementation by December 31,
2025. This system will be supported by the
creation of a detailed Accounting Procedures
Manual to enhance cross-training and staff
efficiency. Other projects include a Grants
Management Dashboard and a CIP Projects
Dashboard to improve budgeting, reporting, and
auditing of grants and capital improvement
funds.

The Finance Department supports the City Council, City Treasurer, and Audit Committee with accurate and transparent reporting, while also expanding online services to create a 24/7 “virtual City Hall.” The City Treasurer oversees receiving, disbursing, and investing City funds, focusing on safety and liquidity before yield.

Goals for the department include timely completion of annual audits, preparation of awardwinning financial and budget reports, updating the Purchasing Policy and Procedures Manual by June 2026, and installing a new Citywide phone system by December 2025. Overall, the department is committed to best practices in municipal finance, transparency, and customer service, as well as timely reconciliation of cash balances and the preparation of financial reports and budgets to issue audits within six (6) months of fiscal year end. 1-25

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Fire Department
The budget presented for 2025-2027 will assist in meeting City Council goals to provide a safe community that is financially sound and affordable for citizens, while providing high quality 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 with 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.

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 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 mid-seventies. 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.

The UDC is made up of all 18 cities
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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 participates in a first-of-its-kind pilot program that transfers 9-1-1 callers with non-life-threatening medical conditions to a licensed nurse instead of dispatching an ambulance and fire engine. The callers have the option of being connected to an AMR Nurse Navigator, who can help them determine an appropriate path for treatment and assist in coordinating access to care, which could include referrals to a local clinic, urgent care or a telehealth physician. Nurse Navigation is an effective tool for providing 911 callers with the most appropriate care for non-emergency medical conditions. It also allows fire and EMS service providers to focus resources on life-threatening emergencies while taking pressure off the regional emergency departments.

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.

City Council Targets for Action 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 in 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.
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To maintain and enhance emergency
preparedness, the Fire Department manages the
Community Emergency Response Team (CERT)
for East County (El Cajon, La Mesa, Lemon Grove,
and Santee). 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 utilizes iPad based mobile data terminals 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 Targets for Action of a safe community.
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PARKS AND RECREATION DEPARTMENT
The Parks and Recreation Department is committed to enhancing the community’s versatile needs through services and programs vital to health, safety and well-being. Parks and Recreation Services plays a critical role in providing opportunities to improve the overall quality of life for residents through facilities,
parks and programs. Parks and Recreation
facilities include the Adult Enrichment
Center, Community Center, Municipal Pool &
Spa, Nan Couts Cottage, and the Recreation
Center, complemented by 14 City parks.

Within these spaces, the Department hosts a
variety of programs and activities for all
ages, such as camps, classes, community
events, older adult and volunteer programs,
and offers beautiful indoor and outdoor
venues for community and family
gatherings.

The Adult Enrichment Center plays a vital role in the community as the only senior center in the east county and serves as a key hub for community events, offering versatile meeting spaces. It actively partners with external agencies
to deliver enriching recreation and educational
classes, facilitate social activities, and oversee the
successful "La Mesa Walks Program." Recognizing
the needs of an aging population, the Center is
committed to innovative "aging in place"
solutions, with the Livable La Mesa Action Plan
guiding staff and partner agencies in fostering an
age-friendly community in La Mesa. Additionally,
the Center manages volunteers throughout all
City departments. These dedicated volunteers
provide invaluable service enhancements to the
community, effectively augmenting services
without additional staffing costs.
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The Municipal Pool and Spa are a key community
resource offering aquatic recreation and wellness. The
Aquatics Division offers an extensive array of programs and activities designed for all ages and abilities. These include adapted aquatics, comprehensive "learn to
swim" classes, adult lap swim sessions, public swim
times, water exercise programs, and organized water
polo and swim teams. The Division also hosts popular
special events like "Dive-In Movies," ensuring a vibrant and engaging aquatic experience.

The Division is proud to provide a range of familyoriented free events for the community, fostering connection and celebration. These beloved events
include the Flag Day Parade, "Movies in the Parks,"
the "Sundays at Six Summer Concert Series,"
"Earth Day" celebrations, and other engaging
activities suitable for all ages. These events are
made possible through strong partnerships with
the La Mesa Park & Recreation Foundation,
generous community gifts, and vital corporate
support, which significantly alleviate the impact
on the City's limited resources.

Parks and Recreation staff manages multiple indoor and outdoor rental facilities, providing ideal venues for a wide range of events such as
weddings, special occasions, birthday parties, and
various community gatherings throughout the
year. Through the development of enticing
wedding and corporate packages, the Department
has maximized facility usage, leading to high
demand. The Arbor View Room, being the largest
and most sought-after facility, is often booked
more than 12 months in advance. Additionally,
City parks and the La Mesa Municipal Pool remain
popular choices for birthday parties and other
celebrations.
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To broaden its program offerings without incurring the
fiscal implications of additional instructional staff, the Department continues to offer contracted instructional
programming. This strategic approach allows Parks and
Recreation to remain current with evolving trends in
recreation and leisure programming. Classes catering to all ages are conveniently offered at various locations
city-wide, including the Adult Enrichment Center,
MacArthur Park Recreation Center and Community
Center, Nan Couts Cottage, and numerous outdoor areas
within City parks.

The Department is responsible for overseeing youth and adult sports leagues and acts as a crucial liaison between athletic field users, the Parks Division, and the La Mesa-Spring Valley School District. Furthermore, staff members represent the City on the La Mesa Athletic Council and coordinate the scheduling of athletic fields on both City property and school district properties through a Joint Use Agreement with the La Mesa-Spring Valley School District.

Parks and Recreation 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. Staff-guided walks are held weekly throughout the city promoting improved health and well-being.

The Parks and Recreation Department also collaborates closely with the La Mesa Park & Recreation Foundation to develop plans and secure funding for events and essential park projects. Key long-term projects include seeking funding for a future park at Waite Drive and renovations to Aztec Park.
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POLICE DEPARTMENT
The FY 2025–2027 budget maintains operations and focuses on reducing serious crime, expanding training, improving community engagement, and supporting the Community Police Oversight Board. While overall crime dropped 7.8% in 2024, serious crime increased, with property crime the most common. Staffing has been adjusted to meet unit needs, and recruitment continues to ensure stability.

Community outreach remains central, with programs like Neighborhood Watch, Coffee with a Cop, Citizens’ Academies, and use of social media for timely communication. The department operates eight divisions covering
services, patrol, investigations, traffic,
homeless outreach, animal control,
community resources, and downtown
parking.

Key goals include faster emergency
response, intelligence-led policing,
reducing traffic accidents, expanding
homeless services, educating the
public on animal safety, addressing
graffiti, updating crime reporting
systems, and managing downtown
parking effectively. The mission is to
protect life and property while
building trust through professional
and transparent service.
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DEPARTMENT OF PUBLIC WORKS
The Department of Public Works is responsible for maintaining and improving La Mesa’s infrastructure to ensure safety, reliability, and a high quality of life for residents and visitors. Its priorities include excellent customer service, supporting Climate Action Plan goals, and using technology and infrastructure management systems to operate efficiently. The department also seeks external resources, such as grants and partnerships, to expand maintenance and construction efforts while reducing costs to the City.

Building Maintenance
Building Maintenance oversees preventive care, repairs, and upgrades for City-owned facilities.

Staff are developing an Asset Management Plan to track and plan for future replacement of public facility components, ensuring long-term sustainability. Efforts include implementing energy conservation measures in support of Climate Action Plan goals, performing proactive maintenance, and keeping City Hall and other facilities in good condition for both employees and the public.

Engineering
The Engineering Division designs and inspects infrastructure projects throughout the city.

Projects include street resurfacing, pavement rehabilitation, storm drains, sidewalk improvements, and traffic signal upgrades—many funded by TransNet and other regional programs. The division also emphasizes walkability and wellness by implementing pedestrian and bicycle projects, while coordinating with federal and local agencies on major projects such as the potential High Street under-crossing.

Environmental Services
Environmental Services manages waste and recycling programs in partnership with EDCO Disposal, ensuring compliance with state mandates like AB 341, AB 1826, and SB 1381. The division works to expand recycling and organics collection programs, increase waste diversion, and promote environmentally friendly practices within City
operations. It also supports the Environmental Sustainability Commission and helps advance Climate Action Plan goals. 1-33

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Parks
The Parks Division maintains La Mesa’s 14 city parks and landscaped areas, focusing on water efficiency through smart irrigation systems, drought-resistant plants, and rotor spray heads. Staff also manage the city’s urban forest, preserving La Mesa’s “Tree City USA” status held since 1980. Looking ahead, the division is designing Waite Park, which will move to construction when funding becomes available.

Traffic
The Traffic Division prioritizes community safety by improving pedestrian mobility and implementing the City’s Walkability Plan. Staff work with the Traffic Commission on neighborhood traffic calming, Vision Zero initiatives, and residential parking programs. Projects include upgrades to pedestrian signal heads, battery backups at traffic signals, and major improvements at intersections such as Jackson Drive and Grossmont Boulevard. Bicycle and ADA-compliant pedestrian improvements are also planned.

Stormwater
The Stormwater Division protects water quality and public health by ensuring compliance with the Clean Water Act and regional regulations. City crews clean storm drains, channels, manholes, and grates to reduce flooding risks. The division also coordinates with other jurisdictions to meet the requirements of the Regional Water Quality Control Board, helping the City reduce pollutants and maintain safe stormwater systems.
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Streets
The Street Maintenance Division uses a pavement management system to schedule repairs and extend the life of roadways. Work includes patching, crack sealing, slurry sealing, tree trimming, and concrete repairs to sidewalks, gutters, and curb ramps. Maintenance is organized by zones, ensuring resources are applied systematically across the City to maintain safe and reliable roadways.

Wastewater
The Wastewater Division maintains and upgrades the sewer system to prevent backups, overflows, and stormwater inflow. Efforts include routine inspections, pipe cleaning, and capital projects such as Phase 6 sewer upgrades in West La Mesa and improvements along Lake Murray Boulevard. The division also reduces risks from tree root intrusion and ensures compliance with state discharge
regulations through programs like Fats, Oils, and Grease (FOG) monitoring.
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Conclusion
The 2025–2027 Biennial Budget reflects a mature organization that aligns strategy, resources, and performance. The plan invests in people, technology, and infrastructure, and it strengthens the financial foundation that supports essential services. Every division has defined work that is measurable and relevant to community priorities. Through disciplined implementation and transparent reporting, the city will deliver results that residents can see and trust.

Very Respectfully,
Greg Humora
City Manager
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Fund Description
Unaudited
Beginning
Reserves
7-1-2025 Final Revenues
Final Transfers
In
Final Transfers
Out
Final
Operating
Expenses
Final
Debt
Service
Final Capital
Improvement
Budget
Anticipated
Budgetary
Savings
Estimated Ending
Reserves
6-30-2026

GENERAL FUND
General Fund 62,573,237 79,620,900 2,639,900 6,010,200 80,275,783 - - - 58,548,054 Refundable Deposits 4,331,078 - - 312,800 - - - 4,018,278

SUCCESSOR AGENCY FUND
Successor Agency Fund - 1,220,000 - - 741,023 - - 478,977 Obligation Retirement Fund 1,668,140 - - - 1,668,140
LM Successor Agency Admin - - - - - - -
LM Successor Agency AD90-1 - - - - - - -
LM Successor Agency AD98-1 - - - - - - -

ENTERPRISE FUND
Wastewater Fund (Working C 15,100,000 14,076,900 - 10,288,900 13,228,737 - - - 5,659,263 RLF Funding - - - - - - - -

SPECIAL REVENUE FUNDS
Home Consortium 767,151 195,800 - - - - - - 962,951
Housing Rehab 315,401 29,400 - - 6,900 - - - 337,901
Community Develop Block Gr - 1,002,522 - 462,900 74,200 - - - 465,422 Gas Tax 1,880,279 2,874,100 - 1,761,500 - - - - 2,992,879 Transnet 5,300,000 1,304,900 - 3,770,900 514,200 - - - 2,319,800 Downtown Parking 575,999 727,900 - 126,300 373,768 - - - 803,831 Environmental Services - 767,000 175,000 - 941,282 - - - 718 Community Service Improvem 137,292 - 137,292
Public Safety Aug - Prop 172 1,287,173 642,000 - - - - - - 1,929,173 Supplemental Law Enf (COPS 696,726 279,500 - - - - - - 976,226 Miscellaneous Grant Funds 6,008,297 9,765,600 - 2,781,600 726,527 - - - 12,265,770 Citywide Event Donations 7,151 7,151
CAsP Cert and Training Fund 124,847 21,000 - - 10,800 - - - 135,047 Road Maint & Rehab (RMRA) 3,316,836 1,917,300 - 209,100 - - - - 5,025,036 PEG Grant Funds 236,162 170,000 - 95,000 264,800 - - - 46,362 Transit Administration 80,235 - - 74,100 - - - - 6,135
Drug Asset Seizure 163,284 60,200 - - 10,500 - - 212,984 Housing Successor Agency F 3,126,105 559,500 - - 231,630 - - - 3,453,975 -

DEBT SERVICE FUNDS -
2016 G.O. Refunding Bonds 5,095,377 2,215,600 - - 1,595,200 - - 5,715,777 2006 COPS Debt Service 27,860 1,300 464,900 - 482,200 - - 11,860 -

CAPITAL IMPROVEMENTS -
Capital Improvement Program - - 21,588,600 - - 21,588,600 - - Wastewater Capital Fund - - - - - - -
Transportation Capital Fund - - - 528,000 - - - (528,000) Storm Drain Capital Imp - - - - - - -
Public Buildings Fund - - - 380,000 - - - (380,000)
Parks & Recreation Fund 3,868,595 - - 263,200 - - - 3,605,395 Civic Center Capital Fund 94,557 - - - - - 94,557
Misc Capital Improvements 324,393 - - - - - 324,393
Capital Asset Management P 1,116,514 - - - - - - 1,116,514

INTERNAL SERVICE FUNDS
Employee Benefits - 23,890,300 - - 6,566,000 - - 17,324,300 Workers' Compensation 5,635,963 2,123,300 - - 3,748,207 - - - 4,011,056 Equipment Replacement 2,884,754 2,218,300 - - 4,277,000 - - - 826,054 Liability Risk Financing 5,505,000 68,400 2,196,100 - 4,532,207 - - - 3,237,293 TOTAL ALL FUNDS 132,248,406 145,751,722 27,064,500 27,064,500 115,782,541 2,818,423 21,588,600 - 137,810,564

CITY OF LA MESA
SCHEDULE 1

BUDGET SUMMARY - ALL FUNDS
2025-2026 FINAL BUDGET
Resources Appropriations
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Fund Description
Estimated Beginning
Reserves
7-1-2026 Final Revenues
Final Transfers
In
Final
Transfers
Out
Final
Operating
Expenses
Final
Debt
Service
Final Capital
Improvement
Budget
Estimated Ending
Reserves
6-30-2027

GENERAL FUND
General Fund 58,548,054 80,481,500 2,639,900 5,131,800 81,147,500 - - 55,390,154 Refundable Deposits 4,018,278 - - - - - - 4,018,278

SUCCESSOR AGENCY FUND
Successor Agency Fund 478,977 - - - 795,220 - - (316,243) Obligation Retirement Fund - - - - - - -

ENTERPRISE FUND
Wastewater Fund (Working Capital) 5,659,263 13,984,900 6,459,400 - 13,154,360 - - 30,403 RLF Funding - - - - - - - - -

SPECIAL REVENUE FUNDS
Home Consortium 962,951 - - - - - - 962,951
Housing Rehab 337,901 - - - 6,720 - - 331,181
Community Develop Block Grant 465,422 - - 405,800 74,000 - - (14,378) Gas Tax 2,992,879 2,874,100 - 957,900 - - - 4,909,079
Transnet 2,319,800 1,154,900 3,454,200 - - - - 20,500
Downtown Parking 803,831 645,200 - 126,300 379,680 - - 943,051 Environmental Services 718 898,000 175,000 - 1,072,410 - - 1,308 Community Service Improvements 137,292 13,200 - - 150,492 Public Safety Aug - Prop 172 1,929,173 626,500 - - - - - 2,555,673 Supplemental Law Enf (COPS) 976,226 268,800 - - - - - 1,245,026 Miscellaneous Grant Funds 12,265,770 13,350,000 24,076,500 - - - - 1,539,270 CAsP Cert and Training Fund 135,047 21,000 - - 10,800 - - 145,247 Road Maint & Rehab (RMRA) Fund 5,025,036 1,800,000 - 509,100 - - - 6,315,936 PEG Grant Funds 46,362 170,000 - - 199,800 - - 16,562
Transit Administration 6,135 - - 74,100 - - - (67,965)
Drug Asset Seizure - - - - - - - -
Housing Successor Agency Fund 3,453,975 - - - 232,060 - - 3,221,915 -

DEBT SERVICE FUNDS -
2016 G.O. Refunding Bonds 5,715,777 2,021,100 - - 1,607,800 - - 6,129,077 2006 COPS Debt Service 11,860 - 464,900 - 493,000 - - (16,240) -

CAPITAL IMPROVEMENTS
Capital Improvement Program - 71,500,800 - - - 71,500,800 - - Wastewater Capital Fund - - - - - - - -
Transportation Capital Fund (528,000) - - - - - - (528,000) Storm Drain Capital Imp - - - - - - - -
Public Buildings Fund (380,000) - - - - - - (380,000)
Parks & Recreation Fund 3,605,395 - - 40,000 - - - 3,645,395 Civic Center Capital Fund 94,557 - - - - - - 94,557
Misc Capital Improvements 324,393 - - - - - 324,393
CIP Unfunded Project - - 35,741,600 - - - - (35,741,600)

INTERNAL SERVICE FUNDS
Employee Benefits 17,324,300 26,608,900 - - 7,036,800 - - 36,896,400 Workers' Compensation 4,011,056 1,900,000 - - 4,183,610 - - 1,727,446 Equipment Replacement 826,054 2,249,800 - - 2,678,800 - - 397,054 Liability Risk Financing 3,237,293 20,000 2,196,100 - 5,452,270 - - 1,123 TOTAL ALL FUNDS 134,805,775 149,087,900 76,976,700 76,976,700 116,424,030 2,100,800 71,500,800 93,948,045

CITY OF LA MESA
SCHEDULE 1

BUDGET SUMMARY - ALL FUNDS
2026-2027 FINAL BUDGET
Resources Appropriations
2-3

Page 330 of 664 ends

SCHEDULE 2

REVENUES - GENERAL FUND
Amended
Final Budget
Unaudited
Revenues
Final
Budget
Final
Budget
2024-2025 2024-2025 2025-2026 2026-2027

PROPERTY TAXES
Ad Valorem - Current 10,367,800 10,906,700 11,283,000 11,677,900 Ad Valorem - Delinquent 35,000 49,600 35,000 35,000
Property Tax in Lieu of VLF 8,630,800 8,772,500 9,181,200 9,608,900 Property Tax - Tax Inc Incl. RPPTF 300,000 488,800 676,100 726,000 Subtotal 19,333,600 20,217,600 21,175,300 22,047,800

OTHER TAXES
Sales Tax 17,212,500 15,657,000 19,800,000 20,500,000
Prop L Sales Tax 12,656,300 11,933,700 14,000,000 14,500,000 Property Transfer Tax 306,000 323,800 345,000 350,000
Transient Occupancy Tax 1,122,000 1,183,700 1,122,000 1,450,000 Franchises - Refuse 314,300 344,000 500,000 500,600
Gas & Electric 801,300 1,016,800 1,408,000 1,408,000
Cable TV 718,600 435,700 742,000 745,000
Bench Ads 7,700 6,800 7,500 7,500
Cannabis Business Tax 2,500,000 1,947,500 2,500,000 2,900,000 Subtotal 35,638,700 32,849,000 40,424,500 42,361,100

LICENSES AND PERMITS
Business Licenses 337,000 441,400 480,000 420,000
Tobacco Licenses 30,000 1,000 - 25,000
Building Permits 350,000 766,400 600,200 600,500
Electrical Permits 100,000 113,800 104,000 105,000
Plumbing Permits 40,000 102,000 75,000 80,000
House Moving Permits - - - -
Grading Permits 2,500 300 6,200 6,200
Mobile Home Permits - - 8,500 8,500
Plan Check Fees 350,000 369,500 494,700 494,700
Mechanical Permit Fees 60,000 143,900 107,000 120,000
Energy Conservation Check Fees 45,000 71,600 65,000 115,000 Microfilming Fees - - 10,900 10,900
Strong Motion Instrumentation 4,000 11,700 6,200 6,700
Planning/Plan Check & Inspection 120,000 119,600 137,000 137,000 Fire/Plan Check and Inspection 90,000 115,100 95,000 90,000 State Handicap Inspection Fees 60,000 150,300 110,000 115,000 State Building Standards Admin Fee 2,000 2,900 2,000 2,500 Fire-annual Inspection & Permit 75,000 35,600 80,000 80,000 Fire-State Mandated Inspections - - 18,200 18,200
Miscellaneous Permits 300 8,300 18,300 18,300
Subtotal 1,665,800 2,453,400 2,418,200 2,453,500

FINES, FORFEITS AND PENALTIES
Dispensary Settlements - - - -
Parking Violations 56,300 78,000 100,000 100,000
CVC Fines 200,000 158,000 150,000 150,000
San Diego County Parking Assessment 10,400 7,800 10,400 10,000 Court House Construction Surcharge 12,100 11,700 12,500 12,500 Emergency Response Revenue - - - -
Police Impound Fees 85,000 51,900 30,000 30,000
State Court House Fine Surcharge 17,800 17,600 18,800 18,800 State Trial Court Funding 12,400 11,700 12,500 12,500
Regional Auto Theft 50,000 216,600 150,000 155,000
Miscellaneous Fines 64,000 1,000 56,300 56,300
Subtotal 508,000 554,300 540,500 545,100
2-4

Page 331 of 664 ends

SCHEDULE 2 (CONTINUED)

REVENUES - GENERAL FUND
Amended
Final Budget
Unaudited
Revenues
Final
Budget
Final
Budget
2024-2025 2024-2025 2025-2026 2026-2027

USE OF MONEY AND PROPERTY
InterestIncome 368,000 ------ 2,568,000 2,368,000
Rent-City Owned Buildings 1,377,700 1,219,100 2,019,100 2,139,300 Rent - Recreation Facilities 330,000 407,200 455,500 470,000 Miscellaneous Revenue from Property 83,500 100,800 1,517,000 1,517,000 Subtotal 2,159,200 1,727,100 6,859,100 6,494,300

REVENUE FROM OTHER AGENCIES
Motor Vehicle License Fees 60,000 95,700 100,000 100,000 Shared Maintenance - Harry Griffen Park 353,300 370,100 400,000 400,000 NTF Reimbursements 15,000 68,500 52,200 52,200
LMSV-JSC Water Usage 46,800 67,100 60,100 63,100
JPA Reimbursement 400,000 1,021,800 556,400 556,400
JPA OT Reimbursement 300,000 240,100 311,100 311,100
Miscellaneous Revenue from OtherAgencies 359,000 696,400 291,300 291,300 Subtotal 1,534,100 2,559,700 1,771,100 1,774,100

SERVICE CHARGES
Swimming Pool Admissions 161,600 100,400 135,000 140,000 Engineering Fees 661,600 390,700 1,500,000 885,000
Animal Impound & Other Services - - - -
Other Animal Services - - - -
Planning& Zoning Fees 160,000 202,300 210,000 220,000
Sale of Maps & Reports 200 - 200 200
Billings to Other Department 36,000 18,800 26,500 26,500 Recreation Class Fees 325,000 639,800 610,000 615,000
Senior Activity 50,500 69,000 65,200 65,200
Sports Activity 65,000 104,700 71,600 71,600
Services & Fees-Fire Dept - 7,400 4,700 4,700
Paramedic Services 410,00 407,900 412,400 412,400
RCCP Fees (AMR Pass-Thru) 95,000 67,600 99,200 99,200
Photocopy Fees - 100 - -
Live Scan Charges - DOJ 70,000 6,900 35,000 35,000
Fingerprint Charges 60,000 11,400 30,000 30,000
Correctable Cite Signoffs 1,500 1,800 1,500 1,500
Grading Inspection 145,500 188,800 99,800 160,800
Public ImprovementInspection 96,000 158,100 377,300 377,300 Traffic Impact Review 1,000 1,600 1,000 1,000
ContractInspection Management 5,100 61,800 196,600 196,500 Miscellaneous Charges 283,600 50,900 181,700 131,200
Subtotal 2,627,600 2,490,000 2,867,700 3,473,100

OTHER REVENUE
Sale of Personal Property 30,000 148,000 100,000 100,000 Damage Recovery 15,000 - 25,000 100,000
POST Reimbursements 15,000 22,300 30,700 30,700
State Mandated Costs 56,000 80,600 75,000 75,000
Donations 11,000 - 11,000 204,000
Miscellaneous Revenues 64,000 680,300 3,322,800 803 800 Subtotal 191,000 932,000 3,564,500 1,332,500
TOTAL REVENUE - GENERAL FUND 63,658,000 63,783,100 79,620,900 80,481,500 2-5

Page 332 of 664 ends

SCHEDULE 3 REVENUES - ALL FUNDS
Amended
FUNDS Final Budget
Unaudited
Revenues
Final
Budget
Final
Budget
2024-2025 2024-2025 2025-2026 2026-2027
GENERAL FUND 63,658,000 63,783,100 79,620,900 80,481,500

SPECIAL FUNDS
Home Consortium - - 195,800 -
Housing Rehabilitation 900 700 29,400 -
CDBG Administration 86,000 90,500 1,002,522 -
Gas Tax 1,621,000 1,864,300 2,874,100 2,874,100
Transnet - 1,833,400 1,304,900 1,154,900
Downtown Parking - 468,800 727,900 645,200
Environmental Services 466,000 476,200 767,000 898,000
Public Safety Aug-Prop 172 397,900 390,100 642,000 626,500 Supp Law Enforcement - COPS 149,300 194,700 279,500 268,800 Special Grants 6,050,100 7,502,800 9,765,600 13,350,000 State CASp Service Fee 17,500 15,400 21,000 21,000
Road Maint and Rehab 1,336,300 1,087,600 1,917,300 1,800,000 PEG Funds 170,000 58,200 170,000 170,000
Drug Asset Seizure 1,000 12,500 60,200 -
Transit Administration - 78,500 82,100 -
Special Funds Subtotals 10,296,000 14,073,700 19,839,322 21,808,500

DEBT SERVICE FUNDS
2006 COPS Debt Service - 1,100 1,300 -
2016 G.O. Refunding Bonds 1,722,400 2,200,100 2,215,600 2,021,100 Debt Service Funds Subtotal 1,722,400 2,201,200 2,216,900 2,021,100

SUCCESSOR AGENCY/FORMER REDEVELOPMENT FUNDS
Successor Agency - - 1,220,000 -
Housing Successor Agency 1,700,000 112,900 559,500 -
Successor Agency/Former Redevelopment Subtotals 1,700,000 112,900 1,779,500 - ENTERPRISE FUNDS:

Wastewater 13,660,600 14,882,800 14,076,900 13,984,900
CAPITAL IMPROVEMENT FUNDS:

Wastewater Projects 17,109,060 864,394 8,425,900 4,273,200 Transportation Projects 11,158,400 3,254,500 8,943,800 20,884,800 Storm Drain Projects 7,346,200 6,498,900 910,700 1,040,000 Facilities Projects 1,088,690 213,000 2,513,800 37,026,600 Parks Projects 709,600 106,400 694,400 70,000
Miscellaneous Projects 100,000 - 100,000 8,206,200
CIP Subtotals 37,511,9500 10,937,194 21,588,600 71,500,800

INTERNAL SERVICE FUNDS
Employee Benefit 3,921,200 3,657,500 23,890,300 26,608,900 Workers' Compensation 1,287,500 1,444,800 2,123,300 1,900,000 Equipment Replacement 2,198,800 2,085,800 2,218,300 2,249,800 Liability Risk Financing 61,800 212,800 68,400 20,000
Net Internal Service Funds Subtotals 7,469,300 7,400,900 28,300,300 30,778,700 Less: Internal Service Fund Adjustment - - (2,789,600) (41,224,900) TOTAL REVENUE - ALL FUNDS (Net of Ops & CIP Transfers) 98,855,700 106,229,200 142,962,122 190,299,600 2-6

Page 333 of 664 ends

SCHEDULE 4

EXPENDITURES - GENERAL FUND
Amended
Final Budget
Unaudited
Expenditures
Final
Budget
Final
Budget
Function - Department/Division 2024-2025 2024-2025 2025-2026 2026-2027

GENERAL GOVERNMENT
City Council 234,200 202,525 301,901 310,530
City Attorney 586,200 419,389 690,241 716,250
Subtotal 820,400 621,914 993,142 1,026,780

ADMINISTRATIVE SERVICES
City Manager 1,786,100 1,650,200 1,835,300 1,864,680
Information Technology 1,646,200 1,329,100 1,799,528 1,736,030 Human Resources 1,108,400 712,400 897,960 1,054,220
Communications Manager 22,600 11,800 20,300 20,200
Non-Departmental 4,929,500 1,840,900 5,232 (1,566,740)
Subtotal 9,492,800 5,544,400 4,558,320 3,108,390
CITY CLERK 760,900 644,100 657,438 862,380

FINANCE
City Treasurer 32,400 9,400 42,015 40,840
Finance 2,329,400 2,116,200 2,950,130 1,781,120
Subtotal 2,361,800 2,106,800 2,992,145 1,821,960

COMMUNITY DEVELOPMENT
Planning 2,650,900 1,332,500 2,118,566 1,746,820
Building 2,273,400 1,365,400 1,848,929 1,843,640
Land Development - - 419,488 428,490
Subtotal 4,924,300 2,697,900 4,386,983 4,018,950
POLICE
Police Services 4,676,500 5,059,200 7,127,082 7,000,050 Police Patrol 11,986,300 13,086,100 14,967,658 16,087,150 Police Investigations 5,715,300 5,898,900 5,997,828 6,230,220 Police Traffic 2,202,900 2,161,500 2,441,516 2,586,520
Home Program 524,500 24,700 539,100 535,290
Police Animal Control 397,100 386,900 406,700 406,700
Police Community Resources 1,017,200 707,600 1,054,234 1,135,530 Subtotal 26,519,800 27,324,900 32,534,118 33,981,460
2-7

Page 334 of 664 ends

SCHEDULE 4 (CONTINUED) EXPENDITURES - GENERAL FUND
TOTAL GENERAL FUND (Net of Ops & CIP Transfers) 77,090,900 69,917,700 80,275,783 81,147,500

Amended
Final Budget
Unaudited
Expenditures
Final
Budget
Final
Budget
Function - Department/Division 2024-2025 2024-2025 2025-2026 2026-2027 FIRE
Fire Management 131,800 86,600 105,500 83,500
Fire Operations 12,539,900 13,745,400 14,674,135 16,474,800 Fire Prevention 553,400 351,300 475,289 487,300
Fire Haz Mat/Emergency Prep 102,300 96,600 106,300 115,040 Fire Emergency Medical Services 771,700 747,700 210,500 137,200 Fire Heartland JPA 2,461,600 2,234,200 2,237,117 2,423,300 Subtotal 16,560,700 17,261,800 17,808,841 19,721,140

PUBLIC WORKS
Building Maintenance 1,617,400 1,657,800 1,779,479 1,797,580 Administration 539,600 463,500 531,009 529,910
Street Maintenance 2,277,400 1,265,300 2,828,249 2,864,750 Street Cleaning 284,900 277,700 300,804 309,180
Fleet Maintenance 880,800 754,900 876,749 858,500
Traffic Safety-Engineering 1,542,300 1,413,100 1,466,150 1,501,860 Traffic Safety-Operations 497,500 358,000 432,573 448,100 Tree Trimming 511,700 532,900 659,946 679,510
Streetscape Maintenance 722,700 459,400 563,648 578,830 Engineering 874,900 859,900 633,273 664,480
Park Maintenance 2,064,800 1,927,500 2,269,360 2,334,020 Harry Griffen Park 561,500 542,400 658,455 639,160
Briercrest Park 151,100 142,600 156,941 160,040
Downtown Village Maintenance 201,800 158,600 190,641 192,200 Subtotal 12,728,400 10,813,600 13,347,277 13,558,120

PARKS AND RECREATION
Aquatics 515,500 551,200 500,727 448,550
Sports 116,700 51,700 132,915 138,440
Facilities 391,900 380,300 588,607 551,510
Camps & Classes 503,200 697,900 509,517 520,770
Adult Enrichment Center 395,800 396,900 432,682 448,050 Parks & Recreation Administration 756,200 499,000 771,689 759,500 Parks & Recreation Event & Marketing 242,500 137,200 61,382 181,500 Human Services - - - -
Subtotal 2,921,800 2,713,700 2,997,519 3,048,320
2-8

Page 335 of 664 ends

SCHEDULE 5 EXPENDITURES - ALLFUNDS
Amended
Final Budget
Unaudited
Expenditures
Final
Budget
Final
Budget
FUNDS 2024-2025 2024-2025 2025-2026 2026-2027
GENERAL FUND 77,090,900 69,917,700 80,275,783 81,147,500

SPECIAL FUNDS
Housing Rehabilitation 6,800 10,700 6,900 6,720
CDBG Administration 83,400 73,700 74,200 74,000
Transnet - - 514,200 -
Downtown Parking 494,300 457,800 373,768 379,680
Environmental Services 1,336,400 1,032,800 941,282 1,072,410 Parks and Recreation Grants 25,000 500 - -
Public Safety Grants 1,030,100 1,353,600 - -
Environmental Project Grants 1,484,600 1,001,900 - -
Miscellaneous Grants - - 726,527 -
State CASp Service Fee 19 100 1,700 10,800 10,800
PEG Funds 301,400 180,400 264,800 199,800
Drug Asset Seizure - 9,700 10,500 -
Subtotal 4,781,100 4,112,100 2,922,977 1,743,410

DEBT SERVICEFUNDS
2016 G.O. Bond Refunding 1,593,700 1,519,100 1,595,200 1,607,800 2006 COPs Debt Service 474,600 28,000 482,200 493,000
Subtotal 2,068,300 1,620,000 2,077,400 2,100,800

SUCCESSOR AGENCY/RDA FUNDS
Successor Agency 738,800 97,800 741,023 795,220
Housing Successor Agency 246,500 172,900 231,630 232,060 Subtotal 985,300 270,700 972,653 1,027,280

ENTERPRISE FUNDS
Wastewater 13,597,100 12,046,200 13,228,737 13,154,360

CAPITAL IMPROVEMENT PROGRAM FUNDS
Sanitary Sewer Projects 15,962,400 856,300 - -
Transportation Projects 14,886,000 5,706,900 - -
Storm Drain Projects 5,330,700 4,645,500 - -
Building Projects 1,733,900 227,900 - -
Parks Projects 1,631,900 424,600 - -
Miscellaneous Projects 8,335,500 - - -
All CIP Projects - - 21,588,600 71,500,800
Subtotal 47,880,400 11,861,200 21,588,600 71,500,800

INTERNAL SERVICE FUNDS
Employee Benefit 6,304,100 4,713,100 6,566,000 7,036,800 Workers' Compensation 3,585,500 1,833,800 3,748,207 4,183,610 Equipment Replacement 5,284,700 2,129,900 4,277,000 2,678,800 Liability Risk Financing 4,092,600 2,986,000 4,532,207 5,452,270 Subtotal 19,266,900 11,662,800 19,123,414 19,351,480
TOTAL ALL FUNDS - GROSS 165,670,000 111,480,100 140,189,564 190,025,630 LESS: Transfers & ISF Adjustment - - - -
TOTAL ALL FUNDS (Net of Ops & CIP Transfers) 165,670,000 111,480,100 140,189,564 190,025,630 2-9

Page 336 of 664 ends

SCHEDULE 6 EXPENDITURESBYOBJECTACCOUNT GENERAL FUND
Amended
Final Budget
Unaudited
Expenditures
Final
Budget
Final
Budget
Description 2024-2025 2024-2025 2025-2026 2026-2027
Regular Salaries 27,243,100 26,401,000 30,129,200 31,342,060 Part Time/Temporary Salaries 988,900 879,400 1,111,100 608,450 Overtime 3,118,700 5,573,900 3,356,100 4,306,700
Special Pay 50,500 223,700 209,800 209,700
Termination/Retirement Pay 300,000 365,600 300,000 200,000 Stipends 149,500 18,600 14,000 13,980
PD Sign On Bonus 150,000 4,500 150,000 150,000
Salaries and Wages 32,000,700 33,466,700 35,270,200 36,830,890 Retirement- PARS 143,000 50,000 80,000 80,000
Retirement- PERS 4,754,600 4,383,500 4,920,000 6,133,280 457 Employe Match - - 386,000 161,700
Social Security 1,151,700 1,216,900 1,384,700 1,431,630 Cafeteria - Flexnet 3,819,100 3,163,200 4,319,905 4,418,170 Long Term Disability Insurance 10,300 11,700 9,100 8,000 Group Life Insurance 36,500 63,000 38,600 36,230
Group Life Insurance - Management 2,300 2,600 2,400 1,450 Workers' Compensation Insurance 1,381,900 1,325,200 1,532,300 1,564,930 Wellness Education 24,000 13,800 28,000 28,000
Unemployment Comp. Insurance 61,100 60,900 61,100 59,340 CERBT Expense
Retirement - PARS 115 Contribution
Retirement - PERS UAL
455,100
-
9,040,600
455,200
-
9,040,700
455,100
-
11,810,400
449,760
-
13,406,300
Fringe Benefits 20,880,200 19,786,700 25,027,605 27,778,820 Insurance and Surety Bonds 1,003,700 551,800 1,002,567 1,045,000 Travel/Conferences/Meetings 194,200 124,600 219,900 222,550 Memberships and Dues 84,000 60,700 83,500 84,240
Training 367,100 239,900 371,700 356,560
Clothing and Personal Expenses 286,100 236,100 240,450 227,770 Councilmember Expenditures 5,000 500 5,000 5,000
Services/Testing 54,600 46,500 55,500 55,500
Uniform/Boot Allowance 122,700 143,300 145,175 145,080
Cell Phone Allowance 45,800 34,500 57,600 50,640
Personal Expenses 2,163,200 1,437,900 2,181,392 2,192,340 Office Supplies 64,900 59,400 65,400 65,200
Postage 34,000 19,200 24,100 23,550
Books/Subscriptions/Printing 101,200 71,700 116,000 122,100 Duplicating 58,800 27,400 50,500 52,000
Special Departmental Supplies 1,416,100 723,200 1,721,500 1,381,230 Small Tools 45,100 37,500 49,800 49,210
Advertising 28,200 19,000 38,200 36,600
Communications 399,700 380,300 547,800 521,500
Rents and Leases 103,400 44,900 81,800 81,800
Maintenance of Buildings and Grounds 312,400 246,700 360,800 341,200 Vehicle Operating Supplies 421,500 233,500 322,400 318,480 Vehicle Maintenance 422,400 327,400 394,900 402,460
Mileage 6,500 300 6,600 6,490
Professional and Specialized Services 7,490,200 5,060,700 7,111,065 6,027,470 Maintenance/Operation of Equipment 613,900 426,700 576,800 567,670 Contributions- Other Agencies 3,319,600 945,300 1,007,300 944,880 Car Allowance 109,400 88,500 114,300 105,460
Equipment Replacement Fund Charges 2,164,000 2,067,700 2,031,500 2,107,890 Miscellaneous Other Charges 686,100 731,100 600,200 807,600 Contingency 38,300 - (2,187,800) (3,768,200)
Utilities- Gas 103,300 52,900 52,300 53,250
Utilities- Electricity 1,257,800 1,449,700 1,477,300 1,494,970 Utilities- Water 881,600 721,500 831,900 841,380
Bank Fees 26,500 - 26,500 -
Technology Maintenance 1,536,500 1,257,100 1,871,421 1,416,310 Materials, Supplies and Services 21,641,400 14,991,700 17,292,586 14,000,500 Buildings - - - -
Improvements- Non Buildings 94,500 34,300 109,500 109,500 Equipment Replacement 131,500 69,900 191,800 80,550
Vehicle Replacement 77,100 132,800 90,800 65,800
Computer Related Equipment 43,500 6,700 53,100 30,300
Capital Outlay 346,600 243,700 445,200 286,150
Interest – City Note 58,800 - 58,800 58,800
General Fund Total (Net of Ops & CIP Transfers) 77,090,900 69,926,699 80,275,783 81,147,500 2-10

Page 337 of 664 ends

SCHEDULE 7 EXPENDITURES BY OBJECT ACCOUNT ALL FUNDS
Amended
Final Budget
Unaudited
Expenditures
Final
Budget
Final
Budget
Description 2024-2025 2024-2025 2025-2026 2026-2027
Regular Salaries 29,339,900 28,802,300 32,332,780 35,514,740 Part Time/Temporary Salaries 1,063,500 900,600 1,272,100 619,450 Overtime 3,487,700 5,828,600 3,412,600 4,383,050
Special Pay 63,400 236,300 224,100 224,000
Termination/Retirement Pay 300,000 365,600 300,000 200,000 Stipends 174,500 19,100 14,000 13,980
PD Sign On Bonus 150,000 4,500 150,000 150,000
Salaries and Wages 34,552,000 36,157,000 37,705,580 39,105,220 Retirement - PARS 143,000 50,000 80,000 80,000
Retirement - PERS 5,005,100 4,657,800 5,166,000 6,457,890 457 Employer Match 423,000 - 421,000 161,700
Social Security 1,320,900 1,403,100 1,555,000 1,603,000 Cafeteria - Flexnet 4,155,800 3,435,800 4,657,059 4,752,940 Long Term Disability Insurance 11,600 12,900 10,800 9,450 Group Life Insurance 39,400 68,100 41,700 38,930
Group Life Insurance - Management 3,000 3,500 3,200 1,740 Workers' Compensation Insurance 1,510,100 1,446,200 1,641,300 1,674,060 Employee Wellness 24,000 13,800 28,000 28,000
Unemployment Comp. Insurance 66,800 67,100 66,800 64,600 CERBT Expense 502,500 502,600 502,500 496,750
Retirement - PARS 115 Contribution - - - -
Retirement – PERS UAL 9,768,200 9,768,300 12,683,000 14,426,730 Fringe Benefits 22,973,400 21,429,200 26,279,459 29,795,790 Insurance and Surety Bonds 4,592,600 3,813,600 5,101,167 6,112,880 Travel/Conferences/Meetings 210,700 132,900 236,700 237,350 Memberships and Dues 93,600 65,900 92,200 94,340
Training 541,500 258,900 386,700 371,560
Clothing and Personal Expenses 297,100 246,000 251,550 239,080 Councilmember Expenditures 5,000 500 5,000 5,000
Services/Testing 55,200 47,100 56,600 56,600
Uniform/Boot Allowance 125,700 148,200 149,175 148,610
Cell Phone Allowance 52,300 43,200 68,200 60,880
Personal Expenses 5,946,700 4,756,300 6,347,292 7,326,300 Office Supplies 67,700 60,600 69,600 67,650
Postage 59,500 42,000 34,100 52,000
Books/Subscriptions/Printing 142,900 94,700 129,100 148,910 Duplicating 58,800 27,400 50,500 52,0000
Special Departmental Supplies 1,666,200 996,300 1,891,000 1,540,230 Small Tools 56,900 49,600 61,600 61,010
Advertising 30,700 19,300 40,200 38,600
Communications 418,100 398,300 566,500 540,330
Rents and Leases 385,400 253,700 399,080 348,100
Maintenance of Buildings and Grounds 318,000 251,300 363,300 343,700 Vehicle Operating Supplies 461,400 255,300 360,700 358,670 Vehicle Maintenance 446,300 360,000 418,400 425,960
Mileage 13,700 2,400 7,600 7,190
Professional and Specialized Services 15,490,900 10,976,500 15,450,505 36,028,720 Maintenance/Operation of Equipment 715,800 523,800 699,700 686,150 Contributions- Other Agencies 3,980,100 1,009,200 1,663,100 1,600,680 Car Allowance 122,500 112,800 140,600 130,440
Equipment Replacement Fund Charges 2,184,000 2,087,900 2,057,900 2,134,320 Depreciation 110,000 - 110,000 155,000
Miscellaneous Other Charges 5,516,100 2,802,900 4,373,900 5,0004,100 Special Other Charges 8,363,600 7,526,400 7,754,027 7,415,300 Est Claims and Judgements - - - -
Contingency 38,300 - (2,187,800) (3,768,200)
Utilities - Gas 103,300 52,900 52,300 53,250
Utilities- Electricity 1,257,800 1,449,700 1,477,300 1,494,970 Utilities- Water 884,800 728,200 838,500 848,280
Bank Fees 26,500 - 26,500 -
Technology Maintenance 1,701,600 1,395,100 2,006,021 1,553,210 Materials, Supplies and Services 44,620,900 31,476,299 38,854,233 57,320,570 Buildings - - - -
Improvements - Non Buildings 199,500 136,600 109,500 109,500 Equipment Replacement 1,245,200 884,300 957,500 336,350 Vehicle Replacement 1,733,900 1,524,300 3,100,300 1,876,100 Computer/Related Equipment 3,091,400 284,300 795,700 488,700 Capital Outlay 6,270,000 2,829,500 4,963,000 2,810,650
Interest – City Note 58,800 - 58,000 58,000
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Retirement of Principal 2,504,600 2,141,300 3,098,500 2,913,600 Interest Expense 863,200 838,300 767,100 715,400
Debt Service 3,367,800 2,979,599 3,865,600 3,629,000
All Funds Total (Net of Ops and CIP Transfers) 117,679,600 99,627,900 118,650,964 140,046,330 2-12

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SCHEDULE 8
COMPARISON OF COSTS — GENERAL FUND 2025-
2026
Function – Department
FY 2024-25
Amended
Final Budget
FY 2025-26
Final Budget % Change
General Government 820,500 993,142 + 21.0%
Administrative Services 9,492,800 4,558,320 - 52.0%
City Clerk 760,900 657,438 - 13.6%
Finance 2,361,800 2,992,145 + 26.7%
Community Development 4,924,300 4,386,983 - 10.9%
Police 26,519,800 32,534,118 + 22.7%
Fire 16,560,700 17,808,841 + 7.5%
Public Works 12,728,400 13,347,277 + 4.9%
Parks and Recreation 2,921,800 2,997,519 + 2.6%
Total 77,091,000 80,275,783 + 4.1%
General
Government
1%
Administrative
Services
6% City Clerk
1%
Finance
4%
Community
Development
5%
Police
40%
Fire
22%
Public Works
17%
Parks and
Recreation
4%
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SCHEDULE 8
COMPARISON OF COSTS — GENERAL FUND 2026-2027
Function – Department Final Budget
2025-26
Final Budget
2026-27 % Change
General Government 993,142 1,026,780 + 3.4%
Administrative Services 5,669,120 3,108,390 – 45.2%
City Clerk 657,438 862,380 + 31.2%
Finance 2,992,145 1,821,960 – 39.1%
Community Development 4,386,983 4,018,950 – 8.4%
Police 32,534,118 33,981,460 + 4.4%
Fire 17,808,841 19,721,140 + 10.7%
Public Works 13,347,277 13,558,120 + 1.6%
Parks and Recreation 2,997,519 3,048,320 – 1.7%
Total 81,386,583 81,174,500 + 0.3%
General
Government
1%
Administrative
Services
City Clerk 4%
1%
Finance
2%
Community
Development
5%
Police
42%
Fire
24%
Public Works
17%
Parks and
Recreation
4%
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SCHEDULE 9

INTERFUND TRANSFERS
TRANSFERS IN:

FUND DESCRIPTION 2025-2026 2026-2027

GENERAL FUND
Gas Tax Fund Maintenance of streets and roads 937,900 937,900 Gas Tax (RMRA) Fund Maintenance of streets and roads 209,100 209,100 Transnet Fund Maintenance of streets and roads 150,000 150,000 Downtown Parking Fund Maint. of Downtown Streetscape & other services 126,300 126,300 Public Safety Aug (Prop 172) Fund Support services 1,216,600 1,216,600 Wastewater Fund Support services 1,216,600 1,216,600
TOTAL TRANSFERS TO GENERAL FUND 2,639,900 2,639,900

ENVIRONMENTAL SERVICES FUND
General Fund Funding for specific equipment 175,000 175,000 TOTAL TRANSFERS TO EQUIPMENT REPLACEMENT 175,000 175,000

LIABILITY RISK FINANCING FUND
General Fund Anticipated claims 1,086,900 1,086,900
Wastewater Fund Anticipated claims 1,109,200 1,109,200
TOTAL TRANSFERS TO LIABILITY RISK FINANCING 2,196,100 2,196,100

DEBT SERVICE FUNDS
2006 COPS DEBT SERVICE FUND
General Fund Debt service payment (Series A & B) 464,900 464,900 TOTAL TRANSFERS TO DEBT SERVICE FUNDS 464,900 464,900

CAPITAL IMPROVEMENT PROJECTS FUNDS
General Fund Specific projects 4,283,400 3,405,000
Community Dev Block Grant Specific projects 462,900 405,800 Gas Tax HUTA Specific projects 823,600 20,000
Transnet Specific projects 3,620,900 3,304,200
Wastewater Specific projects 7,963,100 4,133,600
Capital Projects Grants Specific projects 720,100 24,076,500 Miscellaneous Grants Specific projects 737,200 -
Road maint. And Rehab Specific projects 1,324,300 300,000 PEG Funds Specific projects 95,000 -
Transportation CIP Specific projects 528,000 -
Public Buildings Fund Specific projects 380 000 -
Park & Recreation Fund Specific projects 263,000 40,000 - Transit Administration Specific projects 74,100 74,100 - Refundable Deposits Specific projects 312,800 -
Unfunded Projects Specific projects - 35,741,600 -
TOTAL TRANSFERS TO CAPITAL IMPROVEMENT PROJECTS FUNDS 21,588,600 71,500,800 TOTAL BUDGETED INTERFUND TRANSFERS IN: 27,064,500 76,976,700 2-15

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SCHEDULE 9 (CONTINUED)

INTERFUND TRANSFERS
TRANSFERS OUT:

FUND

GENERAL FUND
DESCRIPTION 2025-2026 2026-2027
TOTAL TRANSFERS FROM GENERAL FUND 1,726,800 1,726,800

GAS TAX / TRANSNET FUNDS
General Fund Maintenance ofstreets and roads(Gas Tax) 937,900 937,900 General Fund Maintenance of streets and roads(RMRA) 209,100 209,100 General Fund Maintenance ofstreets and roads(Transnet) 150,000 150,000 TOTAL TRANSFERS FROM GAS TAX / TRANSNET FUNDS 1,297,000 1,297,000

WASTEWATER FUND
General Fund Supportservices 1,216,600 1,216,600
Liability Risk Financing Anticipated claims 1,109,200 1,109,200 TOTAL TRANSFERS FROMWASTEWATER FUND 2,325,800 2,325,800

OTHER SPECIAL REVENUE FUNDS

DOWNTOWN PARKING
General Fund Downtown Streetscape Maintenance 126,300 126,300 TOTAL TRANSFERS FROM OTHER SPECIAL REVENUE FUNDS 126,300 126,300 Capital Improvement Projects Transfers Out
General Fund Specific projects 4,283,400 3,405,000
Community Dev Block Grant Specific projects 462,900 405,800 Gas Tax HUTA Specific projects 823,600 20,000
Transnet Specific projects 3,620,900 3,304,200
Wastewater Specific projects 7,963,100 4,133,600
Capital Projects Grants Specific projects 720,100 24,076,500 Miscellaneous Grants Specific projects 737,200 -
Road Maint. And Rehab Specific projects 1,324,300 300,000 PEG Funds Specific projects 95,000 -
Transportation CIP Specific projects 528,000 -
Public Buildings Fund Specific projects 380 000 -
Park & Recreation Fund Specific projects 263,000 40,000 - Transit Administration Specific projects 74,100 74,100 - Refundable Deposits Specific projects 312,800 -
Unfunded Projects Specific projects - 35,741,600 -
TOTAL TRANSFERS TO CAPITAL IMPROVEMENT PROJECTS FUNDS 21,588,600 71,500,800 TOTAL TRANSFERS TO CAPITAL IMPROVEMENT PROJECTS FUNDS 21,588,600 71,500,800 TOTAL BUDGETED INTERFUND TRANSFERS FROM: 27,064,500 76,976,700 Environmental Services Subsidy for Environmental Services 175,000 175,000 2006 COPs Debt Service Fund Debt service payment (Series A and B) 464,900 464,000 Liability Risk Financing Anticipated claims 1,086,900 1,086,900 2-16

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SCHEDULE 10

REGULAR POSTITIONS
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SCHEDULE 11 CITYOF LA MESA

ORGANIZATIONAL CHART
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SCHEDULE 12

EQUIPMENT REPLACEMENT FUND
Equipment, Vehicle and Technology Replacement $8,500 and Over Final Final
Budget Budget
Dept/Div Account Name FY2026 FY2027
Information Technology (1307)
1315 6586 UCaaS Phone System $ 305,900 $ -
1315 6586 Citywide Technology Replacement $ 424,700 $ 434,900 Total $ 730,600 $ 434,900
Non-Departmental (1309)
1315 6584 Copier, high-volume for mail room $ - $ 22,800 Total $ - $ 22,800
Finance (1305)
1315 6584 Mail machine $ 16,100 $ -
1315 6584 Sliding Doors $ 11,200 $ -
Total $ 27,300 $ -
Police (2101-2108)
1315 6584 Office furniture, 2 workstations $ 6,300 $ -
1315 6584 Copiers for PD Business Office $ 21,100 $ -
1315 6586 Access Control and Station Cameras $ 305,600 $ - 1315 6585 Multiuse Van $ 66,800 $ -
1315 6585 Community Service Officer Vehicles (3) $ 55,700 $ 114,000 1315 6585 Police Patrol Units (2) $ 179,000 $ 183,400
1315 6584 Evidence Room Storage $ 36,100 $ -
1315 6585 Investigations Vehicle $ 55,700 $ -
1315 6585 Motorcycle $ - $ 38,800
1315 6585 Training Vehicle $ - $ 39,900
1315 6585 Parking Control Vehicle $ 55,700 $ -
Total $ 782,000 $ 376,100
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Final Final
Budget Budget
Dept/Div Account Name FY2026 FY2027
Fire (2202)
1315 6584 USAR 12 Confined Space Equipment $ 6,200 $ -
1315 6584 Fire Hose and Nozzles $ 18,300 $ 18,800
1315 6584 USAR 12 Confined Space SCBAs $ 24,400 $ -
1315 6584 USAR 12 Confined Space Comm Kit $ 27,700 $ -
1315 6585 Engine 13 $ - $ 1,355,800
1315 6585 Truck 11 $ 2,404,700 $ -
1315 6585 Rescue Engine Type 1 Outfitting $ 20,000 $ -
Total $ 2,501,300 $ 1,374,600
Public Works (3105-5151)
1315 6584 Parts Washer $ 11,200 $ -
1315 6584 Hydraulic Hose Maker $ 12,100 $ -
1315 6585 Message Boards (2) $ 38,800 $ -
1315 6585 Dustless Blaster $ - $ 47,000
1315 6585 Stump Grinder $ 40,800 $ -
1315 6585 Truck, regular cab $ 53,900 $ -
1315 6584 Aerator Attachment $ - $ 16,700
1315 6585 Electric Utility Cart $ - $ 31,700
Total $ 156,800 $ 95,400
Wastewater Operations (4142)
4144 6584 Backhoe $ 215,600 $ -
Total $ 215,600 $ -
Parks & Recreation (5102-5104)
1315 6584 Copier for Pool $ 10,500 $ -
1315 6584 Pool Suction and Return Valve $ - $ 16,000
1315 6584 Community Center Stage Replacement $ 45,900 $ 47,100 1315 6584 Community Center Supervisor Furniture $ 17,500 $ - 1315 6584 Community Center Coordinator Furniture $ 17,500 $ - Total $ 91,400 $ 63,100
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Final Final
Budget Budget
Dept/Div Account Name FY2026 FY2027
Community Development (1401)
1315 6585 Community Development Vehicle $ 39,000 $ -
Total $ 39,000 $ -
Fund Account Account Name FY2026 FY2027
603 6584 Equipment Replacement $ 282,100 $ 121,400
603 6585 Vehicle Replacement $ 3,010,100 $ 1,810,600
603 6586 Technology Replacement $ 1,036,200 $ 434,900
403 6584 Wastewater Equipment Replacement $ 215,600 $ - These proposed projects in the Equipment Replacement Fund include an increase of $1,501,300, or 49%, in Year One (FY2026) over the same period in the previous two-year budget, FY2024. Much of the increase can be attributed to the purchase of a new Truck 11 for the Fire Department. Overall, equipment projects (including furniture, Public Works equipment and copiers) decreased by $773,900, or 73%, while vehicles increased by $1,849,600, or 159%, and technology increased by $210,000, or 25%.

In Year Two (FY2027) the overall proposed budget decreases by $842,700, or 26%, from the same period in the previous budget, FY2025. This decrease can be largely attributed to an estimated cost in FY2025 of implementing a new phone system at over $1,085,000. That project was re-budgeted in FY2026 at a considerably lower cost after conducting a public bid process. Overall, equipment projects decreased by $357,900, or 74%, vehicles increased by $1,304,900, or 257% (this would be due to the replacement of Engine 13), and technology decreased by $1,789,700, or 80%. 2-23

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SCHEDULE 13
CITY EMPLOYEES PER 1,000 POPULATION
Fiscal year Number of Employees City Population*
Employees per
1,000 Population
2001-2002 264.50 55,279 4.78
2002-2003 267.00 55,643 4.80
2003-2004 266.50 55,688 4.79
2004-2005 254.50 56,049 4.54
2005-2006 259.75 55,983 4.64
2006-2007 272.35 55,724 4.89
2007-2008 271.35 56,250 4.82
2008-2009 270.35 56,666 4.77
2009-2010 267.35 56,881 4.70
2010-2011 264.35 57,096 4.63
2011-2012 258.35 58,150 4.44
2012-2013 255.35 58,041 4.40
2013-2014 260.35 58,296 4.47
2014-2015 260.35 58,244 4.47
2015-2016 262.35 58,769 4.46
2016-2017 262.35 59,949 4.38
2017-2018 260.75 60,286 4.33
2018-2019 261.75 60,707 4.31
2019-2020 261.00 60,820 4.29
2020-2021 262.00 59,621 4.39
2021-2022 268.00 59,578 4.50
2022-2023 268.00 60,959 4.40
2023-2024 261.00 60,820 4.29
2024-2025 269.00 61,172 4.28
2025-2026 288.00 60,908 4.73
2026-2027 294.00 N/A N/A
* These figures are from the State Department of Finance. Population numbers are as of January of the prior fiscal year.
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SCHEDULE 14

COMPARISON OF MUNICIPAL SERVICES
1980 1990 2000 2010 2020
Population 50,308 53,976 54,749 57,096 59,621
Total housing units 22,638 24,165 23,492 25,594 27,026
Operating budget $8,756,485 $23,454,670 $35,641,200 $51,479,370 $56,473,760 Employees per 1,000 population 5.01 5.14 4.79 4.54 4.39 Cost per capita $174.06 $434.54 $650.99 $901.63 $947.21 Part I crimes 2,966 3,949 2,085 2,007 1,217
Crime reportstaken 7,634 6,671 4,819 7,114 4,053
Arrests 2,518 2,709 1,381 2,012 1,098
Accidentreportstaken 1,123 852 454 402 288
Medical aid calls 1,147 2,036 2,936 4,788 5,402
Fire and rescue calls 1,061 1,671 1,698 1,197 1,173
Miles of streets maintained 128.80 148.90 149.00 153.00 152.00 Miles of storm drains maintained 35.00 35.00 35.00 56.00 53.00 Miles of sanitary sewer line maintained 138.80 160.00 160.00 156.00 150.00 Total city trees 12,100 12,100 8,150 8,150 10,123
Acres of landscaping 86.50 168.22 168.22 181.00 195.00
* The change in the number of street trees is due to the method used to determine the total inventory.

The Public Works Department now maintains a computerized street tree inventory. 2-25

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SCHEDULE 15 - General Fund, Special Funds and Grants
FY2025 Purchase Order Encumbrances to Carryforward into FY2026 4 Dept PO Vendor Account Amount
Finance 202234 CENTRALSQUARE TECHNOLOGIES 101-1305-6430 6,800 Comm Dev 222181 DUDEK 701-2710 10,700
City Manager 222393 USD 208-1311-6430 113,600
Engineering 232103 ARDURRA 701-2609 100
City Manager 232229 ILACSD 215-215012-6430 77,200
Comm Dev 242090 STEPHANIE TOMAINO, CITY ADVISORS, LLC 101-1401-6430 8,900 Fire 242121 SOUTH COAST EMERGENCY VEHICLES 603-1315-6585 7,600 Comm Dev 242241 RECON ENVIRONMENTAL 701-2710 13,400
Comm Dev 242363 RICK ENGINEERING 101-1309-6430 132,500
HR 242400 HAVERKAMP LAW APC 101-1314-6450 4,000
Engineering 242401 KITTLESON & ASSOC 208-1311-6430 99,700 Engineering 242427 PRODUCEGOOD 208-1311-6430 15,000
Engineering 242432 BEAM GLOBAL 208-1311-6584 156,800
Engineering 242432 BEAM GLOBAL 215-215014-6584 156,800
Comm Dev 252015 DUDEK 701-2710 16,100
City Clerk 252097 RGS 101-1302-6430 18,400
Finance 252105 ROGERS ANDERSON MALODY & SCOTT 101-1305-6430 33,800 Finance 252105 ROGERS ANDERSON MALODY & SCOTT 101-1305-6430 600 Finance 252105 ROGERS ANDERSON MALODY & SCOTT 203-4112-6430 4,700 Finance 252105 ROGERS ANDERSON MALODY & SCOTT 711-7110-6430 3,400 Finance 252105 ROGERS ANDERSON MALODY & SCOTT 712-7120-6430 7,100 IT 252188 NTH GENERATION COMPUTING, INC 101-1307-6430 15,800 Public Works 252194 PRO SERVICE GENERAL 101-5150-6426 15,700 City Manager 252227 KANE, BALLMER AND BERKMAN 101-1200-6430 3,100 Engineering 252256 SDC BIKE COALITION 208-1311-6430 21,500 Engineering 252256 SDC BIKE COALITION 215-215016-6430 21,500 IT 252261 XPEDIENT COMMUNICATIONS, INC 101-5102-6586 900 City Manager 252271 JEWISH FAMILY SVCS 215-215018-6430 24,600 Fire 252287 TRIPEPI-SMITH 101-2206-6430 16,000
Finance 252296 CENTRALSQUARE TECHNOLOGIES 101-1305-6430 13,300 Engineering 252299 SOLANA CENTER 208-1311-6430 3,900
Engineering 252302 ZERO WASTE SD 208-1311-6430 10,000
Engineering 252303 MIKHAIL OGAWA ENGINEERING 207-4141-6430 10,000 Engineering 252310 STAY TRUE CYCLEWORKS 215-215016-6430 45,000 Engineering 252317 TREE SAN DIEGO 208-1311-6430 8,000
Engineering 252318 ILACSD 208-1311-6430 13,200
Engineering 252320 ARDURRA GROUP, INC 101-3201-6430 22,800 Comm Svcs 252336 SICO AMERICA 101-5104-6584 3,200
Engineering 252337 AGUIRRE & ASSOCIATES 101-3201-6430 6,400 Police 252348 CLYDE ARMOURY 603-1315-6584 16,200
Police 252349 CORE SURVIVAL 603-1315-6584 3,600
Police 252350 CLYDE ARMOURY 603-1315-6584 9,300
Police 252351 AEP CALIFORNIA LLC 603-1315-6585 84,600
TOTAL 1,255,800
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SCHEDULE 15 - General Fund, Special Funds and Grants
FY2025 Purchase Order Encumbrances to Carryforward into FY2026 Capital Improvement Program (CIP)
Dept PO Vendor Account Amount
Parks & Rec 202039 KTU+A 8702-6830 13,000
Engineering 212292 NV5, INC 8309-6830 38,900
Engineering 212311 NASLAND ENGINEERING INC 8506-6830 2,200 Engineering 212312 NV5, INC 8103-6830 23,000
Engineering 222303 NASLAND ENGINEERING INC 8506-6830 2,200 Engineering 222336 NV5, INC 8104-6830 92,800
Parks & Rec 232201 KTU+A 8703-6830 57,700
Engineering 232316 SOUTHWEST SIGNAL SERVICE 8321-6830 6,800 Engineering 242059 ARDURRA GROUP, INC 8103-6830 14,800
Engineering 242192 SOUTHWEST SIGNAL SERVICE 8321-6830 13,000 Engineering 242391 ARDURRA GROUP, INC 8506-6830 51,600
Engineering 242396 S.C. VALLEY ENGINEERING, IN 8506-6830 507,500 Engineering 242405 RICK ENGINEERING CO. 8317-6830 33,900 Engineering 242407 ARDURRA GROUP, INC 8106-6830 23,700
Engineering 252064 SOUTHWEST SIGNAL SERVICE 8321-6830 6,400 Parks & Rec 252067 SCHMIDT DESIGN GROUP 8710-6830 298,800 Engineering 252068 PARSONS TRANSPORTATION GROU 8324-6830 61,400 Engineering 252091 SNIPES/DYE ASSOCIATES 8503-6830 5,500 Engineering 252147 INSITUFORM TECHNOLOGIES, LL 8106-6830 14,500 Engineering 252225 BWE, INC. 8307-6830 96,400
Engineering 252242 APPLIED RESEARCH ASSOCIATES 8319-6830 26,600 Engineering 252283 CHAMBERS GROUP INC 8503-6830 4,900
Engineering 252291 ARDURRA GROUP, INC 8108-6830 312,800 Engineering 252293 STC TRAFFIC, INC. 8321-6830 8,700
Engineering 252295 PORTILLO CONCRETE, INC 8302-6830 234,500 Public Works 252298 GC FENCE CORP 8324-6830 25,000
Engineering 252323 CHAMBERS GROUP INC 8303-6830 51,400
Parks & Rec 252328 STIEGLER ARCHITECTS PC 8603-6830 17,100 Engineering 252338 ARDURRA GROUP, INC 8302-6830 19,100
Engineering 252339 HELIX ENVIRONMENTAL PLANNIN 8107-6830 14,200 TOTAL 2,078,400
Purchase Orders are issued throughout each fiscal year to encumber funds by the City’s departments for various projects, services and materials. For ongoing projects and orders that are not completed during a fiscal year, the purchase orders are reviewed and carried forward into the new fiscal year to continue the order. The listed amounts will be added to each account for ongoing expenses charged to each purchase order.
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SCHEDULE 16
FY2025 Continuing Appropriation Requests into FY2026
Department Account Amount Reason
Engineering 101-1311-6430 8,000 LEED for Cities certification registration Engineering 101-3201-6430 45,000 Ongoing as-needed inspections Fire FD250007-6584 21,500 Ultrasonic PPE cleaner - grant funded Information Tech 101-1315-6586 92,700 Replacement Cisco switches throughout various facilities
Public Works 101-3109-6430 17,000 Mulching at parks
Public Works 101-3109-6430 30,000 Gateway street sign at the Spring Street I-8 offramp Budgeted projects in which funds were not encumbered by the City’s departments during FY2025 are requested to be continued in FY2026. The listed amounts will be added to each account for expected project expenses.
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General Government
City Council
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City Council and Senior Management
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BUDGET NARRATIVE
Department: General Government Fund: General
Division: City Council Number: 1100

MISSION STATEMENT
Serve as the legislative body of the City of La Mesa, representing the community, addressing public policy issues, establishing financial and service priorities, and managing intergovernmental relations in a transparent and responsive manner.

PROGRAM DESCRIPTION
The City Council enacts laws, decides land use matters, and sets City policy to guide municipal operations.

In addition to its legislative responsibilities, the Council serves as the City of La Mesa Successor Agency and acts as the Building Code Board of Appeals.

GOALS AND OBJECTIVES
• Maintain an open, transparent, and accessible government for all community members. • Develop and adopt budget policies that align with the City’s long-term goals and financial stability, ensuring the ability to deliver essential services.
• Provide oversight and follow-up on goals identified through strategic planning workshops and informed by community and staff input.
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BUDGET NARRATIVE
Department: General Government Fund: General
Division: City Council Number: 1100

CATEGORY
FY 2024
Actuals
FY 2025
Amended
Final Budget
FY 2025
Actuals
FY 2026
Budget
FY 2027
Budget
Salaries & Wages 72,405 72,010 106,886 136,800 136,800
Fringe Benefits 73,916 78,883 74,232 83,801 83,801
Non-Personnel Expenses 31,468 47,700 40,062 48,700 48,700 Materials, Supplies & Services 36,768 35,020 30,801 33,600 33,600 Equipment & Capital Outlay
TOTAL EXPENSES 214,558 233,613 251,981 302,901 302,901
SUMMARY OF POSITIONS FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Mayor 1.00 1.00 1.00 1.00 1.00
City Councilmember 4.00 4.00 4.00 4.00 4.00
TOTAL REGULAR 5.00 5.00 5.00 5.00 5.00
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Expenditure Budget Summary - Division Level
FY 2025-2027
Division - 1100 CITY COUNCIL
Account Account Title
FY 2024
Actuals
FY 2025
Budget
FY 2025
Actuals
FY 2026
Final
FY 2027
Final
6101 Regular Salaries 72,405 72,010 106,886 136,800 136,800 Subtotal 72,405 72,010 106,886 136,800 136,800
6205 Retirement - PERS 6,031 6,006 9,836 13,000 13,000
6206 Social Security 7,401 7,253 10,055 12,300 12,300
6208 Flex Net Expense 25,070 30,216 18,925 15,901 15,901 6210 Group Life Insurance 86 90 87 200 200
6212 Worker's Comp Ins 2,232 2,228 2,232 3,800 3,800
6213 Unemployment Comp Ins 192 190 192 200 200
6214 CERBT OPEB Expense 9,588 9,590 9,588 9,600 9,600
6216 Retirement - PERS UA 23,316 23,310 23,316 28,800 28,800 Subtotal 73,916 78,883 74,232 83,801 83,801
6311 Travel, Conferences, Mtg 4,576 10,000 10,042 10,000 10,000 6312 Memberships & Dues 23,060 28,300 25,924 29,200 29,200 6315 Councilmember Exp 526 5,000 470 5,000 5,000
6318 Cell Phone Allowance 3,307 4,400 3,625 4,500 4,500 Subtotal 31,468 47,700 40,062 48,700 48,700
6416 Office Supplies 4433 800 475 800 800
6417 Postage 851 300 6 100 100
6418 Books, Subs & Print 422 1,500 882 1,000 1,000
6420 Special Dept Supplies 3,500 1,021 2,700 2,700
6435 Car Allowance 21,719 21,600 21,600 21,600 21,600
6440 EQ Replacement Reimb 13,116 6,820 6,816 6,900 6,900 6450 Misc Other Charges 214 500 500 500
Subtotal 36,768 35,020 30,801 33,600 33,600
Div/Dept Total 214,558 233,613 251,981 302,901 302,901
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GeneralGovernment
City Attorney
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BUDGET NARRATIVE
Department: General Government Fund: General
Division: City Attorney Number: 1200

MISSION STATEMENT
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.

PROGRAM DESCRIPTION
• 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 attend City Council and Board meetings.
• Outside Legal Representation - payment for outside counsel for Personnel Appeals Board and Labor Relations Services.

GOALS AND OBJECTIVES
• Respond in a timely manner to all requests for legal advice from the City Council and staff. • 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.
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BUDGET NARRATIVE
Department: General Government Fund: General
Division: City Attorney Number: 1200

CATEGORY
FY 2024
Actuals
FY 2025
Amended
Final Budget
FY 2025
Actuals
FY 2026
Budget
FY 2027
Budget
Salaries & Wages 332,407 269,961 275,022 331,000 331,000 Fringe Benefits 152,188 152,471 148,025 185,141 185,141 Non-Personnel Expenses 6,415 7,100 4,596 8,000 8,000
Materials, Supplies & Services 170,431 156,100 128,926 166,100 166,100 Equipment & Capital Outlay
TOTAL EXPENSES 661,481 585,632 556,569 690,241 690,241
SUMMARY OF POSITIONS FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 City Attorney 1.00 1.00 1.00 1.00 1.00
TOTAL REGULAR POSITIONS 1.00 1.00 1.00 1.00 1.00
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Expenditure Budget Summary - Division Level
FY 2025-2027
Division - 1200 CITY ATTORNEY
Account Account Title
FY 2024
Actuals
FY 2025
Budget
FY 2025
Actuals
FY 2026
Final
FY 2027
Final
6101 Regular Salaries 291,415 269,961 237,287 315,500 315,500 6104 Special Pay 41,031 37,734 14,000 14,000
6108 457 Employer Match 1,500 1,500
Subtotal 332,447 269,961 275,022 331,000 331,000
6205 Retirement - PERS 33,493 31,073 34,283 37,500 37,500 6206 Social Security 16,108 21,203 10,533 25,800 25,800 6208 Flex Net Expense 8,825 9,162 9,301 9,841 9,841
6209 Long Term Disability 904 365 936 500 500
6210 Group Life Insurance 2,552 326 2,588 400 400
6211 Admin Life Insurance 42 40 84 100 100
6212 Worker's Comp Ins 1,152 1,192 1,188 1,500 1,500
6213 Unemployment Comp Ins 636 630 636 700 700
6214 CERBT OPEB Expense 1,920 1,920 1,920 2,000 2,000
6216 Retirement - PERS UA 86,556 86,560 86,556 106,800 106,800 Subtotal 152,188 152,471 148,025 185,141 185,141
6311 Travel, Conferences, Mtg 4,281 5,000 2,338 5,000 5,000 6312 Memberships & Dues 928 900 1,058 1,800 1,800
6318 Cell Phone Allowance 1,207 1,200 1,200 1,200 1,200 Subtotal 6,415 7,100 4,596 8,000 8,000
6416 Office Supplies 22 100 22 100 100
6418 Books, Subs & Print 34,568 25,000 36,025 35,000 35,000 6430 Prof and Specialized Svcs 129,808 125,000 86,879 125,000 125,000 6435 Car Allowance 6,033 6,000 6,000 6,000 6,000
Subtotal 170,431 156,100 128,926 166,100 166,100
Div/Dept Total 661,481 585,632 556,569 690,241 690,241
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Administrative Services
City Manager
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City Manager’s Office
Risk Manager
Assistant to the City Manager
Assistant City Manager
City Manager
Communications Manager
IT Analyst
IT Specialist I/II
IT Specialist I/II
City Clerk
Deputy City Clerk
Records Technician IT Manager
IT Specialist I/II
Risk
Management
HR Analyst
Admin Coordinator
Technology Sr. Mgmt Analyst
Information
Director of Human Resources
City Clerk/Records and Human Resources Elections Manager City Manager's
Office
Executive Assistant
to the City Manager
Environmental Manager
(shared w/Public Works)
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BUDGET NARRATIVE
Department: Administrative Services Fund: General
Division: City Manager Number: 1301

MISSION STATEMENT
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.

PROGRAM DESCRIPTION
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.
• 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 citizensquestions 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 and aid departments on special projects as needed.

GOALS AND OBJECTIVES
• Monitor federal, state and regional actions to protect La Mesa’s resources and the City’s ability to maintain vital services.
• Continue proactive community engagement through regular communications, social media and press releases, and expand programs like the Homeless Outreach and Mobile Engagement (HOME) Program to connect unsheltered residents to services. • Oversee implementation of the Proposition L extension and plan Civic Center improvements, including a new City Hall with space for a post office and potential redevelopment of the remaining property.
• Collaborate with Community Development, Engineering and Fire Prevention to improve development review and permitting processes through the Process Improvement Team. • Manage American Rescue Plan Act (ARPA) funded initiatives such as the La Mesa Entrepreneurship Accelerator Program (LEAP), façade and property improvement grants, stormwater infrastructure projects, rental assistance and public art programs. • Support economic development and community cleanup efforts in partnership with local and regional organizations.
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BUDGET SUMMARY
Department: Administrative Services Fund: General
Division: City Manager Number: 1301

CATEGORY
FY 2024
Actuals
FY 2025
Amended
Final Budget
FY 2025
Actuals
FY 2026
Budget
FY 2027
Budget
Salaries & Wages 854,161 941,300 953,480 977,600 977,600 Fringe Benefits 442,692 492,311 459,186 566,800 566,800 Non-Personnel Expenses 21,141 30,010 17,821 26,000 26,000 Materials, Supplies & Services 147,405 320,985 145,731 264,900 264,900 Equipment & Capital Outlay 500 72,340
TOTAL EXPENSES 516,919 1,785,106 1,648,558 1,835,300 1,835,300 SUMMARY OF POSITIONS FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Assistant City Manager 0.95 0.95 0.95 0.95 0.95
Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Communications Manager 0.00 1.00 1.00 1.00 1.00
Community Cleanup Coordinator 0.00 0.00 1.00 1.00 1.00
Executive Assistant to the City 1.00 1.00 1.00 1.00 1.00 TOTAL REGULAR POSITIONS 3.95 4.95 5.95 5.95 5.95
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Expenditure Budget Summary - Division Level
FY 2025-2027
Division - 1301 CITY MANAGER
Account Account Title
FY 2024
Actuals
FY 2025
Budget
FY 2025
Actuals
FY 2026
Final
FY 2027
Final
6101 Regular Salaries 805,019 822,800 890,573 937,600 937,600 6102 Temporary Salaries 200 14,494 1,000 1,000
6103 Overtime 539 517 1,000 1,000
6104 Special Pay 48,403 23,000 47,896 29,000 29,000
6106 Stipend 95,500
6108 457 Employer Match 9,000 9,000
Subtotal 854,161 941,300 953,480 977,600 977,600
6205 Retirement - PERS 94,319 107,110 97,723 109,900 109,900 6206 Social Security 56,746 77,102 60,313 75,600 75,600 6208 Flex Net Expense 57,219 72,312 63,241 90,700 90,700 6209 Long Term Disability 1,239 967 1,551 600 600
6210 Group Life Insurance 2,384 956 2,416 1,200 1,200
6211 Admin Life Insurance 84 158 230 100 100
6212 Worker's Comp Ins 17,760 17,776 17,772 24,400 24,400 6213 Unemployment Comp Ins 1,764 1,760 1,764 1,800 1,800 6214 CERBT OPEB Expense 7,104 7,100 7,104 7,100 7,100
6216 Retirement - PERS UA 207,072 207,070 207,072 255,400 255,400 Subtotal 442,692 492,311 459,186 566,800 566,800
6311 Travel, Conferences, Mtg 7,747 11,000 7,576 9,000 9,000 6312 Memberships & Dues 2,331 5,400 4,296 3,500 3,500
6313 Training 7,280 5,000, 107 5,000 5,000
6314 Clothing & Personal Exp 1,000 800 800
6316 Services/Testing 150 1,277 200 200
6317 Uniform/Boot Allowance 250 125 300 300
6318 Cell Phone Allowance 3,783 7,210 4,440 7,200 7,200 Subtotal 21,141 30,010 17,821 26,000 26,000
6416 Office Supplies 1,076 1,200 612 1,300 1,300
6417 Postage 415 300 361 300 300
6418 Books, Subs & Print 1,626 1,700 1,365 1,000 1,000
6419 Duplicating 106 500 57 500 500
6420 Special Dept Supplies 164 12,700 390 32,700 32,700 6421 Small Tools 3,500 2,392 1,000 1,000
6423 Communications 420 27 300 300
6429 Mileage 300 300 300
6430 Prof and Specialized 117,691 218,885 105,781 196,000 196,000 6431 Maint & Oper of Vehicle 50,000 8505
6435 Car Allowance 15,610 20,230 15,525 20,300 20,300
6440 Equip Repl Fund Reimb Exp 10,716 10,710 10,716 10,700 10,700 6450 Misc Other Charges 500 500 500
Subtotal 320,985 145,731 264,900 264,900
6585 Vehicle Replacement 500 72,340
Subtotal 147,405 500 72,340
Div/Dept Total 516,919 1,785,106 1,648,558 1,835,300 1,835,300 5-5

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Administrative Services Communications
Manager
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BUDGET NARRATIVE
Department: Administrative Services Fund: General
Division: Communications Manager Number: 1303

MISSION STATEMENT
The Communications Division is dedicated to delivering transparent, timely, and engaging communication between the City of La Mesa and the community.

PROGRAM DESCRIPTION
The Communications Division manages the City’s external communications, including media relations, social media, website content, newsletters, public information campaigns; produces videos and photography; coordinates emergency and crisis communications; and provides strategic support to departments across the organization.

GOALS AND OBJECTIVES
• Increase public awareness of City programs and services through clear and engaging communication.
• Promote transparency by sharing accurate, timely information across digital platforms. • Support departments in creating materials and campaigns that align with Citywide goals and branding.
• Strengthen relationships with media and community partners to enhance information sharing. • Maintain coordinated and accurate emergency and crisis communications. 5-8

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BUDGET SUMMARY
Department: Administrative Services Fund: General
Division: Communications Manager Number: 1303

CATEGORY
FY 2024
Actuals
FY 2025
Amended
Final Budget
FY 2025
Actuals
FY 2026
Budget
FY 2027
Budget
Salaries & Wages
Fringe Benefits
Non-Personnel Expenses 6,080 5,987 6,300 6,300
Materials, Supplies & Services 16,500 5,567 14,000 14,000 Equipment & Capital Outlay
TOTAL EXPENSES 22,580 11,554 20,300 20,300
Staff is provided by the City Manager’s Department.
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Expenditure Budget Summary - Division Level
FY 2025-2027
Division - 1303 COMMUNICATIONS MANAGER
Account Account Title FY 2024
Actuals
FY 2025
Budget
FY 2025
Actuals
FY 2026
Final
FY 2027
Final
6311 Travel, Conferences, Mtg 5,000 4,612 5,000 5,000
6312 Memberships & Dues 1,080 1,374 1,300 1,300
Subtotal 6,080 5,987 6,300 6,300
6416 Office Supplies 500 41 500 500
6418 Books, Subs & Print 1,500 186 1,500 1,500
6420 Special Dept Supplies 8,500 (870) 6,000 6,000
6430 Prof and Specialized Svcs 6,000 6,210 6,000 6,000
Subtotal 16,500 5,567 14,000 14,000
Div/Dept Total 22,580 11,554 20,300 20,300
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Administrative Services
Information Technology
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BUDGET NARRATIVE
Department: Administrative Services Fund: General
Division: Information Technology Number: 1307

MISSION STATEMENT
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.

PROGRAM DESCRIPTION
Provide technical and help desk support to City computer users; install, administer, maintain, and troubleshoot the 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 the City’s computer inventory, software licensing, and registrations.

GOALS AND OBJECTIVES
• Provide reliable and effective technical support to all City departments. • Maintain a secure and stable computer network environment to protect City data and systems. • Implement technology solutions that improve efficiency, customer service and transparency, including online services and communication tools.
• Continue to enhance cybersecurity measures and disaster recovery capabilities. • Collaborate with other departments to identify technological needs, provide training and plan for future technological investments.
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BUDGET SUMMARY
Department: Administrative Services Fund: General
Division: Information Technology Number: 1307

CATEGORY
FY 2024
Actuals
FY 2025
Amended
Final Budget
FY 2025
Actuals
FY 2026
Budget
FY 2027
Budget
Salaries & Wages 489,054 403,473 531,178 636,100 636,100 Fringe Benefits 298,049 278,895 309,560 385,928 385,928 Non-Personnel Expenses 7,828 13,640 8,397 17,900 17,900 Materials, Supplies & Services 289,239 949,129 478,816 759,600 759,600 Equipment & Capital Outlay
TOTAL EXPENSES 1,084,170 1,645,137 1,327,951 1,799,528 1,799,528 SUMMARY OF POSITIONS FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Information Technology Analyst 1.00 1.00 1.00 2.00 2.00 Information Technology Manager 1.00 1.00 1.00 1.00 1.00 Information Technology Specialist I/II 2.00 3.00 3.00 3.00 3.00 TOTAL REGULAR POSITIONS 4.00 5.00 5.00 6.00 6.00
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Expenditure Budget Summary - Division Level
FY 2025-2027
Division - 1307 INFORMATION TECHNOLOGY
Account Account Title FY 2024
Actuals
FY 2025
Budget
FY 2025
Actuals
FY 2026
Final
FY 2027
Final
6101 Regular Salaries 447,568 368,473 489,887 587,100 587,100 6103 Overtime 35,773 35,000 37,255 35,000 35,000
6104 Special Pay 5,713 4,036 5,000 5,000
6108 457 Employer Match 9,000 9,000
Subtotal 489,054 403,473 531,178 636,100 636,100
6205 Retirement - PERS 55,841 51,382 56,783 67,100 67,100 6206 Social Security 37,258 28,748 40,807 46,700 46,700 6208 Flex Net Expense 49,992 43,338 56,531 78,728 78,728 6209 Long Term Disability 166 103 200 200
6210 Group Life Insurance 554 530 611 800 800
6211 Admin Life Insurance 40 33 100 100
6212 Worker's Comp Insurance 8,544 8,831 8,832 14,200 14,200 6213 Unemployment Comp Ins 912 910 912 1,000 1,000
6214 CERBT OPEB Expense 7,668 7,670 7,668 7,700 7,700
6216 Retirement - PERS UA 137,280 137,280 137,280 169,400 169,400 Subtotal 298,049 278,895 309,560 385,928 385,928
6311 Travel, Conferences, Mtg 1,337 5,000 5,000 5,000
6312 Memberships & Dues 130 200 200 200
6313 Training 4,120 1,198 4,000 4,000
6318 Cell Phone Allowance 6,361 4,320 7,199 8,700 8,700 Subtotal 7,828 13,640 8,397 17,900 17,900
6416 Office Supplies 245 650 32 500 500
6417 Postage 3 150 1 200 200
6418 Books, Subs & Print 100 100 100
6420 Special Dept Supplies 3,131 70,000 3,481 70,000 70,000 6421 Small Tools 200 200 200
6423 Communications 819 32,160 1,667 32,200 32,200
6429 Mileage 50 100 100
6430 Prof and Specialized Svcs 30,815 208,126 60,269 162,800 162,800 6435 Car Allowance 3,016 3,300 3,000 3,000 3,000
6440 EQ Replacement Reimb 100,452 217,970 137,736 105,500 105,500 6486 Technology Maintenance 150,759 416,423 272,629 385,000 385,000 Subtotal 289,239 949,129 478,816 759,600 759,600
Div/Dept Total 1,084,170 1,645,137 1,327,951 1,799,528 1,799,528 5-14

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Administrative Services
Human Resources
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BUDGET NARRATIVE
Department: Administrative Services Fund: General
Division: Human Resources Number: 1308

MISSION STATEMENT
Human Resources is committed to providing strategic and operational programs and services to recruit, develop, and retain a highly qualified and talented workforce in a safe and productive work environment.

PROGRAM DESCRIPTION
Human Resources provides the City with effective human resource programs and services in the areas of personnel recruitment and selection, employee training and development, labor and employee relations and negotiations, salary and benefit administration, performance evaluations, classification and position studies and allocations and employee awards and programs. Additionally, Human Resources assumes responsibility for wellness initiatives and provides risk management and safety support in partnership with Liability Risk Management and Workers' Compensation programs.

GOALS AND OBJECTIVES
• Recruit and retain a qualified and diverse workforce. • Provide timely and effective recruitment, selection and onboarding processes. • Administer fair and competitive classification and compensation plans. • Manage comprehensive employee benefits and wellness programs that support employee health and financial security.
• Provide training, development and recognition programs to enhance employee performance and engagement.
• Ensure compliance with labor laws, regulations and agreements. • Deliver responsive human resources services to employees and departments. • Support risk management and safety initiatives, including ADA compliance, workers’ compensation and liability risk management.
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La Mesa City CouncilOctober 14, 2025

La Mesa City Council
October 14, 2025