HomeMy WebLinkAbout2025 11-18 CC AGENDA PKTAGENDA
Consolidated Regular Meeting
City Council Chamber - 1243 National City
Boulevard, National City, CA
Ron Morrison, Mayor Scott W. Huth, Interim City Manager
Marcus Bush, Vice-Mayor – District 4 Alejandro Hernandez, Acting City Manager
Luz Molina, Councilmember- District 1 Barry J. Schultz, City Attorney
Jose Rodriguez, Councilmember -District 2 Shelley Chapel, MMC, City Clerk
Ditas Yamane, Councilmember – District 3
_______________________________________________________________________
The City Council also sits as the City of National City Community Development Commission, Housing Authority,
Joint Powers Financing Authority, and Successor Agency to the Community Development Commission as the
National City Redevelopment Agency
Thank you for participating in local government and the City of National City Council Meetings.
Meetings: Regular City Council Meetings are held on the first and third Tuesday of the month at
6:00 p.m. Special Closed Session Meetings and Workshops may be same day, the start time is
based on needs. Check Special Agendas for times.
Location: Regular City Council Meetings are held in the Council Chamber located at City Hall,
1243 National City Boulevard, National City, CA 91950, the meetings are open to the public.
Agendas and Material: Agendas and Agenda Packet for items listed are available on the City
website, and distributed to the City Council no less than 72 hours before the City Council Meeting.
Sign up for E-Notifications to receive alerts when items are posted.
Public Participation: Encouraged in a number of ways as described below. Members of the
public may attend the City Council Meeting in person, watch the City Council Meeting via live web
stream, or participate remotely via Zoom. Recording of Meetings are archived and available for
viewing on the City’s website.
To listen to the live stream in Spanish, you must register for Zoom prior to the meeting for access.
All Zoom registration must be completed two (2) hours prior to the City Council Meeting for
access.
Public Comment: Persons wishing to address the City Council on matters not on the agenda
may do so under Public Comments. Those wishing to speak on items on the agenda may do so
when the item is being considered. Please submit a Speaker’s Slip to the City Clerk before the
meeting or immediately following the announcement of the item. All comments will be limited
up to three (3) minutes. The Presiding Officer shall have the authority to reduce the time allotted
to accommodate for a large number of speakers. (City Council Policy 104)
All written comment must be submitted no later than four (4) hours prior to the start of the
meeting to allow time for distribution to the City Council.
EFFECTIVE JANUARY 1, 2023
All Contributions to Candidates and Current Elected Officials are required to self-report a
Declaration of Campaign Contribution to a Councilmember of more than $250 within the past
year (effective Jan 1, 2023). This report may be included on the Public Comment Speaker Slip to
be completed prior to the City Council Meeting.
Spanish Interpretation Services: Spanish Interpretation Services are available; please
contact the City Clerk before the start of the meeting for assistance. clerk@nationalcityca.gov
American Disabilities Act Title II: In compliance with the American Disabilities Act of 1990,
persons with a disability may request an agenda in appropriate alternative formats as required by
Title II. Any person with a disability who requires a modification or accommodation to participate
in a meeting should direct such request to the City Clerk’s Office (619) 336-4228 at least 24 hours
in advance of the meeting.
AGENDA
Consolidated Regular Meeting
City Council Chamber - 1243 National City
Boulevard, National City, CA
Ron Morrison, Mayor Scott W. Huth, Interim City Manager
Marcus Bush, Vice-Mayor – District 4 Alejandro Hernandez, Acting City Manager
Luz Molina, Councilmember- District 1 Barry J. Schultz, City Attorney
Jose Rodriguez, Councilmember -District 2 Shelley Chapel, MMC, City Clerk
Ditas Yamane, Councilmember – District 3
_______________________________________________________________________
The City Council also sits as the City of National City Community Development Commission, Housing Authority,
Joint Powers Financing Authority, and Successor Agency to the Community Development Commission as the
National City Redevelopment Agency
Gracias por participar en las reuniones del gobierno local y del Consejo de la Ciudad de National
City.
Reuniones: Las reuniones regulares del Consejo Municipal se llevan a cabo el primer y tercer
martes del mes a las 6:00 p.m. La reunión especial de sesión privada y los talleres pueden ser el
mismo día, la hora de inicio se basa en las necesidades. Consulte las agendas especiales para
conocer los horarios.
Ubicación: Las reuniones regulares del Concejo Municipal se llevan a cabo en la Cámara del
Consejo ubicada en el Ayuntamiento, 1243 National City Boulevard, National City, CA 91950, las
reuniones están abiertas al público.
Agendas y Material: Las Agendas y el Paquete de Agenda para los temas enumerados están
disponibles en el sitio web de la Ciudad y se distribuyen al Concejo Municipal no menos de 72
horas antes de la Reunión del Concejo Municipal. Regístrese para recibir notificaciones
electrónicas cuando se publiquen artículos.
Participación pública: Se fomenta de varias maneras como se describe a continuación. Los
miembros del público pueden asistir a la Reunión del Concejo Municipal en persona, ver la
Reunión del Concejo Municipal a través de la transmisión web en vivo o participar de forma
remota a través de Zoom. Las grabaciones de las reuniones están archivadas y disponibles para
su visualización en el sitio web de la Ciudad.
Para escuchar la transmission en Español, registration por Zoom es requerido antes del comienzo
de la sesión.
Todo registro para la trasmisión por Zoom debe completarse dos (2) horas antes de la Reunión
del Concejo Municipal.
Comentario Público: Las personas que deseen dirigirse al Concejo Municipal sobre asuntos
que no están en la agenda pueden hacerlo bajo Comentarios públicos. Quienes deseen hacer uso
de la palabra sobre los temas del programa podrán hacerlo cuando se esté examinando el tema.
Por favor, envíe una solicitud del orador al Secretario de la Ciudad antes de la reunión o
inmediatamente después del anuncio del artículo. Todos los comentarios estarán limitados a tres
(3) minutos. El Presidente tendrá la autoridad para reducir el tiempo asignado para dar cabida a
un gran número de oradores. (Política del Concejo Municipal 104)
Si desea enviar comentarios por escrito, envíe un correo electrónico a la Oficina del Secretario de
la Ciudad al menos 1 hora antes de la Reunión del Consejo Municipal para dar tiempo a la
distribución al Consejo Municipal.
Todos comentarios deben estar sometidos a más tardar cuatro (4) horas antes del comienzo de
la sesión.
A PARTIR DEL 1 DE ENERO DE 2023
Todas las contribuciones a los candidatos y funcionarios electos actuales deben autoinformar una
Declaración de contribución de campaña a un concejal de más de $ 250 en el último año (a partir
del 1 de enero de 2023). Este informe puede incluirse en el Recibo del orador de comentarios
públicos que se completará antes de la reunión del Concejo Municipal
Servicios de interpretación en español: Los servicios de interpretación en español están
disponibles, comuníquese con el Secretario de la Ciudad antes del inicio de la reunión para
obtener ayuda.
Título II de la Ley de Discapacidades Americanas: En cumplimiento con la Ley de Discapacidades
Americanas de 1990, las personas con discapacidad pueden solicitar una agenda en formatos
alternativos apropiados según lo requerido por el Título II. Cualquier persona con una
discapacidad que requiera un modificación o adaptación para participar en una reunión debe
dirigir dicha solicitud a la Oficina del Secretario de la Ciudad (619) 336-4228 al menos 24 horas
antes de la reunión.
State of California )
)ss.
County of San Diego )
AFFIDAVIT OF POSTING
I, Shelley Chapel, MMC, City Clerk of the City of National City, hereby declare under penalty of perjury that
this notice of a Regular Meeting was called by the City Council of the City of National City was posted and
provided on Thursday, November 13, 2025, at 6:00 p.m. Said meeting to be held Tuesday, November 18,
2025, at 6:00 p.m. in the City Hall, City Council Chambers, 1243 National City Blvd., in the City of National
City, California. Said notice was posted on the Bulletin Boards in front of City Hall and the Library.
Shelley Chapel
Shelley Chapel, MMC, City Clerk
AGENDA
Consolidated Regular Meeting
Tuesday, November 18, 2025, 6:00 p.m.
City Council Chamber - 1243 National City Boulevard
National City, CA
Pages
1.CALL TO ORDER
2.ROLL CALL
3.PLEDGE OF ALLEGIANCE TO THE FLAG
4.INVOCATION
5.PUBLIC COMMENT
In accordance with State law, an item not scheduled on the agenda may be brought
forward by the general public for comment; however, the City Council will not be able to
discuss or take action on any issue not included on the agenda. Speakers will have up
to three (3) minutes.
6.PRESENTATION (Limited to Five (5) Minutes each)
6.1 National City Planning Commission and Housing Advisory Committee Annual
Report 2025
5
7.REGIONAL BOARDS AND COMMITTEE REPORTS (Limited to Five (5) Minutes each)
Per Government Code Section 53232.3(d) also known as AB1234:
Members of a legislative body shall provide brief reports on meetings attended at the
expense of the local agency at the next regular meeting of the legislative body.
8.CONSENT CALENDAR
The Consent Calendar may be enacted in one motion by the City Council with a Roll
Call Vote without discussion unless a Councilmember, a member of the Public, or the
City Manager requests an item be removed for discussion. Items removed from the
Consent Calendar will be considered immediately following the adoption of the
Calendar.
8.1 Approval of Reading by Title Only and Waiver of Reading in Full of Ordinance
on this Agenda
8.2 Approval of the City Council Meeting Minutes.10
Recommendation:
Approve and file.
8.3 Acceptance of a Grant from the San Diego Seniors Community Foundation to
Support Holiday-Themed Programming for Older Adults.
30
Recommendation:
Adopt the Resolution Entitled: “Resolution of the City Council of the City of
National City, California, Authorizing the City Manager or His Designee to
Accept the San Diego Seniors Community Foundation Grant in the Amount of
$5,000 to Support Holiday-Themed Programming for Older Adults at the
Kimball Senior Center and Authorizing the Establishment of Appropriations and
a Corresponding Revenue Budget in the Amount of $5,000.”
8.4 Amending City Council Policy Nos. 101, 107, 121, 201, 203, 204, 206, 502,
703, and 707.
35
Recommendation:
Adopt a Resolution Entitled, “Resolution of the City Council of the City of
National City, California, Amending City Council Policy Nos. 101,107, 121, 201,
203, 204, 206, 502, 703, and 707.”
8.5 Authorization to Enter into a Grant Agreement with the County of San Diego for
the Community Enhancement Program in the Amount of $20,000 for the “A
Kimball Holiday” Event.
106
Recommendation:
Adopt a Resolution Entitled: “Resolution of the City Council of the City of
National City, California, Authorizing the City Manager or Designee to Execute
a Grant Agreement with the County of San Diego through its Community
Enhancement Program in the Amount of $20,000 to Fund Enhancements for
the “A Kimball Holiday” Event, and Authorizing the Establishment of
Appropriations and a Corresponding Revenue Budget in the Amount of
$20,000.”
8.6 California Library Adult and Family Literacy Services Grant Funds Acceptance.116
Recommendation:
Adopt a Resolution Entitled, “Resolution of the City Council of the City of
National City, California, Authorizing the City Manager or His Designee to
Accept the California Library Literacy Services (CLLS) Grant of $69,147 to
Fund the National City Public Library’s Literacy Services Programs for Fiscal
Year 2026 and Authorizing the Establishment of a Library Grants Fund
Appropriation and Corresponding Revenue Budget in the Amount of $69,147.”
Page 2 of 400
8.7 Department of Alcoholic Beverage Control – Office of Traffic Safety Award of
$30,000 to the National City Police Department
121
Recommendation:
Adopt the Resolution Entitled, “Resolution of the City Council of the City of
National City, California, Authorizing the Acceptance of the Department of
Alcoholic Beverage Control’s Minor Decoy/Shoulder Tap Grant Project Funds in
the Amount of $30,000, Funded by the California Office of Traffic Safety
through the National Highway Traffic Safety Administration, and Authorizing the
Establishment of a Fiscal Year 2026 Appropriation and Corresponding
Revenue Budget in the Amount of $30,000.”
8.8 Dispense with Certain City Council Meeting Scheduled for December 16, 2025,
Per City Council Policy No. 104.
136
Recommendation:
Approve by City Council Motion to Dispense with December 16, 2025 Meeting
as Recommended by Staff.
8.9 2026 Office of Traffic Safety (OTS) Selective Traffic Enforcement Program
(STEP) Grant Number PT26055 in the Amount of $155,000.
137
Recommendation:
Adopt the Resolution Entitled, “Resolution of the City Council of the City of
National City, California, Authorizing the Acceptance of the 2026 Office of
Traffic Safety Selective Traffic Enforcement Program Grant in the Amount of
$155,000 and Authorizing the Establishment of an Appropriation and
Corresponding Revenue Budget in the Amount of $155,000.”
8.10 Warrant Register No. 13 for the Period of 9/19/25 through 9/25/25 in the
Amount of $3,511,912.75
186
Recommendation:
Ratify Warrants Totaling $3,511,912.75.
8.11 Warrant Register No. 14 for the Period of 9/26/25 through 10/2/25 in the
Amount of $2,328,365.09
194
Recommendation:
Ratify Warrants Totaling $2,328,365.09.
8.12 Warrant Register No. 15 for the Period of 10/3/25 through 10/9/25 in the
Amount of $2,265,263.50
211
Recommendation:
Ratify Warrants Totaling $2,265,263.50.
Page 3 of 400
9.PUBLIC HEARING
The following item(s) have been advertised as public hearing(s) as required by law.
9.1 Second Reading and Adoption of Multiple Ordinances Amending the National
City Municipal Code Chapters 15.08, 15.14, 15.20, 15.24, 15.75, 15.78 and
15.79 Related to California Codes for Electrical, Energy, Building, Plumbing,
and Mechanical.
218
Recommendation:
Adopt the Ordinances for the 2025 California Building Code; the 2025 California
Residential Code; the 2025 California Existing Building Code; the 2025
California Electrical Code and 2023 National Electrical Code; the 2025
California Mechanical Code; the 2025 California Plumbing Code; the 2025
California Energy Code; the 2025 California Green Building Standards Code;
and all Appendices Related to These Codes.
10.STAFF REPORTS
10.1 Approval of the Revision of the Information Technology Technician
Classification
268
Recommendation:
Adopt a Resolution Entitled, “Resolution of the City Council of the City of
National City, California, Revising the Job Description for the Information
Technology Technician Classification to Reflect Current Duties,
Responsibilities, and Technology Standards.
10.2 AP Triton EMS Transportation & Optimization Study 272
Recommendation:
Adopt the Resolution Entitled, “Resolution of the City Council of the City of
National City, California, Accepting the Emergency Medical Services (EMS)
Transportation & Optimization Study Conducted by AP Triton Consulting and
Directing the City Manager to Pursue the Development of a Municipal
Ambulance Transport System.”
11.CITY MANAGER’S REPORT
12.ELECTED OFFICIALS REPORT
13.CITY ATTORNEY REPORT
14.ADJOURNMENT
Regular Meeting of the City Council of the City of National City - Tuesday, December 2,
2025 - 6:00 p.m. - Council Chambers - National City, California.
Page 4 of 400
City of National City
NATIONAL CITY PLANNING COMMISSION &
HOUSING ADVISORY COMMITTEE ANNUAL REPORT (FY 25)
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replaced. Select the layout slide
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content holder.
Page 5 of 400
Meeting Statistics (FY 25)
2025
•Planning Commission Meetings
•3
2024
•Planning Commission Meetings
•5
•Joint Planning Commission &
Housing Advisory Meetings
•1
Page 6 of 400
Commission Action
•Conditional Use Permit (7)
•Grocery & Restaurant Alcohol Sales
•Gas station mixed-use (denial)
•Code Amendment (1)
•Zoning Map Change
•Coastal Development Permit (1)
•CUP for alcohol
•Subdivision (2)
•East 21st Street (2 lots)
•Van Ness Avenue (2 lots)
•Zone Variance (1)
•New SFR
•Street Vacation (1)
•Orange Avenue
Page 7 of 400
Highlights
•Bylaws
•Review & Update
•Training
•Process & Procedures (Attorney)
•Planning Commissioner Academy (3)
•Membership
•Resignation (1)
•New appointee –7 members
Page 8 of 400
Questions?
Page 9 of 400
AGENDA REPORT
Department: City Clerk's Office
Prepared by: Shelley Chapel, MMC, City Clerk
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
Approval of the City Council Meeting Minutes.
RECOMMENDATION:
Approve and file.
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
Meeting Minutes:
Special City Council Meeting – Closed Session of October 21, 2025
Regular City Council Meeting of October 21, 2025
Special City Council Meeting – Closed Session of October 24, 2025
FINANCIAL STATEMENT:
Not Applicable.
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Not Applicable
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
EXHIBITS:
Exhibit A - Special City Council Meeting – Closed Session of October 21, 2025 – Meeting Minutes
Exhibit B - Regular City Council Meeting of October 21, 2025 – Meeting Minutes
Exhibit C - Special City Council Meeting – Closed Session of October 24, 2025 – Meeting
Minutes
Page 10 of 400
SPECIAL MEETING MINUTES OF THE CITY COUNCIL
October 21, 2025, 4:00 p.m.
City Council Chamber - 1243 National City Boulevard
National City, CA
Present: Councilmember Molina
Councilmember Rodriguez (via Zoom)
Councilmember Yamane
Vice-Mayor Bush (arrived 4:13 p.m.)
Mayor Morrison
Others Present: Barry J. Schultz, City Attorney
Richard Romero, Assistant City Attorney
Shelley Chapel, City Clerk
Alicia Hicks, Director of Human Resources
Bruce Foltz, Director of Finance
Martin Reeder, Acting Director of Community Development
Tonya Hussain, Deputy City Clerk
Angelita Palma, Community Development Manager
____________________________________________________________________
1. CALL TO ORDER
A Special Meeting of the City Council of the City of National City was called to order at
4:03 p.m. via teleconference and in the Council Chamber, located in City Hall, 1243
National City Boulevard, National City, California.
AB 2449 Request:
Councilmember Rodriguez requested to attend the meeting virtually due to “Just Cause. “
City Clerk Chapel confirmed that at least a quorum of the legislative body was present at
the location of the meeting in City Council Chamber as identified on the agenda.
This was the first virtual City Council Meeting Councilmember Rodriguez had attended in
2025 under the AB 2449 provision. Councilmember Rodriguez stated that no one over the
age of 18 was in the same location as he.
Page 11 of 400
ACTION: Motion by Councilmember Yamane, seconded by Councilmember Molina, to
approve Councilmember Rodriguez’s request to participate remotely due to “Just Cause,”
under AB 2449. The motion was approved unanimously by those present. Vice-Mayor
Bush was absent.
2. ROLL CALL
Councilmembers present: Molina, Rodriguez (via Zoom), Yamane, Bush (arrived at 4:13
p.m.), Morrison
3. PLEDGE OF ALLEGIANCE TO THE FLAG
Councilmember Molina led the Pledge of Allegiance.
4. PUBLIC COMMENT (Public Comment will be restricted to Agenda Items Only)
No Public Comment.
5. CLOSED SESSION
Members retired into Closed Session at 4:11 p.m. and returned at 6:06 p.m. with all
members present in attendance: Bush (arrived at 4:13 p.m.), Rodriguez (via Zoom),
Yamane, Morrison, Molina, Huth, Foltz, Hicks, Romero, and Schultz.
5.1 CONFERENCE WITH LABOR NEGOTIATORS
Government Code Section 54957.6
Employee Organizations:
Municipal Employees’ Association (SEIU, Local 221), and
Police Officers Association (POA),
Unrepresented Groups: Executive, Confidential, and Management
Agency Designated Representatives:
Steven Berliner (Labor Negotiator)
Scott Huth (Interim City Manager)
Steve Manganiello (Director Eng/PW Director)
Bruce Foltz (Finance Director)
Alicia Hicks (Human Resources Director)
Labor Negotiator Berliner entered Closed Session at 4:11 p.m. and left at 5:10 p.m.
Hicks and Foltz left Closed Session at 5:10 p.m. and Romero left Closed Session at 5:11 p.m.
5.2 CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Government Code Section 54956.9
Property: 921, 925 and 929 National City Boulevard, CA 91950 (APN's 556-471-03 and
556-471-04)
Agency Negotiation: City of National City
Negotiating Parties: Scott Huth (Interim City Manager), Angelita Palma (Community
Development Manager)
Under Negotiation: Instruction to Negotiate
Palma and Reeder entered Closed Session at 5:11 p.m. and left at 5:37 p.m.
Page 12 of 400
5.3 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
Government Code Section 54956.9(d)(2)
Number of Potential Cases: 1
5.4 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
Government Code Section 54956.9(d)(2)
Number of Potential Cases: 1
Circumstances: City Council Item #11.1 on September 16, 2025, Demand to Cure Letter
from Neighborhood Market Association
To be reported out at the Regular City Council Meeting following this meeting at 6:00 p.m.
6. ADJOURNMENT
Mayor Morrison adjourned to the Regular Meeting of the City Council of the City of
National City, Tuesday, October 21, 2025, 6:00 p.m. in the Council Chamber, located in
City Hall, 1243 National City Boulevard, National City, California.
The meeting adjourned at 6:06 p.m.
__________________________
Shelley Chapel, MMC, City Clerk
The foregoing minutes were approved at the Regular Meeting of November 18, 2025.
__________________________
Ron Morrison, Mayor
Page 13 of 400
REGULAR MEETING MINUTES OF THE CITY COUNCIL
October 21, 2025, 6:00 p.m.
City Council Chamber - 1243 National City Boulevard
National City, CA
Present: Vice-Mayor Bush
Councilmember Rodriguez (via Zoom)
Mayor Morrison
Councilmember Molina
Councilmember Yamane
Others Present: Scott Huth, Interim City Manager
Barry J. Schultz, City Attorney
Shelley Chapel, City Clerk
Christopher Sullivan, Police Captain
Alicia Hicks, Director of Human Resources
Tonya Hussain, Deputy City Clerk
Martha Juarez, Assistant Director of Engineering/Public Works
Sergio Mora, Fire Chief
1. CALL TO ORDER
A Regular Meeting of the City Council of the City of National City was called to order at
6:16 p.m. via teleconference and in the Council Chamber, located in City Hall, 1243
National City Boulevard, National City, California.
AB 2449 Request:
Councilmember Rodriguez requested to attend the meeting virtually due to “Just Cause.”
City Clerk Chapel confirmed that at least a quorum of the legislative bod y was present at
the location of the meeting in City Council Chamber as identified on the agenda.
This was the first virtual City Council Meeting Councilmember Rodriguez had attended in
2025 under the AB 2449 provision. Councilmember Rodriguez stated that no one over the
age of 18 was in the same location as he.
Page 14 of 400
ACTION: Motion by Vice-Mayor Bush, seconded by Councilmember Yamane, to approve
Councilmember Rodriguez’s request to participate remotely due to “Just Cause,” pursuant
to AB 2449. Motion passed by roll call vote.
2. ROLL CALL
Councilmembers present: Molina, Rodriguez (via Zoom), Yamane, Bush, Morrison
Interpretation in Spanish provided by Carlos Diaz, Ruth Monroy and Luisa Diaz de Leon.
3. PLEDGE OF ALLEGIANCE TO THE FLAG
Vice-Mayor Bush led the Pledge of Allegiance.
4. INVOCATION
Invocation delivered by Pastor Xose y Ofelia Escamilla, Casa de Oracion, National City.
Councilmember Rodriguez left the dais at 6:28 p.m. and returned at 7:02 p.m.
5. PUBLIC COMMENT
Mayor Morrison summarized the process for acceptance of live public comment allowing
two (2) minutes per comment and introduced City Clerk Chapel.
In-person comment: Virtual comment:
Paul Wapnowski Becky Rapp
Yareli Cruz Judi Strang
Jon Alva Madison Rapp
Brian Clapper
Larry Emerson
Ted Godshalk
Daniel Kim
MPV - Micaela Polanco
MLM - Luisa McCarthy
Alisha Morrison
Doyle Morrison
Carina
Geoffrey Schrock
Liliana Armenta
Written comment:
David Garcia - Unregulated Car Cruising
David Garcia - Resident Leaving Cat Food in Public Areas
Ted Godshalk - Meetings
Michael Aguirre on Behalf of Micaela Polanco and Luisa McCarthy
Councilmember Molina left the dais at 6:55 p.m. and returned at 6:57 p.m.
Page 15 of 400
TECHNICAL NOTE: Interpreters were experiencing technical difficulties during the hours of 6:00
p.m. and 8:00 p.m. Comments may be heard on the video of the meeting, however, not all
interpretations were provided due to loss of connection with services.
6. PROCLAMATIONS AND RECOGNITION
6.1 Proclamation - Filipino American History Month
Mayor Morrison presented the Proclamation to Councilmember Yamane on behalf of the
Filipino American Community recognizing Filipino American History Month.
7. REGIONAL BOARDS AND COMMITTEE REPORTS (Limited to Five (5) Minutes each)
Councilmember Rodriguez shared discussions that were had at the MTS Public Safety
Committee Meeting regarding fares and making the transit system safer.
Councilmember Yamane had nothing to report.
Councilmember Molina discussed an upcoming Board of Directors Meeting for SANDAG,
reporting that herself as well as the two alternates for the City would not be in attendance
due to a scheduled Special Meeting for interviews for the City Manager.
Vice-Mayor Bush reported attendance at an MTS Board Meeting, where Operations Plans,
routes, fare increases, and the 12th and Imperial Avenue Terminal and affordable units
were discussed.
Mayor Morrison provided an update on the Regional Solid Waste Association Meeting.
8. CONSENT CALENDAR
ACTION: Motion by Vice-Mayor Bush, seconded by Councilmember Molina to approve
the Consent Calendar with the exception of Items 8.3, 8.5, 8.7, 8.9, 8.10, 8.11, and 8.12.
Motion carried by unanimous roll-call vote with the exception of Item 8.6 where
Councilmember Yamane voted No.
Councilmember Rodriguez left the dais at 7:12 p.m. - 7:27 p.m.
8.1 Approval of Reading by Title Only and Waiver of Reading in Full of Ordinance on
this Agenda
Motion carried by unanimous roll-call vote.
8.2 Approval of the City Council Meeting Minutes.
Approve and file.
Motion carried by unanimous roll-call vote.
Page 16 of 400
Item pulled for public comment.
8.3 Authorize the Purchase of Two (2) Chevrolet Tahoe Vehicles for the National City
Police Department
Adopted Resolution No. 25-142.
Public Comment: Thomas Rike.
Recommendation: Adopt a Resolution Entitled, “Resolution of the City Council of
the City of National City, California,
1) Waiving the Formal Bid Process Pursuant to National City Municipal Code
Section 2.60.260 Regarding Cooperative Purchasing and Authorizing the City to
Piggyback onto State of California Contract # 1-22-23-23D with Winner Chevrolet
for the Purchase of Two 2025 Chevrolet Tahoe Police Pursuit Vehicles in a Not-
To-Exceed Amount of $126,000 for the National City Police Department; and 2)
Authorizing the City Manager to Approve Adjustments of up to $12,600 to the Not-
To-Exceed Amount for the Purchase as a 10% Contingency for Unforeseen
Fluctuations in Pricing.”
ACTION: Motion by Councilmember Molina, seconded by Councilmember
Yamane to adopt the resolution.
Motion carried by unanimous roll-call vote.
8.4 Awarding a Contract to Fernando Araiza dba His Construction Company for the
National City Police Department Investigations Capacity Expansion Project, CIP
No. 25-15.
Adopted Resolution No. 2025-143.
Recommendation: Adopt a Resolution Entitled, “Resolution of the City Council of
the City of National City, California, 1) Awarding a Contract to Fernando Araiza
dba His Construction Company in the Not-To-Exceed Amount of $248,169 for the
National City Police Department Investigations Capacity Expansion Project, CIP
No. 25-15; 2) Authorizing the Establishment of an Appropriation of $200,000 for
the Project in the Development Impact Fees Fund (Police); 3) Authorizing a 15%
Contingency in the Amount of $37,226 for any Unforeseen Changes; and 4)
Authorizing the Mayor to Execute the Contract.”
Motion carried by unanimous roll-call vote.
Item pulled for public comment.
8.5 Increases to Salaries and Benefits for Executive, Management, and Confidential
Groups.
Adopted Resolution No. 2025-144.
Page 17 of 400
Public Comment: Thomas Rike.
Recommendation: Adopt the Resolution Entitled, “Resolution of the City Council
of the City of National City, California, Approving Salary and Benefit Changes for
the Executive, Management, and Confidential Employee Groups and Authorizing
a Fiscal Year 2025-2026 Budget Appropriation in the Amount of $1,204,317 to
Fund the Stated Salary and Benefit Increases.”
ACTION: Motion by Councilmember Yamane, seconded by Vice-Mayor Bush to
approve only the Confidential Group with the Executive and Management Group
portion to return at a future date.
Motion carried by unanimous roll-call vote.
8.6 Notice of Decision – Planning Commission Approval of a Zone Variance (ZV) for
a Less-Than-Required Street Wall for a Proposed Development at a Property
Located at 3040 East 16th Street.
Recommendation: Staff Recommends Approval of the Request for a Zone
Variance, Subject to the Recommended Conditions in the Attached Planning
Commission Resolution No. 2025-09, and a Determination that the Project is
Exempt from CEQA. The Granting of a Zone Variance is Allowable with Findings
Pursuant to Section 18.12.120 of the Land Use Code.
Motion carried by 3-1 roll-call vote with Councilmember Rodriguez absent.
Ayes: Molina, Bush, Morrison
Nays: Yamane
Absent: Rodriguez
Item pulled for public comment.
8.7 Regional Cooperative Care Partnership Dissolution
Adopted Resolution No. 2025-145.
Public Comment: Thomas Rike.
Recommendation: Adopt the Resolution Entitled “Resolution of the City Council of
the City of National City, California, Amending and Terminating the Regional
Cooperative Care Partnership (“RCCP”) Joint Exercise of Powers Agreement and
Dissolving the RCCP Effective December 31, 2025.”
ACTION: Motion by Vice-Mayor Bush, seconded by Councilmember Molina to
adopt the resolution.
Motion carried by unanimous roll-call vote.
Page 18 of 400
8.8 Successor Agency Last and Final Recognized Obligation Payment Schedule
(ROPS)
Adopted Successor Agency Resolution No. 2025-119.
Adopt the Resolution Entitled: “Resolution of the Board of the Successor Agency
to the Community Development Commission as the National City Redevelopment
Agency Approving the Last and Final Recognized Obligation Payment Schedule
(ROPS) for the Seven ROPS Periods Beginning July 1, 2026 through June 30,
2033 with Obligations Totaling $25,074,222, and Approving the Submittal of the
Last and Final ROPS to the County of San Diego Countywide Redevelopment
Successor Agency Oversight Board.”
Motion carried by unanimous roll-call vote.
Item pulled for public comment.
8.9 Vehicle Purchase for the Fire Department
Adopted Resolution No. 2025-146.
Public Comment: Thomas Rike
Recommendation: Adopt the Resolution Entitled, “Resolution of the City Council
of the City of National City, California, 1) Waiving the Formal Bid Process Pursuant
to National City Municipal Code Section 2.60.260 Regarding Cooperative
Purchasing and Authorizing the City to Piggyback onto Sourcewell Contract
#091521-NAF with National Auto Fleet Group for the Purchase and Buildout of a
2026 Ford Super Duty F-250 SRW (W2B) XLT 4WD Crew Cab; 2) Approving the
Purchase of a Camper Shell from the Lowest Responsive, Responsible Bidders;
and 3) Approving the Establishment of Appropriations and Transfers and a
Corresponding Revenue Budget in the General Fund and Vehicle Replacement
Fund Based on Funding from the Lower Sweetwater Fire Protection District’s
Equipment Replacement Fund in a Not-to-Exceed Amount of $81,476.76.”
ACTION: Motion by Councilmember Molina, seconded by Vice-Mayor Bush to
adopt the resolution.
Motion carried by unanimous roll-call vote.
Item pulled for public comment.
8.10 Warrant Register No. 7 for the Period of 8/08/25 through 8/14/25 in the Amount of
$2,681,431.27
Councilmember Rodriguez left the dais at 7:12 p.m.
Public Comment received from Thomas Rike on Agenda Items 8.10, 8.11, and
8.12.
Page 19 of 400
Recommendation: Ratify Warrants Totaling $2,681,431.27
ACTION: Motion by Councilmember Yamane, seconded by Councilmember
Molina to ratify the warrants for Agenda Items 8.10, 8.11, and 8.12.
Motion carried by 4-0 roll-call vote with Councilmember Rodriguez absent for
agenda Items 8.10, 8.11, and 8.12.
Item pulled for public comment.
8.11 Warrant Register No. 8 for the Period of 8/15/25 through 8/21/25 in the Amount of
$1,234,278.37
Ratify Warrants Totaling $1,234,278.37
ACTION: Motion by Councilmember Yamane, seconded by Councilmember
Molina to ratify the warrants for Agenda Items 8.10, 8.11, and 8.12.
Motion carried by 4-0 roll-call vote with Councilmember Rodriguez absent for
agenda Items 8.10, 8.11, and 8.12.
Item pulled for public comment.
8.12 Warrant Register No. 9 for the Period of 8/22/25 through 8/28/25 in the Amount of
$2,696,448.58
Ratify Warrants Totaling $2,696,448.58.
ACTION: Motion by Councilmember Yamane, seconded by Councilmember
Molina to ratify the warrants for Agenda Items 8.10, 8.11, and 8.12.
Motion carried by 4-0 roll-call vote with Councilmember Rodriguez absent for
agenda Items 8.10, 8.11, and 8.12.
9. CONTINUED PUBLIC HEARING
9.1 Public Hearing: Second Reading and Adoption of a General Plan Amendment and
Zone Change from (RS-2) to (MXC-1) for Properties Located at 3040, 3042-3046,
3102-3104, & 3106-3108 E. 16th St. and 1540 S. Harbison Ave.
Adopted Ordinance No. 2025-2549
Martin Reeder, Acting Director of Community Development did not provide a report
as this is the second reading for adoption.
Mayor Morrison opened the public hearing at 7:32 p.m.
In-person comment:
Susmitha Kudari
ACTION: Motion by Vice-Mayor Bush, seconded by Councilmember Molina to
close the public hearing.
Page 20 of 400
Motion carried by unanimous vote, of those present, by a roll call vote to close the
public hearing. Councilmember Rodriguez absent.
Public Hearing closed at 7:34 p.m.
Councilmember Rodriguez returned to the dais at 7:43 p.m.
Councilmember Rodriguez left the dais at 8:07 p.m. - 8:18 p.m.
Staff Recommendation: Adopt the Ordinance Entitled, "An Ordinance of the City
Council of the City of National City, California, approving a Zone Change for
Properties Located at 3040, 3042-3046, & 3106-3108 East 16th and 1540 South
Harbison Avenue, Changing the Zone from Small Lot Residential (RS-2) to Minor
Mixed-Use Corridor (MXC-1)."
ACTION: Motion by Vice-Mayor Bush, seconded by Councilmember Molina to
adopt the Ordinance.
Motion carried by 3-1 vote by roll-call vote.
Ayes: Molina, Bush, Morrison
Nays: Yamane
Absent: Rodriguez
10. PUBLIC HEARING
10.1 Public Hearing and Introduction of Multiple Ordinances Amending the National City
Municipal Code Chapters 15.08, 15.14, 15.20, 15.24, 15.75, 15.78 and 15.79
related to California Codes for Electrical, Energy, Building, Plumbing, and
Mechanical.
Recommendation: Continue this Item to the November 4, 2025 City Council
Meeting in Order to Introduce the Ordinances for the 2025 California Building
Code; the 2025 California Residential Code; the 2025 California Existing Building
Code; the 2025 California Electrical Code and 2023 National Electrical Code; the
2025 California Mechanical Code; the 2025 California Plumbing Code; the 2025
California Energy Code; the 2025 California Green Building Standards Code; and
all Appendices Related to these Codes; Receive Public Input; and Schedule for
the Meeting of November 04, 2025, for Consideration and Adoption.
ACTION: Motion by Councilmember Yamane, seconded by Councilmember
Molina to approve the staff recommendation.
Motion carried by 4-0 roll-call vote with Councilmember Rodriguez absent.
10.2 Public Hearing – Rescission of Ordinance 2025-2547 and Re-Introduction of an
Amendment of NCMC 9.38 Establishing a Tobacco Retail License Program
Mayor Morrison introduced City Attorney Schultz who gave the following
statement:
Page 21 of 400
“This agenda item was placed on tonight's agenda as a result of a Cure and
Correct Letter received from the Counsel for the Neighborhood Market
Association. Their allegation was that the last adoption meeting was not properly
noticed, according to the Brown Act it was a technical defect, indicating that
Council was actually introducing an ordinance instead of adopting an ordinance.
However, the Neighborhood Market Associate did receive notice of the actual
ordinance to be considered. They showed up in force, they made their concerns
known to the council. In fact, the Council actually considered their objections and
made a motion to support those objections. In essence, our review of it is that yes,
there was a technical notice defect, but that there is no prejudice caused by that
defect and that a different result would not have occurred. However, in order to
avoid unnecessary litigation, we have determined that it would be better for us to
be here tonight and ask Council to rescind the ordinance that was adoption and to
reintroduce the ordinance for introduction.”
ACTION: Motion by Vice-Mayor Bush, seconded by Councilmember Yamane to
rescind the Ordinance.
Motion carried by roll-call vote with Councilmember Rodriguez absent.
Ayes: Molina, Yamane, Bush, Morrison
Absent: Rodriguez
Mayor Morrison confirmed with staff that the there were no changes. The Mayor
read the title into the record.
Councilmember Rodriguez left the dais at 8:34 p.m. - 8:42 p.m.
Mayor Morrison left the dais at 8:54 p.m. - 8:57 p.m.
Councilmember Rodriguez left the dais at 9:05 p.m. - 9:08 p.m.
In-person comment:
Robin Madaffer - SD Land Lawyer
Wessam Rabbah
Emily Miller
Ronny
Rick Samdel
Larry Emerson
Leigh Martin
Jack Bozzi
Janan Moin
Jeremy Ogul
Alma Kassy
Lawrence Heriz
Nadia
Haitham Bidi
Page 22 of 400
Jeff Mansour
Cynthia Knapp - Save San Diego
Irma Hernandez
Toby Salem
Karen McManus
Ghali Dikho
Gloria Salis
Bryan Lam
Lance Hermes
Tony Konja
Manuel Andrade
Hadil Shamoon
Vincent Yanez
Margarita Moreno
Chris H.
Mike Raton
Mike Hermes
Jim Madaffer
Registered position, did not wish to speak:
In Favor:
Edwin Real
Carmen Gaxiola
Micaela Polanco
Luisa McCarthy
Paul Wapnowski
Alicia Sanche
Carmen Arroyo
Monserrat Hernandez
In Opposition:
Stephen Gaspar
Jim Hanna
Delon Yosif
Alphia Duncan
Evan Pheland
Jessica Kephart
Kamila Pheland
Virtual comment:
Alex Munoz
Peggy Walker
Blythe Young
Barbara Gordon
Megan Stuart
Page 23 of 400
Jennifer Gill
Laina Delgado Flores
Judy Strang
Written comment:
Robin Madaffer - SD Land Lawyers
Kyle Alderman - SD Land Lawyers
Alessandra Magnasco - CA Fuels Convenience Alliance
Jean Duffy
Leslie Johnson
Scott Knutson
Elizabeth Murphy
Gabriela Romero
Mirna Sallo
Ansam Goro
Manveer Sahota
ACTION: Motion by Councilmember Yamane, seconded by Councilmember
Molina to close the public hearing.
Motion carried by unanimous roll-call vote.
Public Hearing closed at 9:09 p.m.
ACTION: Motion by Councilmember Molina, seconded by Vice-Mayor Bush to
introduce the Ordinance to include the following changes:
Section 9.38.050 Section(b) to add outside advertising, Section 9.38.110
Section(a) to strike the sentence "Tobacco Retailer License may be transferred
from one person to another, or from one location to another." Section 9.38.160 (a)
regarding violations, include language provided by San Diego Land Lawyers
including higher fines with one change, removing the fifth violation which would be
license revocation would apply on the fourth violation.
Recommendation: Rescind Ordinance 2025-2547 and Re-Introduce the
Ordinance Entitled, “An Ordinance of the City Council of the City of National City,
California, Amending Title 9 of the National City Municipal Code by Amending
Chapter 9.38 Pertaining to Tobacco Retailer Licensing and Restricting the Sale,
Display and Promotion of Tobacco to Youth.”
ACTION: Motion carried by unanimous roll-call vote.
At 10:39 p.m. Mayor Morrison reminded the City Council of Policy No. 104 that requires
the City Council Meeting to be adjourned no later than 10:30 p.m. unless extended by
Council vote.
ACTION: Motion by Councilmember Molina, seconded by Vice-Mayor Bush to
extend the meeting beyond 10:30 p.m.
Page 24 of 400
Motion carried by unanimous roll-call vote.
Councilmember Rodriguez left the meeting at 10:39 p.m.
Mayor Morrison called for a break 10:41 p.m. - 10:45 p.m.
Mayor Morrison released the interpreters at 10:55 p.m.
10.3 Public Hearing - 2025 Development Impact Fees Schedule
Mayor Morrison inquired with staff to the possibility to continue the item to the next
meeting due to the written comment received. Councilmember Molina proposed
that this item be held over until the November 4th City Council meeting.
Written comment:
Stephan Gaspar - KIRE Builders Inc.
Adrian Luna - BIA
Recommendation: Hold a Public Hearing and Adopt the Resolution Entitled,
“Resolution of the City of National City, California, Adopting the 2025 Development
Impact Fee Schedule.”
ACTION: Motion by Mayor Morrison, seconded by Councilmember Molina to
continue the item to the November 4th City Council Meeting.
ACTION: Motion carried by unanimous roll-call vote of those present.
Councilmember Rodriguez was absent.
Ayes: Molina, Yamane, Bush, Morrison
Absent: Rodriguez
11. STAFF REPORTS
11.1 Amending City Council Policy No. 105 – Request by Member of the City Council
to Place an Item on a City Council Agenda
Adopted Resolution No. 2025-148
Recommendation: Adopt a Resolution Entitled, “Resolution of the City Council of
the City of National City, California, Approving Amended City Council Policy No.
105, Request by Member of the City Council to Place an Item on a City Council
Agenda.”
ACTION: Motion by Councilmember Molina, seconded by Councilmember
Yamane to adopt the resolution to include an amendment eliminating a partial
sentence under 2(a) beginning with "Request may be submitted to be agenized at
the initial City Council Meeting in which the matter will be heard."
Motion carried by unanimous roll-call vote of those present. Councilmember
Rodriguez was absent.
Page 25 of 400
Ayes: Molina, Yamane, Bush, Morrison
Absent: Rodriguez
11.2 Update on Housing Production in the City
Mayor Morrison introduced Martin Reeder, Interim Community Development
Director.
Recommendation: File the Report.
ACTION: Motion by Vice-Mayor Bush, seconded by Councilmember Yamane to
file the report.
Motion carried by unanimous roll-call vote of those present. Councilmember
Rodriguez was absent.
Ayes: Molina, Yamane, Bush, Morrison
Absent: Rodriguez
11.3 Follow-Up to Policy 105 Request – Activating Cultural Economic (ACE)
Opportunities Initiative Presentation
Mayor Morrison introduced the ACE group who presented the PowerPoint
Presentation: Presenter Karen Azhocar McManus Executive Director National
City Chamber of Commerce. Councilmembers provided feedback.
Recommendation: That the City Council Receive a Formal Presentation from the
National City Chamber of Commerce on the Activating Cultural Economic (ACE)
Opportunities Initiative and Provide Council Discussion and Direction on Next
Steps.
No vote needed.
12. CITY MANAGER’S REPORT
No Report.
13. ELECTED OFFICIALS REPORT
Closing remarks were provided by members of the City Council.
14. CITY ATTORNEY REPORT
Mayor Morrison introduced City Attorney Schultz who reported that there was no
reportable action on Closed Session agendas Item 5.1 through 5.4.
CLOSED SESSION
5.1 CONFERENCE WITH LABOR NEGOTIATORS
Government Code Section 54957.6
Employee Organizations:
Municipal Employees’ Association (SEIU, Local 221), and
Page 26 of 400
Police Officers Association (POA),
Unrepresented Groups: Executive, Confidential, and Management
Agency Designated Representatives:
Steven Berliner (Labor Negotiator)
Scott Huth (Interim City Manager)
Steve Manganiello (Director Eng/PW Director)
Bruce Foltz (Finance Director)
Alicia Hicks (Human Resources Director)
5.2 CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Government Code Section 54956.9
Property: 921, 925 and 929 National City Boulevard, CA 91950 (APN's 556-471-
03 and 556-471-04)
Agency Negotiation: City of National City
Negotiating Parties: Scott Huth (Interim City Manager), Angelita Palma
(Community Development Manager)
Under Negotiation: Instruction to Negotiate
5.3 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
Government Code Section 54956.9(d)(2)
Number of Potential Cases: 1
5.4 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
Government Code Section 54956.9(d)(2)
Number of Potential Cases: 1
Circumstances: City Council Item #11.1 on September 16, 2025, Demand to
Cure Letter from Neighborhood Market Association
15. ADJOURNMENT
Mayor Morrison adjourned to the Regular Meeting of the City Council of the City of National
City, Tuesday, November 4, 2025, 6:00 p.m. in the Council Chamber, located in City Hall,
1243 National City Boulevard, National City, California.
The meeting adjourned at 11:50 p.m.
_________________________
Shelley Chapel, MMC, City Clerk
The foregoing minutes were approved at the Regular Meeting of November 18, 2025.
__________________________
Ron Morrison, Mayor
Page 27 of 400
SPECIAL MEETING MINUTES OF THE CITY COUNCIL
October 24, 2025, 8:30 a.m.
City Council Chamber - 1243 National City Boulevard
National City, CA
Present: Councilmember Molina
Councilmember Rodriguez
Councilmember Yamane (arrived at 9:00 a.m.)
Vice-Mayor Bush
Mayor Morrison
Others Present: Barry J. Schultz, City Attorney
Shelley Chapel, City Clerk (Via Zoom)
Alicia Hicks, Director of Human Resources
Tonya Hussain, Deputy City Clerk
____________________________________________________________________
1. CALL TO ORDER
A Special Meeting of the City Council of the City of National City was called to order at
8:35 a.m. via teleconference and in the Council Chamber, located in City Hall, 1243
National City Boulevard, National City, California.
2. ROLL CALL
Councilmembers present: Molina, Rodriguez, Yamane (arrived at 9:00 a.m.), Bush,
Morrison
3. PLEDGE OF ALLEGIANCE TO THE FLAG
Councilmember Rodriguez led the Pledge of Allegiance.
4. PUBLIC COMMENT (Public Comment will be restricted to Agenda Items Only)
No Public Comment.
Page 28 of 400
5. CLOSED SESSION
Members retired into Closed Session at 8:37 a.m. and returned at 6:30 p.m. with all
members present in attendance: Bush Rodriguez, Yamane (arrived at 9:00 a.m.),
Morrison, Molina, Hicks, and Schultz.
5.1 PUBLIC EMPLOYEE EMPLOYMENT
Government Code Section 54957(b)
Position to be filled: City Manager
Upon returning from Closed Session at 6:30 p.m. City Attorney Schultz reported no
reportable action.
6. ADJOURNMENT
Mayor Morrison adjourned to the Regular Meeting of the City Council of the City of
National City, Tuesday, November 4, 2025, 6:00 p.m. in the Council Chamber, located in
City Hall, 1243 National City Boulevard, National City, California.
The meeting adjourned at 6:30 p.m.
__________________________
Shelley Chapel, MMC, City Clerk
The foregoing minutes were approved at the Regular Meeting of November 18, 2025.
__________________________
Ron Morrison, Mayor
Page 29 of 400
AGENDA REPORT
Department: Community Services
Prepared by: Mike Pacheco, Director of Community Services
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
Acceptance of a Grant from the San Diego Seniors Community Foundation to Support Holiday-
Themed Programming for Older Adults.
RECOMMENDATION:
Adopt the Resolution Entitled: “Resolution of the City Council of the City of National City,
California, Authorizing the City Manager or His Designee to Accept the San Diego Seniors
Community Foundation Grant in the Amount of $5,000 to Support Holiday-Themed Programming
for Older Adults at the Kimball Senior Center and Authorizing the Establishment of Appropriations
and a Corresponding Revenue Budget in the Amount of $5,000.”
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
The San Diego Seniors Community Foundation (SDSCF) awarded the City of National City a
grant in the amount of $5,000 under its No Senior Alone for the Holidays Initiative. The purpose
of the grant is to support programs that bring joy, connection, and community engagement to
older adults during the holiday season
The Kimball Senior Center will utilize the grant funds to host a variety of holiday activities
including:
Holiday Bingo with a membership renewal station and opportunity drawing for attendees
who bring a new participant.
IG Crochet Event offering a creative and social gathering for seniors.
Transportation Shuttle Services to and from the library to facilitate participation in events
These events will be free to participants and are designed to foster social interaction, reduce
isolation, and promote mental well-being among local seniors.
The grant will be administered by the Community Services Department, which operates the
Kimball Senior Center. Reporting requirements are minimal and include a brief summary of event
outcomes, participant feedback, and photos to be submitted to SDSCF by January 16, 2026
The City will provide acknowledgment of the Foundation’s support through event materials and
social media posts, in accordance with SDSCF’s guidelines.
Page 30 of 400
FINANCIAL STATEMENT:
If approved, a budget adjustment would be made in the General Fund in the Community Services
Department as follows:
Revenue Account No. 100-86-42-42100-3637- Donations
Expenditure Account No. 100-86-42-42100-7311- (Recreational Supplies)
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Not Applicable
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act
ORDINANCE:
Not Applicable
EXHIBITS:
Exhibit A – Resolution
Exhibit B – Grant Award Letter
Page 31 of 400
RESOLUTION NO. 2025 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY, CALIFORNIA,
AUTHORIZING THE CITY MANAGER OR HIS DESIGNEE TO ACCEPT THE SAN DIEGO
SENIORS COMMUNITY FOUNDATION GRANT IN THE AMOUNT OF $5,000 TO SUPPORT
HOLIDAY-THEMED PROGRAMMING FOR OLDER ADULTS AT THE KIMBALL SENIOR
CENTER AND AUTHORIZING THE ESTABLISHMENT OF APPROPRIATIONS AND A
CORRESPONDING REVENUE BUDGET IN THE AMOUNT OF $5,000.
WHEREAS, the San Diego Seniors Community Foundation (SDSCF) has awarded the
City of National City a grant in the amount of $5,000 under its No Senior Alone for the Holidays
initiative; and
WHEREAS, the purpose of the grant is to support programs that bring joy, connection,
and community engagement to older adults during the holiday season; and
WHEREAS, the Kimball Senior Center will utilize the grant funds to host a variety of
holiday activities including Holiday Bingo, a Crochet Event, and shuttle transportation to ensure
accessibility and participation for all seniors; and
WHEREAS, these programs promote social interaction, reduce isolation, and enhance the
quality of life for National City’s senior population.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:
Section 1: That the City Council of the City of National City hereby authorizes the
acceptance of a $5,000 grant from the San Diego Seniors Community Foundation to support
holiday-themed programming for older adults at the Kimball Senior Center.
Section 2: That the City Council authorizes the establishment of appropriations and
a corresponding revenue budget in the amount of $5,000.
Section 3: That the City Clerk shall certify to the passage and adoption of this
Resolution and enter it into the book of original Resolutions.
PASSED and ADOPTED this 18th day of November, 2025.
Ron Morrison, Mayor
ATTEST:
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
Barry J. Schultz, City Attorney
Page 32 of 400
P.O. Box 60515, Dan Diego, CA 92106 • 619.347.9936 • sdscf.org
SDSCF is a 501(c)(3)
Nonprofit Corporation
Tax ID: 81-4910505
October 28, 2025
National City Kimball Senior Center
140 E. 12th Street
National City, CA 91950
Attn: Zaide Jurado zjurado@nationalcityca.gov
Re: 2025 SDSCF No Senior Alone for the Holidays Grant Award
Hello Zaide,
Congratulations! Your organization has been selected to receive a grant from the
San Diego Seniors Community Foundation (the “Foundation”) in the amount of
$5,000 (“the Grant”). The Grant is awarded for your organization to produce
holiday-themed events to brighten the day of the older adults you serve. The
Grants Committee of the Foundation approved funding to support the following
purposes:
• Holiday Bingo – with membership renewal station, opportunity drawing
ticket to those who bring a new person
• IG Crochet Event
• Transportation – shuttle services from the library
Reporting requirements for this Grant are minimal. We ask that you provide a
summary of the event that is supported with the number of older adults served, a
comment or two from the administrative staff, a volunteer who is helping with the
event, and, if possible, a comment from an older adult who is a recipient of the
effort. This report is due by Friday, January 16, 2026.
Photos are so impactful. On the day of the event, we ask that you share photos of
your event on social media and tag the Foundation. As part of the final report, we
request submittal of photos that can be used by the Foundation for future
marketing efforts. We realize there may be issues of confidentiality and the need to
receive consent for this purpose. Please utilize your internal practices for image
and likeness authorization should you be able to provide pictures with clients.
The Foundation has contracted with a public relations firm to support our broader
No Senior Alone Initiative. If applicable, we may seek to gain your cooperation with
the publicizing of your event through a variety of media outlets. We will contact
you to discuss further should an opportunity present itself.
Page 33 of 400
Page 34 of 400
AGENDA REPORT
Department: City Clerk's Office
Prepared by: Shelley Chapel, MMC, City Clerk
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
Amending City Council Policy Nos. 101, 107, 121, 201, 203, 204, 206, 502, 703, and 707.
RECOMMENDATION:
Adopt a Resolution Entitled, “Resolution of the City Council of the City of National City, California,
Amending City Council Policy Nos. 101,107, 121, 201, 203, 204, 206, 502, 703, and 707.”
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
As per Council Policy No. 101, the City Council Policy Manual is to be reviewed annually and
updated as necessary. Staff has completed this review and is presenting the first group of
proposed amendments for consideration to the following Council Policies: Nos. 101, 107, 121,
201, 203, 204, 206, 502, 703, and 707.
The redlined versions of the policies are also included, reflecting proposed edits and staff notes.
Clerical revisions have been made throughout for consistency with the City’s style guide and
administrative procedures. In addition, a record of prior policy amendments has been added to
the end of each policy to provide a historical reference of changes made over time.
The second group of proposed amendments for consideration will return to the City Council in
January 2026.
FINANCIAL STATEMENT:
Not Applicable.
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Communication and Outreach
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
Page 35 of 400
EXHIBITS:
Exhibit A – Policy No. 101 – City Council Policy Manual - Redline
Exhibit B – Policy No. 107 – Appointments to BCCs – Redline
Exhibit C – Policy No. 121 – Mayor and City Councilmember Office Budget – Redline
Exhibit D – Policy No. 201 – Maintenance of Reserve Funds
Exhibit E – Policy No. 203 – Investment Policy
Exhibit F – Policy No. 204 – Donation Acceptance Policy
Exhibit G – Policy No. 206 – Debt Management
Exhibit H – Policy No. 502 – Public Improvements or Professional Service Contract Changes
Exhibit I – Policy No. 703 – CFCs – Eliminate this Policy
Exhibit J – Policy No. 707 – Alcohol Beverage License Application and Review Process
Page 36 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: August 15, 2023
ADOPTED: July 14, 1987
POLICY # 101 TITLE: City Council Policy Manual
Background:
The City Council of the City of National City is charged with the responsibility of establishing
municipal policies to guide the various functions of the City and, where necessary, to establish
procedures by which functions are performed. Regulatory policies established by the City Council
are usually adopted by ordinance and included in the Municipal Code, which establish the local
laws. Other policies, however are also established, which by their nature, do not require adoption
by ordinance. These policy statements adopted by resolution of the City Council need to be
consolidated in a reference document for easy access.
Purpose
It is the purpose of this policy to establish procedures for the preparation, distribution and
maintenance of Council policies and the “City Council Policy Manual.”
Policy
1. To establish a City Council Policy Manual which shall contain all City policy statements
adopted by resolution of the City Council.
2. Generally, policy statements in the City Council Policy Manual will include only such
municipal matters for which the responsibility of decision is placed in the City Council by
virtue of the Municipal Code, or specific ordinances, and resolutions.
3. All policy statements of the City Council shall be prepared in writing and approved by
resolution. Once approved, policy statements will be electronically reproduced, distributed
and included in the City Council Policy Manual. The Resolution Number and date of
adoption will be notated on the last page of amended policy in the Prior Policy
Amendments section..
4. Each policy adopted as part of the City Council Policy shall be adhered to by City
departments as expressions of the City Council’s Policy. Only the City Council can waive
the applicability of an adopted policy.
5. Each policy statement shall include: (a) a brief background description of a policy; (b) the
purpose of the policy; (c) the policy statements; (d) other criteria or procedural sections as
required; and (e) cross-reference notations as to appropriate provision in the Municipal
Code, Administrative Regulations, etc.
Page 37 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: August 15, 2023
ADOPTED: July 14, 1987
POLICY # 101 TITLE: City Council Policy Manual
6. The City Manager shall be responsible for the preparation, continuing maintenance, and
distribution of the City Council Policy Manual and additions or deletions thereto. The City
Clerk’s Office shall retain the original adopted resolution and maintain a copy of the
manual.
7. Each October, the City Council and City Manager shall review the City Council Policy
Manual for any needed additions, deletions, or changes deemed appropriate at the time.
Nothing in this policy shall prevent any individual member of the Council, the City Manager,
City Attorney, or the City Clerk from bringing to the attention of the City Council any
suggestions for manual revisions at other times during the year.
8. All newly-elected City Council Members, City Clerk, and City Treasurer shall receive a
copy of the City Council Policy Manual and orientation from applicable department staff.
Related Policy References
None.
Prior Policy Amendments
July 14, 1987 City Council Adopted Format and Text as Guide for Council Policy Manual – No
Resolution was adopted.
June 11, 2013 (Revised – No Resolution)
October 8, 2013 (Resolution No. 2013-147)
August 15, 2023 (Resolution No. 2023-115)
Page 38 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 16,
2021November 18, 2025
ADOPTED: June 17, 1986
POLICY # 107 TITLE: Appointments to Boards, Commission and Committees
PURPOSE
To establish a procedure to serve as a guide in making appointments to various City Boards,
Commissions, and Committees. The City currently has the following Boards, Commissions, and
Committees to which this Policy applies:
Mayor’s Appointments:
1. Board of Library Trustees
2. Community and Police Relations Commission
3. Park, Recreation, and Senior Citizens Advisory Committee
4. Public Art Committee
5. Sweetwater Authority
6. Traffic Safety Committee
7. Veterans and Military Families Advisory Committee
City Council Appointments:
1. Civil Service Commission
2. Planning Commission
3. Housing Advisory Committee including Ex-Officio Members
4. Port Commission (Per the San Diego Unified Port District Act, Section 16, this seat
must be filled by a National City resident. The Commissioner shall be a resident
of the City at the time of their appointments, and during their tenure.
POLICY
Appointment Process
A. Opportunity to apply. All interested individuals shall be given an opportunity to submit
applications for vacancies on City Boards, Commissions, and Committees. Incumbent
Appointees are not automatically re-appointed but are required to fill out an abbreviated
application provided by the City Clerk, indicating their interest in continuing to serve.
B. Unexpired terms. If an incumbent Appointee was appointed to fill an unexpired term
and the Appointee serves for less than one year in that position, the Council may re-
appoint the incumbent without considering other applicants.
C. Vacancies. When vacancies occur, the following procedure shall be followed:
1. Schedule vacancy. When a term is expiring or expires, public notice of the vacancy
shall be made, inviting interested individuals to submit applications for the vacancy
on a form provided by the City Clerk on the City website.
Page 39 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 16,
2021November 18, 2025
ADOPTED: June 17, 1986
POLICY # 107 TITLE: Appointments to Boards, Commission and Committees
Unscheduled vacancy. An unscheduled vacancy shall be filled according to
Government Code Section 54974, which generally provides as follows: Whenever
an unscheduled vacancy occurs, whether due to res ignation, death, termination, or
other causes, a special vacancy notice shall be posted in the Office of the City Clerk,
the City website, outside City Hall on the Bulletin Board, and on City social media
platforms not earlier than twenty (20) days before or not later than twenty (20) days
after the vacancy occurs. The City Council shall not make a final appointment for
at least ten (10) working days after posting the notice in designated locations. The
notice’s posting and application period shall be thirty (30) calendar days. However,
if it finds that an emergency exists, the City Council may, fill the unscheduled
vacancy immediately. According to this section, a person appointed to fill the
vacancy shall serve only on an interim basis until the final appointment.
The end of term for the members of Boards, Commissions, and Committees
generally occurs in an annual rotation during the months of March and September.
Appointments will be considered at those times unless a vacancy resulting from a
resignation results in the lack of a Quorum on the Board, Commission, or
Committee, in which case the appointment could occur at the time of the
unscheduled vacancy in accordance with the procedure set out above.
3. Government Code Section 40605, and National City Municipal Code Title 16, grants
the Mayor, with the City Council’s approvals, the authority to make all appointments
unless otherwise explicitly provided by statute. The exceptions are:
1. Civil Service Commission
2. Planning Commission
3. Housing Advisory Committee including Ex-Officio Members
4. Port Commission
The City Council fills vacancies on these bodies.
D. Implementation. Implementation of Council policy for appointment to Boards,
Commissions, and Committees requires the following:
1. Per Government Code Section 54972, on or before December 31 of each year,
the City Council shall prepare a list of appointments of all regular and ongoing
Boards, Commissions, and Committees appointed by the City Council. The
City Clerk will prepare the list of all regular and ongoing Boards, Commissions,
and Committees appointed by the Mayor or the City Council. The list shall
contain a list of all terms that will expire during the next calendar year, the
Page 40 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 16,
2021November 18, 2025
ADOPTED: June 17, 1986
POLICY # 107 TITLE: Appointments to Boards, Commission and Committees
incumbent appointee’s name, the appointment date, the term’s expiration date,
and the position’s necessary qualifications. It shall also include a list of all
Boards, Commissions, and Committees whose members serve at the City
Council’s pleasure and the qualifications required for each position. This Local
Appointments List shall be made available to the public on the City website.
2. Notice. A public notice for vacancies must be placed in the newspaper of
general circulation within the City, on the City’s website, City Hall Bulletin
Boards, and City social media platforms.
3. Expiration of term. All appointees will receive a letter as their terms expire
asking if they would like to re-apply for the position.
4. Applications. Applications shall be available on the City website and in the City
Clerk’s Office. Submissions must be received before the advertised deadline for
consideration for the appointment. All applications will be retained in the City
Clerk’s Office for one year from the date the application was submitted. During the
one-year retention period of the application, an applicant shall be considered for
other vacancies on Boards, Commissions, and Committees. The City Clerk’s Office
will notify the applicant being considered for an appointment to confirm that they
are still interested in volunteering.
5. A member may only serve on one (1) Board, Commission, or Committee at a time.
If an applicant applies for another position on a different Board, Commission, or
Committee, that applicant will forfeit the prior seat and a vacancy will occur per
policy.
6. Residency requirement: If a position on the Board, Commission or Committee is for
a resident, the applicant must be a resident at the time of submitting the application.
The address must be an identifiable National City address, with verification by the
City Clerk’s Office. If an applicant is found to be a non-resident, they will not be
considered. They will be encouraged to apply for a non-resident seat when available.
7. Interviews:
a. Mayor Appointments: Interviews for Mayoral appointments will be
conducted by the Mayor outside of the public meeting and scheduled by
the Mayor’s Office.
b. City Council Appointments: Interviews for the four (4) Civil Service
Commission, Planning Commission, Housing Advisory Committee, and
Page 41 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 16,
2021November 18, 2025
ADOPTED: June 17, 1986
POLICY # 107 TITLE: Appointments to Boards, Commission and Committees
Port Commission who serve at the City Council’s pleasure and are
appointed by the City Council as a body will be interviewed in the public
forum at a City Council Meeting as described below.
b.c. The City Clerk’s Office makes attempts to inform applicants of the date and
time of the City Council meeting so that the applicant may attend in person or
via Zoom for interviews and questions. Attempts are made via emails, and
telephone calls prior to the meeting.
8. Mayoral Appointments:
The Mayor will make the motion to appoint (naming the appointee) and
Councilmembers may second the motion. The City Clerk will then take a roll call
vote of the City Council. A majority vote of the City Council will be required for the
appointment. If the majority of the City Council choose to deny the proposed
appointment, the Mayor shall either propose an alternative candidate from the
current application pool or choose to reopen the application period and return to the
City Council at a future City Council Meeting with a different applicant for
consideration. If a Mayoral Appointment is not approved by the majority of the City
Council by confirmation, that applicant is removed from the pool for that seat. The
Mayor will return to a future meeting with a substitute Mayoral appointment.
9. For City Council Appointments, the Interview Process is as follows:
a. The City Clerk will provide an overview of the Board, Commission, or
Committee(s) with current vacancy (ies). The Mayor will introduce the
applicant and two (2) questions will be asked of each applicant on behalf
of the City Council.
b. Each applicant is given two (2) minutes to make a brief introduction of
themselves and their qualifications to the City Council.
c. Mayor and City Councilmembers will ask questions of each applicant. All
applicants must be asked the same questions.
d. Total time per applicant is five (5) timed minutes with time allowed for
clarification at the discretion of the City Council, not to exceed ten (10)
minutes total per applicant.
e. All appointments and interviews before the City Council will be scheduled
Page 42 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 16,
2021November 18, 2025
ADOPTED: June 17, 1986
POLICY # 107 TITLE: Appointments to Boards, Commission and Committees
as needed to fill unexpected vacancies, with every effort to be made
before an individual's term expires. Interviews may take place at one
meeting, with appointments made at a subsequent meeting.
9. Vacancies for City Council Appointed Positions. If the vacancy is for a City
Council appointed position, and there is more than one (1) applicant for a given
position, the voting process will proceed as follows: Once the interviews are
complete, each Councilmember votes for their choice via a written ballot
provided by the City Clerk. Each Councilmember shall print and sign their name
on the ballot. All ballots shall be considered a public record and be open to
inspection by the public. The ballots are passed to the City Clerk who announces
the number of votes for each candidate.
If the appointment process is conducted via a virtual meeting the process is the
same except the ballot/vote process. The City Clerk’s Office will provide a Vote
Sheet (a piece of paper electronically) with the name of each applicant to be
considered. Councilmembers will mark their paper, fold it and hand to the City
Clerk as they are collected. If a member is virtual, they will announce their vote
verbally first before any other votes are read. The City Clerk will tally the votes
and will then confirm the votes with a verbal roll call. The applicant with the
most votes is appointed.
In the event of a tie, each Councilmember votes again until one (1) candidate
has the majority vote and is declared to be the newly–appointed member of the
Board, Commission, or Committee.
10. Re-appointment beyond two terms. Anyone wishing to be re-appointed to any Board,
Commission, or Committee and has served two or more full terms already must be
approved by a four-fifths vote of the City Council. If all five members of the City
Council are not present, or if one member abstains or recuses their vote, the four-
fifths requirement shall be changed to require only a simple majority.
11. Report to Council:
All applications received for vacancies, whether Mayoral Appointment or City
Council Appointment, will be attached to the staff report to Council. All applications
will have private personal information redacted (name, street numbers and name of
street address, and phone number). This redacted information is in alignment with
Government Code Section 6255(a) because the public interest served by not
disclosing the applicant’s personal, private information and protection of the
Page 43 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 16,
2021November 18, 2025
ADOPTED: June 17, 1986
POLICY # 107 TITLE: Appointments to Boards, Commission and Committees
applicant’s right to privacy outweighs the public interest served by disclosing that
information.
12. An automatic vacancy upon becoming a Non-Resident. An unscheduled vacancy
automatically occurs when a resident holding an appointment position on a City
Board, Committee, or Commission becomes a non-resident by moving out of
National City limits. When an unscheduled vacancy occurs due to a resident
becoming a non-resident, the unscheduled vacancy may be filled as follows:
a. A special vacancy notice shall be posted in the Office of the City Clerk, and
in other places as directed by the City Council, not earlier than 20 days
before or not later than 20 days after the vacancy occurs. Final Appointment
at a City Council Meeting shall not be made by the Appointing Authority for
at least 10 working days after the posting of the notice in the City Clerk’s
Office.
b. The Appointing Authority may appoint the former resident to a Non-
Residential position if a Non-Residential position is vacant.
However, the Appointing Authority may, if it finds that an emergency exists, fill the
unscheduled vacancy immediately. A person appointed to fill the vacancy shall
serve only on an acting basis until the final appointment is made pursuant to this
section.
13. Only City Residents may be elected to Chair and Vice-Chair positions. To be
eligible to be elected as the Chairperson of a City Board, Committee, or
Commission, the member must be a resident of the City.
14. Resignations, Attendance, Training, and Removals
Resignation:
If a Commissioner or Member of a Board, Committee, or Commission is unable to
continue serving because of health, business requirements, or personal reasons,
a letter of resignation shall be submitted to the City Clerk, who will present to the
City Council.
Attendance:
Regular attendance at meetings is critical to be effective operation of City Boards,
Commissions, and Committees. The City Council relies on the advice of the City’s
Page 44 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 16,
2021November 18, 2025
ADOPTED: June 17, 1986
POLICY # 107 TITLE: Appointments to Boards, Commission and Committees
Boards, Commissions, and Committees, which is the result of discussions among
appointed members. The City Council anticipates that members of Boards,
Committees, and Commissions shall make every reasonable effort to attend all
regular and special meetings of their respective Boards, Commissions, and
Committees, and to be prepared to discuss matters on their respective agendas.
A Commissioner or Member of a Board, Committee, or Commission shall be
considered removed from any advisory board under the following conditions:
1. A Commissioner or Member of a Board, Committee, or Commission with
unexcused absences from three consecutive regularly scheduled meetings.
2. A Commissioner or Member of a Board, Committee, or Commission misses
more than 25% of the advisory body’s meetings in a calendar year.
3. A Commissioner or Member of a Board, Committee, or Commission must be
present at least one hour, or 50% of the entire meeting, whichever is less, to
be counted as present for purposes of attendance.
Excused Absences:
An “excused absence” is only granted when absolutely necessary and pre-
approved if at all possible. The City Council encourages Boards, Commissions,
and Committees to refrain from scheduling meetings on cultural and religious
holidays in order to encourage full participation by all Commissioners, Board
Members, and the public. The pre-approval of excused absences will be by the
body as a whole and documented in the meeting minutes.
Excused absences are listed as follows:
1. Illness of the Commissioner or Member of the Board, Committee, or
Commission, their family member, or their personal friend;
2. Business commitment of the Commissioner or Member of the Board,
Committee, or Commission that interferes with the attendance at a meeting;
3. Attendance of the Commissioner or Member of the Board, Committee, or
Commission at a funeral, religious service or ceremony, wedding, or other
similarly-significant event; or
4. Other reason for which the Commissioner or Member of the Board,
Committee, or Commission has given notice to the Chairperson or Secretary
of their unavailability fifteen (15) days in advance, as long as the unavailability
is not expected to last longer than 30 days.
Page 45 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 16,
2021November 18, 2025
ADOPTED: June 17, 1986
POLICY # 107 TITLE: Appointments to Boards, Commission and Committees
Removal:
The Secretary or Lead of each Board, Commission, or Committee will report the
attendance to the Office of the City Clerk on a monthly basis. If the attendance or
absences fall within these guidelines, the Office of the City Clerk will prepare a
report to City Council for review and possible removal of the Commissioner,
Member, or Alternate sitting on the Board, Committee, or Commission. Any
Commissioner, Member, or Alternate sitting on a Board, Committee, or Commission
may be removed from office at any time by a simple majority vote of the City Council
at a regularly scheduled Council meeting with or without cause.
Mandatory Training and Filing Requirements:
Commissioners and Members of Board, Committee, or Commission, as
appointed by the legislative body, are entrusted with certain responsibilities and
concomitant training and reporting. The following are requirements of
Commissioners and Members of Boards, Commissions, and Committees. This
training is required to be completed within 30 days of appointment or
notification.
1. Oath of Office (Article XX of the California Constitution, and California
Government Code Section 36507)
2. Fair Political Practices Commission (FPPC) Statement of Economic
Interest Form 700 Filing (California Government Code Section 87100 et
seq)
3. AB1234 Ethics Training (California Government Code Section
53235.1(b))
4. Anti-Sexual Harassment Training
5. Brown Act Training
6. Social Media Training
7. Any training required by State Law, Federal Law, or City Policies.
All training is offered in a variety of formats including in person, via Zoom,
training website/software, and pre-recorded video. Currently, these are all
requirements of the Mayor and City Council, and City staff.
Removal:
Failure to complete any of these requirements within 30 days of the
appointment date or date of notification is cause for automatic removal.
Page 46 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 16,
2021November 18, 2025
ADOPTED: June 17, 1986
POLICY # 107 TITLE: Appointments to Boards, Commission and Committees
Related Policy References
Government Code Section 40605
Government Code Section 54970, et seq.
Article XX of the California Constitution, and California Government Code Section 36507
California Government Code Section 53235(b)
California Government Code Section 87100 et seq
National City Municipal Code Title 16 (pending)
Prior Policy Amendments:
February 2, 2021 (Resolution No. 2021-08)
May 19, 2020 (Resolution No. 2020-95)
November 9, 1993 (Resolution No. 93-173)
June 11, 2013 (Revised – No Resolution – Refer to Meeting Minutes)
October 8, 2013 (Resolution No. 2013-147)
May 19, 2020 (Resolution No. 2020-20)
Page 47 of 400
Page 1 of 5
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
CITY OF NATIONAL CITY
NCIL POLICYTITLE: Mayor and City Councilmembers Office Budget POLICY: 121
ADOPTED: June 4, 2024 AMENDED: November 18, 2025
PURPOSE
The City Council of National City, during the adoption of the Fiscal Year 2023-2024
City Budget, included a $100,000 appropriation for each Councilmember’s budget.
The purpose of this policy is to establish uniform guidelines and procedures for the
expenditure of the funds to ensure that the funds are expended in the best interests
of the Council District and/or City, as applicable, and are consistent with the
objectives of the City’s Strategic Plan and City Council priorities, and as well as follow
City procurement procedures.
POLICY
A. The Mayor and each Councilmember must submit an Annual Appropriation
Request for review by the Department of Finance and the City Manager as
part of the City’s Annual Budget Adoption process.
Budget categories are as follows:
Personnel Services
o Part Time Positions
o Full Time Positions
o Professional Services (consultants)
Governmental Purposes: These expenditures must be consistent with the
City’s adopted Strategic Plan, and City Council priorities and City procurement
procedures and spent for the benefit of within the District of the
Councilmember. (See attached Strategic Plan 2020 -2025).
Training, Travel and Subsistence: These expenditures are for conferences or
training registration fees, travel costs associated with getting to the
training/conference, and lodging and meals during the training/conference.
The training/conference must be directly related to City business and have a
direct benefit to the City and, therefore, will be considered City business.
When a Councilmember attends a conference/training at the expense of the
City, he/she must report out on the conference/training in accordance with AB
1234. Attachment 2 to this policy is the list of approved conferences and
trainings. Conferences/trainings not listed will require prior City Council
approval before any expenditures of City funds may be made. All requests for
reimbursement for travel and conference/training expenses must be
Page 48 of 400
TITLE: Mayor and City Councilmembers Office Budget POLICY: 121
ADOPTED: June 4, 2024 AMENDED:
Page 2 of 5
consistent with City Council Policy #109 and include estimated costs and the
event agenda. and must be pre-approved by the Purchasing Review
Committee.
These funds may also be used for travel, lodging and meals related to
legislative advocacy provided the legislative advocacy is consistent with the
City’s adopted legislative platform.
Materials and Supplies: These expenditures are for general office supplies,
supplies for events or outreach. Purchase of materials and supplies must be
consistent with the City’s Purchasing Policy.
B. Professional Services: Councilmembers may require, in addition to
administrative support, services of a recurring nature or for a specific one-time
project which cannot be routinely provided by City staff, either because of the
expertise required or the ongoing workload. Consultants may be employed
where City staff is unable to accommodate this need.
It is the policy of the Council that the selection of consultants by Mayor and/or
Councilmembers shall be made from as broad a base of applicants as
possible and that the choice be based on demonstrated capabilities or specific
expertise. The Council encourages the engagement of local consultants
where possible. The type and scope of the required service or product must
be clearly defined by the Mayor/Councilmember so the City Manager can
determine whether it can be most efficiently provided by City staff or by a
consultant and, where a consultant will be chosen, whether licensed or non-
licensed services are necessary.
A minimum of three quotes or a written sole-source justification is required for
consultant contractsA minimum of three qualified consultants should be
considered for selection except in those cases where unique expertise is
required and can be provided only by a limited number of available
consultants.
All consultant contracts must be reviewed by the City Attorney’s Office for
compliance with AB 5 and shall be on a City Attorney approved contract form.
All consulting contracts which exceed $50,000 shall be reviewed and
approved by the City Council. At a minimum, the following information shall
be provided to the Council for review:
* The length of time the consultant has been in the business required
by the scope of work.
* Proof of expertise and demonstrated success in the field of expertise
required by the scope of work.
Page 49 of 400
TITLE: Mayor and City Councilmembers Office Budget POLICY: 121
ADOPTED: June 4, 2024 AMENDED:
Page 3 of 5
* All Councilmembers engaging consultants or vendors must complete
and file a Conflict-of-Interest Attestation before any payment is
processed.Disclosure of economic interests and relationships between the
Mayor/Councilmember and the consultant during the past 12 months.
For contracts below $50,000, the City Manager has the discretion as to
whether City Council approval is required.
C. Part Time and Full Time Personnel: Part time and full time personnel shall be
recruited and hired in accordance with the City’s personnel hiring policies and
practices.
D. Restrictions on the Use of Public Resources: All expenditures are subject to
the restrictions on the use of public funds including, but not limited to:
a. Gift of public funds prohibited.
b. Use of public funds or resources for political purposes is prohibited.
c. Political activities during the workday are prohibited.
d. Public resources cannot be used for political campaign activities.
E. Social Media: To the extent public resources (i.e. funds or staff) are used for
social media, the City’s Social Media Policy is applicable. The Social Media
Policy is Policy 1.13 and is located in the City Administrative Manual.
F. Reimbursement Procedure: Prior to the expenditure, all reimbursement
requests must be submitted to the Mayor (acting as the Department Head) for
approval. The request shall show the details of the proposed expenditure with
supporting documents. The Mayor shall review the request for compliance
with this policy and any other applicable policy and affix his/her signature to
signify approval and submit the request to the City Manager for final approval.
Should the Mayor not approve a reimbursement request he/she shall notify
the City Council within 24 hours of the denial and provide the basis for the
denial. In the event the Mayor and City Manager disagree as to the
approval/denial of the specific request, the request shall be submitted to the
City Council for consideration.
G. District Budget Carryover: Council District funds shall be expended during the
fiscal year approved. Unexpended funds shall not carry over into the next
fiscal year.
H. Non-profits: Council District funds shall not be used to contribute to or support
non-profit or tax exempt organizations.
I. This policy shall be reviewed on an annual basis by the City Manager’s Office
and the Finance Department, with recommended updates brought forward for
Council consideration.
Page 50 of 400
TITLE: Mayor and City Councilmembers Office Budget POLICY: 121
ADOPTED: June 4, 2024 AMENDED:
Page 4 of 5
J. The purchase of items that will have the name of the Mayor or Council member
on the item shall follow local state and federal laws and it is the responsibility
of the elected official to ensure compliance. It is important for the public, and
residents to know who the elected representatives are that represent them.
That said, it is the Council’s policy that the name of an elected official should
be subordinate to the information provided in or on, the flyer, publication or
item wherein the name will be placed. The City Council may determine size
restrictions for any item that will be distributed by the City (electronically or by
other means)
K. Refreshments for district events: the maximum amount the City will reimburse
for a single District event is $50. City wide events shall be approved by the
City Council
Branding items are for the entire City, i.e.“City of National City.” No branding items
or any give-a-ways shall be paid by City funds for districts.
Clothing: The City shall pay for two shirts and one hat per year. A jacket may be
purchased once every 4 years and the costs reimbursed is limited to $120.
L. Accountability and Reporting: The Finance Department shall prepare quarterly
expenditure reports for each Council office and provide them to the full City
Council.
M. Use of Public Funds for Non-Public Purposes Prohibited:
a. All expenditures made under this policy must serve a clear public
purpose that benefits the residents or community of National City as a
whole.
b. Funds may not be used for any activity, purchase, or production that
primarily promotes, markets, or personally benefits an individual
Councilmember or elected official. This includes, but is not limited to:
i. Printing or digital production of materials (e.g., flyers, banners,
canopies, or videos) that highlight or brand one Councilmember
independent of City programs.
ii. Use of office budgets for personal branding, campaign logos,
political slogans, or materials resembling campaign advertising.
iii. Expenditures for community events, advertisements, or
sponsorships that are not mutually available to all Council offices
or do not serve a Citywide benefit.
c. All media or communications materials produced with City funds must
be coordinated through the City’s Public Information Officer and adhere
to the City’s adopted Social Media and Communications Policy to
ensure consistency, neutrality, and equal access across all Council
offices.
Page 51 of 400
TITLE: Mayor and City Councilmembers Office Budget POLICY: 121
ADOPTED: June 4, 2024 AMENDED:
Page 5 of 5
Violations of this section will be considered misuse of public funds and
subject to corrective action, including denial of reimbursement, public
disclosure in quarterly reports, and potential referral to the City Attorney
or FPPC for review.
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: March 4, 2025
November 18, 2025
ADOPTED: June 26, 1985
POLICY #201 TITLE: Maintenance of Reserve Funds
Purpose
The purpose of this policy is to ensure the City’s ability to withstand unexpected financial
emergencies such as those that may result from natural disasters, revenue shortfalls, or
unanticipated expenditures of a non-recurring nature, and to accumulate funds for large-scale
purchases.
Policy
The City will accumulate and maintain reserves in the categories and at the target levels described
below. The actual amount of any of the reserves may exceed its target level because any
additional amounts would increase the financial security of the City.
GENERAL FUND ECONOMIC CONTINGENCY RESERVE: an amount equal to twenty
percent (20%) of a single year’s budgeted General Fund operating expenditures.
“Operating expenditures” shall be defined as all expenditures, except those of a capital
nature, plus operating subsidies provided to the Library Fund, Parks Fund, and
Personnel Compensation Fund (OPEB benefits payments), or to any other fund as
determined by the City Council. Formal City Council action is required to increase the
balance in the reserve or to authorize the use of any portion of its balance. This reserve
is intended to be used in the event of a catastrophic event or significant downturn in the
economy that cannot be mitigated with other funding sources.
GENERAL FUND UNASSIGNED FUND BALANCE: an amount equal to ten percent
(10%) of a single year’s budgeted General Fund budget. “Budget” shall be defined as
including all operating expenditures, capital outlay, operating subsidies and transfers-out.
The General Fund Unassigned Balance is determined annually as part of the preparation
of the City’s Comprehensive Annual Financial Report (CAFR). Amounts in excess of the
target level will be used to increase or replenish other reserves (with priority given to the
Economic Contingency and Facilities Maintenance Reserves), to set aside resources for
specific one-time uses, or as a funding source for one-time expenditures included in the
annual budget or for needs that arise subsequent to budget adoption.
GENERAL FUND FACILITIES MAINTENANCE RESERVE: an amount equal to three
times the annual amount budgeted to provide major maintenance for the City’s building
assets. “Building assets” shall be defined as all permanent or nonpermanent structures
constructed or installed to provide a workplace for City employees or house City assets
and/or operations. The annual amount to be budgeted for major maintenance projects is
1.5% of the City’s General Fund Operating expenditures. “Operating expenditures” shall
be defined as all expenditures, except those of a capital nature, plus operating subsidies
provided to the Library Fund, Parks Fund, and Personnel Compensation Fund (OPEB
benefits payments), or to any other fund as determined by the City Council.Budget.
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: March 4, 2025
November 18, 2025
ADOPTED: June 26, 1985
POLICY #201 TITLE: Maintenance of Reserve Funds
Formal City Council action is required to increase the balance in the reserve or to authorize
the use of any portion of its balance. This reserve is to be used for extraordinary major
maintenance costs that cannot be met within the annual budgeted amount and for which
no other funding sources is available.
GAS TAXES FUND CONTINGENCY RESERVE: an amount equal to a minimum of five
percent (5%) of the estimated annual revenue of the Gas Taxes Fund.
SEWER SERVICE FUND OPERATIONS / CASH FLOW RESERVE: an amount equal
to at least fifty percent (50%) of a single year’s budgeted Sewer Service Fund operating
expenditures.
SEWER SERVICE FUND METRO CASH FLOW RESERVE: an amount equal to the
City’s estimated portion of the projected cash needs for capital costs of the San Diego
Metropolitan Sewerage System’s wastewater treatment program. This amount is assumed
to be $850,000 for fiscal year 2025-26 through fiscal year 2029-30.
SEWER SERVICE FUND CAPITAL REPLACEMENT RESERVE: an amount equal to
between ten percent (10%) and fifteen percent (15%) of a single year’s budgeted Sewer
Service Fund user fees.
SEWER SERVICE FUND CAPITAL EXPANSION RESERVE: an amount equal to
between ten percent (10%) and fifteen percent (15%) of a single year’s budgeted Sewer
Service Fund user fees.
SEWER SERVICE FUND EMERGENCY / NATURAL DISASTER RESERVE: an amount
equal to a minimum of fifteen percent (15%) of a single year’s budgeted Sewer Service
Fund operating expenditures, including both operational and capital investment program
costs
GENERAL LIABILITY INSURANCE RESERVE: an amount of assets in the Liability
Insurance Fund (an internal service fund) sufficient to meet the eighty percent (80%)
confidence level of adequacy for the net claim’s liability, as updated annually by the City’s
actuary. The reserve level requirements will be reviewed as part of the annual budget
process whereupon internal service fund charges will be set such that anticipated
expenditures for the budget year can be met and the reserve level maintained.
WORKERS’ COMPENSATION RESERVE: an amount of assets in the Liability Insurance
Fund (an internal service fund) sufficient to meet the eighty percent (80%) confidence level
of adequacy for the net claim’s liability, as updated annually by the City’s actuary. The
reserve level requirements will be reviewed as part of the annual budget process
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: March 4, 2025
November 18, 2025
ADOPTED: June 26, 1985
POLICY #201 TITLE: Maintenance of Reserve Funds
whereupon internal service fund charges will be set such that anticipated expenditures for
the budget year can be met and the reserve level maintained
IRREVOCABLE SUPPLEMENTAL PENSION TRUST RESERVE: an amount equal to
two years of unfunded liability payments as determined by the most current CalPERS
valuation reports for both the Safety and Miscellaneous plans. The assets of this reserve
are held in an irrevocable Section 115 pension trust that may be used only for pension
related costs and upon direction of the City Council. Investment earnings on the assets
in the trust will be the primary vehicle for reaching the target level of reserves, although
periodic contributions may be made from other sources upon direction of the City Council.
Once the target level is reached, the earnings on the assets in the trust may be used to
fund a portion of the City’s pension related payments to CalPERS. This target will be
reevaluated should the City issue pension obligation bonds.
IRREVOCABLE OTHER POST-EMPLOYMENT BENEFITS TRUST RESERVE: an
amount equal to eighty percent (80%) of the total net other post-employment benefits
(OPEB) liability of the City’s OPEB plans. Under the plan, the City provides payments to
City retirees to be used towards medical insurance premiums. The City’s net OPEB
liability is updated annually and reported in the City’s CAFR. The assets of this reserve
are held in an irrevocably Section 115 OPEB trust that may be used only for the City’s
OPEB plan and upon direction of the City Council. Investment earnings on the assets in
the trust will be the primary vehicle for reaching the target level of reserves, although
periodic contributions may be made from other sources upon direction of the City Council.
Once the assets in the trust reach the target level, the earnings on the assets may be used
to offset a portion of the OPEB plan benefits that are routinely annually budgeted and paid
for using other resources of the general fund.
VEHICLE REPLACEMENT RESERVE: an amount equal to thirty percent (30%) of the
recorded (book) value of the motor vehicles and associated assets accounted for in the
Vehicle Replacement Fund (an internal service fund). Internal service fund charges to
benefitting departments provide the mechanism for building the reserves in the fund. The
charges take into account the initial acquisition costs of the assets, their expected years
of service, and the estimated cost to replace them at the end of their useful life. Once the
target level is reached, the adequacy of the reserve with respect to the status of the fleet
should be reevaluated along with the formula used for developing the ISF charges.
The status of each reserve shall be reviewed each year by the City Manager as part of the
budgeting process. The City Manager shall take into account the most recently completed CAFR
and any other pertinent data and make recommendations to the City Council regarding any
adjustments to reserve levels; however, nothing in this policy shall prevent determining or
reporting on the level of any reserves at other times during the year.
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: March 4, 2025
November 18, 2025
ADOPTED: June 26, 1985
POLICY #201 TITLE: Maintenance of Reserve Funds
Replenishment of Reserves
If a reserve balance falls below the targeted level, the City shall strive to restore it to the targeted
level through budgetary or other means according to the following guidelines:
If a reserve is drawn down to 75-99% of its targeted balance, it shall be restored to 100%
over a 1 to 3 year period.
If a reserve is drawn down to 50-74% of its targeted balance, it shall be restored to 100%
over a 3 to 5 year period.
If a reserve is drawn down below 50% of its targeted balance, it shall be restored to 100%
over a 5 to 7 year period.
These guidelines may be suspended, in whole or part, if financial or economic circumstances
prevent meeting any or all of the timelines.
Related Policy References
None
Prior Policy Amendments
September 17, 2019
November 21, 2017
June 7, 2016
October 7, 2014
December 10, 2013
March 12, 2002
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 19, 2024
ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
I. INTRODUCTION
The City of National City’s investment program will conform to federal, state, and other legal
requirements, including California Government Code Sections 16429.1-16429.4, 53600-
53609, and 53630-53686. The following investment policy addresses the methods,
procedures, and practices which must be exercised to ensure effective and judicious fiscal
and investment management of the City’s funds. It is the policy of the City to invest public
funds in a manner that will provide a market rate of return, given its requirements for
preserving principal and meeting the daily cash flow demands of the City. All investments
will comply with this Investment Policy and governing laws.
This Investment Policy replaces any previous Investment Policy or Investment Procedures
of the City.
II. SCOPE
This Investment Policy applies to all the City’s financial assets and investment activities with
the following exception(s):
Proceeds of debt issuance shall be invested in accordance with the City’s general
investment philosophy as set forth in this policy; however, such proceeds are invested in
accordance with permitted investment provisions of their specific bond indentures.
CalPERS, OPEB trusts, and the investment of employees’ deferred compensation funds
invested pursuant to Government Code Section 53609.
Pooling of Funds: Except for cash in certain restricted and special funds, the City will
consolidate cash and reserve balances from all funds to maximize investment earnings and
to increase efficiencies with regard to investment pricing, safekeeping and administration.
Investment income will be allocated to the various funds based on their respective
participation and in accordance with generally accepted accounting principles.
III. GENERAL OBJECTIVES
The overriding objectives of the investment program are to preserve principal, provide
sufficient liquidity, and manage investment risks.
1. Safety: Safety of principal is the foremost objective of the investment program.
Investments will be undertaken in a manner that seeks to ensure the preservation of
capital in the overall portfolio. The objective will be to mitigate credit risk and interest
rate risk.
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ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
2. Liquidity: The investment portfolio will remain sufficiently liquid to meet all operating
requirements
3. Return: The investment portfolio will be designed with the objective of attaining a market
rate of return throughout budgetary and economic cycles, taking into account the
investment risk constraints for safety and liquidity needs.
IV. PRUDENCE, INDEMNIFICATION, AND ETHICS
A. Prudent Investor Standard: Management of the City’s investments is governed by the
Prudent Investor Standard as set forth in California Government Code Section 53600.3:
“…all governing bodies of local agencies or persons authorized to make
investment decisions on behalf of those local agencies investing public funds
pursuant to this chapter are trustees and therefore fiduciaries subject to the
prudent investor standard. When investing, reinvesting, purchasing, acquiring,
exchanging, selling, or managing public funds, a trustee shall act with care, skill,
prudence, and diligence under the circumstances then prevailing, including, but
not limited to, the general economic conditions and the anticipated needs of the
City, that a prudent person acting in a like capacity and familiarity with those
matters would use in the conduct of funds of a like character and with like aims, to
safeguard the principal and maintain the liquidity needs of the City. Within the
limitations of this section and considering individual investments as part of an
overall strategy, investments may be acquired as authorized by law.”
B. Indemnification: The Director of Finance or City Manager designee hereinafter
designated as Financial Services Officer and other authorized persons responsible for
managing City funds, acting in accordance with written procedures and the Investment
Policy and exercising due diligence, will be relieved of personal responsibility for an
individual security’s credit risk or market price changes, provided deviations from
expectations are reported within 30 days and appropriate action is taken to control adverse
developments.
C. Ethics: Officers and employees involved in the investment process will refrain from
personal business activity that could conflict with proper execution of the investment
program, or which could impair their ability to make impartial investment decisions.
V. DELEGATION OF AUTHORITY
A. Authority to manage the City’s investment program is derived from California
Government Code Section 53600 et seq. The City Council is responsible for the City’s cash
management, including the administration of this Investment Policy. Management
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CITY OF NATIONAL CITY
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ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
responsibility for the cash management of City funds is hereby delegated to the Director of
Finance and/or Financial Services Officer.
The Director of Finance or designee will be responsible for all transactions undertaken and
will establish a system of procedures and controls to regulate the activities of subordinate
employee.
B. The City may engage the services of one or more external investment managers to
assist in the management of the City’s investment portfolio in a manner consistent with the
City’s objectives. Such external managers may be granted discretion to purchase and sell
investment securities in accordance with this Investment Policy. Such managers must be
registered under the Investment Advisers Act of 1940.
VI. AUTHORIZED FINANCIAL INSTITUTIONS, DEPOSITORIES, AND BROKER/DEALERS
A list will be maintained of financial institutions and depositories authorized to provide
investment services. In addition, a list will be maintained of approved security broker/dealers
selected by conducting a process of due diligence described in the investment procedures
manual. These may include “primary” dealers or regional dealers that qualify under
Securities and Exchange Commission (SEC) Rule 15C3-1 (uniform net capital rule).
A. The City’s Director of Finance or designee will determine which financial institutions are
authorized to provide investment services to the City. Institutions eligible to transact
investment business with the City include:
1. Institutions licensed by the state as a broker-dealer, as defined in Section
25004 of the Corporations Code, with proof of FINRA certification.
2. Primary government dealers as designated by the Federal Reserve Bank;
3. Nationally or state-chartered banks;
4. The Federal Reserve Bank;
5. Savings association or federal association (as defined in Section 5102 of the
Financial Code); and
6. Direct issuers of securities eligible for purchase.
B. Selection of financial institutions and broker/dealers authorized to engage in
transactions with the City will be at the sole discretion of the City.
C All financial institutions which desire to become qualified bidders for investment
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 19, 2024
ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
transactions (and which are not dealing only with the investment adviser) must supply the
Director of Finance or designee with a statement certifying that the institution has reviewed
California Government Code Section 53600 et seq. and the City’s Investment Policy.
D. Selection of broker/dealers used by an external investment adviser retained by the City
will be at the sole discretion of the investment adviser.
E. Public deposits will be made only in qualified public depositories as established by State
law. Deposits will be insured by the Federal Deposit Insurance Corporation, or, to the extent
the amount exceeds the insured maximum, will be collateralized in accordance with State
law.
VII. DELIVERY, SAFEKEEPING AND CUSTODY, AND COMPETITIVE TRANSACTIONS
A. Delivery-versus-payment: Settlement of all investment transactions will be completed
using standard delivery-vs.-payment procedures.
B. Third-party safekeeping: To protect against potential losses by collapse of individual
securities dealers, and to enhance access to securities, interest payments and maturity
proceeds, all securities owned by the City will be held in safekeeping by a third party bank
custodian, acting as agent for the City under the terms of a custody agreement executed by
the bank and the City.
C. Competitive transactions: All investment transactions will be conducted on a competitive
basis which can be executed through a bidding process involving at least three separate
brokers/financial institutions or through the use of a nationally recognized trading platform.
VIII. AUTHORIZED AND SUITABLE INVESTMENTS
All investments will be made in accordance with California Government Code Section 53600
et seq. and as described within this Investment Policy. Permitted investments under this
policy will include:
1. Municipal Bonds. These include bonds of the City, the State of California, any other
municipality, within the state of California. The bonds will be registered in the name of the
City or held under a custodial agreement at a bank.
a. Are rated in the category of “A” or better by at least two nationally recognized
statistical rating organizations; and
b. No more than 5% per issuer.
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 19, 2024
ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
c. No more than 30% of the total portfolio may be invested in municipal bonds.
2. US Treasury and other government obligations for which the full faith and credit of the
United States are pledged for the payment of principal and interest. There are no limits on
the dollar amount or percentage that the City may invest in US Treasuries.
3. Federal Agency or United States government-sponsored enterprise obligations,
participations, or other instruments, including those issued by or fully guaranteed as to
principal and interest by federal agencies or United States government-sponsored
enterprises. There are no limits on the dollar amount or percentage that the City may invest
in government-sponsored enterprises.
4. Banker’s acceptances, provided that:
a. They are issued by institutions with short term debt obligations rated “A1” or higher,
or the equivalent, by at least two nationally recognized statistical-rating
organizations (NRSRO); and have long-term debt obligations which are rated in
rating category “A” or higher by at least two nationally recognized statistical rating
organizations;
b. The maturity does not exceed 180 days; and
c. No more than 40% of the total portfolio may be invested in banker’s acceptances
and no more than 5% per issuer.
5. Federally insured time deposits (Non-negotiable certificates of deposit) in state or
federally chartered banks, savings and loans, or credit unions, provided that:
a. The amount per institution is limited to the maximum covered under federal
insurance; and
b. The maturity of such deposits does not exceed 5 years.
6. Certificate of Deposit Placement Service (CDARS)
a. No more than 30% of the total portfolio may be invested in a combination of
certificates of deposit including CDARS
b. The maturity of CDARS deposits does not exceed 5 years.
7. Negotiable certificates of deposit (NCDs), provided that:
a. They are issued by institutions which have long-term obligations which are rated
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AMENDED: November 19, 2024
ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
“A” or higher by at least two nationally recognized statistical rating organizations;
and/or have short term debt obligations rated “A1” or higher, or the equivalent, by
at least two nationally recognized statistical rating organizations;
b. The maturity does not exceed 5 years; and
c. No more than 30% of the total portfolio may be invested in NCDs and no more than
5% per issuer.
8. Commercial paper, provided that:
a. The maturity does not exceed 270 days from the date of purchase;
b. The issuer is a corporation organized and operating in the United States with assets
in excess of $500 million;
c. They are issued by institutions whose short term obligations are rated “A-1” or
higher, or the equivalent, by at least two nationally recognized statistical rating
organizations; and whose long-term obligations are rated “A” or higher by at least
two nationally recognized statistical rating organizations; and
d. No more than 25% of the total portfolio is invested in commercial paper and no more
than 5% per issuer. Under a provision sunsetting on January 1, 2026, no more than
40% of the portfolio may be invested in Commercial Paper if the Agency’s
investment assets under management are greater than $100,000,000.
9. State of California Local Agency Investment Fund (LAIF), provided that:
a. The City may invest up to the maximum permitted amount in LAIF; and
b. LAIF’s investments in instruments prohibited by or not specified in the City’s policy
do not exclude it from the City’s list of allowable investments, provided that the
fund’s reports allow the Director of Finance or Financial Services Officer or
designee to adequately judge the risk inherent in LAIF’s portfolio.
10. Local government investment pools.
a. San Diego County Investment Pool
11. Corporate medium term notes (MTNs), provided that:
a. Such notes have a maximum maturity of 5 years;
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POLICY #203 TITLE: Investments
b. Are issued by corporations organized and operating within the United States or
by depository institutions licensed by the United States or any state and operating
within the United States;
c. Are rated “A” category or better by at least one nationally recognized statistical
rating organization; and
d. Holdings of medium-term notes may not exceed 30% of the total portfolio and no
more than 5% per issuer.
12. Mortgage pass-through securities, asset-backed securities, and collateralized
mortgage obligations from issuers not defined in sections 2 and 3 of the Authorized
and Suitable Investments section of this policy, provided that such securities:
a. Have a maximum stated final maturity of 5 years.
b. Be rated in a rating category of “AA” or its equivalent or better by a nationally
recognized statistical rating organization.
c. Purchase of securities authorized by this subdivision may not exceed 20% of the
total portfolio.
13. Money market mutual funds that are registered with the Securities and Exchange
Commission under the Investment Company Act of 1940:
a. Provided that such funds meet either of the following criteria:
1. Attained the highest ranking or the highest letter and numerical rating provided
by not less than two nationally recognized statistical rating organizations; or,
2. Have retained an investment adviser registered or exempt from registration with
the Securities and Exchange Commission with not less than five years’
experience investing in the securities and obligations authorized by California
Government Code Section 53601 (a through j) and with assets under
management in excess of $500 million.
b. Purchase of securities authorized by this subdivision may not exceed 20% of the
total portfolio.
14. Supranationals, provided that:
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ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
a. Issues are US dollar denominated senior unsecured unsubordinated obligations
issued or unconditionally guaranteed by the International Bank for Reconstruction
and Development, International Finance Corporation, or Inter-American
Development Bank.
b. The securities are rated in a category of “AA” or higher by a NRSRO.
c. No more than 30% of the total portfolio may be invested in these securities.
d. No more than 10% of the total portfolio may be invested in any single issuer.
e. The maximum maturity does not exceed five (5) years.
IX. PORTFOLIO RISK MANAGEMENT
A. The following are prohibited investment vehicles and practices:
1. State law notwithstanding, any investments not specifically described herein are
prohibited, including, but not limited to futures and options.
2. In accordance with California Government Code Section 53601.6, investment in
inverse floaters, range notes, or mortgage derived interest-only strips is prohibited.
3. Investment in any security that could result in a zero interest accrual if held to maturity
is prohibited. Under a provision sunsetting on January 1, 2026, securities backed by
the U.S. Government that could result in a zero- or negative-interest accrual if held
to maturity are permitted.[AS2]
4. Trading securities for the sole purpose of speculating on the future direction of
interest rates is prohibited.
5. Purchasing or selling securities on margin is prohibited.
6. The use of reverse repurchase agreements, securities lending or any other form
of borrowing or leverage is prohibited.
7. The purchase of foreign currency denominated securities is prohibited.
8. The purchase of a security with a forward settlement date exceeding 45 days from
the time of the investment is prohibited.
B. Mitigating credit risk in the portfolio
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CITY OF NATIONAL CITY
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ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
Credit risk is the risk that a security or a portfolio will lose some or all of its value due to
a real or perceived change in the ability of the issuer to repay its debt. The City will
mitigate credit risk by adopting the following strategies:
1. The diversification requirements included in Section IX are designed to mitigate credit
risk in the portfolio;
2. No more than 5% of the total portfolio may be invested in securities of any single
issuer, except as noted in Section VIII of this Investment Policy;
3. The City may elect to sell a security prior to its maturity and record a capital gain
or loss in order to improve the quality, liquidity, or yield of the portfolio in response
to market conditions or the City’s risk preferences; and
4. If securities owned by the City are downgraded by either Moody’s or S&P to a level
below the quality required by this Investment Policy, it will be the City’s policy to
review the credit situation and make a determination as to whether to sell or retain
such securities in the portfolio.
a. If a security is downgraded, the Director of Finance or designee will use
discretion in determining whether to sell or hold the security based on its current
maturity, the economic outlook for the issuer, and other relevant factors.
b. If a decision is made to retain a downgraded security in the portfolio, its presence
in the portfolio will be monitored and reported monthly to the City Council.
C. Mitigating market risk in the portfolio
Market risk is the risk that the portfolio value will fluctuate due to changes in the general
level of interest rates. The City recognizes that, over time, longer-term portfolios have the
potential to achieve higher returns. On the other hand, longer-term portfolios have higher
volatility of return. The City will mitigate market risk by providing adequate liquidity for short-
term cash needs, and by making longer-term investments only with funds that are not
needed for current cash flow purposes. The City further recognizes that certain types of
securities, including variable rate securities, securities with principal pay-downs prior to
maturity, and securities with embedded options, will affect the market risk profile of the
portfolio differently in different interest rate environments. The City, therefore, adopts the
following strategies to control and mitigate its exposure to market risk:
1. The City will maintain a minimum of three months of budgeted operating
expenditures in short term investments to provide sufficient liquidity for expected
disbursements;
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2. The maximum percent of callable securities (does not include “make whole call”
securities as defined in the Glossary) in the portfolio will be 20%;
3. The maximum stated final maturity of individual securities in the portfolio will be
five years, except as otherwise stated in this policy; and
4. The duration of the portfolio will at all times be approximately equal to the
duration (typically plus or minus 20%) of a Market Benchmark Index selected by the City
based on the City’s investment objectives, constraints and risk tolerances. The City’s
current Benchmark will be documented in the investment procedures manual.
X. INVESTMENT OBJECTIVES (PERFORMANCE STANDARDS AND EVALUATION)
A. Overall objective: The investment portfolio will be designed with the overall
objective of obtaining a total rate of return throughout economic cycles, commensurate
with investment risk constraints and cash flow needs.
B. Specific objective: The investment performance objective for the portfolio will be to
earn a total rate of return over a market cycle which is approximately equal to the return on
the Market Benchmark Index as described in the City’s investment procedures manual.
XI. PROCEDURES AND INTERNAL CONTROLS
A. Procedures: The Director of Finance or designee will establish written investment policy
procedures in a separate investment procedures manual to assist investment staff with
day-to-day operations of the investment program consistent with this policy. Such
procedures will include explicit delegation of authority to persons responsible for
investment transactions. No person may engage in an investment transaction except as
provided under the terms of this policy and the procedures established by the Director
of Finance or designee.
B. Internal Controls: The Director of Finance or designee is responsible for establishing
and maintaining an internal control structure designed to ensure that the assets of the
City are protected from loss, theft, or misuse. The internal control structure will be
designed to provide reasonable assurance that these objectives are met. Internal
controls will be in the City’s investment procedures manual.
XII. REPORTING AND REVIEW
A. Monthly reports: The Director of Finance and/or Financial Services Officer must submit
a monthly report to the legislative body accounting for transactions made during the
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reporting period.
B. Quarterly reports: Quarterly investment reports will be submitted by the Director of
Finance or designee to the City Council, at an agendized meeting within 45 days of the end
of the quarter. Consistent with the requirements contained in California Government Code
Section 53646, information in the quarterly investment reports shall include, but not be
limited to, the following:
1. Type of investment
2. Name of issuer and/or financial institution
3. Date of purchase
4. Date of maturity
5. Current market value for all securities
6. Rate of interest
7. Purchase price of investment
8. Other data as required by the City
C. Annual Policy review: The Investment Policy will be reviewed at least annually within
120 days of the end of the fiscal year and, as necessary, adopted, to ensure its consistency
with the overall objectives of preservation of principal, liquidity, and return, and its relevance
to current law and financial and economic trends.
Related Policy References
California Government Code Sections: 16429.1 – 16429.4, and 53600 – 53609 and 53630-53686
Investment Company Act of 1940
Investment Advisers Act of 1940
Securities and Exchange Commission Rule #15C3-1
Appendix I attached: “Authorized Personnel”
Appendix II attached: “Glossary of Investment Terms”
Prior Policy Amendments
October 23, 1990 – Established Policy
May 9, 1995 (Resolution No. 95-62) Updated Policy and Inclusion in the Policy Manual and
Amend policy adopted October 23, 1990
August 6, 1996 (Resolution No. 96-130)
August 26, 1997 (Resolution No. 97-110)
October 6, 1998 (Resolution No. 98-136)
September 7, 1999 (Resolution No. 99-130)
October 2, 2001 (Resolution No. 2001-151)
October 1, 2002 (Resolution No. 2002-149)
October 7, 2003 (Resolution No. 2003-139)
June 7, 2005 (Resolution No. 2005-118)
October 4, 2005 (Resolution No. 2005-215)
August 21, 2007 (Resolution No. 2007-202)
February 19, 2008 (Resolution No. 2008-37)
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ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
February 19, 2008 (Resolution No. 2008-38) CDC
January 10, 2012 (Resolution No. 2012-09)
December 10, 2013 (Resolution No. 2013-189)
December 16, 2014 (Resolution No. 2014-172)
December 15, 2015 (Resolution No. 2015-186)
December 6, 2016 (Resolution No. 2016-189)
October 17, 2017 (Resolution No. 2017-203)
November 20, 2018 (Resolution No. 2018-189)
August 18, 2020 (Resolution No. 2020-151)
June 21, 2022 (Resolution No. 2022-107)
August 15, 2023 (Resolution No. 2023-116)
November 19, 2024 (Resolution No. 2024-135)
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AMENDED: November 19, 2024
ADOPTED: October 23, 1990
POLICY #203 TITLE: Investments
Appendix I
Authorized Personnel
The following positions are authorized to transact investment business and wire funds for
investment purposes on behalf of the City of National City:
City Manager
Assistant City Manager
Financial Services Officer
Director of Finance or designee
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Appendix II
GLOSSARY OF INVESTMENT TERMS
Agencies. Shorthand market terminology for any obligation issued by a government-
sponsored entity (GSE), or a federally related institution. Most obligations of GSEs are not
guaranteed by the full faith and credit of the US government. Examples are:
FDIC. The Federal Deposit Insurance Corporation provides insurance backed by the
full faith and credit of the US government to certain bank deposits and debt obligations.
FFCB. The Federal Farm Credit Bank System provides credit and liquidity in the
agricultural industry. FFCB issues discount notes and bonds.
FHLB. The Federal Home Loan Bank provides credit and liquidity in the housing
market. FHLB issues discount notes and bonds.
FHLMC. Like FHLB, the Federal Home Loan Mortgage Corporation provides credit
and liquidity in the housing market. FHLMC, also called “Freddie Mac” issues discount
notes, bonds and mortgage pass-through securities.
FNMA. Like FHLB and Freddie Mac, the Federal National Mortgage Association was
established to provide credit and liquidity in the housing market. FNMA, also known
as “Fannie Mae,” issues discount notes, bonds and mortgage pass-through securities.
GNMA. The Government National Mortgage Association, known as “Ginnie Mae,”
issues mortgage pass-through securities, which are guaranteed by the full faith and
credit of the US Government.
PEFCO. The Private Export Funding Corporation assists exporters. Obligations of
PEFCO are not guaranteed by the full faith and credit of the US government.
TVA. The Tennessee Valley Authority provides flood control and power and promotes
development in portions of the Tennessee, Ohio and Mississippi River valleys. TVA
currently issues discount notes and bonds.
Asked. The price at which a seller offers to sell a security.
Asset-Backed Securities. Securities supported by pools of installment loans or leases or
by pools of revolving lines of credit.
Average life. In mortgage-related investments, including CMOs, the average time to
expected receipt of principal payments, weighted by the amount of principal expected.
Banker’s acceptance. A money market instrument created to facilitate international trade
transactions. It is highly liquid and safe because the risk of the trade transaction is
transferred to the bank which “accepts” the obligation to pay the investor.
Benchmark. A comparison security or portfolio. A performance benchmark is a partial
market index, which reflects the mix of securities allowed under a specific investment policy.
Bid. The price at which a buyer offers to buy a security.
Broker. A broker brings buyers and sellers together for a transaction for which the broker
receives a commission. A broker does not sell securities from his own position.
Callable. A callable security gives the issuer the option to call it from the investor prior to its
maturity. The main cause of a call is a decline in interest rates. If interest rates decline since
an issuer issues securities, it will likely call its current securities and reissue them at a lower
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rate of interest. Callable securities have reinvestment risk as the investor may receive its
principal back when rates are lower than when the investment was initially made.
Certificate of Deposit (CD). A time deposit with a specific maturity evidenced by a
certificate. Large denomination CDs may be marketable.
Collateral. Securities or cash pledged by a borrower to secure repayment of a loan or
repurchase agreement. Also, securities pledged by a financial institution to secure deposits
of public monies.
Collateralized Mortgage Obligations (CMO). Classes of bonds that redistribute the cash
flows of mortgage securities (and whole loans) to create securities that have different levels
of prepayment risk, as compared to the underlying mortgage securities.
Commercial paper. The short-term unsecured debt of corporations.
Cost yield. The annual income from an investment divided by the purchase cost. Because
it does not give effect to premiums and discounts which may have been included in the
purchase cost, it is an incomplete measure of return.
Coupon. The rate of return at which interest is paid on a bond.
Credit risk. The risk that principal and/or interest on an investment will not be paid in a
timely manner due to changes in the condition of the issuer.
Current yield. The annual income from an investment divided by the current market value.
Since the mathematical calculation relies on the current market value rather than the
investor’s cost, current yield is unrelated to the actual return the investor will earn if the
security is held to maturity.
Dealer. A dealer acts as a principal in security transactions, selling securities from and
buying securities for his own position.
Debenture. A bond secured only by the general credit of the issuer.
Delivery vs. payment (DVP). A securities industry procedure whereby payment for a
security must be made at the time the security is delivered to the purchaser’s agent.
Discount. The difference between the par value of a bond and the cost of the bond, when
the cost is below par. Some short-term securities, such as T-bills and banker’s acceptances,
are known as discount securities. They sell at a discount from par, and return the par value
to the investor at maturity without additional interest. Other securities, which have fixed
coupons trade at a discount when the coupon rate is lower than the current market rate for
securities of that maturity and/or quality.
Diversification. Dividing investment funds among a variety of investments to avoid
excessive exposure to any one source of risk.
Duration. The weighted average time to maturity of a bond where the weights are the
present values of the future cash flows. Duration measures the price sensitivity of a bond to
changes in interest rates. (See modified duration).
Federal funds rate. The rate of interest charged by banks for short-term loans to other
banks. The Federal Reserve Bank through open-market operations establishes it.
Federal Open Market Committee: A committee of the Federal Reserve Board that
establishes monetary policy and executes it through temporary and permanent changes to
the supply of bank reserves.
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ADOPTED: October 23, 1990
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Fiduciary. A person or organization that acts on behalf of another person(s) or organization
that puts their clients’ interest ahead of their own as they are bound both legally and ethically
to act in the best interests of their clients.
Haircut: The margin or difference between the actual market value of a security and the
value assessed by the lending side of a transaction (i.e. a repo).
Leverage. Borrowing funds in order to invest in securities that have the potential to pay
earnings at a rate higher than the cost of borrowing.
Liquidity: The speed and ease with which an asset can be converted to cash.
Local Agency Investment Fund (LAIF). A voluntary investment fund managed by the
California State Treasurer’s Office open to government entities and certain non-profit
organizations in California.
Local Government Investment Pool. Investment pools including the Local Agency
Investment Fund (LAIF), county pools, joint powers authorities (JPAs). These funds are not
subject to the same SEC rules applicable to money market mutual funds.
Make Whole Call. A type of call provision on a bond that allows the issuer to pay off the
remaining debt early. Unlike a call option, with a make whole call provision, the issuer makes
a lump sum payment that equals the net present value (NPV) of future coupon payments
that will not be paid because of the call. With this type of call, an investor is compensated,
or “made whole.”
Margin: The difference between the market value of a security and the loan a broker makes
using that security as collateral.
Market risk. The risk that the value of securities will fluctuate with changes in overall market
conditions or interest rates.
Market value. The price at which a security can be traded.
Marking to market. The process of posting current market values for securities in a
portfolio.
Maturity. The final date upon which the principal of a security becomes due and payable.
The investment’s term or remaining maturity is measured from the settlement date to final
maturity.
Medium term notes. Unsecured, investment-grade senior debt securities of major
corporations which are sold in relatively small amounts either on a continuous or an
intermittent basis. MTNs are highly flexible debt instruments that can be structured to
respond to market opportunities or to investor preferences.
Modified duration. The percent change in price for a 100 basis point change in yields.
Modified duration is the best single measure of a portfolio’s or security’s exposure to market
risk.
Money market. The market in which short term debt instruments (T-bills, discount notes,
commercial paper and banker’s acceptances) are issued and traded.
Mortgage pass-through securities. A securitized participation in the interest and principal
cash flows from a specified pool of mortgages. Principal and interest payments made on the
mortgages are passed through to the holder of the security.
Municipal Securities. Securities issued by state and local agencies to finance capital and
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POLICY #203 TITLE: Investments
operating expenses.
Mutual fund. An entity which pools the funds of investors and invests those funds in a set
of securities which is specifically defined in the fund’s prospectus. Mutual funds can be
invested in various types of domestic and/or international stocks, bonds, and money market
instruments, as set forth in the individual fund’s prospectus. For most large, institutional
investors, the costs associated with investing in mutual funds are higher than the investor
can obtain through an individually managed portfolio.
Nationally Recognized Statistical Rating Organization (NRSRO). A credit rating agency
the United States Securities and Exchange Commission uses for regulatory purposes.
Credit rating agencies provide assessments of an investment’s risk. The issuers of
investments, especially debt securities, pay credit rating agencies to provide them with
ratings. The three most prominent NRSROs are Fitch, S&P, and Moody’s.
Premium. The difference between the par value of a bond and the cost of the bond, when
the cost is above par.
Prepayment speed. A measure of how quickly principal is repaid to investors in mortgage
securities.
Prepayment window. The time period over which principal repayments will be received on
mortgage securities at a specified prepayment speed.
Primary dealer. A financial institution (1) that is a trading counterparty with the Federal
Reserve in its execution of market operations to carry out US monetary policy, and (2) that
participates for statistical reporting purposes in compiling data on activity in the US
Government securities market.
Prudent person (man) rule. A standard of responsibility which applies to fiduciaries. In
California, the rule is stated as “Investments shall be managed with the care, skill, prudence
and diligence, under the circumstances then prevailing, that a prudent person, acting in a
like capacity and familiar with such matters, would use in the conduct of an enterprise of like
character and with like aims to accomplish similar purposes.”
Realized yield. The change in value of the portfolio due to interest received and interest
earned and realized gains and losses. It does not give effect to changes in market value on
securities, which have not been sold from the portfolio.
Regional dealer. A financial intermediary that buys and sells securities for the benefit of its
customers without maintaining substantial inventories of securities, and that is not a primary
dealer.
Repurchase agreement (RP, Repo). Short term purchases of securities with a
simultaneous agreement to sell the securities back at a higher price. From the seller’s point
of view, the same transaction is a reverse repurchase agreement.
Safekeeping. A service to bank customers whereby securities are held by the bank in the
customer’s name.
Short Term. Less than one (1) years’ time.
Structured note. Structured note. A complex, fixed income instrument, which pays
interest, based on a formula tied to other interest rates, commodities or indices. Examples
include inverse floating rate notes which have coupons that increase when other interest
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rates are falling, and which fall when other interest rates are rising, and “dual index floaters,”
which pay interest based on the relationship between two other interest rates - for example,
the yield on the ten-year Treasury note minus the Libor rate. Issuers of such notes lock in a
reduced cost of borrowing by purchasing interest rate swap agreements.
Notes issued by Government Sponsored Enterprises (FHLB, FNMA, etc.) and Corporations,
which have imbedded options (e.g., call features, step-up coupons, floating rate coupons,
derivative-based returns) into their debt structure. Their market performance is impacted by
the fluctuation of interest rates, the volatility of the imbedded options and shifts in the shape
of the yield curve.
Supranational. A Supranational is a multi-national organization whereby member states
transcend national boundaries or interests to share in the decision making to promote
economic development in the member countries.
Total rate of return. A measure of a portfolio’s performance over time. It is the internal rate
of return, which equates the beginning value of the portfolio with the ending value; it includes
interest earnings, realized and unrealized gains, and losses in the portfolio.
US Treasury obligations. Securities issued by the US Treasury and backed by the full faith
and credit of the United States. Treasuries are considered to have no credit risk, and are
the benchmark for interest rates on all other securities in the US and overseas. The Treasury
issues both discounted securities and fixed coupon notes and bonds.
Treasury bills. All securities issued with initial maturities of one year or less are issued as
discounted instruments, and are called Treasury bills. The Treasury currently issues three-
and six-month T-bills at regular weekly auctions. It also issues “cash management” bills as
needed to smooth out cash flows.
Treasury notes. All securities issued with initial maturities of two to ten years are called
Treasury notes, and pay interest semi-annually.
Treasury bonds. All securities issued with initial maturities greater than ten years are called
Treasury bonds. Like Treasury notes, they pay interest semi-annually.
Value. Principal plus accrued interest.
Volatility. The rate at which security prices change with changes in general economic
conditions or the general level of interest rates.
Yield to Maturity. The annualized internal rate of return on an investment which equates
the expected cash flows from the investment to its cost.
Page 74 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: October 17,
2023November 18, 2025
ADOPTED: October 21, 2003
POLICY #204 TITLE: Donation Acceptance Policy
Purpose
From time to time, individuals, community groups and businesses may wish to make
donations to the City in either cash or in-kind contributions that enhance projects, facilities,
and programs, and the need for such projects, facilities and programs often exceeds the
City’s ability to fund such itemthem. Accordingly, it is an acceptable and appropriate practice
to accept donations, in order to enhance city programs and/or facilities to provide a higher
level of service to the public.
The purpose of this policy is to establish an orderly and efficient process for the acceptance
of donations made to the City. It is also important to process donations in such a way so as
to distinguish between donations made to the City, versus those made to individuals (e.g.,
gifts or campaign contributions).
Policy
All donations made to the City shall be accepted and processed according to the following:
1. The donation must have a purpose consistent with City goals and objectives.
2. The City Council may decline any donation without comment or cause.
3. The donation must not be in conflict with any provision of the law.
4. In-kind donations will be acceptable to the City of National City.
5. The donation will not add to the workload of the City Council or staff unless it provides
a net benefit to the City.
6. The donation will not require hidden costs such as starting a program the City
would be unwilling to fund when the donation was exhausted. To the extent the
donation is for specific funding of a program or position, any such donation can be
accepted but will not be conditioned on continuing funding for that program or position
beyond the donation amount.
7. The donation must place no restriction on the City, unless agreed to by the City
Council.
8. The donation shall become the property of the City.
9. All donations will receive recognition appropriate to the level and nature of the
donation as determined by the City. For those of a capital nature, that may be in the
form of signage, marking or naming, as determined by the City Council. Regardless
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2023November 18, 2025
ADOPTED: October 21, 2003
POLICY #204 TITLE: Donation Acceptance Policy
of the recognition strategy selected, the intent shall be to appropriately honor the
donor for their contribution to the community. The appearance of traditional
commercial advertising or product endorsements that promote the donor shall be
prohibited.
10. All monetary donations shall be submitted to the Finance Department staff. A receipt
shall be made available from the Finance Department, upon request. Other
departments may accept non-monetary donations subject to the other provisions of
this policy and shall notify the Finance Department of all such donations received.
11. Cash donations exceeding $5,000, and in-kind donations exceeding $5,000 in value,
must be submitted through a written agreement consistent with these guidelines and
approved by the City Council. In-kind capital donations will be subject to normal City
review, permitting, inspection and insurance requirements.
12. At the time of acceptance, donations exceeding two-hundred and fifty dollars ($ 250)
will be acknowledged in writing by the recipient department in a format approved by
the City Attorney. The original acknowledgement will be sent to the donor and a copy
forwarded to the Finance Department.
Related Policy References
Council Policy #115: Donating City Property & Police Unclaimed Property
Council Policy #117: Distribution & Reporting of Tickets and Passes
Two templates for "Donation Acceptance" agreements are attached to this policy
Prior Policy Amendments
October 21, 2003 (Resolution No. 2003-151)
April 20, 2004 (Resolution No. 2004-58)
June 7, 2005 (Resolution No. 2005-118)
August 16, 2005 (Resolution No. 2005-183)
October 17, 2023 (Resolution No. 2023-149)
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: October 17,
2023November 18, 2025
ADOPTED: October 21, 2003
POLICY #204 TITLE: Donation Acceptance Policy
UNCONDITIONAL DONATION OF PERSONAL PROPERTY (ART WORK)
TO THE CITY OF NATIONAL CITY
_____________________________________________(hereinafter referred to as "the Donor") hereby
(Name of Donor)
makes an unconditional donation, in perpetuity, of _______________________________________
(Description of Donation)
___________________________________________________________________________________
(hereinafter referred to as "the Donation") to the City of National City. The Donor understands and
acknowledges that pursuant to Sections 37354 and 37355 of the California Government Code, the
City is authorized to accept said donation for any public purpose that the City desires.
Due to the nature of the donation work of art and the site on which it is installed, the DONOR and
his/her agents, heirs, successors and assigns hereby waive any and all rights they may have under
thee California Art Preservation Act, as set forth in Civil Code Section 987. The DONOR agrees that
upon completion, the physical work of art which is created pursuant to this Agreement shall be
transferred to and shall vest in the City of National City, and the DONOR hereby expressly waives and
releases all rights of ownership to the work of art, including those under Civil Service Code Section
988. The DONOR, his/her agents, heirs, successors and assigns also agree not to attempt to defeat
this waiver by cooperating with any organization which seeks to bring an action under Civil Code
Section 989.
The Donor hereby releases the City of National City and its officers, employees and volunteers, against
and from any and all liability, loss, damages to property, claims, demands, suits, actions proceedings,
costs or attorney's fees, of any kind or nature, resulting from or arising out of the City's use of the
Donation.
The individual executing this document on behalf of the Donor represents that he/she has the legal
power, right and authority to bind the Donor; that all requisite action (corporate, trust partnership or
otherwise) has been taken by the Donor in connection with authorizing the execution of this document;
that this document shall be legally enforceable as to the Donor; an that the execution of this document
does not conflict with or result in the breach of any contract bond, note or other agreement or
instrument to which the Donor is a party.
Dated: ____________ DONOR
By: ________________________________
(Authorized Representative)
____________________________________________________________________________
For Office Use Only
Certificate of Insurance Approved ________________________________ Date:_____________
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: October 17,
2023November 18, 2025
ADOPTED: October 21, 2003
POLICY #204 TITLE: Donation Acceptance Policy
UNCONDITIONAL DONATION OF PERSONAL PROPERTY
TO THE CITY OF NATIONAL CITY
___________________________________________ (hereinafter referred to as ''the Donor") hereby
(Name of Donor)
makes an unconditional donation, in perpetuity, of ______________________________________
(Description of Donation)
__________________________________________________________________________________
(hereinafter referred to as "the Donation") to the City of National City. The Donor understands and
acknowledges that pursuant to Sections 37354 and 37355 of the California Government Code, the
City is authorized to accept said donation for any public purpose that the City desires.
As a condition of the granting of permission by the City of National City to the donor to conduct its
activities on public property, the donor hereby agree(s) to defend, indemnify and hold harmless the
City of National City its officers, employees and agents, from and against any and all claims, demands,
costs, losses, liability or, for any personal injury, death or property damage, or both, or any litigation
and other liability, including attorney’s fees and the costs of litigation, arising out of or related to the
use of public property by the donor or its agents, employees or contractors. The Donor agrees to
provide a minimum of $1,000,000 combined single limit insurance for bodily injury and property
damage which includes the City, its officials, agents and employees named as additional insured. A
certificate of insurance must be attached to this form.
The individual executing this document on behalf of the Donor represents that he/she has the legal
power, right and authority to bind the Donor; that all requisite action (corporate, trust, partnership or
otherwise) has been taken by the Donor in connection with authorizing the execution of this document;
that this document shall be legally enforceable as to the Donor; and that the execution of this document
does not conflict with or result in the breach of any contract, bond, note or other agreement or
instrument to which the Donor is a party.
Dated :___________________________
DONOR
By:________________________________________
(Authorized Representative)
________________________________________________________________________________
For Office Use Only
Certificate of Insurance Approved ___________________________ Date _______________
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November
18, 2025
ADOPTED: August 15, 2017
POLICY #206 TITLE: Debt Management
I. POLICY
This debt management policy (hereafter '' Policy") sets forth debt management objectives for
the City of National City, the National City Joint Powers Financing Authority, the Successor
Agency to the National City Redevelopment Agency, and any other entity for which the City
Council acts as the legislative body. The term “City" shall refer to each of such entities.
This Policy establishes general parameters for issuing and administering debt.
Recognizing that cost-effective access to the capital markets depends upon prudent
management of the Debt Program, the City Council has adopted this Policy by resolution.
This Policy is intended to comply with California Government Code Section 8855(i) which
requires that the California Debt and Investment Advisory Commission (“CDIAC”) be notified
in advance of an entity’s proposed issuance of debt, that the entity has a debt management
policy comprising certain elements and that the issuance is consistent with the entity’s debt
management policy.
II. SCOPE
The guidelines established by this Policy will govern the issuance and management of
all debt financing for long-term capital or other needs. and notDebt financing will not be
used for general operating functions. When used in this Policy, ''debt" refers to all forms
of indebtedness. The City recognizes changes in the capital markets and other
unforeseen circumstances may require action that deviates from this Policy. City Council
approval shall be required for implementation of any exceptions to this Policy for such
circumstances.
III. GOALS & OBJECTIVES
The purpose of this Policy is to assist the City in pursuit of the following equally important
goals and objectives, while providing full and complete financial disclosure and ensuring
compliance with applicable state and federal laws:
• minimize debt service and issuance costs;
• maintain access to cost effective borrowing;
• achieve the highest practical credit rating;
• ensure full and timely repayment of debt ;
• maintain full and complete financial disclosure and reporting;
• ensure compliance with applicable state and federal laws.
IV. RELATIONSHIP OF DEBT TO, AND lNTEGRATION WITH, THE CITY'S CAPITAL
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AMENDED: November
18, 2025
ADOPTED: August 15, 2017
POLICY #206 TITLE: Debt Management
IMPROVEMENT PROGRAM AND OR BUDGET
Capital Improvement Program or Other Needs - The City Manager or his/her designee
(hereafter “City Manager”) shall assess and identify the capital or other needs of the City
for which debt financing may be an appropriate option. and For capital improvement
needs, the City Mmanager will review the current Capital Improvement Program to
develop a schedule for when facilities should be improved or acquired. The City Manager
shall identify potential funding sources and financing options and match those resources
to the capital needs identified in the Capital Improvement Program. In making such
determination, the City Manager shall consider the maximum term; , average maturity; ,
amortization of debt service; , optional redemption features; , and use of variable or fixed-
rate debt, credit enhancements, and other structuring considerations, as further
discussed below.
Budget Integration - The decision to incur new indebtedness should be integrated with
the policy decisions embedded in the City Council -adopted annual operating and capital
budget. The annual debt service payments shall be included in the operating budget.
For capital projects, The the City will integrate its debt issuances with the goals of its Capital
Improvement Program by timing issuance of debt to ensure projects are available when
needed in furtherance of the C i ty ’s public p urposes. For all other needs eligible to be debt
financed, The the City will seek to issue debt at a time and in a timely manner to that avoid
having to make unplanned expenditures for capital improvements or equipment from its
General Fund maximizes the benefits to the City of the debt issuance.
Biennial Review - Recognizing cost-effective access to the capital market depends upon
prudent management of the City’s debt program, a review of the Policy should be performed
at least biennially. The Policy shall be included as an appendix in the annual budget adopted
by the City Council. Any substantive changes to the Policy shall be brought to the City Council
for consideration and approval.
V. POLICY GOALS RELATED TO THE CITY'S PLANNING GOALS AND
OBJECTIVES
In following this Policy, the City shall pursue the following goals:
1. attain the best possible credit rating for each debt issue in order to reduce interest
costs, within the context of preserving financial flexibility and meeting capital funding
requirements;
2. take all practical precautions and proactive measures to avoid financial decisions that
will negatively impact the City’s credit ratings on existing or future debt issues;
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ADOPTED: August 15, 2017
POLICY #206 TITLE: Debt Management
3. consider market conditions and City cash flow when timing the issuance of debt;
4. determine the amortization (maturity) schedule which that will fit best within the City’s
overall debt structure at the times new debt is issued;
5. match the term of the issue to the useful lives of assets funded by that issue, when
practicable and economical, while considering repair and replacement costs of those
assets to be incurred in the future;
6. when issuing debt, assess financial alternatives so as to minimize the impact on the City’s
General Fund or special funds, as applicable;
7. when planning for the sizing and timing of debt issuance, consider the ability to
expend the proceeds in a timely, efficient, and economical manner.
Vl. DELEGATlON AUTHORITY
Pursuant to the provisions of Section 37209 and 40805.5 of the Government Code of the
State of California and to Chapter 2.16.090 of the National City Municipal Code, the Director
of Finance, under the direction and control of the City Manager, is responsible for the
administration of the financial functions of the City. This Policy grants the City Manager or
the Director of Finance the authority to select the financing team, coordinate the
administration and issuance of debt, communicate with rating agencies, and fulfill all pre-
issuance and post- issuance requirements imposed by or related to state law, federal tax law,
and federal securities law.
Financing Team Definitions and Roles - The Financing Team is the working group
of City staff and outside consultants necessary to complete a debt issuance,
including, but not limited to, bond counsel, disclosure counsel, underwriter, municipal
advisor, trustee, pricing consultant, and/or arbitrage analyst.
Typically, the Director of Finance, the City Attorney, the City Manager, and appropriate
department head(s) from form the City staff portion of the Financing Team. Other staff
members or designees may also be appointed to the Financing Team.
Consultant Selection - The City will consider the professional qualification and experience of
consultants as they relate to the specific bond issue or other financing under consideration.
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In certain instances, the City will may conduct a request for proposal/qualification process to
select such consultants. Other professionals may be selected by the City Manager or Director
of Finance on an as-needed basis.
VII. METHODS OF FlNANClNG - TYPES OF DEBT THAT MAY BE ISSUED AND
PURPOSES OF DEBT
The City will investigate all possible financing alternatives, including, but not limited to,
bonds, loans, state bond pools, and grants. The City also has an impact fee program
whereby new development pays its fair share for the increased capital costs that result
from new construction. Although impact fee payments are restricted to specific projects
or types of projects, the use of these payments, when permitted, can be an important
source of financing for certain capital projects.
Cash Funding - The City may fund capital improvements from current revenues or
accumulated reserves.
Inter-fund Borrowing -The City may borrow internally from other funds with surplus cash
in lieu of issuing bonded debt. Purposes warranting the use of this type of borrowing
could include short-term cash flow imbalances, interim financing pending the issuance
of bonds, or long-term financing in lieu of bonds for principal amounts of under $5.0
million. The City funds from which the money is borrowed shall be repaid with interest
based upon the earning rate the City deems appropriate given the length of term,
repayment source, and other considerations. The City Manager and Director of Finance
shall also exercise due diligence to ensure it is financially prudent to borrow from the
fund loaning the money. Inter-fund loans will be evaluated on a case-by-case basis.
Borrowing between two City funds requires approval by the City Council by resolution.
The purpose of inter-fund borrowing is to finance high-priority needs and to reduce costs
of interest, debt issuance, and/or administration.
Bank Loans / Lines of Credit - Although the City does not typically utilize lines of credit
for the financing of capital projects, financial institution credit is an option for municipal
issuers and may be evaluated as a financing option.
Other Loans - The City will evaluate other loan programs, including, but not limited to,
State or federal loans.
Bond Financing - The City may issue any bonds which are allowed under federal and state
law, including, but not limited to, general obligation bonds, certificates of participation,
revenue bonds, land-secured (assessment and special tax) bonds, refunding bonds, and
other obligations (see below for details).
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General Obligation Bonds - General obligation (''GO") bonds may only be issued
with two-thirds approval of the City's registered voters. The California State
Constitution (Article XVI, Section 18) limits the use of the proceeds from GO bonds
to "the acquisition or improvement of real property.” pParks, libraries, and public safety
facilities are examples of the types of facilities which may be financed with GO bonds.
Lease Financings - Lease financings may take a variety of forms, including certificates
of participation, lease revenue bonds, and direct leases (typically for equipment).
When the City finances acquisition or construction of capital improvements or
equipment with a lease financing, the City agrees to lease either the financed asset
or a different asset and, most commonly the City's lease payments are securitized in
the form of certificates of participation or lease revenue bonds. This type of financing
requires approval of the City Council.
Revenue Bonds - Revenue bonds are generally issued by the City for enterprise funds
which are financially self-sustaining without the use of taxes and therefore rely on the
revenues collected by the enterprise fund to repay the debt. This type of financing
requires approval of City Council.
Assessment Bonds - The Improvement Bond Act of 1915 (Streets and Highways
Code Section 8500 et seq.) and other state laws, subject to A11i.cle XIIlD of the
California Constitution, allow the City to issue bonds to finance improvements which
provide "specific benefit" to the assessed real property. Installments are collected on
the secured property tax roll of the County. This type of financing is secured by the
lien upon and assessments paid by the real property owners and does not obligate
the City's General Fund or other funds.
Special Tax Bonds - Under the Mello-Roos Community Facilities Act of 1982, the City
may issue bonds on behalf of a community facilities district ("CFOCFD") to finance capital
facilities most commonly in connection with new development. These bonds must be
approved by a two-thirds vote of the qualified electors in the CFD, which the Mello-Roos
Act defines to mean registered voters if there are 12 or more registered voters in the CFD
and, if there are fewer than 12 registered voters, the landowners in the CFD. Bonds issued
by the City under the Mello-Roos Act are secured by a special tax on the real property
within the CFOCFD. The financed facilities do not need to be physically located within the
CFD. As this type of financing is secured by the special tax lien upon the real property, it
does not obligate the City's General Fund or other funds.
Refunding Obligations - Pursuant to the Government Code and various other
financing statutes applicable in specific situations, the City Council is authorized to
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provide for the issuance of bonds for the purpose of refunding any long-term obligation
of the City. Absent any significant non-economic factors, a refunding should produce
net debt service savings (net of reserve fund earnings and other offsets and
accounting for transaction costs) of at least 3% of the par value of the refunded bonds
on a net present value basis, using the refunding issue’s true interest cost ("TIC'') as the
discount rate, unless the City determines a lower savings percentage is acceptable for
issues or maturities with short maturity dates. Additionally, the City may determine there
are other, compelling “non-economic" reasons (i.e., removal of onerous covenants, terms,
or conditions) to issue refunding obligations.
Other Obligations - There may be special circumstances when other forms of debt are
appropriate and may be evaluated on a case-by-case basis. Such other forms include,
but are not limited to: bond anticipation notes, grant anticipation notes, tax allocation
bonds, lease revenue bonds, pension obligation bonds, etc.
VIII. STRUCTURE & TERM
Term of Debt - Debt will be structured for the shortest period possible, consistent with a
fair allocation of costs to current and future users of the assets or obligations being
financed. The standard term of long-term debt borrowing is typically 15-30 years.
Consistent with its philosophy of keeping its capital facilities and infrastructure systems
in good condition and maximizing the useful lives of its capital assets, the City will make
every effort to allocate sufficient resources to finance ongoing maintenance needs and to
provide reserves for periodic replacement and renewal of capital assets. Generally, no
debt will be issued for a period exceeding the useful life or average useful lives of projects
to be financed.
Debt Repayment Structure- In structuring a bond issue, the City will manage the
amo1tization amortization of the debt and, to the extent possible, match its cash flow to
the anticipated debt service payments. In addition, the City will seek to structure debt with
aggregate level debt service payments over the life of the debt. Structures with uneven
debt service will be considered when one or more of the following exists:
• natural disasters or extraordinary unanticipated external factors make payments
on the debt in the early years prohibitive;
• such structuring is beneficial to the City' s aggregate overall debt payment
schedule;
• such structuring will allow debt service to more closely match project revenues
during the early years of the project's operation.
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Bond Maturity Options - For each issuance, the City will select serial bonds or term bonds,
or both. On the occasions where circumstances warrant, capital appreciation bonds
(CABs) may be used. The decision to use term, serial, or CABs is typically driven by
market conditions.
Interest Rate Structure - The City currently issues securities on a fixed interest rate basis
only. Fixed rate securities ensure budget certainly certainty through the life of the issue
and avoid the volatility of variable rates.
Credit Enhancement - Credit enhancement may be used to improve or establish a credit rating
on a City debt obligation. Types of credit enhancement include letters of credit, bond
insurance, and surety policies. A credit enhancement may be used if it reduces the overall
cost of the proposed financing or if the use of such credit enhancement furthers the City's
overall financial objectives.
Debt Service Reserve Fund - Debt service reserve funds are typically held by a trustee
to make principal and interest payments to bondholders in the event the pledged revenue
s are insufficient to do so. The City will fund debt service reserve funds when it is in the
City’s overall best financial interest. The City may decide not to utilize a reserve fund if
the City, in consultation with the underwriter and municipal advisor, determines there
would be no adverse impact to the City’s credit rating or interest rates.
Per internal Revenue Service rules, the size of the reserve fund on tax-exempt bond
issuance shall be the lesser of:
• 10% of the initial principal amount of the debt;
• 125% of average annual debt service; or
• 100% of maximum annual debt service.
In lieu of holding a cash funded reserve, the City may substitute a surety bond or other
credit instrument in its place. The decision to cash fund a reserve fund rather than to use
a credit facility is dependent upon the cost of the credit instrument and the investment
opportunities.
Call Options / Redemption Provisions - A call option or optional redemption provision
gives the City the right to prepay or retire debt prior to its stated maturity date. This option
may permit the City to achieve interest savings in the future through the refunding of the
bonds. Often the City will pay a higher interest rate as compensation to the buyer for the
risk of having the bond called in the future. In addition, if a bond is called, the bolder
holder may be entitled to a premium payment (call premium). Because the cost of call
options can vary depending on market conditions, an evaluation of factors will be
conducted in connection with each issuance. The City, in consultation with the underwriter
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and municipal advisor, shall evaluate the use of a call option on a case-by-case basis.
Debt Limits - California Government Code Section 43605 states the City shall not incur
bonded indebtedness payable from the proceeds of property tax which exceeds 15 percent
of the assessed value of all real and personal property of the city.
The cumulative annual debt service of all bond issues supported by the General Fund
is restricted to no more than 15 percent of the annual General Fund revenue.
Bond issues supported by enterprise funds or other self-supporting funds should
maintain a minimum ratio of net operating income to annual debt service ("coverage
ratio'') the City concludes is financially prudent. Typically, a higher coverage ratio
produces a better credit rating and lower interest rates, yet, if too high, may restrict
efficient enterprise operations or unduly induce user rate increases . Therefore the
City should balance the benefits of higher ratings with the operational impact of high
coverage ratios.
IX. METHOD OF ISSUANCE AND SALE; DISCLOSURE
Debt issues are sold to a single underwriter or to an underwriting syndicate, either through a
competitive sale or a negotiated sale. A negotiated sale may involve the sale of securities to
investors through an underwriter or the private placement of the securities with a financial
institution or other sophisticated investor. The selected method of sale will be that which is
most beneficial to the City in terms of lowest net interest rate, most favorable terms in financial
structure, and market conditions. The City will review conditions in conjunction with
information and advice presented by the City’ s municipal advisor.
Competitive Sales of Bonds - In a competitive sale, the terms of the debt will be defined
by the City and the price of the debt will be established through an impartial bidding
process amongst qualified underwriters and/or underwriting syndicates. The issue is
awarded to the underwriter judged to have submitted the best bid which offers the lowest
true interest cost, taking into account underwriting spread, interest rates, and any
discounts or premiums.
Negotiated Sale of Bonds - A method for sale of bonds, notes, or other financing
vehicles in which the City selects in advance, based upon proposals received or by
other means, one or more underwriters to work with it in structuring, marketing, and
offering an issue to investors. The negotiated sale method is often used when the
issue is: a first-time sale by an issuer (a new credit); a complex security structure,
such as a variable·arable rate transaction; an unusually large issue; or in a highly
volatile or congested market where flexibility as to bond sale timing is important.
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Private Placement - A private placement is a variation of a negotiated sale in which the
City, usually with the help of a municipal advisor and placement agent, will attempt to
place the entire new issue directly with an investor. The investor will negotiate the specific
terms and conditions of the financing before agreeing to purchase the issue. Private
placements are generally undertaken because the transaction is complex or unique,
requiring direct negotiations with the investor, or because the issue is small or of a
shorter duration and a direct offering provides economies of scale, lower interest
costs, and reduced continuing disclosure.
Derivative Products - Because of their complexity, unless otherwise amended, derivative
products such as interest rate swaps, interest floaters and other hybrid securities are
prohibited by this Policy.
Initial Disclosure Requirements - The City acknowledges its disclosure responsibilities. Under
the guidance of disclosure counsel, the City will distribute or cause an underwriter to distribute
its preliminary official statement and final official statement. (Neither is typically required in a
private placement, although in some cases a “private placement memorandum” may be
required by the investor.)
The Financing Team shall be responsible for soliciting " material'' information (as defined in
Securities and Exchange Commission Rule 10b-5) from City departments and identifying
contributors who may have info1mation information necessary to prepare portions of the
official statement or who should review positions of the official statement. In doing so, the
Financing Team shall confirm the official statement accurately states all 'material'' “material''
information relating to the decision to buy or sell the subject bonds and that all information in
the official statement has been critically reviewed by an appropriate person.
In connection with an initial offering of securities, the City and other members of the Financing
Team will:
• identify material information which should be disclosed in the official statement;
• identify other persons who may have material information (contributors);
• review and approve the official statement;
• ensure the City’ s compliance, and that of its related entities, with federal and state
security laws including notification to the California Debt and Investment Advisory
Commission (CDIAC) of the proposed debt issue no later than 30 days prior to the
sale of any debt issue, and submission of a final report of the issuance to the CDIAC
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by any method approved by the CDIAC.
The Financing Team shall critically evaluate the official statement for accuracy and
compliance with federal and state securities laws. The approval of an official statement shall
be placed on the City Council agenda, and shall not be considered as a consent calendar
item. The staff report will summarize the City Council's responsibilities with respect to the
official statement and provide the City Council the opportunity to review a substantially final
official statement. The City Council shall undertake such review as deemed necessary by the
City Council to fulfill the City Council's securities law responsibilities.1
For any privately placed debt with no official statement, the final staff report describing the
issue and such other documents will be provided to the City Council for approval.
X. CREDITWORTHINESS OBJECTIVES
Ratings are a reflection of the general fiscal soundness of the City and the capabilities of its
management. Typically, the higher the credit ratings are, the lower the interest cost is on the
City's debt issues. To enhance creditworthiness, the City is committed to prudent financial
management, systematic capital planning, and long-term financial planning, and, to that end,
has an objective of maintaining a credit rating of at least AA- (Standard and Poor’s). However
the City also recognizes that external economic, natural, or other events may, from time to
time, affect the creditworthiness of its debt.
The most familiar nationally recognized bond rating agencies are Standard and Poor’s,
Moody’s Investors Service, and Fitch Ratings. When issuing a credit rating, rating agencies
consider various factors including, but not limited to:
• the issuer ' s fiscal status
• the issuer's general management capabilities;
• economic conditions which may impact the stability and reliability of debt repayment
sources;
• the issuer's general reserve levels;
• the issuer's debt history and current debt structure·;
• project being financed; and
• covenants and conditions in the governing legal documents ..
Bond Ratings - The Financing Team will assess whether a credit rating should be obtained
for an issuance. The City typically seeks a rating from at least one nationally recognized rating
agency on new and refunding issues to be sold in the public market. The Financing Team
shall be responsible for determining which of the major rating agencies the City shall request
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to provide a rating. When applying for a rating on an issue, the Financing Team shall prepare
a presentation for the rating agency when it is determined a presentation is in the best
interests of the City.
Rating Agency Communications - The City is responsible for maintaining relationships with
the rating agencies that assign ratings to the City's debt obligations. This responsibility
includes providing the rating agencies with the City's financial statements, if applicable and
any additional information requested.
XI. POST ISSUANCE ADMINISTRATION - INTERNAL CONTROLS
Notification to the CDIAC – The City shall work with its bond counsel to submit a report of final
sale to the CDIAC by any method approved by the CDIAC no later than 21 days after the sale
of the debt. The report shall include the information required by CDIAC.
Investment of Proceeds - The City shall invest bond proceeds and reserve funds in
accordance with each issue's indenture or trust agreement utilizing competitive bidding when
possible. All investments will be made in compliance with the City’s investment policy
objectives of safety, liquidity, and then yield. The investment of bond proceeds and reserve
funds shall comply with federal tax law requirements specified in the indenture or trust
agreement and the tax certificate.
When feasible, unexpended bond proceeds shall be held by the trustee. The trustee will be
responsible for recording all investments and transactions relating to the proceeds and
providing monthly statements regarding the investments and transactions.
Use of Bond Proceeds - The City is responsible for ensuring debt proceeds are spent for the
intended purposes identified in the related legal documents and that the proceeds are spent
in the time frames identified in the tax ce11ificate certificate prepared by the City's bond
counsel. When reasonably possible, proceeds of debt will be held by a trustee, until the City
submits written requisitions for such proceeds. The City will submit a requisition only after
obtaining the signature of the City Manager or Director of Finance. In those cases where it is
not feasible for the proceeds of debt to be held by a trustee, the Director of Finance shall
retain records of all expenditures of proceeds for the term of the bonds plus 3 years.
Continuing Disclosure - The Director of Finance or designee will ensure that the City’ s annual
financial statements and associated reports are posted on the City’s web site. The City may
also contract with consultant(s) to comply with the Securities and Exchange Commission Rule
15c2-12(b)(5) by filing its annual financial statements, other financial and operating data and
notices of enumerated events for the benefit of its bondholders on the Electronic Municipal
Market Access (EMMA) website of the Municipal Securities Rulemaking Board (MSRB).
The City shall submit an annual repo1t report to the CDIAC for any issue of debt for which it
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has submitted a repm1 report of final sale on or after January 21, 2017. The annual report
shall comply with the requirements of Government Code Section 8855 and related
regulations.
Arbitrage Rebate Compliance and Reporting - The use and investment of bond proceeds must
be monitored to ensure compliance with arbitrage restrictions. Existing regulations require that
issuers calculate rebate liabilities related to any bond issues, with rebates paid to the federal
government every five years and as otherwise required by applicable provisions of the Internal
Revenue Code and regulations. The City shall contract with a specialist to ensure
proceeds and investments are tracked in a manner which facilitates accurate, complete
calculations, and if necessary, timely rebate payments.
Compliance with Other Bond Covenants - In addition to continuing disclosure and arbitrage
monitoring requirements, the City is also responsible for verifying compliance with all
undertakings, covenants, and agreements of each bond issuance on an ongoing basis. This
typically includes ensuring:
• annual budgetary appropriations to meet debt service payments;
• taxes/fees are levied and collected where applicable;
• timely transfer of debt service payments to the trustee;
• compliance with insurance requirements;
• compliance with rate covenants; and
• post-issuance procedures established in the tax certificate for any tax-exempt debt.
Retention - A copy of al1 all relevant documents and records will be maintained by the City
for the term of the bonds (including refunding bonds, if any) plus 3 years. Relevant documents
and records will include sufficient documentation to support the requirements relating to the
tax-exempt status.
Investor Relations - While the City shall post its annual financial reports and other financial
repo1t sreports on the City's website, this information is intended for the citizens of the City.
Information the City intends to reach the investing public, including bondholders, rating
analysts, investment advisors, or any other members of the investment community, shall be
filed on the EMMA system.
Additional requirements for financial statements - It is the City’s policy to hire an independent
auditing firm with the technical skills and resources to properly perfom1 perform an annual
audit of the City's financial statements. More specifically, the firm shall be a recognized expert
in the accounting rules applicable to the City and shall have the resources necessary to review
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the City's financial statements on a timely basis.
XII. TRAINING
The City shall ensure that the members of the City staff involved in the initial or continuing
disclosure process and the City Council are properly trained to understand and perfom1
perform their responsibilities.
The City Manager or Director of Finance shall arrange, as necessary, for disclosure training
sessions conducted by the City's disclosure counsel. Such training sessions shall include
education on the "Initial Disclosure Requirements and "Continuing Disclosure" sections of this
Policy, the City’s disclosure obligations under applicable federal and state securities laws, and
the disclosure responsibilities and potential liabilities of members of the City's staff and
members of the City Council. Such training sessions may be conducted using a recorded
presentation.
1. The Securities and Exchange Commission (SEC ), the agency with regulatory authority
over the City 's compliance with the federal securities laws, has issued guidance as to the
duties of the City Council with respect to its approval of the preliminary official statement
("POS"). In its "Report of Investigation in the Matter of County of Orange, California as it
Relates to the Conduct of the Members of the Board of Supervisors "(Release No. 3676 l1 /
January 24, 1996) (the “Release"), the SEC stated that, if a member of the City Council has
knowledge of any facts or circumstances of which an investor would want to be aware prior
to investing in the bonds, whether relating to their repayment, tax –exempt status, undisclosed
conflicts of interest with interested parties, or otherwise, he/she should endeavor to discover
whether such factors are adequately disclosed in the official statement. In the Release, the
SEC stated the steps a member of the City Council would take include becoming familiar with
the POS and questioning staff and consultants about the disclosure of such facts.
APPENDIX
GLOSSARY
Ad Valorem Tax: a tax calculated "according to the value" of property. Such a tax is based
on the assessed valuation of real property and a valuation of tangible personal property.
Amortization: the gradual reduction in principal of an outstanding debt based upon a
specific repayment schedule, which details specific dates and repayment amounts on those
dates.
Arbitrage: the gain that may be obtained by borrowing funds at a lower (often tax-exempt)
rate and investing the proceeds at higher (often taxable) rates. The ability to earn arbitrage by
issuing tax-exempt securities has been severely curtailed by the Internal Revenue Code of I 1986,
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as amended.
Assessed Valuation: the appraised worth of property as set by a taxing authority through
assessments for purposes of ad valorem taxation.
Bond: a security that represents an obligation to pay a specified amount of money on a
specific date in the future, typically with periodic interest payments.
Bond Anticipation Notes: short-term notes issued usually for capital projects and paid
from the proceeds of the issuance of long-term bonds. Provide interim financing in anticipation of
bond issuance.
Bond Counsel: a specialized, qualified attorney retained by the issuer to give a legal
opinion concerning the validity of securities. The bond counsel’s opinion usually addresses the
subject of tax exemption. Bond counsel typically prepares and/or advises the issuer regarding
legal structure, authorizing resolutions, trust indentures, and the like.
Bond Insurance: a type of credit enhancement whereby an insurance company
indemnifies an investor against default by the issuer. In the event of failure by the issuer to pay
principal and interest in full and on time, investors may call upon the insurance company to do so.
Once issued, the municipal bond insurance policy is generally irrevocable. The insurance
company receives its premium when the policy is issued and this premium is typically paid out of
the bond issue.
Call Option: the right to redeem a bond prior to its stated maturity, either on a given date
or continuously. The call option is also referred to as the optional redemption provision. Often a
call premium is added to the call option as compensation to the holders of the earliest bonds
called.
Capital Appreciation Bond: a municipal security on which the investment return on an
initial principal amount is reinvested at a stated compounded rate until maturity, at which time the
investor receives a single payment representing both the initial principal amount and the total
investment return.
CDIAC: California Debt and Investment Advisory Commission.
Certificates of Participation: a financial instrument representing a proportionate interest
in payments such as lease payments by one party (such as a city acting as a lessee) to another
party (often a joint powers authority or non-profit).
Competitive Sale: a sale of bonds in which an underwriter or syndicate of underwriters
submit sealed bids to purchase the bonds. Bids are awarded on a true interest cost (TIC) basis,
provided other bidding requirements are satisfied. Competitive sales are recommended for simple
financings with a strong underlying credit rating. This type of sale differs from a negotiated sale.
Continuing Disclosure: the requirement by the Securities and Exchange Commission
for most issuers of municipal debt to post current financial information and notices of enumerated
events on the MSRB ' s EMMA website for access by the general marketplace .
Credit Rating Agency: a company that rates the relative credit quality of a bond issue
and assigns a letter rating. These rating agencies include Moody's Investors Service, Standard &
Poor's, and Fitch Ratings.
Debt Limit: the maximum amount of debt legally permitted by applicable charter,
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constitution, or statutes.
Debt Service: the amount necessary to pay principal and interest requirements on
outstanding bonds for a given year or series of years.
Default: the failure to pay principal or interest in full or on time and, in some cases, the
failure to comply with non-payment obligations after notice and the opportunity to cure.
Derivative: a financial instrument which derives its own value from the value of another
instrument, usually an underlying asset such as a stock, bond, or an underlying reference such
as an interest rate index.
Disclosure Counsel: a specialized, qualified attorney retained to provide advice on issuer
disclosure obligations, to prepare the official statement and to prepare the continuing disclosure
undertaking.
Discount: the difference between a bond’s par value and the price for which it is sold
when the latter is less than par. Also known as " underwriter discount,” this is the fee paid to the
underwriter for its banking and bond marketing services.
Enterprise Activity: revenue generating project or business. The project often provides
funds necessary to pay debt service on securities issued to finance the facility. Common
examples include water, wastewater, and solid waste enterprises.
Financing Team: the working group of City staff and outside consultants necessary to
complete a debt issuance.
General Obligation ("GO”) Bond: a bond secured by an unlimited prope1ty property tax
pledge. Requires a two-thirds vote by the electorate. GO bonds usually achieve lower rates of
interest than other financing instruments since they are considered to be a lower risk.
Indenture: a contract between the issuer and the trustee stipulating the characteristics of
the financial instrument, the issuer’s obligation to pay debt service, and the remedies available to
the trustee in the event of default.
Issuance Costs: the costs incurred by the bond issuer during the planning and sale of
securities. These costs include, but are not limited to, municipal advisory, bond counsel,
disclosure counsel, printing, advertising costs, credit enhancement, rating agencies fees, and
other expenses incurred in the marketing of an issue.
Lease: an obligation wherein a lessee agrees to make payments to a lessor in exchange
for the use of certain property. The term may refer to a capital lease or to an operating lease.
Lease Revenue Bonds: bonds secured by an obligation of one party to make annual
lease payments to another.
Maturity Date: the date upon which a specified amount of debt principal or bonds matures,
or becomes due and payable by the issuer of the debt.
Municipal Advisor: a consultant who provides the issuer with advice on the structure of
the bond issue, timing, tennsterms, and related matters for a new bond issue.
Municipal Securities Rulemaking Board (MSRB): a self-regulating organization
established on September 5, 1975 upon the appointment of a 15-member board by the Securities
and Exchange Agreement. The MSRB, comprised of representatives from investment banking
firms, dealer bank representatives, and public representatives, is entrusted with the responsibility
Page 93 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November
18, 2025
ADOPTED: August 15, 2017
POLICY #206 TITLE: Debt Management
of writing rules of conduct for the municipal securities market. The MSRB hosts the EMMA
website, which displays information posted by issuers under their continuing disclosure
undertakings.
Negotiated Sale: a sale of securities in which the terms of the sale are determined through
negotiation between the issuer and the purchaser, typically an underwriter, without competitive
bidding. The negotiated sales process provides control over the financing structure and issuance
timing. Negotiated sales are recommended for unusual financing ten11Sterms, period of market
volatility, and weaker credit quality. A thorough evaluation, usually with the assistance of the City's
municipal advisor, of the proposed bond's credit characteristics in conjunction with market
conditions will be performed to ensure reasonable final pricing and underwriting spread.
Official Statement (Prospectus): a document published by the issuer in connection with
a primary offering of securities which discloses material information on a new security issue,
including the purposes of the issue, how the securities will be repaid, and the financial, economic,
and social characteristics of the security for the bonds. Investors may use this information to
evaluate the credit quality of the securities.
Par Value: the face value or principal amount of a security.
Pension Obligation Bonds ("POBs''): financing instruments used to pay some or all of
the unfunded pension liability of a pension plan. POBs are issued as taxable instruments over a
10-40 year term or by matching the term with the amortization period of the outstanding unfunded
actuarial accrued liability.
Premium: the excess of the price at which a bond is sold over its face value.
Present Value: the value of a future amount or stream of revenues or expenditures.
Pricing Consultant: the pricing consultant provides a fairness letter to the City or its agent
regarding the pricing of a new issue of municipal securities.
Private Placement: a bond issue structured specifically for one purchaser. Private
placements are typically carried out when extraneous circumstances preclude public offerings. A
private placement is considered to be a negotiated sale.
Redemption: Depending on an issue's call provisions, an issuer may on certain dates and
at certain premiums, redeem or call specific outstanding maturities. When a bond or certificate is
redeemed, the issuer is required to pay the maturities' par value, the accrued interest to the call
date, plus any premium required by the issue's call provisions.
Refunding: a procedure whereby an issuer refinances an outstanding debt issue by
issuing a new debt issue.
Rule 15c2-12: rule adopted by the Securities and Exchange Commission setting forth
certain obligations of (i) underwriters to receive, review and disseminate official statements
prepared by issuers of most primary offerings of municipal securities, (ii) underwriters to obtain
continuing disclosure agreements from issuers and other obligated persons to provide ongoing
annual financial information on a continuing basis, and (iii) broker-dealers to have access to such
continuing disclosure in order to make recommendations of municipal securities in the secondary
market .
Reserve Fund: a fund established by the indenture of a bond issue into which money is
Page 94 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November
18, 2025
ADOPTED: August 15, 2017
POLICY #206 TITLE: Debt Management
deposited for payment of debt service in case of a shortfall in current revenues.
Revenue Bond: a bond which is payable from a specific source of revenue and to which
the full faith and credit of an issuer is not pledged. Revenue bonds are payable from identified
sources of revenue, and do not permit the bondholders to compel a jurisdiction to pay debt service
from any other source. Pledged revenues often are derived from the operation of an enterprise.
Secondly Secondary Market: the market in which bonds are sold after their initial sale in
the new issue market.
Serial Bonds: bonds of an issue which mature in consecutive years or other intervals
and are not subject to mandatory sinking fund provisions.
Special Tax Bonds: bonds issued to fund eligible improvements and paid with
special taxes levied in a community facilities district formed under the Mello-Roos Community
Facilities Act of 19 82, as amended, or other applicable Jawlaw.
State Revolving Funds: the Stale Revolving Fund (SRF) loan is a low interest loan
program for the construction of water infrastructure projects.
Tax Allocation Bonds: Historically, tax allocation bonds referred to bonds issued under
the Community Redevelopment Law to fund eligible capital facilities located within a
redevelopment project area. However, as a result of the passage of AB X1 26, the National City
Redevelopment Agency has been dissolved and the successor Successor agency's Agency's
obligations are limited to performing certain enforceable obligations. The California Legislature
has enacted a number of laws which establish alternative tax increment financing mechanisms,
and tax allocation bonds may be issued under these laws in the future.
Tax and Revenue Anticipation Notes (TRANS): short-term notes issued in
anticipation of receiving tax receipts and revenues within a fiscal year. TRANs allow the
municipality to manage the period of cash shortfalls resulting from a mismatch between
timing of revenues and timing of expenditures.
Term Bonds: bonds which come due in a single maturity but where the issuer may
agree to make periodic payments into a sinking fund for mandatory redemption of term bonds
before maturity and for payment at matu1itymaturity.
True Interest Cost ("TIC”)' : Under this method of computing the interest expense to the
issue r of bonds, true interest cost is defined as the rate necessary to discount the amounts
payable on the respective principal and interest payment dates to the purchase price received for
the new issue of bonds. Interest is assumed to be compounded semi-annually. TIC computations
produce a figure slightly different from the net interest cost ("NJCNIC") method because TIC
considers the time value of money while NIC does not.
Trustee: a bank retained by the issuer as custodian of bond proceeds and official
representative of bondholders. The trustee ensures compliance with the indenture. In many
cases, the trustee also acts as paying agent and is responsible for transmitting payments of
interest and principal to the bondholders.
Underwriter: a broker-dealer which purchases a new issue of municipal securities
from the issuer for resale in a primary offering. The bonds may be purchased either through
a negotiated sale with the issuer or through a competitive sale.
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CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November
18, 2025
ADOPTED: August 15, 2017
POLICY #206 TITLE: Debt Management
Yield: the net rate of return, as a percentage, received by an investor on an
investment. Yield calculations on a fixed income investment, such as a bond issue, take
purchase price and coupon into account when calculating yield to maturity.
Related Policy References
Prior Policy Amendments
August 15, 2017 (Resolution No. 2017-161) Establishing Policy
Page 96 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED OR REVISED: October 5, 2021 ADOPTED: FEBRUARY 6, 1990
POLICY #502 TITLE: PUBLIC IMPROVEMENTS OR PROFESSIONAL
SERVICE CONTRACT CHANGE ORDERS
PURPOSE
The purpose of this policy is to establish authorization limits and standard methods for the
approval of changes in contracts.
DEFINITIONS
Construction Contract: A written contract with a properly licensed contractor to construct public
improvements within the City of National City that conforms to the Standard Specifications for
Public Works Construction (hereinafter, "Green book") and special provisions.
Construction Change Order: A Construction Change Order is a written directive to the contractor
to make changes in the work within the general scope of the contract during the construction
period. Changes might involve additions to or deletions from the contract, adjustment of bid or
line item quantities exceeding the limits set by the latest edition of the Green Bbook, and special
provisions as follows:
• Addition of an item of work not specified in the original contract.
• Deletion of an item of work specified in the original contract or subsequent approved
change order.
• Adjustment of line item quantities beyond the limits allowed· in the latest edition of the
Green book and/or special provisions.
• Adjustment of contract time for reasons other than those allowed in the Greenbook or
special provisions.
On-Call Consultant Contract: A written agreement between the City and a professional services
provider that specifies the services to be provided to the City at defined rates on an as-needed
basis as requested by the City through written work ordersnotice to proceed.
On-Call Consultant Work OrderNotice to Proceed: Written request approval from the City to an
on-call consultant that authorizes the consultant to perform work on a specific project within the
budget, scope and schedule, typically defined in a proposal from the consultant and incorporated
into the notice to proceed, work order that are within the scope and budget of the On-Call
Consultant Contract.
On-Call Consultant Contract Amendment: A written agreement with a consultant to make
specified changes to the On-Call Consultant Contract. An On-Call Consultant Contract
Amendment shall specify changes to services, rates, schedule adjustments and/or overall
contract value. The Amendment must be agreed to by the City and the Consultant.
Page 97 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED OR REVISED: October 5, 2021 ADOPTED: FEBRUARY 6, 1990
POLICY #502 TITLE: PUBLIC IMPROVEMENTS OR PROFESSIONAL
SERVICE CONTRACT CHANGE ORDERS
Standard Consultant Contract: A written agreement between the City and a professional services
provider that specifies the services to be provided to the City at defined specific rates for a specific
project within a specific time.
Standard Consultant Contract Amendment: A written agreement with a consultant to make
specified changes to the Standard Consultant Contract. A Standard Consultant Contract
Amendment shall specify changes to services, rates, schedule adjustments and/or overall
contract value. The amendment must be agreed to by the City and the Consultant.
POLICY
1. Public improvement projects shall be administered in accordance with the latest edition of
the Green book, specifications and contract special provisions.
2. Adjustment of bid or line item quantities may be approved by the Director of Public Works/City
Engineer for adjustments within the limits set by the latest edition of the Green book and
special provisions. Adjustment of line item quantities that exceed the latest edition of the
Green book and/or the special provisions (whichever is greater) shall proceed under the
Contractor Change Order policy limits as prescribed below.
3. Designated officials of the City are authorized to approve Contract Change Orders to public
improvement contracts and amendments to on-call consultant contracts within the scope of the
contract, Council approved funding and the limits set forth as follows:
Designated Official Limits
Director of Public Works/City Engineer Aggregate Contract Change
Orders,
Amendments to On-Call Consultant Contracts,
and Standard Consultant Contracts up to 15% of
the original contract amount, not to exceed a
maximum of $25,000 per change order or
amendment.
Director of Public Works/City Engineer Adjustments of contract time for
justifiable delays within the limits of the latest edition
of the Green book and special provisions.
Page 98 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED OR REVISED: October 5, 2021 ADOPTED: FEBRUARY 6, 1990
POLICY #502 TITLE: PUBLIC IMPROVEMENTS OR PROFESSIONAL
SERVICE CONTRACT CHANGE ORDERS
City Manager Aggregate Contract Change Orders, Amendments
to On-Call Consultant Contracts, and Standard
Consultant Contracts up to 25% of the original
contract amount not to exceed a maximum
of $50,000 per change order or amendment.
City Manager May exceed the limits of authorization set forth
herein, if in the City Manager's opinion the
situation requiring the Contract Change Order is
of a nature that presents an emergency in which
there is a concern for public safety, or if delay
would cause un-necessary additional expenses.
In such a case, the Contractor Change Order will
subsequently be presented to the City Council for
ratification at the next regular City Council
meeting.
City Council Contract Change Orders, Amendments to On-Call
Consultant Contracts, and Standard Consultant
Contracts that exceed 25% of the original .contract
amount or $50,000 for a single Change Order or
Amendment.
Page 99 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED OR REVISED: October 5, 2021 ADOPTED: FEBRUARY 6, 1990
POLICY #502 TITLE: PUBLIC IMPROVEMENTS OR PROFESSIONAL
SERVICE CONTRACT CHANGE ORDERS
Related Policy References
Prior Policy Amendments
November 9, 1982 (Resolution No. 13,924) Establishing Policy
February 6, 1990 (Resolution No. 16,173)
March 2, 2010 (Resolution No. 2010-30)
October 5, 2021 (Resolution No. 2021-148)
Page 100 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: November 18,
2025
ADOPTED: November 15, 1988
POLICY # 703 TITLE: PURCHASE OF PRODUCTS CONTAINING FULLY
HALOGENATED CHLOROFLUOROCARBONS (CFC '.s)
Staff recommends eliminating this policy – the purchase of CFCs is very limited
by State Law.
Purpose
To establish policy restricting purchase of·products containing fully halogenated
chlorofluorocarbons (CFC's) which are harmful to our environment.
Policy
The use of fully halogenated chlorofluorocarbons has been determined to be harmful to our
environment and, therefore, should cease. Unfortunately, there are some products containing
these chlorofluorocarbons (CFC's) which are essential to our operations, and must be used. In
order to limit the use of these chlorofluorocarbons to necessary, Purchasing Agent is hereby
directed to include on all applicable purchasing documents the following clause:
"In accordance with National City Council Policy, vendor shall not provide or deliver any product
containing fully halogenated chlorofluorocarbons (CFC's) unless specifically authorized by the
National City Purchasing Agent."
Appointing Authority
None.
Prior Policy Amendments:
None.
Page 101 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: July 17, 2018
November 18, 2025
ADOPTED: November 12, 1991
POLICY # 707 TITLE: Alcohol Beverage License Application Review Process and
Alcohol Conditional Use Permit Standards
PURPOSE/BACKGROUND:
To streamline the process of alcohol license application review to ensure timely staff responses
and/or protests to the Department of Alcoholic Beverage Control regarding these applications.
The City Municipal Code requires Conditional Use Permits for the sale of alcohol. Such land use
regulation is designed to ensure that the health, safety and welfare of the community does not
become negatively impacted. In order to minimize any potential adverse effects of alcohol sales
for both on and off-site consumption, including public drunkenness, disorderly conduct, illegal
sales or domestic violence, the City adopts conditions of approvals and enact policies designed
to protect the public from such effects. The following sets forth the City Council’s policy on the
applicable alcohol standards for Conditional Use Permit applications for both on and off-sale
alcohol sales, as well as the Department of Alcoholic Beverage Control application notification
requirements.
POLICY:
The Department of Alcoholic Beverage Control (ABC) sends copies of all alcoholic beverage
license applications to the Police Department. The City has thirty days from the date of the ABC
mailing to provide comments to the ABC. If no protests are received within that time period, the
ABC issues the license.
The Police Department is responsible for ensuring that an appropriate Conditional Use Permit
(CUP) exists for the applicant business. If such a CUP exists, the copy of the application is simply
filed by the Police Department in the existing file with the notation that there were no objections
to the issuance of the license. If it is a new (in the case of an “original” license application) or
expanding business or one seeking a license to effect a premises transfer, and no CUP exists,
the Police Department is responsible for sending a letter to the ABC protesting the issuance of
the license until a CUP is issued by the City.
Whenever such a protest letter is sent to the ABC, that agency notifies the applicant that they
must begin the process of obtaining a CUP with the City’s Planning Division and that the issuance
of the alcoholic beverage license will be delayed until such time as the protest is withdrawn.
Once a CUP has been issued, the Planning Division notifies the Police Department of that
issuance and it is then the responsibility of the Police Department to notify the ABC that the protest
is withdrawn.
The CUP application, approval and issuance process is such that it provides all the checks,
balances and controls necessary to ensure that businesses seeking alcoholic beverage licenses
are in compliance with local standards.
Page 102 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: July 17, 2018
November 18, 2025
ADOPTED: November 12, 1991
POLICY # 707 TITLE: Alcohol Beverage License Application Review Process and
Alcohol Conditional Use Permit Standards
These conditions of approval shall apply to all new Conditional Use Permits (CUPs) for the sale of
alcohol for on and/or off-site consumption and modifications of existing CUPs for such sales as
specified by the preceding parenthetical references with each condition. These references specify
to which type of alcohol CUP being applied for the conditions would apply to – on-sale (restaurant,
bar, etc) or off-sale (market, grocery store, etc). Regulation of these conditions and allowances
shall be enforced through the Conditional Use Permit process, specifically conditions of approval
to read as follows:
1. (off-sale alcohol) The sale of beer or malt beverages in quantities of quarts, 22 ounce, 32
ounce, 40 ounce, or similar size containers is prohibited.
2. (off-sale alcohol) No beer products shall be sold of less than manufacturer’s pre- packaged
three-pack quantities of 24 ounce cans per sale. There shall be no sale of single cans or
bottles.
3. (off-sale alcohol) No sale of wine shall be sold in containers of less than 750 milliliters.
The sale of wine with an alcoholic content greater than 15% by volume is prohibited.
4. (off-sale alcohol) Flavored malt beverages, also known as premium malt beverages and
flavored malt coolers, and sometimes commonly referred to as wine coolers, may be sold
only by four-pack or other manufacturer’s pre- packaged multi-unit quantities.
5. (off-sale alcohol) The consumption of alcoholic beverages is prohibited on the subject
premises, and on all parking lots and outbuildings and any property or adjacent property
under the control of the applicant.
6. (off-sale alcohol) All cups and containers shall be sold at or above prevailing prices and
in their original multi-container packages of no fewer than 12, and no cups and containers
shall be given free of charge.
7. (off-sale alcohol) Ice may be sold only at or about prevailing prices in the area and in
quantities of not less than three pounds per sale. Ice shall not be provided free of charge.
8. (off-sale alcohol) The display of alcoholic beverages shall be limited to an area in
substantial conformance with Exhibit____, Case File No.___, dated __.
9. (off-sale alcohol) Permittee shall post signs on the exterior building walls in compliance
with Chapter 10.30.070 of the National City Municipal Code. Additionally, the permittee
shall post signs, to be approved by the Planning Division, at each entrance to the
applicant’s premises and parking lot, prohibiting loitering and consumption of alcohol on the
premises and adjacent property under his control. Said signs shall not be less than 17 by 22
Page 103 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: July 17, 2018
November 18, 2025
ADOPTED: November 12, 1991
POLICY # 707 TITLE: Alcohol Beverage License Application Review Process and
Alcohol Conditional Use Permit Standards
inches in size, with lettering not less than one inch in height. The signs shall read as follows:
a. “No open alcoholic beverage containers are allowed on these premises.”
b. “No loitering is allowed.”
10. (off-sale alcohol) Containers of alcohol may not be stored on the premises, after being
sold to patrons, for the purpose of later consumption.
11. (off-sale alcohol) Exterior advertising and signs of all types, promoting or indicating the
availability of alcoholic beverages, including advertising/signs directed to the exterior from
within, are prohibited. Interior displays of alcoholic beverages and signs, which are clearly
visible to the exterior, shall constitute a violation of this condition.
12. (off-sale alcohol) The quarterly gross sales of alcoholic beverages shall not exceed the
gross sales of all other commodities during the same period. The applicant shall at all
times keep records which reflect separately the gross sales of alcoholic beverages and the
gross sales of all other items. Said records shall be kept no less frequently than on a
quarterly basis and shall be made available to the City Finance Department and any Peace
Officer of the California Department of Alcoholic Beverage Control upon demand.
13. (on and off-sale alcohol) All sellers and servers of alcohol shall receive Responsible
Beverage Service and Sales (RBSS) training, including all owners, and managers. The
RBSS training must be certified by the Department of Alcoholic Beverage Control (ABC).
Proof of completion of an approved RBSS program must be provided prior to issuance of
a city business license. As part of the RBSS training, the permittee shall make available
a domestic violence training session as provided by the Institute of Public Strategies.
14. (on-sale alcohol) The sale of alcohol shall not exceed the sale of food. With the annual
renewal of the City business license, the business proprietor shall submit a statement
clearly indicating total alcoholic beverage sales and total food sales. Said statement shall
be subject to audit and verification by employees of the City, who are authorized to examine,
audit and inspect such books and records of the license, as may be necessary in their
judgment to verify that the sale of alcohol does not exceed the sale of food. All information
obtained by an investigation of records shall remain confidential.
15. (on-sale alcohol) Alcohol shall be available only in conjunction with the purchase of food.
16. (on-sale alcohol with patio) Permittee shall post signs in the patio dining area, including
all exits to outdoor seating areas, indicating that alcoholic beverages must be consumed
inside the restaurant or patio area and may not be taken off-premises.
17. (tasting rooms) The requirements that alcohol be available only with the purchase of food
Page 104 of 400
CITY COUNCIL POLICY
CITY OF NATIONAL CITY
AMENDED: July 17, 2018
November 18, 2025
ADOPTED: November 12, 1991
POLICY # 707 TITLE: Alcohol Beverage License Application Review Process and
Alcohol Conditional Use Permit Standards
and that alcohol sales not exceed food sales shall not apply to tasting rooms.
18. (tasting rooms) Sales of sealed bottles or containers (commonly known as growlers) for off-
site consumption of the product manufactured by the master licensee may be sold and/or
consumed at this location.
19. (tasting rooms) Hours of operation of tasting rooms shall be limited to between 10:00 a.m.
to 10:00 p.m. with last call being at 9:00 p.m.
20. (tasting rooms) With the submittal of a business license for a tasting room, the Police
Department shall provide an ABC Risk Assessment for each business applicant that
indicates whether the business is considered a low, medium, or high risk. In the event that
a risk assessment for the business allocates or more than 15 points, no business license
shall be issued without the issuance of a Conditional Use Permit.
The sale of three-packs of 24-oz cans of beer shall apply retroactively to all existing off-sale CUPs
where a condition exists limiting sales to no less than six-pack quantities. However, business
wishing to avail themselves of this modification must conform with all regulations of the Department
of Alcoholic Beverage Control (ABC).
The Council may, at its sole discretion, choose to waive or modify any of the above conditions.
Reference
None.
NCMC Section 18.30.050 Allowed Land Use and Permit Requirements (Brewery Tasting Room)
NCMC Section 18.25.020 Fees
NCMC Section
Prior Policy Amendments:
November 12, 1991
None
August 16, 2011 (Resolution No. 2011-181)
December 19, 2017 (Resolution No. 2017-240)
July 17, 2018 (Resolution No. 2018-131)
Page 105 of 400
AGENDA REPORT
Department: Community Services
Prepared by: Mike Pacheco, Director of Community Services
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott Huth, Interim City Manager
SUBJECT:
Authorization to Enter into a Grant Agreement with the County of San Diego for the Community
Enhancement Program in the Amount of $20,000 for the “A Kimball Holiday” Event.
RECOMMENDATION:
Adopt a Resolution Entitled: “Resolution of the City Council of the City of National City, California,
Authorizing the City Manager or Designee to Execute a Grant Agreement with the County of San
Diego through its Community Enhancement Program in the Amount of $20,000 to Fund
Enhancements for the “A Kimball Holiday” Event, and Authorizing the Establishment of
Appropriations and a Corresponding Revenue Budget in the Amount of $20,000.”
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
The County of San Diego’s Community Enhancement Program (CEP) provides funding to support
activities that stimulate tourism, promote the local economy, and enhance community well-being.
The program is funded through County Transient Occupancy Tax (TOT) revenues.
The City of National City was awarded $20,000 under the FY2025–2026 CEP cycle. To formally
receive the funds, the City must execute a grant agreement with the County outlining the terms,
use, and reporting requirements associated with the award.
Funds will be used for enhancements to the “A Kimball Holiday” community event, including the
Ferris Wheel, artificial snow hill, and LED/light-up dance floor, all of which increase attendance,
visibility, and regional tourism appeal.
The Community Services Department will administer the grant and ensure compliance with all
County reporting and expenditure requirements.
FINANCIAL STATEMENT:
If approved, a budget adjustment will be made in the Citywide Grants Fund as follows:
Revenue Account No. 282-70-42-42403-3470- County Grants: $20,000
Expenditure Account No. 282-70-42-42403-7299- Contract Services: $20,000
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Not Applicable
Page 106 of 400
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
EXHIBITS:
Exhibit A – Resolution
Exhibit B – Grant Agreement
Page 107 of 400
RESOLUTION NO. 2025 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY, CALIFORNIA,
AUTHORIZING THE CITY MANAGER OR DESIGNEE TO EXECUTE A GRANT AGREEMENT
WITH THE COUNTY OF SAN DIEGO THROUGH ITS COMMUNITY ENHANCEMENT
PROGRAM IN THE AMOUNT OF $20,000 TO SUPPORT THE “A KIMBALL HOLIDAY”
EVENT, AND AUTHORIZING THE ESTABLISHMENT OF APPROPRIATIONS AND A
CORRESPONDING REVENUE BUDGET IN THE AMOUNT OF $20,000.
WHEREAS, the County of San Diego Board of Supervisors established the Community
Enhancement Program (CEP) to provide funds for projects that stimulate tourism, promote the
local economy, and enhance the quality of life; and
WHEREAS, the City of National City has been awarded $20,000 through the FY2025–
2026 CEP cycle to support enhancements for the “A Kimball Holiday” community event; and
WHEREAS, to receive and expend the funds, the City must enter into a grant agreement
with the County specifying the eligible uses, term, and reporting requirements.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:
Section 1: That the City Council hereby authorizes the City Manager or designee, to
execute a grant agreement with the County of San Diego through its Community Enhancement
Program in the amount of $20,000 to support event activities for “A Kimball Holiday.”
Section 2: That the City Council also hereby authorizes the establishment of
appropriations and a corresponding revenue budget in the amount of $20,000.
Section 3: That the City Clerk shall certify to the passage and adoption of this
Resolution and enter it into the book of original Resolutions.
PASSED and ADOPTED this 18th day of November, 2025.
Ron Morrison, Mayor
ATTEST:
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
Barry J. Schultz, City Attorney
Page 108 of 400
AGREEMENT
COMMUNITY ENHANCEMENT PROGRAM
GRANT AGREEMENT BETWEEN
THE COUNTY OF SAN DIEGO
AND City of National City
This Grant Agreement is entered into between the County of San Diego, a political
subdivision of the State of California (County), and City of National City, a Non-Profit Corporation (Grantee) on
_______________ with an effective date of 10/22/2025.
WHEREAS during the 1982-83 fiscal year, the San Diego County Board of
Supervisors established the Community Enhancement program; and
WHEREAS, pursuant to Board of Supervisors Policy B-58, the purpose of this
Program is to provide funds to nonprofit and/or tax exempt organizations that stimulate tourism, promote the
economy, create jobs, and improve the quality of life throughout San Diego County; and
WHEREAS, the County funds this program primarily with the County’s Transient Occupancy Tax;
WHEREAS, on 10/22/2025 (OCT-25), the Board of Supervisors allocated the grant funding set forth in this
Agreement for the purpose described in this Agreement.
NOW, THEREFORE, the parties agree as follows:
1. Amount of Grant. The County agrees to pay Grantee the amount of $20,000.00. Under no
circumstances is County obligated to pay Grantee more than this amount. County shall pay Grantee
after County receives a signed copy of this Agreement from Grantee.
2. Purpose of Grant. Grantee shall use the grant funds provided by County under this Agreement solely
for the following purpose: Funds will pay for the cost of the Ferris Wheel, ice needed to create a
snow hill, and LED/Light up dance floor.
3. Term of Agreement. The term of this Agreement shall be for 13 months starting on the effective date
as specified above.
4. Time Period for Use of Grant Funds and Documentation of Expenditures.
(a) Grantee shall spend all grant funds provided by the County for the purposes
specified in Paragraph 2 within 12 months of the effective date of this Agreement
as specified above.
(b) Grantee shall complete the Documentation of Grant Expenditures form provided by the
County’s administrator, setting forth Grantee’s total actual expenditures of the grant
funds provided under this Agreement. Grantee shall submit this completed form and
the related documentation including, but not limited to, invoices/receipts, credit card
statements, check stubs, check copies, copy of canceled checks, copy of bank
statements, etc. to the County’s administrator promptly after spending the grant funds,
but in no event after the end of the Term of Agreement specified above. If the parties
agree to extend the Term of Agreement, Grantee shall submit this expenditure
documentation by the end of the extended Term. If County’s administrator requests
additional information regarding Grantee’s expenditure of the grant funds, Grantee
shall promptly submit the requested information to County’s administrator.
(c) Grantee shall retain copies of all receipts, invoices, cash register tapes and other direct
evidence of the expenditure of funds for which grant funds are used for the duration of
the audit period specified in Paragraph 8.
County office use only
P – 1001836
O –12900
E – 53666
T – 001
A – 100122
Supplier # – 1114069
Page 109 of 400
AGREEMENT
(d) If after reviewing Grantee’s expenditure documentation, the County’s administrator:
(i) determines that the Grantee failed to spend all of the grant funds
(ii) disallows any expenditure by Grantee;
(iii) determines that the grant funds provided exceed Grantee’s total actual expenditures
authorized under this Agreement; or
(iv) grant funds were used in a manner contrary to Paragraphs 2 or 5
Grantee shall refund to the County the amount specified by the County’s
administrator. Grantee shall make this refund within seven (7) County business days
after receiving a written request for refund from the County’s administrator. In its
sole discretion, the County may offset the refund amount from any payment due to or
to become due to Grantee under this Agreement or any other agreement with the
County.
(e) If Grantee fails to provide the required documentation of expenditures as
required in Subparagraph (b) and (c) above, the County’s administrator may
request Grantee to refund to the County all or any portion of the grant funds
provided under this Agreement. Within seven (7) County business days of receipt of
a written request for a refund, Grantee shall refund to the County the amount specified
by the County’s administrator.
(f) If Grantee incurs expenses before the County pays the grant under this Agreement, the
County will reimburse Grantee in an amount not to exceed the amount specified in
Paragraph 1 upon submission of documentation to County’s administrator setting forth
Grantee’s actual expenditures for the purpose specified in Paragraph 2 and approval of
the documentation by County’s administrator.
5. Restrictions on use of grant funds.
(a) Grant funds shall not be used for any purpose prohibited by laws governing the use of
public funds including, but not limited to, religious purposes, political campaigning, or
purely private purposes or activities.
(b) If Grantee provides or participates in any activity for which public funds may not be
used, such as religious activities, Grantee shall inform the County of this activity
before accepting any grant funds. Grantee shall ensure that no grant funds awarded
pursuant to the Agreement are used to support in any manner said activity.
(c) Grantee shall not donate any grant funds to a third party.
(d) Grantee may not include in its Documentation of Grant Expenditures report under this
Agreement any expenditures for which Grantee has received or is or will be claiming
funding from any other source.
(e) Grantee shall not assign or transfer any interest in this Agreement (whether by
assignment or novation), without the prior written consent of the County.
(f) Grantee shall comply with Board Policy B-58.
(g) Grantee’s failure to comply with any provision in Paragraph 5 shall constitute a
material breach of this Agreement.
6. Administrator of Agreement. The Office of Economic Development and Government Affairs in the
Chief Financial Officer’s Office shall administer this Agreement on behalf of the County, and Joanne
McGhee at (619) 336-4243 shall administer it on behalf of Grantee. County and Grantee may from
time to time designate a different administrator by providing notice in the manner required by
Paragraph 7.
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AGREEMENT
7. Notice. All communications from Grantee to the County shall be sent to the Office of Economic
Development and Government Affairs as listed below. Any notice or notices or other documentation
required or permitted to be given pursuant to this Agreement may be personally served on the other
party by the party giving such notice, or may be served by certified mail, postage prepaid, return
receipt requested, to the following addresses.
.
County: Deputy Chief Administrative Officer/Chief Financial Officer
Office of Economic Development and Government Affairs
County of San Diego
1600 Pacific Highway Room 152
San Diego, CA 92101
Grantee: City of National City
City of National City National City branch
1243 National City Blvd
National City, CA 91950
Notices that are personally served shall be deemed delivered on the date served. Notices sent by certified
mail shall be deemed delivered 5 County business days after mailing. County and Grantee may from time to time
designate a new address for providing notice by providing notice of the new address in accordance with this
Paragraph.
8. Audit and Inspection of Records. At any time during normal business hours and as often as the
County may deem necessary, the Grantee shall make available, within 5 County business days of the
receipt of a request, to the County for examination all of its records with respect to all matters covered
by this Agreement and will permit the County to audit, examine and make excerpts or transcripts from
such records, and make audits of all invoices, materials, payrolls, records of personnel and other data
relating to all matters covered by this Agreement. Unless otherwise specified by the County, said
records shall be made available for examination within San Diego County, California. Grantee shall
maintain such records in an accessible location and condition to the later of a period of four (4) years
after the termination of this Agreement unless County agrees in writing to an earlier disposition. The
State of California or any Federal agency having an interest in the subject of this Agreement shall have
the same rights conferred upon County by this Agreement.
9. Termination of Agreement for Cause. If Grantee fails to perform its obligations according to this
Agreement, the County may send Grantee a written notice of default that specifies the nature of the
default. Grantee shall cure the default within 3 County business days following receipt of the notice of
default. If Grantee fails to cure the default within that time, the County may terminate this Agreement
by giving Grantee written notice of immediate termination. Upon termination, Grantee shall promptly
provide County's administrator with Documentation of Grant Expenditures setting forth Grantee's total
actual expenditures for the purpose of the grant as of the effective date of termination. Grantee shall
promptly refund to County all funds County paid to Grantee under this Agreement that exceed Grantee's
total actual expenditures for the purpose of the grant, as determined by County's administrator, as of the
effective date of termination. The County may also seek any and all legal and equitable remedies
against Grantee for breaching this Agreement.
10. Termination for Convenience of County. County may terminate this Agreement at any time by
giving written notice to Grantee of such termination and specifying the effective date thereof at least 30
County business days before the effective date of such termination. On or before the date of
termination, Grantee shall provide County’s administrator with Documentation of Grant Expenditures
setting forth Grantee’s total actual expenditures for the purpose of the grant as of the effective date of
termination. Grantee shall promptly refund to County all funds County paid to Grantee under this
Agreement that exceed Grantee’s total actual expenditures for the purpose of the grant, as determined by
County’s administrator, as of the effective date of termination.
11. Termination for Convenience of Grantee. Grantee may terminate this Agreement at any time by
giving written notice to County's administrator of such termination and specifying the effective date
Page 111 of 400
AGREEMENT
thereof at least 60 County business days before the effective date of such termination. On or before the
date of termination, Grantee shall provide County’s administrator with Documentation of Grant
Expenditures setting forth Grantee’s total actual expenditures for the purpose of the grant as of the
effective date of termination. Grantee shall promptly refund to County all funds County paid to Grantee
under this Agreement that exceed Grantee’s total actual expenditure for the purpose of the grant, as
determined by County’s administrator, as of the effective date of termination.
12. Interest of Grantee. Grantee covenants that Grantee presently has no interest, including, but not
limited to, other projects or independent contracts, and shall not acquire any such interest, direct or
indirect, which would conflict in any manner or degree with Grantee's completing the purpose of the
grant as specified in Paragraph 2. Grantee further covenants that in the performance of this Agreement,
no person having any such interest shall be employed or retained by Grantee.
13. Publication, Reproduction and Use of Material. No material produced, in whole or in part, under this
Agreement shall be subject to copyright in the United States or in any other Country. The County shall
have unrestricted authority to publish, disclose, distribute, and otherwise use, in whole or in part, any
reports, data or other materials prepared under this Agreement.
14. Insurance. Grantee shall maintain insurance against claims or injuries to person or damages to property
that may arise from or in connection with the use of the grant funds by Grantee, its agents, representatives,
employees, volunteers or subcontractors. The cost of such insurance shall be borne by Grantee and
coverage limits shall be a minimum of $1,000,000 General Liability per occurrence/$1,000,000 aggregate
for operations, products and completed operations for bodily injury, personal injury and property damage;
$500,000 Automobile Liability per accident for bodily injury and property damage; and Workers’
Compensation and Employers Liability Insurance as required by the California Labor Code. County shall
retain the right at any time to review the coverage and amount of insurance required.
15. Independent Capacity. In the performance of this Agreement, Grantee and its agents, employees and
volunteers shall act in an independent capacity and not as officers, employees, agents or volunteers of
the County. This Agreement does not create an employment relationship between Grantee and the
County.
16. Equal Opportunity. Grantee will not discriminate against any employee, or against any applicant for
such employment because of age, race, color, religion, physical handicap, ancestry, sex, or national
origin. This provision shall include, but not be limited to, the following: employment, upgrading,
demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other
forms of compensation; and selection for training, including apprenticeship.
17. Defense and Indemnity. To the fullest extent permitted by law, County shall not be liable for, and
Grantee shall defend and indemnify County and its officers, agents, employees and volunteers
(collectively, “County Parties”) against any and all claims, deductibles, self-insured retention’s,
demands, liability, judgments, awards, fines, mechanics’ liens or other liens, labor disputes, losses,
damages, expenses, charges or costs of any kind or character, including attorneys’ fees and court costs
(collectively, “Claims”), which arise out of or are in any way connected to County’s provision of grant
funds and/or Grantee’s use of grant funds under this Agreement arising either directly or indirectly
from any act, error, omission or negligence of Grantee or its officers, employees, volunteers, agents,
contractors, licensees or servants, including without limitation, Claims caused by the sole passive
negligent act or the concurrent negligent act, error or omission, whether active or passive, of County
Parties. Grantee shall have no obligation, however, to defend or indemnify County Parties from a
Claim if it is determined by a court of competent jurisdiction that such Claim was caused by the sole
active negligent act or willful misconduct of County Parties.
18. Governing Law. This Agreement shall be construed and interpreted according to the laws of the State
of California.
19. Complete Agreement. This Agreement constitutes the entire agreement between Grantee and County
regarding the subject matter contained herein. All other representations, oral or written, are superseded
Page 112 of 400
AGREEMENT
by this Agreement. Neither party is relying on any representation outside of this Agreement. This
Agreement may be changed only by written amendment signed by both parties.
20. Waiver. The failure of either party to enforce any term, covenant or condition of this Agreement shall
not be construed as a waiver of that party’s right to subsequently enforce this, or any other term,
covenant or condition of this Agreement. No waiver shall be deemed effective unless the waiver is
expressly stated in writing and signed by the party waiving the right or benefit.
21. Consultation with Counsel. Each party has had the opportunity to consult with independent legal
counsel of its own choosing before executing this Agreement and has executed this Agreement without
fraud, duress, or undue influence of any kind.
22. Interpretation. The provisions of this Agreement shall be liberally construed to effectuate its
purpose. The language of all parts of this Agreement shall be construed simply according to its plain
meaning and shall not be construed for or against either party.
23. Corporation Qualified to Do Business in California. If Grantee is a corporation, Grantee warrants
that it is a corporation in good standing and is currently authorized to do business in California.
24. Terms and Conditions Survive Expiration of Term of Agreement. Unless otherwise specified
herein, all terms and conditions of this Agreement shall survive the expiration of the Term of
Agreement specified in Paragraph 3 above.
25. Remedies. Unless otherwise expressly provided herein, the rights and remedies in this Agreement are
in addition to, and not a limitation on, other rights and remedies under this Agreement, at law or in
equity, and exercise of one right or remedy shall not be deemed a waiver of any other right or remedy.
26. Prevailing Wage. Unless exempted by applicable law (e.g., Labor Code § 1720.4), projects using
over $1,000 of grant funds for construction, alteration, demolition, installation, repair, refuse and ready
mix concrete hauling, maintenance work, or any other work for which prevailing wages must be paid
by Labor Code § 1720 et seq. shall be deemed a “public work” for State prevailing wage purposes. It is
not the intent of this Agreement to impose an obligation to pay prevailing wages on work otherwise
exempt from applicable prevailing wage laws. Grantee shall be solely responsible for ensuring
prevailing wages are paid when owed.
Projects subject to the payment of State prevailing wages are subject to compliance monitoring and
enforcement by the Department of Industrial Relations. Grantee shall be responsible for ensuring all
required job site postings and all certified payroll and other reporting applicable to it as an awarding
body are completed in accordance with the State’s prevailing wage regulations. Information regarding
the State’s prevailing wage requirements can be obtained from the Director, Department of Industrial
Relations at www.dir.ca.gov , Labor Code § 1720, et seq., and 8 Cal. Code of Regs. § 16000, et seq.
27. Counterparts and Electronic Signatures. This Agreement may be executed in two or more
counterparts, each of which shall be deemed an original, but all of which together shall constitute one
and the same instrument. This Agreement may be executed using electronic or digital signatures in
accordance with California law, which signatures shall be deemed an original.
Page 113 of 400
AGREEMENT
WHEREFORE, the parties execute this Agreement on the date first written above.
COUNTY OF SAN DIEGO
GRANTEE
By: _______________________________
By:__________________________ Date_______
Deputy Chief Administrative Officer/Chief
Financial Officer
or Designated Representative
Authorized signatory
Matthew Parr, Director
Print Name and Title
Office of Economic Development
and Government Affairs
[Note: Person signing on behalf of Grantee must be authorized by Grantee’s Board of Directors to sign this
Agreement and must be same person Grantee listed in its funding application as being authorized to sign.]
Page 114 of 400
THIS PAGE LEFT BLANK INTENTIONALY
Page 115 of 400
AGENDA REPORT
Department: Library
Prepared by: Danielle Ghio, Director of Library Services
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
California Library Adult and Family Literacy Services Grant Funds Acceptance.
RECOMMENDATION:
Adopt a Resolution Entitled, “Resolution of the City Council of the City of National City, California,
Authorizing the City Manager or His Designee to Accept the California Library Literacy Services
(CLLS) Grant of $69,147 to Fund the National City Public Library’s Literacy Services Programs
for Fiscal Year 2026 and Authorizing the Establishment of a Library Grants Fund Appropriation
and Corresponding Revenue Budget in the Amount of $69,147.”
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Approved by the Board of Library Trustees at the regular meeting of November 6, 2025.
EXPLANATION:
California Library Literacy Services was developed in 1984 as the first statewide library-based
adult literacy service. Since then, library literacy programs have helped more than a quarter of a
million learners and their families.
Since 1984, the National City Public Library has assisted adults who seek to achieve their desired
educational, professional, and academic goals. To better serve our community and allow more
access to the program, it is offered either in-person, online or a hybrid of both. Adults in the literacy
program are offered comprehensive tutoring in reading, writing, mathematics, basic computer and
technology skills, GED/HiSet and ASVAB preparation, citizenship education, as well as skills for
interviewing and resume writing. In the FY 2024-2025 the program assisted 156 learners.
The program allows learners to achieve personal goals such as learning the alphabet, reading a
book for the first time, getting a job, sharing a book with a child, reading a medicine label,
volunteering in the community, and voting. Our Library has also developed a strong program with
curriculum in digital literacy.
The California Library Literacy Services (CLLS) grant is designed to support the Library’s literacy
services program for adults who seek to improve their reading, writing, math, and computer skills.
The award amount the State Library provides to libraries that offer literacy services to their
communities is based on a three-part funding formula:
1. A baseline amount ($20,000) for each approved library literacy program;
2. A per capita amount per adult learner served in the previous year’s program; and
3. Additional funding raised by local funds earmarked for adult literacy services. This local
funding is fulfilled by General Fund personnel costs for the operation of the literacy
program.
Page 116 of 400
The National City Public Library’s Adult Literacy Program provides literacy services to English-
speaking adults, helping them reach their goals as lifelong learners, community members,
workers, and family members. The Adult Literacy Program values learner-centered education and
places the real-world needs and interests of adults at the center of the curriculum.
The National City Public Library began a Family Literacy pilot program in 2023-2024 which
Supports the literacy development within the home and family unit. Family Literacy Services
contribute to strong communities and families. The focus is building strong foundations in reading,
writing, and other language-based programs and activities for adult literacy learners and their
families. By incorporating literacy into daily routines and interactions, families can improve their
overall communication and educational outcomes. The program has grown from 20 families to
over 100 families who participate.
The California Library Literacy Services (CLLS) grant is designed to support the Library’s literacy
services program for families who seek to improve their reading, writing, math, and computer
skills. The family literacy program provides family literacy packets that include lesson plans,
children’s books, craft activities, and assignments for families to do together. The program also
provides workshops that focus on family learning goals as well as connect and engage families
with programming, resources, and each other to obtain each learner’s goals and aspirations.
FINANCIAL STATEMENT:
The CLLS grant is awarded in two installment payments. The first payment of $62,233 (90% of
the Award) is being awarded at this time. The second payment of $6,914, representing the
remaining 10% of the total award for FY 2026, will be claimed at a later date upon submission of
the mid-year narrative and financial reports that demonstrate program activity and confirm that
75% of the award has been expended. The total award amount for FY 2026 will be $69,147. The
budget adjustment will be made in the Library Grants Fund as follows:
Expenditures:
Account 320-50-41-41407-7222- Memberships & Subscriptions: $32,000
Account 320-50-41-41407-7399- Materials & Supplies: $37,147
Revenues:
Account 320-50-41-41407-3463- Other State Grants: $69,147
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Parks, Recreation and Library
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
EXHIBITS:
Exhibit A – Adult and Family Literacy FY 26
Exhibit B - Resolution
Page 117 of 400
Library – Courts Building 916-323-9759
P.O. Box 942837 csl-adm@library.ca.gov
Sacramento, CA 94237-0001 www.library.ca.gov
THE BASICS – YOUR GRANT AWARD
The following provides all the basic information about your grant and managing your
grant.
Award #: CLLS25-50
Library/Organization: National City Public Library
Project Title: California Library Literacy Services
Award Amount: $69,147
Start Date: July 1, 2025
End Date: September 30, 2026
NOTE: It can take six to eight weeks before grant funds are delivered. If you have not
received your payment after eight weeks, contact your grant monitor.
GRANT AWARD INFORMATION
You can access your full grant award information and manage your grant through the
grant management system, AmpliFund.
NOTE: You are required to submit a budget amendment for all budget changes
regardless of amount. Amendments may be submitted throughout the year but no later
than May 31 of the project period.
REPORTING
California Library Literacy Services participants are required to provide financial and
narrative reports as outlined in the grant terms and conditions. The reporting schedule is
detailed below:
Mid-Year Report Due January 31, 2026
Final Report Due September 30, 2026
Reports will be submitted through the AmpliFund grant management system. You can
find support documents on the California State Library’s Manage Your Current Grant
page.
PAYMENTS
Libraries receive 90% of their total award amount upon receipt of the award letter.
Libraries receive the final 10% payment of their total award after successful completion of
the California Library Literacy Services Mid-Year Report form.
Docusign Envelope ID: DE1D67FB-1CA8-4BBF-9D21-35DBBD25BA8A
Page 118 of 400
Library – Courts Building 916-323-9759
P.O. Box 942837 csl-adm@library.ca.gov
Sacramento, CA 94237-0001 www.library.ca.gov
NOTE: Libraries have 15 months to spend their California Library Literacy Services award
funds, from July 1, 2025, in which the funds are awarded until September 30 of the
following year or when the final report is due.
CONTACT
We want your project to be successful. Please work with your grant monitor and
program consultant to implement your project:
Grant Monitor: Allyson Jeffredo
Monitor Phone Number: 916-603-6709
Monitor Email Address: allyson.jeffredo@library.ca.gov
Program Consultant: Julianna Robbins
Consultant Phone Number: 916-603-6712
Consultant Email Address: julianna.robbins@library.ca.gov
Docusign Envelope ID: DE1D67FB-1CA8-4BBF-9D21-35DBBD25BA8A
Page 119 of 400
RESOLUTION NO. 2025 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY, CALIFORNIA,
AUTHORIZING THE CITY MANAGER OR HIS DESIGNEE TO ACCEPT THE CALIFORNIA
LIBRARY LITERACY SERVICES (CLLS) GRANT IN THE AMOUNT OF $69,147 TO FUND THE
NATIONAL CITY PUBLIC LIBRARY’S LITERACY SERVICES PROGRAMS FOR FISCAL
YEAR 2026 AND AUTHORIZING THE ESTABLISHMENT OF A LIBRARY GRANTS FUND
APPROPRIATION AND CORRESPONDING REVENUE BUDGET IN THE AMOUNT OF
$69,147.
WHEREAS, the California Library Literacy Services (“CLLS”) Grant is designed to support
the National City Public Library’s Literacy Services Program to English-speaking adults who seek
to improve their reading, writing, and math skills; and
WHEREAS, since 1984, the National City Public Library has assisted adults who seek to
improve their reading skills and achieve personal goals such as learning the alphabet, reading a
book for the first time, getting a job, sharing a book with a child, reading a medicine label,
volunteering in the community, and voting; and
WHEREAS, the National City Public Library began a Family Literacy pilot program in
2023-2024 which supports literacy development within the home and family unit were the focus
is building strong foundations in reading, writing, and other language-based programs and
activities for adult literacy learners and their families; and
WHEREAS, the CLLS Grant is provided to the Library in two payments each year; the first
payment of $62,233 (90% of the Award) is the baseline amount, and the second payment of
$6,914, representing the remaining 10% of the total Award for FY 2026, can be claimed at a later
date upon submission of the mid-year narrative and financial report that demonstrates project
activity and confirmation that 75% of the Award has been expended for a total Award amount of
$69,147 for Fiscal Year 2026.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:
Section 1: That the City Council hereby authorizes the City Manager or his designee
to accept the grant funds in the amount of $69,147 from the California Library Literacy Services
to fund the National City Public Library’s Literacy Services Programs for Fiscal Year 2026 and
authorizes the establishment of Library Grant Fund appropriations and a corresponding revenue
budget in the amount of $69,147.
Section 2: That the City Clerk shall certify to the passage and adoption of this
Resolution and enter it into the book of original Resolutions.
PASSED and ADOPTED this 18th day of November, 2025.
Ron Morrison, Mayor
ATTEST:
Shelley Chapel, City Clerk
APPROVED AS TO FORM:
Barry J. Schultz, City Attorney
Page 120 of 400
AGENDA REPORT
Department: Police Department
Prepared by: Joseph Camacho, Sergeant
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott Huth, Interim City Manager
SUBJECT:
Department of Alcoholic Beverage Control – Office of Traffic Safety Award of $30,000 to the
National City Police Department
RECOMMENDATION:
Adopt the Resolution Entitled, “Resolution of the City Council of the City of National City,
California, Authorizing the Acceptance of the Department of Alcoholic Beverage Control’s Minor
Decoy/Shoulder Tap Grant Project Funds in the Amount of $30,000, Funded by the California
Office of Traffic Safety through the National Highway Traffic Safety Administration, and
Authorizing the Establishment of a Fiscal Year 2026 Appropriation and Corresponding Revenue
Budget in the Amount of $30,000.”
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
In August of 2025, the National City Police Department submitted an application to the
Department of Alcoholic Beverage Control for consideration to be awarded up to $30,000 as a
part of the Department of Alcoholic Beverage Control’s Minor Decoy/Shoulder Tap Grant Project,
funded by the California Office of Traffic Safety through the National Highway Traffic Safety
Administration.
On September 26, 2025, the National City Police Department was advised by the Department of
Alcoholic Beverage Control that the National City Police Department had been selected to
participate in the Department of Alcoholic Beverage Control’s ABC-OTS Grant Program and had
been awarded $30,000. As part of the grant, the Department of Alcoholic Beverage Control
requests a signed resolution from the National City Police Department’s governing body (Refer to
Exhibit E – ABC Congratulations Letter to NCPD, Exhibit F – ABC-OTS Grant Program
Information Sheet and Exhibit H - Resolution).
In addition, the Department of Alcoholic Beverage Control submitted a “Standard Agreement”
which will be signed by Chief Alejandro Hernandez with agreed upon terms and conditions for the
scope of work performed during grant funded operations, budget details and payment provisions,
general terms and conditions, and special terms and conditions (Refer to Exhibit G – ABC and
NCPD Standard Agreement and Exhibits A through D – ABC OTS Exhibits).
The Police Department proposes the acceptance of the grant monies to allow for police operations
focused on community safety, reductions of alcohol sales to minors, and regulation/education of
Police Regulated Business that vendor alcohol within National City.
Page 121 of 400
FINANCIAL STATEMENT:
Budget adjustments will be made in the Police Department Grants Fund as follows:
Revenues:
290-70-21-21700-3463- Other State Grants – ABC-OTS $30,000
Expenditures:
290-70-21-21700-6102- Overtime $25,904
290-70-21-21700-6140- Worker’s Compensation $2,520
290-70-21-21700-6161- Medicare $376
290-70-21-21700-7226- Training, Travel & Subsistence $1,200
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Public Safety
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act
ORDINANCE:
Not Applicable
EXHIBITS:
Exhibit A – ABC-OTS Scope of Work
Exhibit B – ABC-OTS Budget Detail and Payment Provisions
Exhibit C – ABC-OTS General Terms and Conditions
Exhibit D – ABC-OTS Special Terms and Conditions
Exhibit E – ABC-OTS Congratulations Letter to NCPD
Exhibit F – ABC-OTS Grant Program Information Sheet
Exhibit G – ABC-NCPD Standard Agreement
Exhibit H – Resolution
Page 122 of 400
Agreement Number: 26-OTS113
City of National City through the National City Police Department
Page 1 of 3
EXHIBIT A
SCOPE OF WORK
Purpose and Description of Services
Contractor agrees to implement the Department of Alcoholic Beverage Control programs as listed:
x Minor Decoy operations – designed to educate and deter licensed locations from
selling/furnishing alcohol to minors and shall be conducted at both “On-Sale” and “Off-Sale”
licensed establishments within the operations period of the grant.
x Shoulder Tap operations – used to detect and deter adult furnishers outside of a licensed
business and shall be performed at “Off-Sale” licensed locations to apprehend adults that are
unaffiliated with the licensed businesses who are purchasing alcohol for minors outside of the
stores within the operation period of the grant.
x Informed Merchants Preventing Alcohol-Related Crime Tendencies (IMPACT) Inspections –
primary goal is to educate licensees on alcohol related laws to help reduce alcohol-related
crime in and around licensed premises. Contractor agrees to conduct visits and inspections of
licensed premises identifying areas of non-compliance at “On-Sale” and “Off-Sale” licensed
locations within the operation period of the grant.
x Holiday Enforcement – This program consists of working general undercover and high-profile
enforcement targeting underage drinking, sales/furnishing to minors, sales to obviously
intoxicated patrons, and other related violations.
Holidays shall be defined as:
o Halloween – Friday, October 31 to Sunday, November 2, 2025
o Thanksgiving – Wednesday, November 26 to November 30, 2025
o New Year’s Eve – Wednesday, December 31, 2025
o St. Patrick’s Day – Friday, March 13 to Tuesday, March 17, 2026
o Cinco de Mayo – Friday, May 1 to Tuesday, May 5, 2026
o Memorial Day Weekend – Friday, May 22 to Monday, May 25, 2026
o 4th of July – Friday, July 3 to Sunday, July 5, 2026
The project is targeted to reduce underage drinking and the resultant DUI driving injuries and fatalities,
and/or property damages, reduce youth access to alcoholic beverages through the education of licensee,
enforcement intervention and the impressions of omnipresence of law enforcement.
In addition, contractor agrees to the following goals:
x Raise public awareness that selling, serving and/or furnishing alcoholic beverages to individuals
under twenty-one years old is a criminal violation that will be prosecuted by local city and district
attorneys.
x Establish and implement a coordinated effort between contactor and ABC, and acknowledges no
operations will be conducted until after the contractor’s representative has completed training
conducted by ABC.
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x Issue press releases as follows:
o To announce the start of the program
o At the conclusion of each Minor Decoy Operation held (to announce the number of
licensed premises who sold to the minor decoy).
o At the conclusion of each Shoulder Tap Operation held (to announce the number of adults
arrested for purchasing alcoholic beverages for the decoy).
o At the conclusion of each IMPACT operation held.
x Email each press release to the Department’s Public Information Office, pio@abc.ca.gov as soon
as it is released.
x In all press releases, in addition to any credits the agency wishes to give, will include the following
statement: “This project is part of the Department of Alcoholic Beverage Control’s Minor
Decoy/Shoulder Tap Grant Project, funded by the California Office of Traffic Safety through the
National Highway Traffic Safety Administration.”
x Complete and submit bi-monthly reports, in a format designed by ABC due no later than the
following:
o On or before January 15, 2026 (with results of operations October, November &
December 2025)
o On or before March 15, 2026 (with results of operations January & February 2026)
o On or before May 15, 2026 (with results of operations March & April 2026)
o On or before July 15, 2026 (with results of operations May & June 2026)
o On or before September 15, 2026 (With results of operations July & August 2026)
x Submit an Executive Summary as part of the final report due on or before September 15, 2026.
The summary shall contain the following:
o An evaluation statement concerning the end product and cost benefits; and a listing of
recommended and/or adopted policy or procedure changes, if any, occurring as a result of
the project.
o Project personnel identifying the key personnel who worked on the project, together with
their job classification, and a brief description of their contribution.
o Problems – describe any operational or cost problems that were encountered in project
implementation. If known, state alternative methods that would have avoided the problem
and increased the effectiveness of the project.
o Results – describe the results of the project in terms of meeting the original objectives as
stated in the project agreement. Also, describe the results in terms of how they will be
specifically applied for future improvement of the agency’s continuing activities relating to
alcohol problem prevention and enforcement. Where possible, describe estimated
savings resulting from implementing project results.
o Disclaimer – The final report shall include the following: “The opinions, findings, and
conclusions expressed in this publication are those of the authors and not necessarily
those of the State of California, Business, Consumer Services and Housing Agency, or
the Department of Alcoholic Beverage Control.”
o Documentation – Attach any relevant documents developed. Examples are new or revised
forms, diagrams, management reports, photos, coding manuals, instructional manuals,
etc.
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Contract Term
The operation period of the grant is October 1, 2025 through August 31, 2026
Project Representatives
The project representatives during the term of this agreement will be:
National City Police Department Alcoholic Beverage Control
Sgt. Joseph Camacho Diana Fouts-Guter, Grant Coordinator
1200 National City Blvd 3927 Lennane Drive, Suite 100
National City, CA 91950 Sacramento, CA 95834
(619) 578-3366 (916) 928-9807
jcamacho@nationalcityca.gov Diana.fouts-guter@abc.ca.gov
National City Police Department Alcoholic Beverage Control
Ronald Gutlay Kristine Okino, Grant Fiscal Analyst
1200 National City Blvd 3927 Lennane Drive, Suite 100
National City, CA 91950 Sacramento, CA 95834
(619) 336-4517 Kristine.okino@abc.ca.gov
rgutlay@nationalcityca.gov
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EXHIBIT B
BUDGET DETAIL AND PAYMENT PROVISIONS
INVOICING AND PAYMENT
x For services satisfactorily rendered, and upon receipt and approval of services, Alcoholic Beverage
Control agrees to compensate for approved reimbursable costs of personnel overtime and benefits
(actual cost) and travel.
x Invoices shall clearly reference the agreement number 26-OTS113 and must not exceed the total
authorized contract amount of $30,000. Invoices shall be submitted on a bi-monthly basis, on the
prescribed form designed by ABC.
Submit to: Department of Alcoholic Beverage Control
Attn: Kristine Okino, Grants Fiscal Analyst
3927 Lennane Drive, Suite 100
Sacramento, CA 95834
x This grant is only for overtime compensation on approved operations and travel for training held on
October 16, 2025 only.
x In accordance with State of CA travel policy, agencies are eligible to receive reimbursement for travel
expenses incurred for training on October 16, 2025. https://www.calhr.ca.gov/about-calhr/divisions-
programs/benefits/travel-reimbursements/
x Payment shall be made in arrears within 45 days from the receipt of an undisputed invoice.
x Contractor understands in order to eligible for reimbursement; cost must be incurred on or after the
effective date of the project, October 1, 2025 and on or before the project termination date, August
31, 2026.
x Contractor understands any other costs incurred by contractor, other than attendance at initial
training and/or personnel overtime and benefits as authorized above, in the performance of this
agreement are the sole responsibility of contractor.
BUDGET CONTINGENCY CLAUSE
x It is mutually agreed that if the Budget Act of the current year and/or any subsequent years covered
under this agreement does not appropriate sufficient funds for the program, this agreement shall be
of no further force and effect. In this event, the State shall have no liability to pay any funds
whatsoever to contractor or to furnish any other considerations under this agreement and contractor
shall not be obligated to perform any provisions of this agreement.
x If funding for any fiscal year is reduced or deleted by the Budget Act for purposes of this program, the
State shall have the option to either cancel this agreement with no liability occurring to the State, or
offer an agreement amendment to contractor to reflect the reduced amount.
PROMPT PAYMENT CLAUSE
Payment will be made in accordance with, and within the time specified in, Government Code Chapter
4.5, commencing with Section 927.
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EXHIBIT C
GENERAL TERMS AND CONDITIONS
1. APPROVAL: This Agreement is of no force or effect until signed by both parties and approved by
the Department of General Services, if required. Contractor may not commence performance until
such approval has been obtained.
2. AMENDMENT: No amendment or variation of the terms of this Agreement shall be valid unless
made in writing, signed by the parties and approved as required. No oral understanding or
Agreement not incorporated in the Agreement is binding on any of the parties.
3. ASSIGNMENT: This Agreement is not assignable by the Contractor, either in whole or in part,
without the consent of the State in the form of a formal written amendment.
4. AUDIT: Contractor agrees that the awarding department, the Department of General Services,
the Bureau of State Audits, or their designated representative shall have the right to review and to
copy any records and supporting documentation pertaining to the performance of this Agreement.
Contractor agrees to maintain such records for possible audit for a minimum of three (3) years
after final payment, unless a longer period of records retention is stipulated. Contractor agrees to
allow the auditor(s) access to such records during normal business hours and to allow interviews
of any employees who might reasonably have information related to such records. Further,
Contractor agrees to include a similar right of the State to audit records and interview staff in any
subcontract related to performance of this Agreement. (Gov. Code §8546.7, Pub. Contract Code
§10115 et seq., CCR Title 2, Section 1896).
5. INDEMNIFICATION: Contractor agrees to indemnify, defend and save harmless the State, its
officers, agents and employees from any and all claims and losses accruing or resulting to any
and all contractors, subcontractors, suppliers, laborers, and any other person, firm or corporation
furnishing or supplying work services, materials, or supplies in connection with the performance
of this Agreement, and from any and all claims and losses accruing or resulting to any person,
firm or corporation who may be injured or damaged by Contractor in the performance of this
Agreement.
6. DISPUTES: Contractor shall continue with the responsibilities under this Agreement during any
dispute.
7. TERMINATION FOR CAUSE: The State may terminate this Agreement and be relieved of any
payments should the Contractor fail to perform the requirements of this Agreement at the time
and in the manner herein provided. In the event of such termination the State may proceed with
the work in any manner deemed proper by the State. All costs to the State shall be deducted from
any sum due the Contractor under this Agreement and the balance, if any, shall be paid to the
Contractor upon demand.
8. INDEPENDENT CONTRACTOR: Contractor, and the agents and employees of Contractor, in the
performance of this Agreement, shall act in an independent capacity and not as officers or
employees or agents of the State.
9. RECYCLING CERTIFICATION: The Contractor shall certify in writing under penalty of perjury,
the minimum, if not exact, percentage of post-consumer material as defined in the Public Contract
Code Section 12200, in products, materials, goods, or supplies offered or sold to the State
regardless of whether the product meets the requirements of Public Contract Code Section
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12209. With respect to printer or duplication cartridges that comply with the requirements of
Section 12156(e), the certification required by this subdivision shall specify that the cartridges so
comply (Pub. Contract Code §12205).
10. NON-DISCRIMINATION CLAUSE: During the performance of this Agreement, Contractor and its
subcontractors shall not deny the contract’s benefits to any person on the basis of race, religious
creed, color, national origin, ancestry, physical disability, mental disability, medical condition,
genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual
orientation, or military and veteran status, nor shall they discriminate unlawfully against any
employee or applicant for employment because of race, religious creed, color, national origin,
ancestry, physical disability, mental disability, medical condition, genetic information, marital
status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and
veteran status. Contractor shall insure that the evaluation and treatment of employees and
applicants for employment are free of such discrimination. Contractor and subcontractors shall
comply with the provisions of the Fair Employment and Housing Act (Gov. Code §12900 et seq.),
the regulations promulgated thereunder (Cal. Code Regs., tit. 2, §11000 et seq.), the provisions
of Article 9.5, Chapter 1, Part 1, Division 3, Title 2 of the Government Code (Gov. Code §§11135-
11139.5), and the regulations or standards adopted by the awarding state agency to implement
such article. Contractor shall permit access by representatives of the Department of Fair
Employment and Housing and the awarding state agency upon reasonable notice at any time
during the normal business hours, but in no case less than 24 hours’ notice, to such of its books,
records, accounts, and all other sources of information and its facilities as said Department or
Agency shall require to ascertain compliance with this clause. Contractor and its subcontractors
shall give written notice of their obligations under this clause to labor organizations with which
they have a collective bargaining or other agreement. (See Cal. Code Regs., tit. 2, §11105.)
Contractor shall include the nondiscrimination and compliance provisions of this clause in all
subcontracts to perform work under the Agreement.
11. CERTIFICATION CLAUSES: The CONTRACTOR CERTIFICATION CLAUSES contained in the
document CCC 04/2017 are hereby incorporated by reference and made a part of this Agreement
by this reference as if attached hereto.
12. TIMELINESS: Time is of the essence in this Agreement.
13. COMPENSATION: The consideration to be paid Contractor, as provided herein, shall be in
compensation for all of Contractor's expenses incurred in the performance hereof, including
travel, per diem, and taxes, unless otherwise expressly so provided.
14. GOVERNING LAW: This contract is governed by and shall be interpreted in accordance with the
laws of the State of California.
15. ANTITRUST CLAIMS: The Contractor by signing this agreement hereby certifies that if these
services or goods are obtained by means of a competitive bid, the Contractor shall comply with
the requirements of the Government Codes Sections set out below.
a. The Government Code Chapter on Antitrust claims contains the following definitions:
1) "Public purchase" means a purchase by means of competitive bids of goods, services,
or materials by the State or any of its political subdivisions or public agencies on
whose behalf the Attorney General may bring an action pursuant to subdivision (c) of
Section 16750 of the Business and Professions Code.
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2) "Public purchasing body" means the State or the subdivision or agency making a
public purchase. Government Code Section 4550.
b. In submitting a bid to a public purchasing body, the bidder offers and agrees that if the bid is
accepted, it will assign to the purchasing body all rights, title, and interest in and to all causes
of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec.15) or under the
Cartwright Act (Chapter 2 (commencing with Section 16700) of Part 2 of Division 7 of the
Business and Professions Code),arising from purchases of goods, materials, or services by
the bidder for sale to the purchasing body pursuant to the bid. Such assignment shall be
made and become effective at the time the purchasing body tenders final payment to the
bidder. Government Code Section 4552.
c. If an awarding body or public purchasing body receives, either through judgment or
settlement, a monetary recovery for a cause of action assigned under this chapter ,the
assignor shall be entitled to receive reimbursement for actual legal costs incurred and may,
upon demand, recover from the public body any portion of the recovery, including treble
damages, attributable to over charges that were paid by the assignor but were not paid by the
public body as part of the bid price, less the expenses incurred in obtaining that portion of the
recovery. Government Code Section 4553.
d. Upon demand in writing by the assignor, the assignee shall, within one year from such
demand, reassign the cause of action assigned under this part if the assignor has been or
may have been injured by the violation of law for which the cause of action arose and (a)the
assignee has not been injured thereby, or (b) the assignee declines to file a court action for
the cause of action. See Government Code Section 4554.
16. CHILD SUPPORT COMPLIANCE ACT: For any Agreement in excess of $100,000, the contractor
acknowledges in accordance with Public Contract Code 7110, that:
a. The contractor recognizes the importance of child and family support obligations and shall
fully comply with all applicable state and federal laws relating to child and family support
enforcement, including, but not limited to, disclosure of information and compliance with
earnings assignment orders, as provided in Chapter 8 (commencing with section 5200) of
Part 5 of Division 9 of the Family Code; and
b. The contractor, to the best of its knowledge is fully complying with the earnings assignment
orders of all employees and is providing the names of all new employees to the New Hire
Registry maintained by the California Employment Development Department.
17. UNENFORCEABLE PROVISION: In the event that any provision of this Agreement is
unenforceable or held to be unenforceable, then the parties agree that all other provisions of this
Agreement have force and effect and shall not be affected thereby.
18. PRIORITY HIRING CONSIDERATIONS: If this Contract includes services in excess of $200,000,
the Contractor shall give priority consideration in filling vacancies in positions funded by the
Contract to qualified recipients of aid under Welfare and Institutions Code Section 11200 in
accordance with Pub. Contract Code §10353.
19. SMALL BUSINESS PARTICIPATION AND DVBE PARTICIPATION REPORTING
REQUIREMENTS:
a. If for this Contract Contractor made a commitment to achieve small business participation,
then Contractor must within 60 days of receiving final payment under this Contract (or within
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such other time period as may be specified elsewhere in this Contract) report to the awarding
department the actual percentage of small business participation that was achieved. (Govt.
Code § 14841.)
b. If for this Contract Contractor made a commitment to achieve disabled veteran business
enterprise (DVBE) participation, then Contractor must within 60 days of receiving final
payment under this Contract (or within such other time period as may be specified elsewhere
in this Contract) certify in a report to the awarding department: (1) the total amount the prime
Contractor received under the Contract; (2) the name and address of the DVBE(s) that
participated in the performance of the Contract; (3) the amount each DVBE received from the
prime Contractor; (4) that all payments under the Contract have been made to the DVBE; and
(5) the actual percentage of DVBE participation that was achieved. A person or entity that
knowingly provides false information shall be subject to a civil penalty for each violation. (Mil.
& Vets. Code § 999.5(d); Govt. Code § 14841.)
20. LOSS LEADER: If this contract involves the furnishing of equipment, materials, or supplies then
the following statement is incorporated: It is unlawful for any person engaged in business within
this state to sell or use any article or product as a “loss leader” as defined in Section 17030 of the
Business and Professions Code. (PCC 10344(e).)
21. GENERATIVE AI DISCLOSURE OBLIGATIONS:
a. The following terms are in addition to the defined terms and shall apply to the Contract:
1) “Generative AI (GenAI)” means an artificial intelligence system that can generate
derived synthetic content, including text, images, video, and audio that emulates the
structure and characteristics of the system's training data. (Gov. Code § 11549.64.)
b. Contractor shall immediately notify the State in writing if it: (1) intends to provide GenAI as a
deliverable to the State; or (2), intends to utilize GenAI, including GenAI from third parties, to
complete all or a portion of any deliverable that materially impacts: (i) functionality of a State
system, (ii) risk to the State, or (iii) Contract performance. For avoidance of doubt, the term
“materially impacts” shall have the meaning set forth in State Administrative Manual (SAM) §
4986.2 Definitions for GenAI.
c. Notification shall be provided to the State designee identified in this Contract.
d. At the direction of the State, Contractor shall discontinue the provision to the State of any
previously unreported GenAI that results in a material impact to the functionality of the
System, risk to the State, or Contract performance, as determined by the State.
e. If the use of previously undisclosed GenAI is approved by the State, then Contractor will
update the Deliverable description, and the Parties will amend the Contract accordingly,
which may include incorporating the GenAI Special Provisions into the Contract, at no
additional cost to the State.
f. The State, at its sole discretion, may consider Contractor’s failure to disclose or discontinue
the provision or use of GenAI as described above, to constitute a material breach of Contract
when such failure results in a material impact to the functionality of the System, risk to the
State, or Contract performance. The State is entitled to seek any and all remedies available to
it under law as a result of such breach, including but not limited to termination of the contract.
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EXHIBIT D
SPECIAL TERMS AND CONDITIONS
Disputes: Any disputes concerning a question of fact arising under this contract which is not disposed of
by agreement shall be decided by the Director, Department of Alcoholic Beverage Control, or designee,
who shall reduce his decision in writing and mail or otherwise furnish a copy thereof to the contractor.
The decision of the Department shall be final and conclusive unless, within 30 days from the date of
receipt of such copy, the contractor mails or otherwise furnishes to the State a written appeal addressed
to the Director of the Department of Alcoholic Beverage Control. The decision of the Director of Alcoholic
Beverage Control or his duly authorized representative for the determination of such appeals shall be
final and conclusive unless determined by a court of competent jurisdiction to have been fraudulent,
capricious, arbitrary, or so grossly erroneous as necessarily to imply bad faith, or not supported by
substantial evidence. In connection with any appeal proceeding under this clause, the contractor shall
be afforded an opportunity to be heard and to offer evidence in support of its appeal. Pending final
decision of a dispute hereunder, contractor shall proceed diligently with the performance of the contract
and in accordance with the decision of the State.
Cancellation/Termination: This agreement may be cancelled or terminated without cause by either
party by giving thirty (30) calendar days advance written notice to the other party. Such notification shall
state the effective date of termination or cancellation and include any final performance and/or
payment/invoicing instructions/requirements. No penalty shall accrue to either party because of contract
termination.
Contractor Certifications: By signing this agreement, contractor certifies compliance with the
provisions of CCC 04/2017, Standard Contractor Certification Clauses. This document may be viewed
at: https://www.dgs.ca.gov/OLS/Resources/Page-Content/Office-of-Legal-Services-Resources-List-
Folder/Standard-Contract-Language
If the State determines that the grant project is not achieving its goals and objectives on schedule,
funding may be reduced by the State to reflect this lower level of project activity.
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Contract will be between: The Department of Alcoholic Beverage Control and
The City of National City through the National City Police Department
Mailing Address: 1200 National City Blvd., National City, CA 91950
Funding Amount: $ 30,000
Authority to Sign Contract Name/Title: Chief Alejandro Hernandez
Address if different from above: 1200 National City Blvd., National City, CA 91950
Federal Tax ID Number: 956000749
Operations Officer: Attending Training (Circle)
YES/NO
Print Name: Sergeant Joseph Camacho
Telephone Number: (619) 578-3366 (cell) / (619)336-4436 (desk)
Email Address: jcamacho@nationalcityca.gov
Fiscal Officer (responsible for preparing billings to ABC):
Print Name: Ronald Gutlay
Telephone Number: (619)336-4517
Email Address: rgutlay@nationalcityca.gov
RETURN COMPLETED FORM TO:
Diana Fouts-Guter
Grant Coordinator
Department of Alcoholic Beverage Control
3927 Lennane Drive, Suite #100
Sacramento, CA 95834
Diana.fouts-guter@abc.ca.gov
Office: (916)928-9807
State of California
Department of Alcoholic Beverage Control
ABC-OTS Grant Program Information Sheet
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RESOLUTION NO. 2025 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY, CALIFORNIA,
AUTHORIZING THE ACCEPTANCE OF THE DEPARTMENT OF ALCOHOLIC BEVERAGE
CONTROL’S MINOR DECOY/SHOULDER TAP GRANT PROJECT FUNDS IN THE AMOUNT
OF $30,000, FUNDED BY THE CALIFORNIA OFFICE OF TRAFFIC SAFETY THROUGH THE
NATIONAL HIGHWAY TRAFFIC SAFETY ADMINISTRATION, AND AUTHORIZING THE
ESTABLISHMENT OF A FISCAL YEAR 2026 APPROPRIATION AND CORRESPONDING
REVENUE BUDGET IN THE AMOUNT OF $30,000.
WHEREAS, the Department of Alcoholic Beverage Control (“ABC”), sponsored by the
Office of Traffic Safety (“OTS”), through the National Highway Traffic Safety Administration
(“NHTSA”), requested applications from local law enforcement agencies for the awarding of up to
$30,000 as part of an ABC-OTS Local Law Enforcement Grant (the “Grant”) to be utilized towards
Minor Decoy Program operations, Shoulder Tap Program operations, IMPACT Program
operations and Holiday Enforcement operations; and
WHEREAS, the National City Police Department (“NCPD”) submitted an application to
ABC to be considered for this Grant; and
WHEREAS, ABC selected and award the NCPD with $30,000 as part of the Grant; and
WHEREAS, NCPD will utilize the Grant as follows: (a) performing Minor Decoy Program
operations; (b) performing Shoulder Tap Program operations; (c) performing IMPACT Program
operations; and (d) performing Holiday Enforcement operations.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY, CALIFORNIA
DOES RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:
Section 1: That the City Council hereby authorizes the acceptance of the Department of
Alcoholic Beverage Control’s Minor Decoy/Shoulder Tap Grant Project funds in the amount of
$30,000, funded by the California Office of Traffic Safety through the National Highway Traffic
Safety Administration.
Section 2: That the City Council hereby authorizes the establishment of a Fiscal Year
2026 appropriation and a corresponding revenue budget in the amount of $30,000 in the Police
Department Grants Fund.
Section 3: That the City Clerk shall certify to the passage and adoption of this Resolution
and enter it into the book of original Resolutions.
PASSED and ADOPTED this 18th day of November, 2025
Ron Morrison, Mayor
ATTEST:
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
Barry J. Schultz, City Attorney
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AGENDA REPORT
Department: City Clerk's Office
Prepared by: Shelley Chapel, MMC, City Clerk
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
Dispense with Certain City Council Meeting Scheduled for December 16, 2025, Per City Council
Policy No. 104.
RECOMMENDATION:
Approve by City Council Motion to Dispense with December 16, 2025 Meeting as Recommended
by Staff.
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
Per Municipal Code Section 2.04.010, Regular Meetings of the City Council are held on the first
and third Tuesday of each month. Due to a lack of agenda items for the December 16, 2025,
meeting, staff recommends that the City Council cancel this meeting.
At its meeting of October 7, 2025, the City Council voted to cancel the meeting of January 6,
2026, due to the City Hall closure period associated with the Council-approved staff work furlough.
City Hall will be closed from Monday, December 22, 2025, through Friday, January 2, 2026, and
staff will return to work on Monday, January 5, 2026.
Because the 72-hour public notice requirement for regular meetings could not be met (as required
by law), the January 6, 2026, meeting cannot be held.
FINANCIAL STATEMENT:
Not Applicable.
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Communication and Outreach
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
EXHIBIT:
Not Applicable
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AGENDA REPORT
Department: Police Department
Prepared by: Scott Shanahan, Sergeant
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
2026 Office of Traffic Safety (OTS) Selective Traffic Enforcement Program (STEP) Grant Number
PT26055 in the Amount of $155,000.
RECOMMENDATION:
Adopt the Resolution Entitled, “Resolution of the City Council of the City of National City,
California, Authorizing the Acceptance of the 2026 Office of Traffic Safety Selective Traffic
Enforcement Program Grant in the Amount of $155,000 and Authorizing the Establishment of an
Appropriation and Corresponding Revenue Budget in the Amount of $155,000.”
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
The National City Police Department was approved to receive $155,000 in grant funds from the
Office of Traffic Safety (OTS). The grant was approved for a one-year period beginning October
1st 2025 and concluding on September 30th 2026. This award is based upon a grant proposal
submitted to the Office of Traffic Safety for the purpose of reducing the number of persons killed
or injured in traffic collisions and alcohol involved collisions; to reduce fatal and injury hit and run
collisions to reduce the number of motorcyclists killed or injured; and to reduce fatal and injury
collisions at intersections, where unsafe turning movements and unsafe speeds were a factor.
The grant funds allocated to accomplish these goals will be used to fund overtime operations such
as DUI/DL checkpoints, DUI saturation patrols, and enforcement operations regarding speed, red
light violators, distracted drivers and motorcycle enforcement within the city limits of the City of
National City. There is also funding allowing for Traffic Safety presentations and purchase of
learning materials.
FINANCIAL STATEMENT:
A budget adjustment will be made in the Police Department Grants fund as detailed in Exhibit E.
No matching funds are required.
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Not Applicable
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
Page 137 of 400
ORDINANCE:
Not Applicable
EXHIBITS:
Exhibit A – National City FY 2026 Grant Application
Exhibit B – National City-PT26055-OP 10 Grant Approval email
Exhibit C – 2026 OTS Grant agreement PT26055
Exhibit D – Resolution
Exhibit E – Financials
Page 138 of 400
Application :: Page 1 of 19
Application Information
Application No:26-006599
Application Type:STEP Agency (City or
County):National City
Department
(Police
Dept, DA
Office, etc):
National City
Police
Department
Authorized
Representative:
Michael
Shanahan
Additional Contact
Email: DUNS/SAM
Number:DWSKT6H5J5F3
DUNS/SAM
Expiration Date:
DUNS/SAM
Registered
Address:
1243
National City
Blvd
DUNS/SAM
City:San Diego
DUNS/SAM ZIP+4:91950-4301
Application Summary
Grants Made Easy Application Titles and Descriptions are pre-populated. For General Grants,
provide the Application Title and Application Description.
Application Title:
Selective Traffic Enforcement Program (STEP)
Application Description:
Best practice strategies will be conducted to reduce the number of persons killed and injured in crashes
involving alcohol and other primary crash factors. The funded strategies may include impaired driving
enforcement, enforcement operations focusing on primary crash factors, distracted driving, night-time seat belt
enforcement, special enforcement operations encouraging motorcycle safety, enforcement and public
awareness in areas with a high number of bicycle and pedestrian crashes, and educational programs. These
strategies are designed to earn media attention thus enhancing the overall deterrent effect.
Problem Statement
Describe the problem(s) to be addressed utilizing current data, do not include state or national information.
1. Describe the city, county, or jurisdiction this grant will impact.
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Problem Statement:
The city of National City is approximately 9 square miles located south of downtown San
Diego and north of Chula Vista in the South Bay. National City borders the 32 Streetnd
Naval base on the west and Paradise Hills “San Diego” on the east. Paradise Hills is
home to a large Navy housing community. The population of National City is
approximately 56,173 residents based on the 2020 Census with a day time population of
about 80,000. National City is well known for its “Mile of Cars” that brings lots of vehicle
traffic into the city. National City has 10 elementary schools, 2 charter schools, 1 middle
school, 1 junior high school, 1 high school and 3 private schools within the city limits.
Southwestern College also has a satellite campus in National City. The high school
accounts for a large population of student driver’s under the age of 18. National City has
freeway access to interstate 5, interstate 805 and State Route 54 that all either run
through the city limits or border the city limits. National City also has the Plaza Bonita
shopping mall within the city limits that brings lots of vehicle traffic for those visiting the
mall.
2. Describe the problem(s) to be addressed, supported by current and relevant crash data. (most recent
calendar year data/stats)
Problem Statement:
Drunk/Impaired driving remains a big concern for the National City Police Department
because impaired driving increases the risk that driver’s will get into traffic collisions and
kill or injure themselves or others. Alcohol impairment is the primary factor in traffic
fatalities in the United States, where drunk driving is among the most common type of
arrest made by police. The number of alcohol related collision deaths is roughly the
same as the number of homicides. In addition, vehicle collisions are the leading cause of
death in young people ages 15-20; many of these are alcohol related.
The City of National City had six fatal collisions in 2022 with seven fatalities, four fatal
collisions in 2023, and three fatal collisions in 2024 with four fatalities. The National City
Police Department showed a slight decline over the past three years in fatal collisions in
2024, down from six fatal collisions in 2022, four fatal collisions in 2023 to three fatal
collision in 2024. Of the three fatal collisions from 2024, one involved a vehicle versus a
pedestrian, and one involved a double fatality single vehicle into a parked vehicle and
the third involved a vehicle versus bicyclist, who was a Sweetwater High School riding
his bike to school. The vehicle versus pedestrian collision and the double fatal collision
were both likely DUI related, however, the pedestrian collision was a hit and run, and the
toxicology results are still pending on the double fatal collision. The driver of the hit and
run was later located and arrested hours after the collision, and was determined to be on
DUI probation.
Although fatal collisions are down over the past two years, in 2024 there were (215)
injury collisions with (287) injured persons, (22) of these involved alcohol. Although 2024
showed a significant decrease over 2023 for injury collisions, there was an increase over
2022. The collision data for National City in the calendar year 2023 shows there were
(254) injury collisions with (337) persons injured, (30) of these collisions were alcohol
related. The calendar year 2022 indicated there were (202) injury collisions with (266)
persons injured, 27 of which were alcohol related, one being a fatal collision with two
persons killed. The number of injury collision between 2023 and 2024 decreased by (39)
collisions (254 in 2023 and 215 in 2024). During the same period (2023 to 2024) DUI
injury collisions decreased from 30 injury collisions with 44 injured persons to 22 injury
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Application :: Page 3 of 19
collisions with 32 persons injured.
Our DUI arrests have remained steady as we continue to place officers in proactive DUI
enforcement roles thanks to the OTS grant, rather than just being reactive to collisions
or radio calls. In 2023, department wide there were 141 DUI arrests and in 2024 there
were 123 DUI arrests.
The National City Police Department continues to struggle with challenges created by
the changes in California’s controlled substance laws. The legalization of Marijuana and
the de-felonization of methamphetamine, heroin and cocaine all contribute to an
increase in impaired driving. It is increasingly more important to have qualified DRE
officers in the field in order to properly recognize and evaluate individuals who may be
driving under the influence of narcotics. It is extremely difficult to recruit and train these
officers as it requires work above and beyond their normal patrol duties and they are not
compensated for this extra work. Without properly trained DRE officers, many drug DUI
arrests will either not be conducted or will not be prosecuted by the District Attorney’s
Office.
PAS (preliminary alcohol screening) devices are needed during our OTS funded roving
DUI operations as well as during our DUI/License checkpoints. The PAS device allows
officers to quickly access the level of intoxication of the individual while still at the scene.
I want to purchase 5 new devices through the OTS grant to help replace some of older devices
and to allow the department to issue out more devices for officers to use in the field during their
DUI investigations.
In addition to driving under the influence, speed has long been regarded as a factor
contributing to collisions, and can take two forms; exceeding the posted speed limit, and
speed unsafe for the conditions present, such as heavy traffic or poor weather
conditions. Speeding has been found to be directly related to the severity of vehicle
collisions. As speed increases, the potential for injury also increases as the speeder has
less time to react to hazards since the vehicle is covering greater distance than it would
at slower speeds. Speed increases stopping distance. Speed is the number two factor in
collisions in National City.
Pedestrian safety is also a huge concern in National City. After vehicle occupants,
pedestrians represent the second largest category of motor vehicle deaths. In 2023 we
experienced four fatal traffic collisions. Of the four fatal collisions one involved
pedestrian and two involved subjects on a bicycle. In 2024 we experienced three fatal
collisions. One of the collisions involved a pedestrian crossing the roadway. Another
collision involved a bicyclist who initially survived the collision but later succumbed to his
injuries. In addition we had two serious injury collisions involving pedestrians versus a
vehicle that required our traffic investigators to be called out to the scene to conduct the
investigation.
The National City Police Department currently has 1 speed trailer that was purchased
through OTS during the 2024 grant cycle. I am requesting to purchase a 2nd speed
trailer for the 2026 grant. These trailers are frequently requested by the public in
residential areas with high volumes of traffic. The increased number of pedestrian and
bicycle fatalities can be partially attributed to unsafe speed. These trailers have been
proven to reduce speeds and increase roadway safety. These trailers would give us the
ability to monitor high traffic areas and provide motorists and pedestrians with valuable
information such as speed and roadway conditions. They can also be used as a
messaging board for public service announcements. These trailers would conduct
hassle free traffic studies, quickly resolving speeding complaints and increase driver
speed awareness. Having a 2nd speed trailer would allow for increased roadway safety
as we would have the ability to have trailers in more than one area at the same time.
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This could be helpful around our school zones in the morning and afternoon to have the
ability to place trailers with roadway safety messages at more than one school. It would
also give us the ability to post up the speed trailers at multiple locations at the same time
where there are citizen complaints regarding speeding or other unsafe driving.
In the areas listed above where there have been a decrease. I attribute this to the
enforcement activities enabled by the OTS grant and the opportunity to place more
proactive police officers on the streets of National City with the sole purpose of traffic
safety. The number of traffic citations issued in 2024 was consistent with the number of
traffic citations in 2023. The data shows there were 1,294 traffic citations, 590 parking
citations, and 167 traffic warnings issued in 2024. Between January and December of
2023, there were 1,258 traffic citations, 630 parking citations, and 187 traffic warnings
issued. The National City Police Department traffic unit was solely responsible for about
60% of all citations during the calendar year 2024.
Regarding in state travel expenses. I am requesting money for in state travel expenses so that I can send my
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Application :: Page 5 of 19
traffic officers to future in state training and pending conferences. I also need money to cover out of county
travel expenses for officers attending ARIDE, SFST, DRE and DRE update training.
3. Define the target population the grant intends to serve and how they are affected by the problem(s).
Problem Statement:
National City has a population of about 56,000 residents with a daytime population of about
80,000. Of the 56,000 residents approximately 66% are Hispanic. National City also has a large
Asian and Pacific Island population (20.3%). The remainder of the population break down is 8%
white non-Hispanic, 4% African American and about 1.7% Native Indian. This information was
obtained from the 2020 Census. This population is affected by US naval personal traveling
through National City from the Navy housing located just east of town to the 32 Street Navalnd
base. Driver’s traveling through National City to the Navy base often travel at a speed to fast for
roadway conditions and also speed through school zones when children are walking to school in
the morning and afternoon. The population is also effected by parents dropping their children off
at that many schools in National City as well as numerous under age driver’s from the local High
School driving on the roads. The parents themselves tend to speed through school zones,
Double Park, block traffic and drive with children not properly seat belted or restrained. The
students drive at unsafe speeds, fail to stop for stop sign and red signal lights and use their
phones while driving. National City also has a large homeless population that has been the
cause of many of our fatal and major injury vehicle versus pedestrian collisions. These collisions
often happen during evening, nighttime and early morning hours and involve homeless
individuals who are often times intoxicated or under the influence of drugs and walking into traffic
or walking in the roadway.
Traffic Data Summary:
City Applicants: Complete the table below using the most current local data and update the 20XX years in the
table (do not use the OTS Rankings or SWITRS).
County or State Applicants: Complete the table below using SWITRS data and update the 20XX years in the
table.
Crash
Type 2022 2023 2024
Crashes Victims Crashes Victims Crashes Victims
Fatal 6 7 4 4 3 4
Injury 202 266 254 337 215 287
Fatal Injury Killed Injured Fatal Injury Killed Injured Fatal Injury Killed Injured
Alcohol -
Involved 1 27 2 33 0 30 0 44 0 22 0 32
Hit & Run 0 40 0 50 0 36 0 39 1 29 1 35
Nighttime
(2100-0259
hours)
2 38 3 52 1 43 1 53 2 44 3 68
Top 3 Primary Crash Factors Fatal Injury Killed Injured
#1 -Unsafe Turning Movements 0 34 0 47
#2 -Unsafe speed 1 29 2 35
#3 -DUI 0 16 0 23
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Proposed Solution
Equity:
The National City Police Department has worked to ensure that all the members of our
department demonstrate a commitment to contemporary strategies at the forefront of our
profession. Ensuring fair, impartial, equitable policing is demonstrated in our work by treating
people with respect and dignity and continuing to earn the trust of our community. All members
of our department have attended Implicit Bias Training in support of our commitment to provide
fair and equitable service and enforcement to the residents of our city.
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1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Strategies:
The National City Police Department will utilize a broad range of efforts to attack
impaired driving with enforcement activities such as DUI/Driver’s license checkpoints,
DUI Saturation Patrols, as well as education by speaking at different community events
and providing presentations on DUI, Distracted driving, etc. The National City Police
Department will also utilize a variety of enforcement strategies as well as educational
opportunities to decrease deaths and serious injuries involving pedestrians, bicyclists
and motorcycles. The following specific enforcement and education strategies will be
utilized.
Send up to three law enforcement personnel to NHTSA Standardized Field
Sobriety Testing (SFST), minimum 16 hours POST certified training.
Maintain the current “Hot Sheet” program to notify patrol and traffic officers to be
on the lookout for identified, repeat DUI offenders with a suspended or revoked
driver’s license as a result of a DUI conviction.
Send up to three law enforcement personnel to NHTSA Advanced Roadside
Impaired Driving Enforcement (ARIDE), 16 hours POST certified training.
Send 1 law enforcement personnel to IACP Drug Recognition Expert (DRE)
training.
Conduct 6 DUI/DL Checkpoints, including a checkpoint during the “Winter
Mobilization” period and the ‘Summer Mobilization” period.
Conduct 30 two man DUI Saturation Patrol Operations. This would include several
operations during the “Winter Mobilization Period”, Independence Day, Memorial
Day, Super Bowl Sunday, Cinco de Mayo, and the “Summer Mobilization” period.
Conduct 32 two man Traffic Enforcement Operations including but not limited to
primary collision factor violations.
Conduct 20 two man Distracted Driver Operations targeting drivers using handheld
cell phones and texting.
Conduct 15 two man highly publicized Motorcycle Safety Enforcement Operations
in areas, or during events with a high number of motorcycle incidents or collisions.
Conduct 2 Traffic Safety Educational Presentations impacting at least 50
community members. Presentations will include topics such as distracted driving,
DUI, speed, bicycle and pedestrian safety, seat belts, and child passenger safety.
Conduct 15 two man Bicycle and Pedestrian Enforcement Operations during the
National Bicycle Safety Month (May) and California Pedestrian Safety Month
(September).
Participate in National Distracted Driving Month in April.
Participate in NHTSA Click it or Ticket mobilization period May.
Collect and report DUI enforcement data for the NHTSA Winter and Summer
Mobilizations.
Conduct 8 two man collaborative Traffic Enforcement Operations with other police
agencies including but not limited to primary collision factor violations.
Conduct 8 two man collaborative DUI Saturation Patrol Operations with other
police agencies.
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Agency Qualifications:
The National City Police Department has a dedicated traffic unit that consists of three
motor officers and one Sergeant. The Sergeant is also responsible for writing and
managing the OTS S.T.E.P. grant. The traffic unit is currently at maximum staffing.
Additionally, the traffic unit has one professional staff member that assists with day to
day administration of the S.T.E.P. grant. She also assists with all clerical work at
DUI/Driver’s license checkpoints. The National City Police Department employs one
community service officer, and one police operations assistant who assists with matters
relating to finance.
The National City Police Department has a volunteer staff of two reserve officers and we
currently have 8 Police Explorers. Because we are a smaller agency, we depend on our
explorer program to assist with DUI/Driver’s license checkpoints. We conducted three
checkpoints during 2024.
Within the City of National City there are two accountants with the Finance Department
who provide direct administration support in all finance related matters. Additionally, the
City of National City’s Community Services Division employs three full time Parking
Enforcement Officers that assist with traffic related events.
Within the past nine years, the National City Police Department has received funding
from the State of California Office of Traffic Safety to participate in traffic operations and
educational programs as follows:
$70,000 in 2017
$120,000 in 2018
$100,000 in 2019
$100,000 in 2020
$101,500 in 2021
$103,000 in 2022
$150,000 in 2023
$142,000 in 2024
$195,000 in 2025
Continued funding for traffic safety operations, equipment and educational programs will
continue to assist the National City Police Department’s efforts in meeting yearly stated
traffic safety objectives, and maintaining the overall safety of the National City
community. Police administrators and city officials have identified DUI and Pedestrian
safety as significant problems within our city. With our continued partnerships with OTS,
the National City Police Department hopes to continue enforcement and educational
efforts within our city.
Community Collaboration and Engagement
Provide a description of the community collaboration and engagement activities that will be conducted and/or
participated in by your department and addresses traffic safety. Community collaboration and engagement allows for
the appropriate department personnel to engage in conversations to both share information and receive input from the
community members regarding traffic safety.
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Community Collaboration and Engagement:
Our goal is to develop and implement a community gathering event at one of our local business
partner such as Chick-Fila or Starbucks. Our goal would be to hold this event two or three times
during the calendar year. The goal is to have open, two way communication with the members
of our community and hear and address any traffic related concerns the community may have.
We will use the information gathered at these events for strategic deployment of our resources
with the goal to reduce injury and non-injury collisions. This will also help us spread the word on
our “lights on” voucher program to provide assistance to motorists in need of lighting equipment
repairs.
Goals
Description
Reduce the number of persons killed in traffic crashes.
Reduce the number of persons injured in traffic crashes.
Reduce the number of pedestrians killed in traffic crashes.
Reduce the number of pedestrians injured in traffic crashes.
Reduce the number of bicyclists killed in traffic crashes.
Reduce the number of bicyclists injured in traffic crashes.
Reduce the number of persons killed in alcohol-involved crashes.
Reduce the number of persons injured in alcohol-involved crashes.
Reduce the number of persons killed in drug-involved crashes.
Reduce the number of persons injured in drug-involved crashes.
Reduce the number of persons killed in alcohol/drug combo-involved crashes.
Reduce the number of persons injured in alcohol/drug combo-involved crashes.
Reduce the number of motorcyclists killed in traffic crashes.
Reduce the number of motorcyclists injured in traffic crashes.
Reduce hit & run fatal crashes.
Reduce hit & run injury crashes.
Reduce nighttime (2100 - 0259 hours) fatal crashes.
Reduce nighttime (2100 - 0259 hours) injury crashes.
Custom Description
Objectives
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Included Target
Number Description
Yes 1
Issue a news release announcing the kick-off of the grant by December 31st. The kick-off news
releases and media advisories, alerts, and materials must be emailed to the OTS Public
Information Officer at , and copied to your OTS Coordinator, for approval 7 dayspio@ots.ca.gov
prior to the issuance date of the release.
Yes 12
Participate and report data (as required) in the following campaigns; Quarter 1: National
Pedestrian Safety Month, National Walk to School Day, National Teen Driver Safety Week,
NHTSA Winter Mobilization; Quarter 3: National Distracted Driving Awareness Month, National
Motorcycle Safety Month, National Bicycle Safety Month, National Click it or Ticket Mobilization;
Quarter 4: National Speed Prevention Campaigns, NHTSA Summer Mobilization, National Child
Passenger Safety Week, and California's Pedestrian Safety Month.
Yes 12
Develop (by December 31) and/or maintain a “DUI BOLO” program to notify patrol and traffic
officers to be on the lookout for identified repeat DUI offenders with a suspended or revoked
license as a result of DUI convictions. Updated DUI BOLOs should be distributed to patrol and
traffic officers monthly.
Yes 3 Send law enforcement personnel to the NHTSA Standardized Field Sobriety Testing (SFST)
(minimum 16 hours) POST-certified training.
Yes 3 Send law enforcement personnel to the NHTSA Advanced Roadside Impaired Driving
Enforcement (ARIDE) 16 hour POST-certified training.
Yes 1 Send law enforcement personnel to the Drug Recognition Expert (DRE) training (classroom and
field training must be completed).
Yes 1 Send law enforcement personnel to the DRE Recertification training.
Yes 0 Send law enforcement personnel to SFST Instructor training.
Yes 0 Send law enforcement personnel to DRE Instructor training.
Yes 6
Conduct DUI/DL Checkpoints. A minimum of 1 checkpoint should be conducted during the
NHTSA Winter Mobilization and 1 during the Summer Mobilization. To enhance the overall
deterrent effect and promote high visibility, it is recommended the grantee issue an advance
press release and conduct social media activity for each checkpoint. For combination DUI/DL
checkpoints, departments should issue press releases that mention DL's will be checked at the
DUI/DL checkpoint. Signs for DUI/DL checkpoints should read "DUI/Driver's License Checkpoint
Ahead." OTS does not fund or support independent DL checkpoints. Only on an exception basis
and with OTS pre-approval will OTS fund checkpoints that begin prior to 1800 hours. When
possible, DUI/DL Checkpoint screeners should be DRE- or ARIDE-trained.
Yes 30 Conduct DUI Saturation Patrol operation(s).
Yes 0 Conduct Court Sting operation(s) to cite individuals driving to and from the court after having
their driver's license suspended or revoked.
Yes 0 Conduct Warrant Service operation(s) targeting multiple DUI offenders who fail to appear in
court.
Yes 0 Conduct Stakeout operation(s) that employ law enforcement officers to observe repeat DUI
offender probationers with suspended or revoked driver licenses.
Yes 32 Conduct Traffic Enforcement operation(s), including but not limited to, primary crash factor
violations.
Yes 20 Conduct highly publicized Distracted Driving enforcement operation(s) targeting drivers using
hand held cell phones and texting.
Yes 15
Conduct highly publicized Motorcycle Safety enforcement operation(s) in areas or during events
with a high number of motorcycle incidents or crashes resulting from unsafe speed, DUI,
following too closely, unsafe lane changes, improper turning, and other primary crash factor
violations by motorcyclists and other drivers.
Yes 0 Conduct Nighttime (1800-0559) Click It or Ticket enforcement operation(s).
Yes 15
Conduct highly publicized pedestrian and/or bicycle enforcement operation(s) in areas or during
events with a high number of pedestrian and/or bicycle crashes resulting from violations made
by pedestrians, bicyclists, and drivers.
Yes 2
Conduct Traffic Safety educational presentation(s) with an effort to reach community members.
Note: Presentation(s) may include topics such as distracted driving, DUI, speed, bicycle and
pedestrian safety, seat belts and child passenger safety.
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Yes 0 Conduct Know Your Limit campaigns with an effort to reach members of the community.
Yes 8 Participate in highly visible collaborative DUI Enforcement operations.
Yes 8 Participate in highly visible collaborative Traffic Enforcement operations.
Yes 4 Send law enforcement personnel to DUI Checkpoint Planning and Management training.
Yes 8 Conduct specialized enforcement operations focusing specifically on street racing and sideshow
activities.
Yes 0 Conduct Illegal Street Racing and Modified Vehicle training classes for law enforcement
personnel.
Yes 0 Identify grant funded, straight time personnel. Include any vacancies or staff changes that have
occurred. For any vacancies, include the status of filling the vacancy.
Yes 2
Participate in community collaboration and engagement activities to engage in conversations
regarding traffic safety to both share information and receive input from the community
members.
Yes 0
Utilize the oral fluid drug screening device at roadside to assist with identifying drug use during
DUI investigations. Report on the use, accomplishments, or challenges associated with the use
of the oral fluid drug screening device.
Yes 0 Send law enforcement personnel to a POST certified implicit bias training, such as; Implicit Bias
and Community Policing, Principles Policing, or Beyond Bias.
Included Target Number Custom Description
Method of Procedure
Phase 1 - Program Preparation:
The department will develop operational plans to implement the “best practice” strategies outlined in the
objectives section.
Conduct all training needed to implement the program, in the first quarter.
Purchase all grant related supplies and materials to implement the program, in the first quarter.
Items with a unit cost of $5,000 more (including tax and shipping) must comply with Buy America.
In order to develop/maintain the “DUI BOLOs,” research will be conducted to identify the “worst of the worst”
repeat DUI offenders with a suspended or revoked license as a result of DUI convictions. The DUI BOLO may
include the driver’s name, last known address, DOB, description, current license status, and the number of
times suspended or revoked for DUI. DUI BOLOs should be updated and distributed to traffic and patrol
officers at least monthly.
Implementation of the STEP grant activities will be accomplished by deploying personnel at high
crash locations.
Media Requirements
Issue a news release approved by the OTS PIO announcing the kick-off of the grant by December 31 and after the
grant is signed and executed, but no sooner than October 1, the start of the grant year. The kick-off release must be
approved by the OTS PIO. If you are unable to meet the December 31 deadline to issue a kick-off press release,
communicate reasons to your OTS grant coordinator and OTS PIO.
Phase 1 - Program Preparation Addendum:
Phase 2 - Program Operations:
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Media Requirements
The following requirements are for all grant-related activities:
Send all media advisories, alerts, videos, graphics, artwork, posters, radio/PSA/video scripts, storyboards,
digital and/or print educational materials for grant-related activities to the OTS PIO at pio@ots.ca.gov for
approval and copy your OTS grant coordinator. Optimum lead time would be 7 days before the scheduled
release but at least 3 business days prior to the scheduled release date for review and approval is
appreciated.
Send all PowerPoint presentations, online presentations and trainings for grant-related activities to the OTS
PIO at pio@ots.ca.gov for approval and copy your OTS grant coordinator. Certified training courses are
EXEMPT from the approval process.
The OTS PIO is responsible for the approval of the design and content of materials. The agency understands
OTS PIO approval is not authorizing approval of budget expenditure or cost. Any cost approvals must come
from the OTS grant coordinator.
Pre-approval is not required when using any OTS-supplied template for media advisories, news releases,
social media graphics, videos or posts, or any other OTS-supplied educational material. However, copy the
OTS PIO at pio@ots.ca.gov and your OTS grant coordinator when any material is distributed to the media and
public, such as a news release, educational material, or link to social media post.
If an OTS-supplied template, educational material, social media graphic, post or video is substantially
changed, the changes shall be sent to the OTS PIO at pio@ots.ca.gov for approval and copy your OTS grant
coordinator.
News releases, social media posts and alerts on platforms such as NextDoor and Nixle reporting immediate
and time-sensitive grant activities (e.g. enforcement operations, day of event highlights or announcements,
event invites) are EXEMPT from the OTS PIO approval process. The OTS PIO and your OTS grant
coordinator should still be notified when the grant-related activity is happening (e.g. car seat checks, bicycle
rodeos, community presentations, DUI checkpoints, etc.).
Enforcement activities such as warrant and probation sweeps, court stings, etc. that are embargoed or could
impact operations by publicizing in advance are EXEMPT from the PIO approval process. However,
announcements and results of activities should still be copied to the OTS PIO at pio@ots.ca.gov and your
OTS grant coordinator with the embargoed date and time or with “INTERNAL ONLY: DO NOT RELEASE”
message in subject line of email.
Any earned or paid media campaigns for TV, radio, digital or social media that are part of a specific grant
objective, using OTS grant funds, or designed and developed using contractual services by a subgrantee,
requires prior approval.
Social media posts highlighting state or national traffic safety campaigns (Distracted Driving Month, Motorcycle
Safety Awareness Month, etc.), enforcement operations (DUI checkpoints, etc.), or any other grant-related
activity such as Bicycle rodeos, presentations, or events, are highly encouraged but do not require prior
approval.
Submit a draft or rough-cut of all digital, printed, recorded or video material (brochures, posters, scripts,
artwork, trailer graphics, digital graphics, social posts connected to an earned or paid media campaign grant
objective) to the OTS PIO at pio@ots.ca.gov and copy your OTS grant coordinator for approval prior to the
production or duplication.
Use the following standard language in all press, media, and printed materials, space permitting: Funding for
this program was provided by a grant from the California Office of Traffic Safety, through the National Highway
Traffic Safety Administration.
Space permitting, include the OTS logo on all grant-funded print materials, graphics and paid or earned social
media campaign grant objective; consult the OTS PIO and copy your OTS grant coordinator for specifics,
format-appropriate logos, or if space does not permit the use of the OTS logo.
Email the OTS PIO at pio@ots.ca.gov and copy your OTS grant coordinator at least 21 days in advance, or
when first confirmed, a short description of any significant grant-related traffic safety event or program,
particularly events that are highly publicized beforehand with anticipated media coverage so OTS has
sufficient notice to arrange for attendance and/or participation in the event. If unable to attend, email the OTS
PIO and coordinator brief highlights and/or results, including any media coverage (broadcast, digital, print) of
event within 7 days following significant grant-related event or program. Media and program highlights are to
be reflected in QPRs.
Any news releases, work plans, scripts, storyboards, artwork, graphics, videos or any educational or
informational materials that received OTS PIO approval in a prior grant year needs to be resubmitted for
approval in the current grant year.
For additional guidance, refer to the OTS Grants Materials Approval Process Guidelines and OTS Grants
Media Approval Process FAQs on the OTS website.
Contact the OTS PIO or your OTS grant coordinator for consultation when changes from any of the above
requirements might be warranted.
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Phase 2 - Program Operations Addendum:
Phase 3 - Data Collection:
1. Prepare and submit grant claim invoices (due January 30, April 30, July 30, and October 30)
2. Prepare and submit Quarterly Performance Reports (QPR) (due January 30, April 30, July 30, and October
30)
Collect and report quarterly, appropriate data that supports the progress of goals and objectives.
Provide a brief list of activity conducted, procurement of grant-funded items, and significant media
activities. Include status of grant-funded personnel, status of contracts, challenges, or special
accomplishments.
Provide a brief summary of quarterly accomplishments and explanations for objectives not completed or
plans for upcoming activities.
Collect, analyze and report statistical data relating to the grant goals and objectives.
Phase 3 - Data Collection Addendum:
Budget
Personnel Costs
Hourly Rates - When requesting hours for personnel, enter them as straight time or overtime (for Enforcement
Overtime, please use section below) and include the amount of hours that they will spend on grant operations.
Example: Personnel getting paid 100% by the grant working a full year at $41.00 per hour would be entered as Straight
time, 2080 Units, $41.00 Unit cost or Rate, and 100% Percent Paid by Grant. This gives a total of $85,280.00 for the
year.
– If requesting benefits for personnel, enter all benefits as a separate line item for each. Start the Item NameBenefits
with the word 'Benefits', enter the corresponding straight time or overtime total amount in the Unit Cost or Rate, and
enter the Benefits Rate to have the system calculate Benefit Costs. (Unit Cost) X (Benefits Rate) = Benefit Costs. To
properly relate benefits to the correct personnel line item use the Display Order field, for example use 100.0 for Display
Order for the personnel line item and 100.1 for Display Order for the associated Benefits.
Display
Order
Cost
Category
Item
Name
Position
Type
Benefit
Rate
Unit Cost or
Rate Units Percent Paid
by Grant
Calculated Cost
to Grant
Page 151 of 400
Application :: Page 14 of 19
Display
Order
Cost
Category Enforcement Activity Item Name Unit Cost or
Rate Units
Calculated
Cost to
Grant
1.0
A.
Personnel
Costs
DUI Saturation Patrols DUI Saturation Patrols $1,500.00 30 $45,000.00
2.0
A.
Personnel
Costs
DUI/DL Checkpoints DUI/DL Checkpoints $10,000.00 6 $60,000.00
3.0
A.
Personnel
Costs
Collaborative DUI
Enforcement
Collaborative DUI
Enforcement $2,000.00 8 $16,000.00
4.0
A.
Personnel
Costs
Traffic Enforcement Traffic Enforcement $1,500.00 32 $48,000.00
5.0
A.
Personnel
Costs
Distracted Driving
Enforcement
Distracted Driving
Enforcement $1,500.00 20 $30,000.00
6.0
A.
Personnel
Costs
Motorcycle Safety
Enforcement
Motorcycle Safety
Enforcement $1,500.00 15 $22,500.00
7.0
A.
Personnel
Costs
Pedestrian and Bicycle
Enforcement
Pedestrian and Bicycle
Enforcement $1,500.00 15 $22,500.00
8.0
A.
Personnel
Costs
Traffic Safety Educational
Presentations
Traffic Safety Educational
Presentations $1,000.00 4 $4,000.00
9.0
A.
Personnel
Costs
Other Benefits;164OT@11.18%$121,000.00 1 $13,527.80
10.0
A.
Personnel
Costs
Other Benefits-402OT@11.18%$127,000.00 1 $14,198.60
Personnel Costs:$275,726.40
Travel Expenses
Display Order Cost Category Item Name Unit Cost or Rate Units Calculated Cost to Grant
201.0 B. Travel Expenses In State Travel $5,000.00 1 $5,000.00
Travel Expenses:$5,000.00
Contractual Services
Do not include brand names or names of specific organizations.
Display Order Cost Category Item Name Unit Cost or Rate Units Calculated Cost to Grant
Contractual Services:$0.00
Equipment (must have Unit Cost of at least $10,000 including tax and shipping)
Page 152 of 400
Application :: Page 15 of 19
Do not include brand names or names of specific organizations.
Please include an equipment quote in the Upload Documents Tab.
NOTE : When creating a new "Equipment" budget item, the Standard Language Item drop down list may not
be available. When this is the case, complete only the required fields and save the budget item. Once saved,
select the Edit button (pencil icon); the Standard Language Item drop down list will be available for
selection. Alternatively, if not requesting a Standard Language Item, please utilize the Custom Narrative field
to enter an appropriate narrative.
Display
Order
Cost
Category Item Name Unit Cost or
Rate Units Calculated Cost to
Grant
401.0 D.
Equipment
Changeable Message Sign Trailer with
Radar $20,056.94 1 $20,056.94
Equipment:$20,056.94
Other Direct Costs (must have Unit Cost of less than $10,000, including tax and shipping)
Do not include brand names or names of specific organizations.
NOTE : When creating a new "Other Direct Cost" budget item, the Standard Language Item drop down list may not be
available. When this is the case, complete only the required fields and save the budget item. Once saved, select the
Edit button (pencil icon); the Standard Language Item drop down list will be available for selection. Alternatively, if not
requesting a Standard Language Item, please utilize the Custom Narrative field to enter an appropriate narrative.
Display
Order Cost Category Item Name Unit Cost or
Rate Units Calculated Cost to
Grant
501.0 E. Other Direct
Costs DUI Checkpoint Supplies $3,000.00 1 $3,000.00
502.0 E. Other Direct
Costs
PAS Device/Calibration
Supplies $428.00 5 $2,140.00
Other Direct Costs:$5,140.00
Indirect Costs
NOTE - Entry for Indirect Cost is different than prior years. Please read instructions carefully.
Item Name should indicate the % and the types of costs subject to the Indirect Cost Rate e.g. 15% of Salaries and
Benefits. Enter one Unit Cost equal to the estimated Indirect Costs.
Indirect Cost Rate must be supported by a federally approved indirect cost rate letter and uploaded to the
application.
Display Order Cost Category Item Name Units Unit Cost or Rate Calculated Cost to Grant
Indirect Costs:$0.00
Total Requested Funding:$305,923.34
Page 153 of 400
Application :: Page 16 of 19
Narrative Review
Review and update Narrative for Budget Items
Cost
Category Item Narrative Custom Narrative
A.
Personnel
Costs
DUI Saturation Patrols
Overtime for grant
funded law
enforcement
operations
conducted by
appropriate
department
personnel.
A.
Personnel
Costs
DUI/DL Checkpoints
Overtime for grant
funded law
enforcement
operations
conducted by
appropriate
department
personnel.
A.
Personnel
Costs
Collaborative DUI
Enforcement
Overtime for grant
funded
Collaborative DUI
Enforcement
operations
conducted by
appropriate
department
personnel
A.
Personnel
Costs
Traffic Enforcement
Overtime for grant
funded law
enforcement
operations
conducted by
appropriate
department
personnel.
A.
Personnel
Costs
Distracted Driving
Enforcement
Overtime for grant
funded law
enforcement
operations
conducted by
appropriate
department
personnel.
A.
Personnel
Costs
Motorcycle Safety
Enforcement
Overtime for grant
funded law
enforcement
operations
conducted by
appropriate
department
personnel.
Page 154 of 400
Application :: Page 17 of 19
A.
Personnel
Costs
Pedestrian and Bicycle
Enforcement
Overtime for grant
funded law
enforcement
operations
conducted by
appropriate
department
personnel.
A.
Personnel
Costs
Traffic Safety Educational
Presentations
Overtime for grant
funded traffic
safety educational
presentations
conducted by
appropriate
department
personnel.
A.
Personnel
Costs
Benefits;164OT@11.18%
Benefits-164OT @ 11.18% - Benefits breakdown:
Medicare - 1.45%
Workers Comp - 9.73%
Claimed amounts must reflect actual benefit costs for
overtime hours charged to the grant.
A.
Personnel
Costs
Benefits-402OT@11.18%
Benefits- 402OT @ 11.18% - Benefits breakdown:
Medicare - 1.45%
Workers Comp - 9.73%
Claimed amounts must reflect actual benefit costs for
overtime hours charged to the grant.
B. Travel
Expenses In State Travel
Costs are included
for appropriate staff
to attend
conferences and
training events
supporting the
grant goals and
objectives and/or
traffic safety. Local
mileage for grant
activities and
meetings is
included. All
conferences,
seminars or
training not
specifically
identified in the
Budget Narrative
must be approved
by OTS. All travel
claimed must be at
the agency
approved rate. Per
Diem may not be
claimed for meals
provided at
conferences when
registration fees
are paid with OTS
grant funds.
Page 155 of 400
Application :: Page 18 of 19
D.
Equipment
Changeable Message
Sign Trailer with Radar
Fully equipped
changeable
message sign
trailer(s) with a
radar device and
digital display that
is portable and fully
programmable and
will determine and
display the speed
of vehicles or post
traffic safety
information and
messages during
OTS funded
operations.
The National City Police Department currently has 1
speed trailer that was purchased through OTS during
the 2024 grant cycle. I am requesting to purchase a
2nd speed trailer for the 2026 grant. These trailers are
frequently requested by the public in residential areas
with high volumes of traffic. The increased number of
pedestrian and bicycle fatalities can be partially
attributed to unsafe speed. These trailers have been
proven to reduce speeds and increase roadway
safety. These trailers would give us the ability to
monitor high traffic areas and provide motorists and
pedestrians with valuable information such as speed
and roadway conditions. They can also be used as a
messaging board for public service announcements.
These trailers would conduct hassle free traffic
studies, quickly resolving speeding complaints and
increase driver speed awareness. Having a 2nd
speed trailer would allow for increased roadway
safety as we would have the ability to have trailers in
more than one area at the same time. This could be
helpful around our school zones in the morning and
afternoon to have the ability to place trailers with
roadway safety messages at more than one school. It
would also give us the ability to post up the speed
trailers at multiple locations at the same time where
there are citizen complaints regarding speeding or
other unsafe driving.
E. Other
Direct
Costs
DUI Checkpoint Supplies
On-scene supplies
needed to conduct
sobriety
checkpoints. Costs
may include 28"
traffic cones,
MUTCD compliant
traffic signs,
MUTCD compliant
high visibility vests
(maximum of 10),
traffic counters
(maximum of 2),
generator, gas for
generators,
lighting, reflective
banners, electronic
flares, PAS Device
Supplies, PAS
Calibration
Supplies, heater,
propane for
heaters, fan,
anti-fatigue mats,
and canopies.
Additional items
may be purchased
if approved by
OTS. The cost of
food and
beverages will not
be reimbursed.
To be used for tables, lighting, new traffic cones and
possibly a second generator.
Page 156 of 400
Application :: Page 19 of 19
E. Other
Direct
Costs
PAS Device/Calibration
Supplies
Preliminary alcohol
screening device to
detect the
presence of alcohol
in a person's
breath and
calibration supplies
to ensure
accuracy. Costs
may include mouth
pieces, gas and
accessories.
Upload Documents (Optional)
Document Name Update Date/Time
OTS Tentatively Approved Your Application 26-006599.pdf 6/5/2025 6:40 AM
Application Report 2025-01-30 23:06:23.pdf 1/30/2025 3:06 PM
LifeLocPASQuote.pdf 1/30/2025 9:37 AM
AllTrafficSolutionsSpeedTrailerQuote.pdf 1/30/2025 9:37 AM
Evaluation, Support, and Submittal
Evaluation, Support, and Submittal
Method of Evaluation:
Using the data compiled during the grant, the Grant Director will complete the “Final Evaluation” section in the
fourth/final Quarterly Performance Report (QPR). The Final Evaluation should provide a brief summary of the
grant’s accomplishments, challenges and significant activities. This narrative should also include whether goals
and objectives were met, exceeded, or an explanation of why objectives were not completed.
Administrative Support:
This program has full administrative support, and every effort will be made to continue the grant activities after
grant conclusion.
Total Requested Funding:
$305,923.34
Page 157 of 400
From:OTS Email
To:Michael Shanahan; Miguel Lozano
Subject:Approved Office of Traffic Safety Grant (PT26055)
Date:Wednesday, October 8, 2025 9:10:19 AM
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or
clicking links, especially from unknown senders.
Dear Grantee,
The Office of Traffic Safety (OTS) has approved your traffic safety grant, Selective Traffic Enforcement Program
(STEP) (PT26055), as part of the California Traffic Safety Program.
Costs incurred must be in accordance with your grant agreement and recorded in your accounting system. No other
costs will be reimbursed without prior OTS approval. Grant activities prior to 10/1/2025 or after 9/30/2026 will not
be reimbursed.
Within the first quarter of your grant period, your Grant Coordinator will provide you with information about
operational and fiscal requirements, as well as tools to manage your new grant.
If you have any questions, please contact your Grant Coordinator, Mark Talan at (916) 509-3029 or email
mark.talan@ots.ca.gov.
Sincerely,
Stephanie Dougherty
Director
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RESOLUTION NO. 2025 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY, CALIFORNIA,
AUTHORIZING THE ACCEPTANCE OF THE 2026 OFFICE OF TRAFFIC SAFETY SELECTIVE
TRAFFIC ENFORCEMENT PROGRAM GRANT IN THE AMOUNT OF $155,000 AND
AUTHORIZING THE ESTABLISHMENT OF AN APPROPRIATION AND CORRESPONDING
REVENUE BUDGET IN THE AMOUNT OF $155,000.
WHEREAS, the National City Police Department (“NCPD”) submitted an application to the
Office of Traffic Safety (“OTS”) for consideration for a Selective Traffic Enforcement Program
(“STEP”) grant; and
WHEREAS, OTS awarded NCPD a STEP grant in the amount of $155,000; and
WHEREAS, the purpose of the STEP grant is to implement programs to reduce the
number of persons killed or injured in traffic collisions and alcohol related accidents; and
WHEREAS, the STEP grant funds will be used to fund operations such as DUI/Driver’s
License checkpoints, DUI saturation patrols and other enforcement operations relating to speed
and red light violations.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:
Section 1: That the City Council hereby authorizes the acceptance of the Selective
Traffic Enforcement Program grant, grant number PT26055, from the Office of Traffic Safety in
the amount of $155,000.
Section 2: That the City Council authorizes the establishment of an appropriation and
a corresponding revenue budget in the amount of $155,000.00 in the Police Department Grants
Fund.
Section 3: That the City Clerk shall certify to the passage and adoption of this
Resolution and enter it into the book of original Resolutions.
PASSED and ADOPTED this 18th day of November, 2025.
Ron Morrison, Mayor
ATTEST:
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
Barry J. Schultz, City Attorney
Page 183 of 400
10/14/2025
Exhibit E
CITY OF NATIONAL CITY
OTS Grant PT26055
FY2026
10/1/2025-09/30/2026
EDEN:
ACCOUNT NUMBER Description
Award
OTS Grant PT26055
290-11692-3498 Other Federal Grants-STEP 155,000.00
290-411-692-102-2600 Overtime 14,002.52
290-411-692-140-2600 Workers' Compensation @ 9.73% 1,362.45
290-411-692-161-2600 Medicare @ 1.45% 203.04
290-411-692-258-2600 Travel & Subsistence 4,432.00
290-411-692-511-2600 Automotive Equipment 20,000.00
40,000.00
290-411-692-102-2608 Overtime 85,904.84
290-411-692-140-2608 Workers' Compensation @ 9.73% 8,358.54
290-411-692-161-2608 Medicare @ 1.45% 1,245.62
290-411-692-399-2608 Material & Supplies 4,491.00
100,000.00
290-411-692-102-2616 Overtime 13,491.64
290-411-692-140-2616 Workers' Compensation @ 9.73% 1,312.74
290-411-692-161-2616 Medicare @ 1.45% 195.63
15,000.00
Grant Total 155,000.00
0.00
MUNIS:
ACCOUNT NUMBER Description
Award
OTS Grant PT26055
290-70-21-21727-3498- Other Federal Grants-STEP 155,000.00
290-70-21-21727-6102-2600 Overtime 14,002.52
290-70-21-21727-6140-2600 Workers' Compensation @ 9.73% 1,362.45
290-70-21-21727-6161-2600 Medicare @ 1.45% 203.04
290-70-21-21727-7258-2600 Travel & Subsistence 4,432.00
290-70-21-21727-7511-2600 Automotive Equipment 20,000.00
40,000.00
290-70-21-21727-6102-2608 Overtime 85,904.84
290-70-21-21727-6140-2608 Workers' Compensation @ 9.73% 8,358.54
290-70-21-21727-6161-2608 Medicare @ 1.45% 1,245.62
C:\Users\MShanahan\Desktop\Escribe 2026 OTS grant\Exhibit E PT26055 Grant Allocation.xlsx Page 1 of 2Page 184 of 400
10/14/2025
CITY OF NATIONAL CITY
OTS Grant PT26055
FY2026
10/1/2025-09/30/2026
MUNIS:
ACCOUNT NUMBER Description
Award
290-70-21-21727-7399-2608 Material & Supplies 4,491.00
100,000.00
290-70-21-21727-6102-2616 Overtime 13,491.64
290-70-21-21727-6140-2616 Workers' Compensation @ 9.73%1,312.74
290-70-21-21727-6161-2616 Medicare @ 1.45%195.63
15,000.00
Grant Total 155,000.00
C:\Users\MShanahan\Desktop\Escribe 2026 OTS grant\Exhibit E PT26055 Grant Allocation.xlsx Page 2 of 2Page 185 of 400
AGENDA REPORT
Department: Finance
Prepared by: Karla Apalategui, Sr. Accounting Assistant
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
Warrant Register No. 13 for the Period of 9/19/25 through 9/25/25 in the Amount of $3,511,912.75
RECOMMENDATION:
Ratify Warrants Totaling $3,511,912.75.
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
Per Government Section Code 37208, below are the payments issued for the period of 9/19/25 –
9/25/25. Consistent with the Department of Finance’s practice, listed below are all payments
above $50,000.
Vendor Check/Wire Amount Explanation
County of San Diego 376014 78,914.25 FY24-25 Maint of Sweetwater River Channel
AP Gen Corp 1001017 317,558.81 CIP 24-13 Las Palmas Park Improvements
Haaker Equip Co 1001021 296,007.71 PW Street & Wastewater Camera Van
Metrocell Const 1001026 51,300.00 CIP 22-25 8th St Mobility HUB for Franc
Metrocell Const 1001026 170,857.50 CIP 22-25 8th St Mobility HUB for Franc
Health Net Inc 1001024 63,567.80 Grp# R1192A City of National City – Oct ‘25
Public Emp Retirement 252670172 364,997.32 Service Period 9/2/2025 – 9/15/2025
FINANCIAL STATEMENT:
Warrant Register Total $3,511,912.75
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Not Applicable
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
EXHIBIT:
Exhibit A – FY26 Warrant Register No. 13
Page 186 of 400
CHK NO AMOUNT
376019 4.45
376019 547.80
376019 1,497.76
376052 133.80
376053 133.80
376054 133.80
2,451.41
376008 533.00
376028 662.98
376028 22,255.48
23,451.46
376032 2,772.90
2,772.90
376010 4,505.69
376012 58.30
376012 58.30
376030 66.63
376030 166.56
376030 112.75
376030 105.06
376030 107.63
376030 107.63
376030 110.19
376030 58.94
376030 128.13
376030 151.19
376030 158.88
376030 161.44
376030 56.38
376030 79.44
376030 82.00
376030 82.00
376030 110.19
376030 125.56
376030 128.13
376030 140.94
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
CORODATA RECORDS OFF SITE RECORD STORAGE 9/25/2025
CORODATA RECORDS OFF SITE RECORD STORAGE 9/25/2025
Total for City Mgr
Clerk
CIVICPLUS, LLC MUNICODE CODIFICATION 9/25/2025
Total for City Atty
City Mgr
KOSMONT & ASSOCIATES REAL ESTATE ADVISORY SERVICES 9/25/2025
HAMRICK & EVANS, LLP LEGAL SERVICES FOR MARTIN MATTER 9/25/2025
HAMRICK & EVANS, LLP LEGAL SERVICES FOR DELGADO MATTER 9/25/2025
City Atty
CEB WESTLAW SERVICES FOR CAO 9/25/2025
SUNRUN INSTALLATION REFUND PORTION OF PERMIT FEES FOR CANCE 9/25/2025
Total for Building
SUNRUN INSTALLATION REFUND PORTION OF PERMIT FEES FOR CANCE 9/25/2025
SUNRUN INSTALLATION REFUND PORTION OF PERMIT FEES FOR CANCE 9/25/2025
DIARTE, JUAN MANUEL REFUND POR OF INSPECTION FEES FOR CANCE 9/25/2025
DIARTE, JUAN MANUEL REFUND POR OF INSPECTION FEES FOR CANCE 9/25/2025
A/P PAYMENTS
Building
DIARTE, JUAN MANUEL REFUND POR OF INSPECTION FEES FOR CANCE 9/25/2025
Warrant Register #13
9/19/2025 to 9/25/2025
PAYEE DESCRIPTION DATE
1Page 187 of 400
CHK NO AMOUNT
Warrant Register #13
9/19/2025 to 9/25/2025
PAYEE DESCRIPTION DATE
376030 138.38
376056 220.00
376056 310.00
376062 35.00
7,565.34
376009 35.00
376009 55.00
376022 97.30
376027 6,451.20
376040 378.00
376044 4,599.14
376047 2,310.00
376050 168.27
376050 106.14
376060 2,087.99
16,288.04
376025 72.71
72.71
376013 18,428.76
376014 78,914.25
376024 3,825.00
376029 64.16
376029 433.83
376041 104.70
376041 110.83
376041 194.77
376041 208.25
376041 167.45
376041 197.25
376041 265.58
376041 250.84
376041 49.96
376041 73.86
376041 92.88
376041 143.57
376043 28.75
376043 45.11
376046 629.23SAN DIEGO GAS & ELEC GAS AND ELECTRICITY FOR FACILITIES SEPT FY 9/25/2025
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/FAC 9/25/2025
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 9/25/2025
HOME DEPOT CREDIT SE BUILDING SUPPLIES FY26-PW/FAC 9/25/2025
HOME DEPOT CREDIT SE BUILDING SUPPLIES FY26-PW/FAC 9/25/2025
COUNTY OF SAN DIEGO FY24-25- MAINT OF SWEETWATER RIVER CHANN 9/25/2025
GEOSYNTEC CONSULTANT PROPOSAL ENCAMPMENT CLEAUP - 8TH STREET 9/25/2025
Total for Council
Eng/PW
COSCO FIRE PROTECTIO CIP 24-16 FIRE SERVICE BACKFLOW PREVENTER 9/25/2025
Council
GONZALEZ, DANIEL REIMBURSEMENT FOR MATERIAL & SUPLS - EMP 9/25/2025
ULINE SPECIAL EVENTS STORAGE AND SECURITY CART 9/25/2025
Total for Comm Svcs
SMART & FINAL MOP 45756 SNACKS FOR CASA YOUTH PROGRAM 9/25/2025
SMART & FINAL MOP 45756 CAMACHO DANCE CAMP SUPPLIES/C 9/25/2025
REINKE, JOSEPH CAMACHO FALL DANCE CAMP SUPPLIES/CSD 9/25/2025
SANCHEZ MAYO, LESTER RFW-CONTRACT INSTRUCTOR BASKETBALL CLA 9/25/2025
GUERRERO, FEDERICO RFW-CONTRACT INST QUARTERLY PAYMENT GR 9/25/2025
PEIRCE, DENISSE RFW-CONTRACT INSTRUCTOR MONTHLY PYMNT 9/25/2025
CHAVEZ, TRICIA RFW-REFUND LAS PALMAS POOL LEVEL 2 OTTER 9/25/2025
ELIZABETH D. SARMIEN RFW-CONTRACT INSTRUCTOR MONTHLY PAYMT 9/25/2025
Total for Clerk
Comm Svcs
CHAVEZ, TRICIA RFW-REFUND LAS PALMAS POOL LEVEL 2 OTTER 9/25/2025
THE EPOCH TIMES 2024 ELECTION NOTICING (CHINES) 9/25/2025
VILLALPANDO, LETICIA REFUND TO PASSPORT APPLICANT 9/25/2025
INTEGRITY NEWSPAPERS PUBLIC HEARING NOTICING 9/25/2025
THE EPOCH TIMES 2024 ELECTION PUBLIC NOTICING (CHINESE) 9/25/2025
2Page 188 of 400
CHK NO AMOUNT
Warrant Register #13
9/19/2025 to 9/25/2025
PAYEE DESCRIPTION DATE
376055 127.62
376055 178.57
376055 339.36
376055 463.74
376055 759.01
376063 112.15
106,209.48
376001 7.57
376001 171.18
376001 68.48
376001 35.88
376001 418.33
376001 42.53
376001 86.76
376001 68.36
376001 51.15
376001 266.00
376001 10.00
376001 206.41
376001 108.64
376002 23.80
376003 401.02
376005 2,050.97
376006 539.37
376016 912.00
376023 54.38
376041 45.83
376041 17.57
376043 25.00
376060 62.12
5,673.35
375998 825.60
376033 326.14
376051 37.00
1,188.74
376000 55.06
376000 20,661.60
376026 26,360.00
AIR GAP LABS LLC FORTINET RENEWAL 9/25/2025
GOVCONNECTION INC MICROSOFT OFFICE 365 SUBSCRIPTION FY26 9/25/2025
Total for HR
IT
AIR GAP LABS LLC FORTINET RENEWAL 9/25/2025
LASER SAVER INC MOP #45725/HR/OFFICE SUPPLIES 9/25/2025
SOUTH BAY SHREEDDING SHREDDING SERVICES FOR AUGUST 2025 9/25/2025
Total for Fire
HR
AETNA BEHAVIORAL HEA EMPLOYEE ASSISTANCE PROGRAM - OCT. 2025 9/25/2025
PRUDENTIAL OVERALL S MOP#45742, 18X18 PURPLE SHOP TOWEL 9/25/2025
ULINE SHARPS CONTAINER 9/25/2025
PRO BUILD COMPANY MOP#4507, 3/4 FEMALE HOSE FOR PROJECTS ST 9/25/2025
PRO BUILD COMPANY MOP#45707, BANNER HOOOKS 9/25/2025
DAY WIRELESS SYSTEMS RADIO REPAIR, 2152 TECH / SN:756CVK0626 9/25/2025
FASTSIGNS DATE PATCH "11TH" - FIRE PREVENTION 9/25/2025
BETTER CHOICE COSTUM JR FIRE HAT DISCOUNTED BULK RATE FROM $1.4 9/25/2025
BOGLE, JEFFREY W TRAVEL EXPNSE REIMBRSMENT, CONT CHALLEN 9/25/2025
AMEDEE, WALTER MILEAGE REIMBURSMNT, TSUNAMI ADVISORY OA 9/25/2025
AT&T MONTHLY PHONE SERVICES FOR DISPATCHED E 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
Fire
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMA 9/25/2025
WINSUPPLY SOUTH BAY PLUMBING SUPPLIES FY26-PW/FAC 9/25/2025
Total for Eng/PW
SWEETWATER AUTHORITY WATER SERVICE FOR FACILITIES JUL-SEPT FY26 9/25/2025
SWEETWATER AUTHORITY WATER SERVICE FOR FACILITIES JUL-SEPT FY26 9/25/2025
SWEETWATER AUTHORITY WATER SERVICE FOR FACILITIES JUL-SEPT FY26 9/25/2025
SWEETWATER AUTHORITY WATER SERVICE FOR FACILITIES JUL-SEPT FY26 9/25/2025
SWEETWATER AUTHORITY WATER SERVICE FOR FACILITIES JUL-SEPT FY26 9/25/2025
3Page 189 of 400
CHK NO AMOUNT
Warrant Register #13
9/19/2025 to 9/25/2025
PAYEE DESCRIPTION DATE
376033 1,806.16
376033 1,440.67
376036 11,275.00
376038 11,700.00
73,298.49
376004 212.98
376004 81.48
376004 330.89
376004 8.26
376004 23.66
376004 89.19
376004 138.92
376004 187.67
376017 1,023.94
376021 20,503.00
376035 53.71
376035 117.04
376035 185.88
376035 266.26
376035 269.95
376035 35.64
376035 40.54
376035 50.90
376035 81.64
376039 1,080.00
24,781.55
375997 1,000.50
375997 1,371.34
376007 3,915.85
376011 12,959.00
376015 625.00
376041 70.02
376042 28.58
376042 28.58
376058 1,740.00
21,738.87
375999 1,790.00
375999 72.00AIR EXHAUST CORP CO KITCHEN EQUIPMENT SERVICE AND MAINTENAN 9/25/2025
Total for Neigh Svcs
Nutrition
AIR EXHAUST CORP CO KITCHEN EQUIPMENT SERVICE AND MAINTENAN 9/25/2025
PRUDENTIAL OVERALL S MOP 45742 LAUDRY SVC 9/25/2025
THE SHERWIN WILLIAMS PAINT SPRAYER/SHERWIN WILLIAMS 9/25/2025
PRO BUILD COMPANY MOP 45707 PAINT SUPPLIES 9/25/2025
PRUDENTIAL OVERALL S MOP 45742 LAUDRY SVC 9/25/2025
COMCATE SOFTWARE,INC CODE SOFTWARE PROGRAM 9/25/2025
CPPA CMPA PARKING CONFERENCE MOATS 9/25/2025
QUALITY INSTANT PRIN QUALITY INSTANT PRINTING NSD CLEAN UP POS 9/22/2025
CDWG MDC LAPTOPS PARKING 9/25/2025
Neigh Svcs
QUALITY INSTANT PRIN QUALITY INSTANT PRINTING NSD CLEAN UP POS 9/22/2025
MYTURN COM PBC RFW- MY TURN, SUBSCRIPTION RENEWAL 9/25/2025
Total for Library
MIDWEST TAPE, LLC MIDWEST TAPE- 2 DVDS 9/25/2025
MIDWEST TAPE, LLC MIDWEST TAPE- 3 DVDS 9/25/2025
MIDWEST TAPE, LLC MIDWEST TAPE- MATLOCK SEASON 1 DVD 9/25/2025
MIDWEST TAPE, LLC MIDWEST TAPE- ARCANE DVD 9/25/2025
MIDWEST TAPE, LLC MIDWEST TAPE- 9 DVDS 9/25/2025
MIDWEST TAPE, LLC MIDWEST TAPE- 12 DVDS 9/25/2025
MIDWEST TAPE, LLC MIDWEST TAPE- 4 DVDS 9/25/2025
MIDWEST TAPE, LLC MIDWEST TAPE- THIRSTY 9/25/2025
EBSCO INFORMATION SE RFW- EBSCO, SUBSCRIPTION RENEWAL, ONLINE 9/25/2025
MIDWEST TAPE, LLC MIDWEST TAPE- FREAKY TALES, WALL-E 9/25/2025
BAKER & TAYLOR BAKER AND TAYLOR- 15 JUV BOOKS 9/25/2025
DEMCO INC DEMCO- LABELS AND BOOK SUPPLIES 9/25/2025
BAKER & TAYLOR BAKER AND TAYLOR- 6 JUV BOOKS 9/25/2025
BAKER & TAYLOR BAKER AND TAYLOR- 12 JUV BOOKS 9/25/2025
BAKER & TAYLOR BAKER AND TAYLOR- 1 JUV BOOK 9/25/2025
BAKER & TAYLOR BAKER AND TAYLOR- 4 JUV BOOKS 9/25/2025
BAKER & TAYLOR BAKER AND TAYLOR- 4 BOOKS 9/25/2025
BAKER & TAYLOR BAKER AND TAYLOR- 25 BOOKS 9/25/2025
Total for IT
Library
BAKER & TAYLOR BAKER AND TAYLOR- 11 BOOKS 9/25/2025
MOBILE WIRELESS LLC NETMOTION ANNUAL RENEWAL 9/25/2025
MOTOROLA SOLUTIONS I MOTOROLA COMMERCIAL DATA SUBSCRIPTION 9/25/2025
LASER SAVER INC LASER SAVER FY26 PRINTER CONSUMABLES 9/25/2025
LASER SAVER INC LASER SAVER FY26 PRINTER CONSUMABLES 9/25/2025
4Page 190 of 400
CHK NO AMOUNT
Warrant Register #13
9/19/2025 to 9/25/2025
PAYEE DESCRIPTION DATE
375999 72.00
376048 476.82
376048 3,207.80
376048 511.33
376048 4,362.22
376057 162.00
10,654.17
376031 166.56
166.56
376018 64.00
376020 1,199.00
376034 2,160.00
376037 3,414.75
376045 600.76
376049 659.00
376059 799.21
376061 150.00
9,046.72
305,359.79
1001025 6,032.50
1001025 10,782.50
1001030 220.75
1001030 709.91
17,745.66
1001030 47.65
1001030 127.76
175.41
1001017 317,558.81
1001018 26,604.50
1001019 65.06
1001019 587.80
1001019 1,000.76
1001020 504.69
1001021 296,007.71
1001023 905.23HASA INC CHEMICALS FOR MUNICIPAL POOL FY26-PW/FAC 9/19/2025
GRAINGER MOP 65179 BUILDING SUPPLIES FY26-PW/FAC 9/19/2025
HAAKER EQUIPMENT COM PW STREET & WASTEWATER CAMERA VAN 9/19/2025
DANIELS TIRE SERVICE TIRES FOR CITY FLEET FY26-PW/EQM 9/19/2025
DANIELS TIRE SERVICE TIRES FOR CITY FLEET FY26-PW/EQM 9/19/2025
CIRCUIT TRANSIT INC SPECIALIZED SERVICES FOR CLEAN MOBILITY 9/19/2025
DANIELS TIRE SERVICE TIRES FOR CITY FLEET FY26-PW/EQM 9/19/2025
Eng/PW
AP GENERAL CORPORATI CIP 24-13 LAS PALMAS PARK IMPROVEMENTS 9/19/2025
STAPLES BUSINESS ADV OFFICE SUPPLIES 9/19/2025
Total for Clerk
Total for City Mgr
Clerk
STAPLES BUSINESS ADV OFFICE SUPPLIES 9/19/2025
STAPLES BUSINESS ADV MOP#45704 - FURNITURE FOR WORK PLACE IMP 9/19/2025
STAPLES BUSINESS ADV MOP# 45704 - FURNITURE FOR WORK PLACE IMP 9/19/2025
LIEBERT CASSIDY WHI LEGAL SERVICES FOR LABOR NEGOT POA 9/19/2025
LIEBERT CASSIDY WHI LEGAL SERVICES FOR LABOR NEGOT FFA 9/19/2025
A/P PAYMENTS Total
EFT PAYMENTS
City Mgr
VERIZON WIRELESS PLU W/O SURVEILLANCE FOR INVESTIGATIONS 9/25/2025
Total for Police
SHRED-IT ONE-TIME BULK SHRED SERVICE 9/25/2025
THOMSON REUTERS INVESTIGATIVE SERVICE FOR DETECTIVES FY 20 9/25/2025
MOTOPORT MOTOPORT UNIFORM AIR MESH TROUSERS 9/25/2025
SAKAMOTO, CHAD REIM: CSAKAMOTO - 2025 THREAT MANAGEMENT 9/25/2025
DOGTEAMPRO INC ANNUAL SUBSCRIPTION 9/25/2025
MAN K9 INC MONTHLY POST MANDATED K9 TRAINING FY 202 9/25/2025
Total for Planning
Police
DEPT OF JUSTICE DOJ FINGERPRINTING FOR FY 2026 / AUG 9/25/2025
Planning
INTEGRITY NEWSPAPERS AD#00153353 2023-03 PC 9/25/2025
THE LLOYD PEST CONTR PEST CONTROL FOR MONTH OF AUGUST 2025 9/25/2025
Total for Nutrition
SDG&E GAS AND ELECTRIC FOR FY26 9/25/2025
SDG&E GAS AND ELECTRIC FOR FY26 9/25/2025
SDG&E GAS AND ELECTRIC FOR FY26 9/25/2025
SDG&E GAS AND ELECTRIC FOR FY26 9/25/2025
AIR EXHAUST CORP CO KITCHEN EXHAUST CLEANING SERVICE 9/25/2025
5Page 191 of 400
CHK NO AMOUNT
Warrant Register #13
9/19/2025 to 9/25/2025
PAYEE DESCRIPTION DATE
1001026 51,300.00
1001026 170,857.50
1001027 47.52
1001032 486.64
1001032 495.95
1001032 300.99
1001033 343.61
1001033 240.23
1001034 113.86
1001034 117.12
867,537.98
1001024 9.06
1001024 313.33
1001024 816.26
1001024 2,890.41
1001024 4,240.20
1001024 31,380.09
1001024 39,471.72
1001024 63,567.80
142,688.87
1001014 191.26
1001014 315.43
1001022 860.00
1001022 1,247.00
1001030 76.82
2,690.51
1001016 276.00
276.00
1001014 39.86
1001014 48.49
88.35
1001015 1,184.63
1001015 345.76
1001015 1,922.35
1001015 3,348.03
1001031 259.86
ALDEMCO FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
SYSCO SAN DIEGO INC DISHWASHER LEASE MAY 2025 9/19/2025
ALDEMCO FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
ALDEMCO FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
Nutrition
ALDEMCO FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
ACE UNIFORMS & ACCES EMBLEM CHARGE PARKING COHEN /ACE UNIFOR 9/19/2025
Total for Neigh Svcs
Total for HR
Neigh Svcs
ACE UNIFORMS & ACCES ACE UNIFORMS /VEST PARKING QUEZADA 9/19/2025
Total for Fire
HR
ALTA LANGUAGE SERVIC EMPLOYEE BILINGUAL TESTING 9/19/2025
HAMLYN WILLIAMS INC TEMP SOA, NARDYEZDA ACOSTA, W/E 31-AUGUS 9/19/2025
STAPLES BUSINESS ADV MOP#45704,SHARPIES CHISEL AND ULTRA FINE 9/19/2025
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND AC 9/19/2025
HAMLYN WILLIAMS INC TEMP SOA, NARDYEZDA ACOSTA, W/E 24-AUGUS 9/19/2025
Fire
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND AC 9/19/2025
HEALTH NET INC GRP #R1192A CITY OF NATIONAL CITY - OCT '25 9/19/2025
Total for Finance
HEALTH NET INC GRP #LB439A CITY OF NATIONAL CITY - OCT '25 9/19/2025
HEALTH NET INC GRP #GX011A CITY OF NATIONAL CITY - OCT '25 9/19/2025
HEALTH NET INC GRP #R1192R ER: CITY OF NATIONAL CITY - OCT 9/19/2025
HEALTH NET INC #N8240A CITY OF NATIONAL CITY HSA PPO IND -O 9/19/2025
HEALTH NET INC GRP #ZI454A VPE: CITY OF NATIONAL CITY - OCT 9/19/2025
HEALTH NET INC GRP #LB439F ER: CITY OF NATIONAL CITY - OCT 9/19/2025
Finance
HEALTH NET INC GRP #ZI454F VPE ER: CITY OF NATIONAL CITY - O 9/19/2025
WETMORES MOP 80333 AUTO SUPPLIES FY26-PW/EQM 9/19/2025
Total for Eng/PW
VISTA PAINT MOP 68834 PAINT SUPPLIES FY26-PW/FAC 9/19/2025
WETMORES MOP 80333 AUTO SUPPLIES FY26-PW/EQM 9/19/2025
T MAN TRAFFIC SUPPLY MOP 76666 TRAFFIC SUPPLIES FY26-PW/STS 9/19/2025
VISTA PAINT MOP 68834 PAINT SUPPLIES FY26-PW/FAC 9/19/2025
T MAN TRAFFIC SUPPLY MOP 76666 TRAFFIC SUPPLIES FY26-PW/STS 9/19/2025
T MAN TRAFFIC SUPPLY MOP 76666 TRAFFIC SUPPLIES FY26-PW/STS 9/19/2025
METROCELL CONSTRUCTI CIP 22-25 8TH ST MOBILITY HUB FOR THE FRANC 9/19/2025
NATIONAL CITY TROPHY MOP 66556 NAME PLATE FY26-PW/FAC 9/19/2025
METROCELL CONSTRUCTI CIP 22-25 8TH ST MOBILITY HUB FOR THE FRANC 9/19/2025
6Page 192 of 400
CHK NO AMOUNT
Warrant Register #13
9/19/2025 to 9/25/2025
PAYEE DESCRIPTION DATE
1001031 29.70
1001031 90.10
1001031 45.55
1001031 187.84
1001031 20.27
1001031 136.37
1001031 259.86
1001031 429.92
1001031 4,197.02
12,457.26
1001028 2,427.30
1001028 1,411.04
1001028 1,411.04
1001028 927.11
1001029 864.62
1001030 173.59
1001030 325.15
7,539.85
1,051,199.89
1,765,555.75
1,765,555.75
252670172 364,997.32
252670173 24,800.00
389,797.32
389,797.32
3,511,912.75GRAND TOTAL
WIRED PAYMENTS Total
PUBLIC EMP RETIREMEN RETIRED ANNUIT. LATE FEES- SARMIENTO/CRIST 9/25/2025
Total for Finance
WIRED PAYMENTS
Finance
PUBLIC EMP RETIREMEN SERVICE PERIOD 09/02/2025 - 09/15/2025 9/25/2025
PY91684 9/24/2025
Payroll Total
Total for Police
EFT PAYMENTS Total
Payroll
STAPLES BUSINESS ADV MOP #45704 / OFFICE SUPPLIES / PD ADMIN 9/19/2025
STAPLES BUSINESS ADV MOP #45704 / VARIOUS OFFICE SUPPLIES / PD AD 9/19/2025
SAN DIEGO POLICE EQU BALLISTIC VESTS FY 2026 / M. VAZQUEZ 9/19/2025
SMART SOURCE OF CALI FIELD PROPERTY RECEIPT & RE;EASE FORM 9/19/2025
SAN DIEGO POLICE EQU BALLISTIC VESTS FY 2026 / R. MARIOTTA 9/19/2025
SAN DIEGO POLICE EQU BALLISTIC VESTS FY 2026 / R. RUDE 9/19/2025
Police
SAN DIEGO POLICE EQU AMMUNITION RESUPPLY FY2026 9/19/2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
Total for Nutrition
SYSCO SAN DIEGO INC DISHWASHER LEASE JULY 2025 9/19/2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITIO 9/19/2025
7Page 193 of 400
AGENDA REPORT
Department: Finance
Prepared by: Karla Apalategui, Sr. Accounting Assistant
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
Warrant Register No. 14 for the Period of 9/26/25 through 10/2/25 in the Amount of $2,328,365.09
RECOMMENDATION:
Ratify Warrants Totaling $2,328,365.09.
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
Per Government Section Code 37208, below are the payments issued for the period of 9/26/25 –
10/2/25. Consistent with the Department of Finance’s practice, listed below are all payments
above $50,000.
Vendor Check/Wire Amount Explanation
Aster Construction 1001037 274,055.32 CIP 19-23 Central Community Enhancement
Innovate Construction 1001043 68,523.50 CIP 23-15 Pavement Rehabilitation Project
Adminsure Inc 385 135,234.02 WC Account Replenishment – Aug 2025
FINANCIAL STATEMENT:
Warrant Register Total $2,328,365.09
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Not Applicable
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
EXHIBIT:
Exhibit A – FY26 Warrant Register No. 14
Page 194 of 400
CHK NO AMOUNT
376080 533.00
376080 533.00
376080 533.00
376081 324.50
376081 619.50
376089 812.98
376089 935.00
376089 1,180.00
376089 1,607.98
376089 1,715.00
376089 175.00
376089 395.00
376089 425.00
376089 665.00
376089 1,550.00
376089 12,972.50
376099 1,900.00
376099 521.00
376116 141.00
376123 669.73
28,208.19
376087 51.96
51.96
376094 1,062.50
376096 257.13
376097 183.50
376097 401.12
376102 (41.83)
376102 21.74
376102 45.54
376102 188.99
376103 816.00
376104 275.00
376105 23.06
376105 76.11
376107 20.46
376107 29.87
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM
O'REILLY AUTO PARTS MOP 75877 AUTO SUPPLIES FY26-PW/EQM
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM
NATIONAL CITY ELECTR ELECTRICAL TROBLESHOOTING FIRE STATION #33 F
O'REILLY AUTO PARTS MOP 75877 AUTO SUPPLIES FY26-PW/EQM
NAPA AUTO PARTS MOP 45735 PARK SUPPLIES FY26-PW/PARKS
NATIONAL CITY CAR WA CAR WASH SERVICES FOR FLEET AUG FY26-PW/EQM
NAPA AUTO PARTS MOP 45735 PARK SUPPLIES FY26-PW/PARKS
NAPA AUTO PARTS MOP 45736 PARK SUPPLIES FY26-PW/PARKS
MASTER PERFORMANCE MOP 86883 AUTO SUPPLIES FY26-PW/EQM
NAPA AUTO PARTS MOP 45735 PARK SUPPLIES CREDIT FY26-PW/PARKS
MASON'S SAW & LAWNMO MOP 45729 PARK SUPPLIES FY26-PW/PARKS
MASTER PERFORMANCE MOP 86883 AUTO SUPPLIES FY26-PW/EQM
Total for Council
Eng/PW
LOUIES GARAGE CORPOR REPAIR DOOR ON PD VEH #259-PW/EQM 10/2/2025
Council
GONZALEZ, DANIEL CC/REIMBURSEMENT FOR MORALE BUILDING EVENT
THOMSON REUTERS WESTLAW SERVICES FOR CAO 10/2/2025
Total for City Atty
MCDOUGAL BOEHMER LEGAL SERVICES FOR POLANCO MATTER
SHER EDLING LLP LEGAL SERVICES FOR SWEETWATER MARSH MATTE
HAMRICK & EVANS, LLP LEGAL SERVICES FOR DELGADO MATTER
MCDOUGAL BOEHMER LEGAL SERVICES FOR POLANCO MATTER
HAMRICK & EVANS, LLP LEGAL SERVICES FOR CHICANO FEDERATION
HAMRICK & EVANS, LLP LEGAL SERVICES FOR RODRIGUEZ MATTER
HAMRICK & EVANS, LLP LEGAL SERVICES FOR AVILA MATTER
HAMRICK & EVANS, LLP LEGAL SERVICES FOR CORTEZ MATTER
HAMRICK & EVANS, LLP LEGAL SERVICES FOR AVILA MATTER
HAMRICK & EVANS, LLP LEGAL SERVICES FOR SUNDA MATTER
HAMRICK & EVANS, LLP LEGAL SERVICES FOR RODRIGUEZ MATTER
HAMRICK & EVANS, LLP LEGAL SERVICES FOR CORTEZ MATTER
HAMRICK & EVANS, LLP LEGAL SERVICES FOR SUNDA MATTER
HAMRICK & EVANS, LLP LEGAL SERVICES FOR CHICANO FEDERATION
CIVICA LAW GROUP APC LEGAL SERVICES FOR RAMADA MATTER
CIVICA LAW GROUP APC LEGAL SERVICES FOR STARDUST MATTER
CEB LEGAL LIBRARIES FOR CAO
CEB LEGAL LIBRARIES FOR CAO
A/P PAYMENTS
City Atty
CEB LEGAL LIBRARIES FOR CAO
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
1Page 195 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
376107 21.13
376107 58.81
376107 203.90
376108 166.29
376109 55.12
376109 123.19
376111 64.23
376111 76.95
376111 44.19
376111 67.46
376111 143.81
376111 86.96
376111 131.24
376111 309.13
376111 19.12
376111 49.61
376111 56.18
376112 80.16
376112 85.65
376112 88.65
376112 61.44
376112 75.74
376112 85.65
376112 135.08
376112 68.86
376115 28.30
376115 47.12
376115 120.32
376115 11.45
376115 56.25
376115 11.45
376115 105.83
376117 124.33
376117 142.19
376117 181.35
376118 185.88
376119 210.11
376120 119.09
376120 138.62
376120 138.62
376120 138.62
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
SWEETWATER AUTHORITY WATER BILL FOR WW JUL-AUG FY26-PW/WW
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-AUG FY26-PW/PAR
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUN-AUG FY26-PW/PAR
SWEETWATER AUTHORITY WATER BILL FOR WW JUL-AUG FY26-PW/WW
SO CAL TRUCK STOP MOP 45758 DIESEL FY26-PW/EQM
SPEEDPRO IMAGING VEHICLE DECALS FY26-PW/EQM
SITEONE LANDSCAPE SU MOP 69277 LANSCAPE SUPPLIES FY26-PW/PARKS
SITEONE LANDSCAPE SU MOP 69277 LANDSCAPE SUPPLIES FY26-PW/PARKS
SAN DIEGO GAS & ELEC GAS AND ELECTRIC FOR STREETS SEPT FY26-PW/ST
SITEONE LANDSCAPE SU MOP 69277 LANDSCAPE SUPPLIES FY26-PW/PARKS
SAN DIEGO GAS & ELEC GAS AND ELECTRIC FOR STREETS SEPT FY26-PW/ST
SAN DIEGO GAS & ELEC GAS AND ELECTRIC FOR STREETS SEPT FY26-PW/ST
SAN DIEGO GAS & ELEC GAS AND ELECTRIC FOR STREETS SEPT FY26-PW/ST
SAN DIEGO GAS & ELEC GAS AND ELECTRIC FOR STREETS SEPT FY26-PW/ST
SAN DIEGO GAS & ELEC GAS AND ELECTRIC FOR STREETS SEPT FY26-PW/S
SAN DIEGO GAS & ELEC GAS AND ELECTRIC FOR STREETS SEPT FY26-PW/ST
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/STS
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/PARKS
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/PARKS
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/EQM
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/PARKS
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/STS
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/PARKS
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/EQM
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/PARKS
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/PARKS
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/WW
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/WW
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/PARKS
PRO BUILD COMPANY MOP 45707 PARK SUPPLIES FY26-PW/PARKS
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/EQM
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/STS
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/PARKS
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY25-PW/PARKS
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/STS
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM
2Page 196 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
376120 60.45
376120 60.45
376120 60.45
376120 60.45
376120 60.45
376120 60.45
376120 60.45
376120 60.45
376120 85.01
376120 101.91
376120 119.09
376120 119.09
376120 119.09
376120 119.09
376120 126.00
376120 136.46
376120 160.55
376120 174.37
376120 191.74
376120 194.18
376120 284.93
376120 1,279.05
376120 2,848.54
376120 8,348.68
376120 9,059.71
376120 10,573.00
376121 36.64
376121 36.64
376121 36.64
376121 36.64
376121 60.45
376121 60.45
376125 1,085.80
43,354.62
376064 400.00
376065 460.00
376066 640.00
376067 20.00
376068 20.00
376069 780.00
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025IBARRA, JOE RETIREE HEALTH BENEFITS - OCTOBER 2025
FLORES-HERNANDEZ, LY RETIREE HEALTH BENEFITS - OCTOBER 2025
HADLEY, BRIAN C RETIREE HEALTH BENEFITS - OCTOBER 2025
DEPASCALE, AARON RETIREE HEALTH BENEFITS - OCTOBER 2025
DONG, DAMON RETIREE HEALTH BENEFITS - OCTOBER 2025
Finance
CORNEJO, JAVIER RETIREE HEALTH BENEFITS - OCTOBER 2025
VULCAN MATERIALS COM ROADWAY MATERIALS FY26-PW/STS 10/2/2025
Total for Eng/PW
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKSJUL-SEPT FY26-PW/PAR
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKSJUL-SEPT FY26-PW/PAR
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKSJUL-SEPT FY26-PW/PAR
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKSJUL-SEPT FY26-PW/PAR
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
SWEETWATER AUTHORITY WATER SERVICE FOR PARKS JUL-SEPT FY26-PW/PA
3Page 197 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
376070 280.00
376071 460.00
376072 460.00
376076 674.30
376076 674.30
376077 1,268.50
376078 2,752.00
8,889.10
376085 3.33
376111 67.49
376112 25.00
376112 25.00
120.82
376073 925.00
376082 378.00
376082 451.00
376084 2,664.24
376086 4.50
4,422.74
376074 61.27
376074 2,371.43
376074 19,769.87
376083 77.17
376083 174.00
376124 480.24
22,933.98
376075 25.89
376075 28.35
376075 118.00
376075 139.00
376075 379.91
376100 20.96
712.11
376111 234.88
376122 200.10
434.98
10/2/2025
10/2/2025
10/1/2025
10/1/2025
10/1/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
9/30/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
THE SHERWIN WILLIAMS MOP 77816 PAINT SUPPLIES 10/2/2025
Total for Neigh Svcs
Neigh Svcs
PRO BUILD COMPANY MOP 45707 PAINT SUPPLIES
MIDWEST TAPE, LLC MIDWEST TAPE- DUNE DVD 10/2/2025
Total for Library
BAKER & TAYLOR BAKER AND TAYLOR- 12 JUVENILLE BOOKS
BAKER & TAYLOR BAKER AND TAYLOR- 21 JUVENILE BOOKS
BAKER & TAYLOR BAKER AND TAYLOR- JUVENILE 3 BOOKS
BAKER & TAYLOR BAKER AND TAYLOR- 7 JUVENILE BOOKS
Library
BAKER & TAYLOR BAKER AND TAYLOR- 2 JUVENILE BOOKS
VERIZON WIRELESS VERIZON WIRELESS DATA/PHONES FY26 10/2/2025
Total for IT
COX COMMUNICATIONS COX BUSINESS DATA/VIDEO FY26
COX COMMUNICATIONS COX BUSINESS DATA/VIDEO FY26
AT&T SBC/AT&T DATA/PHONES FY26
AT&T SBC/AT&T DATA/PHONES FY26
Total for HR
IT
AT&T SBC/AT&T DATA/PHONES FY26 10/2/2025
DEPASCALE, AARON ADVANCED DISABILITY PENSION PAYMENT OCTOBER
G2SOLUTIONS, INC EE FINGERPRINT TEST-AUGUST 2025
CONCENTRA MEDICAL CE DOT DRUG & ALCOHOL TESTING
CONCENTRA MEDICAL CE PRE-EMPLOYMENT PHYSICAL
HR
CALPELRA CALPELRA 2025 ANNUAL TRNG CONF-CONCHITA W A
PRUDENTIAL OVERALL S MOP#45742, 18X18 PURPLE SHOP TOWEL 10/2/2025
Total for Fire
PRO BUILD COMPANY MOP#45742, CUP HOOK AND DECORA SLIDE PRESEN
PRUDENTIAL OVERALL S MOP#45742, 18X18 PURPLE SHOP TOWEL
Total for Finance
Fire
FEDEX FEDEX SHIPPING SERVICES LATE DUE DATE FEE 10/2/2025
C A P F OCTOBER 2025 - FIRE LTD
CALIFORNIA LAW ENFOR OCTOBER 2025 - PD LTD
BRINK'S INCORPORATED TRANSPORTATION–BILLING PERIOD 09/01/25 TO 09/3
BRINK'S INCORPORATED TRANSPORTATION–BILLING PERIOD 10/01/25 TO 10/3
MEEKS, JEFFREY RETIREE HEALTH BENEFITS - OCTOBER 2025
PIERSON, DARREN P RETIREE HEALTH BENEFITS - OCTOBER 2025
MCCABE, TOM RETIREE HEALTH BENEFITS - OCTOBER 2025
4Page 198 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
376112 157.74
376112 214.90
372.64
376090 120.44
376091 117.88
376092 94.81
376093 187.06
520.19
376079 44.00
376088 206.21
376095 2,160.00
376098 637.38
376101 3,777.00
376101 1,078.67
376106 1,350.00
376110 2,100.00
376110 1,400.00
376113 1,100.00
376114 600.00
14,453.26
124,474.59
1001060 115.23
115.23
1001041 225.00
1001041 1,202.00
1001041 6,991.98
1001054 4,150.00
12,568.98
1001051 595.00
1001051 1,435.00
2,030.00
1001048 195.74
1001053 224.19
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
10/2/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025AMAZON CAPITAL SERVI MLK PROGRAMMING AND CAMACHO REC SUPPLIES/
Comm Svcs
STAPLES BUSINESS ADV MOP 45704 FAB OFFICE SUPPLIES/CSD
TRANS-LANG TRANSLATION SERVICES 9/26/2025
Total for Clerk
Clerk
TRANS-LANG TRANSLATION SERVICES
DEVANEY PATE MORRIS LEGAL SERVICES CALI MOTA 9/26/2025
Total for City Atty
DEVANEY PATE MORRIS LEGAL SERVICES FOR POLANCO MATTER
DEVANEY PATE MORRIS LEGAL SERVICES FOR POLANCO MATTER
Total for Building
City Atty
DEVANEY PATE MORRIS LEGAL SERVICES FOR BCD MATTER 9/26/2025
Building
STAPLES BUSINESS ADV BUILDING OFFICE SUPPLIES
Total for Police
A/P PAYMENTS Total
EFT PAYMENTS
RADY CHILDREN'S HOSP CHILD SEXUAL ASSAULT EXAMS FY 2026
S D COUNTY SHERIFF'S POST MANDATED TRAINING SHOOTS FOR FY 2026 8/
POLICE AND FIRE PSYC PSYCH EXAMS FY2026
POLICE AND FIRE PSYC PSYCH EXAMS FY2026
MOTOROLA SOLUTIONS I REPLACEMENT E5 REMOTE HEAD
PALOMAR HEALTH SART FORENSIC EXAM NCPD 25-22783 8/31
MC CLURE JR, SHANE REIM: SMCCLURE - CHIA CONFERENCE 2025
MOTOROLA SOLUTIONS I MOTOROLA HARDWARE FOR PATROL VEHICLES
GUILLEN, LAUREN E.REIM: LGUILLEN - REAL TIME CRIME ANALYSIS TRAIN
MAN K9 INC MONTHLY POST MANDATED K9 TRAINING FY 2026 SE
Police
CAMARGO, CYNTHIA C REIM: CCAMARGO - WOMEN LEADERS IN LAW ENFO
INTEGRITY NEWSPAPERS THE STAR-NEWS 2023-03 PC -ESENDENCIA 10/2/2025
Total for Planning
INTEGRITY NEWSPAPERS THE STAR-NEWS AD 2025-17 CUP -ESENDENCIA
INTEGRITY NEWSPAPERS THE STAR-NEWS 2025 APN ESENDENCIA
Planning
INTEGRITY NEWSPAPERS 2025-14 CUP -ESENDENCIA
PRUDENTIAL OVERALL S LAUNDRY AND CONSUMABLES FOR FY26 10/2/2025
Total for Nutrition
Nutrition
PRUDENTIAL OVERALL S LAUNDRY AND CONSUMABLES FOR FY26
5Page 199 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
1001053 722.64
1001053 203.40
1001053 52.08
1001053 (105.54)
1001053 8.77
1001053 125.71
1001053 189.03
1,616.02
1001037 274,055.32
1001038 11,880.27
1001042 56.96
1001042 74.82
1001042 234.07
1001042 245.63
1001042 495.83
1001042 58.73
1001043 7,031.50
1001043 131.50
1001043 4,930.00
1001043 7,897.50
1001043 9,587.00
1001043 19,100.00
1001043 68,523.50
1001044 1,352.54
1001047 130.46
1001048 343.58
1001048 35.55
1001048 75.47
1001049 2,466.50
1001049 18,782.90
427,489.63
1001039 1,694.97
1001040 17,786.92
1001059 67.85
1001059 118.81
1001063 560.00
1001064 520.00
1001065 500.00
1001066 70.00
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
10/1/2025
10/1/2025
10/1/2025
9/26/2025
9/26/2025
9/26/2025
10/1/2025
9/26/2025
BEARD, PATRICIA RETIREE HEALTH BENEFITS - OCTOBER 2025
BALLARDO, DAMIAN RETIREE HEALTH BENEFITS - OCTOBER 2025
BAVENCOFF JR, DAVID RETIREE HEALTH BENEFITS - OCTOBER 2025
STAPLES BUSINESS ADV MOP #45704 / MISC. OFFICE SUPLIES / FINANCE DEPT
AGUIRRE, OSCAR RETIREE HEALTH BENEFITS - OCTOBER 2025
DELTA DENTAL OF CALI OCT. 2025 - GRP #05-908600000 - DENTAL INS PREMIE
STAPLES BUSINESS ADV MOP #45704 / RECLOSABLE BAGS / FINANCE DEPT
Finance
DELTA DENTAL INSURAN OCT. 2025 - GRP #05-7029600000 - PMI DENTAL INS.
STC TRAFFIC INC RES 2019-164 WASTEWATER PROJECT MANAGEMEN 9/26/2025
Total for Eng/PW
STAPLES BUSINESS ADV MOP 75877 AUTO SUPPLIES FY26-PW/EQM
STC TRAFFIC INC SANDAG GRANT WRITING SERVICES FOR SGIP
STAPLES BUSINESS ADV MOP 45704 OFFICE SUPPLIES FY26-PW/ENG
STAPLES BUSINESS ADV MOP 45704 OFFICE SUPPLIES FY26-PW/ENG
KTUA CMO SERVICES AND CONSTRUCTION DOCS
SMART SOURCE OF CALI MOP 63845 BUSINESS CARDS FY26-PW/EQM
INNOVATIVE CONSTRUCT CIP 19-23 CENTRAL COMMUNITY MOBILE ENHANCEM
INNOVATIVE CONSTRUCT CIP 23-15 PAVEMENT REHABILITATION PROJECT
INNOVATIVE CONSTRUCT LAS PALMAS POOL SITE MAINTENANCE AND COORD
INNOVATIVE CONSTRUCT CIP 22-26 EL TOYON PARK PROP 68 IMPROVEMENTS
INNOVATIVE CONSTRUCT CIP 22-09 EASTSIDE I-805 COMMUNITY GREENBELT P
INNOVATIVE CONSTRUCT CIP 19-24 BAYSHORE BIKEWAY SEGMENT 5 & CONNE
GRAINGER MOP 65179 BUILDING SUPPLIES FY26-PW/FAC
INNOVATIVE CONSTRUCT LAS PALMAS POOL SITE MAINTENANCE AND COORD
GRAINGER MOP 65179 BUILDING SUPPLIES FY26-PW/FAC
GRAINGER MOP 65179 BUILDING SUPPLIES FY26-PW/FAC
GRAINGER MOP 65179 BUILDING SUPPLIES FY26-PW/FAC
GRAINGER MOP 65179 BUILDING SUPPLIES FY26-PW/FAC
CHEN RYAN ASSOCIATES CIP 22-13 HIGHLAND AVE. & 30 PED TRAFF- PARSONS
GRAINGER MOP 65179 BUILDING SUPPLIES FY26-PW/FAC
Total for Comm Svcs
Eng/PW
ASTER CONSTRUCTION CIP 19-23 CENTRAL COMMUNITY ENHANCEMENTS 9/26/2025
AMAZON CAPITAL SERVI CRAFT SUPPLIES, BALLOONS,STICKER,TUNNEL/CSD
AMAZON CAPITAL SERVI CRAFT SUPPLIES, BALLOONS,STICKER,TUNNEL/CSD
AMAZON CAPITAL SERVI AMAZON CREDIT MEMO/CSD
AMAZON CAPITAL SERVI K-POP DANCE CLASS SUPPLIES/CSD
AMAZON CAPITAL SERVI K-POP DANCE CLASS SUPPLIES/CSD
AMAZON CAPITAL SERVI K-POP DANCE CLASS SUPPLIES/CSD
AMAZON CAPITAL SERVI MLK PROGRAMMING AND CAMACHO REC SUPPLIES/
6Page 200 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
1001067 640.00
1001068 260.00
1001069 580.00
1001070 400.00
1001071 620.00
1001072 500.00
1001073 400.00
1001074 460.00
1001075 420.00
1001076 280.00
1001077 520.00
1001078 520.00
1001079 900.00
1001080 250.00
1001081 660.00
1001082 110.00
1001083 680.00
1001084 250.00
1001085 280.00
1001086 250.00
1001087 620.00
1001088 460.00
1001089 220.00
1001090 400.00
1001091 540.00
1001092 600.00
1001093 700.00
1001094 480.00
1001095 680.00
1001096 660.00
1001097 500.00
1001098 680.00
1001099 400.00
1001100 200.00
1001101 680.00
1001102 60.00
1001103 480.00
1001104 50.00
1001105 300.00
1001106 480.00
1001107 660.0010/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
KLOS, FRANK RETIREE HEALTH BENEFITS - OCTOBER 2025
LAFRENIERE, MICHAEL RETIREE HEALTH BENEFITS - OCTOBER 2025
JUNIEL, RODERICK RETIREE HEALTH BENEFITS - OCTOBER 2025
KIMBLE, RANDY RETIREE HEALTH BENEFITS - OCTOBER 2025
JONES, ANGIL RETIREE HEALTH BENEFITS - OCTOBER 2025
JONES, DEREK RETIREE HEALTH BENEFITS - OCTOBER 2025
HODGES, BRENDA RETIREE HEALTH BENEFITS - OCTOBER 2025
JASMUND, DONALD RETIREE HEALTH BENEFITS - OCTOBER 2025
HERNANDEZ, JUDITH RETIREE HEALTH BENEFITS - OCTOBER 2025
HERNANDEZ, RICK RETIREE HEALTH BENEFITS - OCTOBER 2025
GONZALEZ, WILLIAM RETIREE HEALTH BENEFITS - OCTOBER 2025
HARLAN, MICHAEL RETIREE HEALTH BENEFITS - OCTOBER 2025
GONZALES, MANUEL RETIREE HEALTH BENEFITS - OCTOBER 2025
GONZALEZ, BEATRICE RETIREE HEALTH BENEFITS - OCTOBER 2025
FLORES, RICHARD M RETIREE HEALTH BENEFITS - OCTOBER 2025
GAUT, ANTHONY RETIREE HEALTH BENEFITS - OCTOBER 2025
FELIX, YOLANDA RETIREE HEALTH BENEFITS - OCTOBER 2025
FIFIELD, KEITH RETIREE HEALTH BENEFITS - OCTOBER 2025
ETZLER, JEFFREY RETIREE HEALTH BENEFITS - OCTOBER 2025
FABINSKI, DANIEL RETIREE HEALTH BENEFITS - OCTOBER 2025
EISER III, GEORGE RETIREE HEALTH BENEFITS - OCTOBER 2025
ESPIRITU, DAVID RETIREE HEALTH BENEFITS - OCTOBER 2025
DREDGE, JAMES RETIREE HEALTH BENEFITS - OCTOBER 2025
DUONG, MINH RETIREE HEALTH BENEFITS - OCTOBER 2025
DESROCHERS, PAUL RETIREE HEALTH BENEFITS - OCTOBER 2025
DIAZ, MIGUEL RETIREE HEALTH BENEFITS - OCTOBER 2025
DANESHFAR, ZIA-E-DIN RETIREE HEALTH BENEFITS - OCTOBER 2025
DEESE, LESLIE RETIREE HEALTH BENEFITS - OCTOBER 2025
COVARRUBIAS, ARACELI RETIREE HEALTH BENEFITS - OCTOBER 2025
DALLA, MICHAEL RETIREE HEALTH BENEFITS - OCTOBER 2025
CONDON, DONALD RETIREE HEALTH BENEFITS - OCTOBER 2025
CORDERO, ESTELA RETIREE HEALTH BENEFITS - OCTOBER 2025
CHELIUS, ANGELA RETIREE HEALTH BENEFITS - OCTOBER 2025
COLLINSON, CURTIS RETIREE HEALTH BENEFITS - OCTOBER 2025
CASTELLANOS, DAVID RETIREE HEALTH BENEFITS - OCTOBER 2025
CESNAUSKAS, STEVEN RETIREE HEALTH BENEFITS - OCTOBER 2025
CAMEON, CHRISTOPHER RETIREE HEALTH BENEFITS - OCTOBER 2025
CANEDO, RAMON RETIREE HEALTH BENEFITS - OCTOBER 2025
BOEGLER, CRAIG RETIREE HEALTH BENEFITS - OCTOBER 2025
BULL, PARRIS RETIREE HEALTH BENEFITS - OCTOBER 2025
BEVERIDGE, MARK RETIREE HEALTH BENEFITS - OCTOBER 2025
7Page 201 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
1001108 160.00
1001109 100.00
1001110 290.00
1001111 640.00
1001112 460.00
1001113 120.00
1001114 360.00
1001115 400.00
1001116 340.00
1001117 300.00
1001118 140.00
1001119 280.00
1001120 190.00
1001121 400.00
1001122 240.00
1001123 260.00
1001124 660.00
1001125 310.00
1001126 300.00
1001127 340.00
1001128 520.00
1001129 440.00
1001130 480.00
1001131 580.00
1001132 320.00
1001133 560.00
1001134 400.00
1001135 700.00
1001136 250.00
1001137 480.00
1001138 480.00
1001139 520.00
1001140 700.00
1001141 220.00
1001142 540.00
1001143 560.00
54,188.55
1001035 165.13
1001035 204.71
1001035 38.79
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
10/1/2025
9/26/2025
9/26/2025ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
Total for Finance
Fire
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE 9/26/2025
YBARRA, ANTONIO RETIREE HEALTH BENEFITS - OCTOBER 2025
YOUNG, GRAHAM RETIREE HEALTH BENEFITS - OCTOBER 2025
WRIGHT, MARIA ELENA RETIREE HEALTH BENEFITS - OCTOBER 2025
YBARRA, ALFREDO RETIREE HEALTH BENEFITS - OCTOBER 2025
VILLARIASA, STEVEN RETIREE HEALTH BENEFITS - OCTOBER 2025
WILKINS, THOMAS RETIREE HEALTH BENEFITS - OCTOBER 2025
TIPTON, BARBARA RETIREE HEALTH BENEFITS - OCTOBER 2025
VILLAGOMEZ, JULIAN RETIREE HEALTH BENEFITS - OCTOBER 2025
STANICH, COLLEEN RETIREE HEALTH BENEFITS - OCTOBER 2025
TELLEZ, JOSE RETIREE HEALTH BENEFITS - OCTOBER 2025
SMITH, JOE RETIREE HEALTH BENEFITS - OCTOBER 2025
SMITH, MATTHEW RETIREE HEALTH BENEFITS - OCTOBER 2025
SHOEMAKER, MICHAEL RETIREE HEALTH BENEFITS - OCTOBER 2025
SILVA, LARRY RETIREE HEALTH BENEFITS - OCTOBER 2025
SEWARD, GREGORY RETIREE HEALTH BENEFITS - OCTOBER 2025
SHEPHARD, STEVE RETIREE HEALTH BENEFITS - OCTOBER 2025
SAINZ, JOSE LUIS RETIREE HEALTH BENEFITS - OCTOBER 2025
SERVATIUS, JEFFREY RETIREE HEALTH BENEFITS - OCTOBER 2025
ROUSTON, JEFFREY RETIREE HEALTH BENEFITS - OCTOBER 2025
RUIZ, JAMES RETIREE HEALTH BENEFITS - OCTOBER 2025
RIOS, RAMONA RETIREE HEALTH BENEFITS - OCTOBER 2025
RODRIGUEZ, MANUEL RETIREE HEALTH BENEFITS - OCTOBER 2025
RAY, STEVEN RETIREE HEALTH BENEFITS - OCTOBER 2025
REDIKOP, BRIAN RETIREE HEALTH BENEFITS - OCTOBER 2025
PEASE JR, DAVID RETIREE HEALTH BENEFITS - OCTOBER 2025
POST, ROGER RETIREE HEALTH BENEFITS - OCTOBER 2025
PAUU JR, PENU RETIREE HEALTH BENEFITS - OCTOBER 2025
PE, RAY RETIREE HEALTH BENEFITS - OCTOBER 2025
OLIVERIA, HERMINIO RETIREE HEALTH BENEFITS - OCTOBER 2025
PARRA, FRANCISCO RETIREE HEALTH BENEFITS - OCTOBER 2025
NAGLE, DANIEL RETIREE HEALTH BENEFITS - OCTOBER 2025
NOTEWARE, DAVID RETIREE HEALTH BENEFITS - OCTOBER 2025
MCDANIEL, PATRICK RETIREE HEALTH BENEFITS - OCTOBER 2025
MUNOZ, LILIA RETIREE HEALTH BENEFITS - OCTOBER 2025
LIMFUECO, MARIA TERE RETIREE HEALTH BENEFITS - OCTOBER 2025
MATIENZO, MARIA RETIREE HEALTH BENEFITS - OCTOBER 2025
8Page 202 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
1001035 165.13
1001035 349.11
1001035 332.27
1001035 242.44
1001035 165.13
1001035 226.22
1001035 226.22
1001035 226.22
1001035 242.44
1001042 356.59
1001045 (918.94)
1001045 7,308.45
1001052 330.25
1001052 145.45
1001053 42.39
1001053 23.36
1001055 659.19
1001055 860.00
1001056 2,998.00
14,388.55
1001057 141.95
141.95
1001048 294.34
1001059 59.81
1001059 17.17
1001059 409.52
1001059 54.43
1001059 588.69
1,423.96
1001059 462.08
462.08
1001059 240.27
240.27
1001036 402.27
1001036 1,232.93
1001036 1,059.72
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
ALDEMCO FOOD/CONSUMABLES AS NEEDED FOR NUTRITION C
ALDEMCO FOOD/CONSUMABLES AS NEEDED FOR NUTRITION C
Total for Neigh Svcs
Nutrition
ALDEMCO FOOD/CONSUMABLES AS NEEDED FOR NUTRITION C 9/26/2025
Total for Library
Neigh Svcs
STAPLES BUSINESS ADV MOP 45704 OFFICE SUPPLIES 9/26/2025
Library
STAPLES BUSINESS ADV MOP 45708- LIBRARY, PRINTER PAPER
STAPLES BUSINESS ADV MOP #45704/HR/OFFICE SUPPLIES 9/26/2025
Total for HR
STAPLES BUSINESS ADV MOP #45704/HR/OFFICE SUPPLIES
STAPLES BUSINESS ADV MOP #45704/HR/OFFICE SUPPLIES
STAPLES BUSINESS ADV MOP #45704/HR/OFFICE SUPPLIES
STAPLES BUSINESS ADV MOP #45704/HR/OFFICE SUPPLIES
Total for Housing
HR
STAPLES BUSINESS ADV MOP #45704/HR/OFFICE SUPPLIES 9/26/2025
Housing
OFFICE SOLUTIONS BUS OFFICE SUPPLIES FOR SECTION 8 DEPARTMENT
INTERWEST CONSULTING PLAN CHECKS FOR FIRE, FY25-26 9/26/2025
Total for Fire
HAMLYN WILLIAMS INC TEMP SOA, NARDYZEDA ACOSTA-W/E 7-SEPT-25 (773
HAMLYN WILLIAMS INC TEMP SOA, NARDYEZDA ACOSTA-W/E 14-SEPT 2025
AMAZON CAPITAL SERVI ACRYLIC SIGN HOLDER FIRE PREVENTION
AMAZON CAPITAL SERVI AAA HI PERF BATTERIES
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
L N CURTIS & SONS NOZZLES 1.5 PACKAGE TO REPLACE OUTDATED
L N CURTIS & SONS HI RISE 45 DEGREE ELBOW BAG KIT
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
GRAINGER MOP#65179, DURACELL PROCELL BATTERIES - SCB
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
ACE UNIFORMS & ACCES UNIFORMS, JACKETS, PATCHES, SEWING AND ACCE
9Page 203 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
1001050 619.78
1001050 5,924.49
1001062 39.76
1001062 79.85
1001062 30.21
1001062 259.86
9,648.87
1001061 68.06
68.06
1001035 129.30
1001035 513.89
1001046 445.94
1001047 346.35
1001059 67.20
1,502.68
1001058 1,174.50
1,174.50
527,059.33
252730114 34,044.41
34,044.41
385 135,234.02
135,234.02
169,278.43
SECTION 8 PAYMENTS
HAP PAYMENTS FOR OCTOBER 205 1,466,093.13
27.00
27.00
15.49
21.15
(76.11)
10/2/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
9/26/2025
10/1/2025
CMO/REFRESHMENT MATERIALS FOR CITY COUNCIL
HOSPITALITY MATERIALS FOR CITY OFFICIAL AGEND
FURNITURE ITEM SUPPLIES FOR COUNCIL WORK ST
Total for City Atty
City Mgr
7 ELEVEN
7 ELEVEN
AMAZON.COM
7/22/2025
7/22/2025
7/22/2025
P-CARD PAYMENTS
City Atty
SAN DIEGO UNION TRIB-SUB SAN DIEGO UNION TRIB-SUB 7/22/2025
Total for HR
WIRED PAYMENTS Total
Total for Finance
HR
ADMINSURE INC WC ACCOUNT REPLENISHMENT - AUGUST 2025 10/2/2025
Finance
U S BANK CREDIT CARD STATEMENT – SEPTEMBER 2025
Total for Section 8
EFT PAYMENTS Total
WIRED PAYMENTS
Total for Police
Section 8
SMART SOURCE OF CALI #10 WINDOW ENVELOPE FOR S8/SMART SOURCE 9/26/2025
SMART SOURCE OF CALI MOP #63845 / #10 REG ENVELOPES-POLICE DEPT. #1
STAPLES BUSINESS ADV MOP #45704 / BATTERY AKALINE AA / INVESTIGATION
ACE UNIFORMS & ACCES UNIFORMS AND ACCESSORIES FOR PD FY 2026
SAN DIEGO POLICE EQU AMMUNITION RESUPPLY FY2026 / INV#665503
Total for Planning
Police
ACE UNIFORMS & ACCES UNIFORMS AND ACCESSORIES FOR PD FY 2026 9/26/2025
Total for Nutrition
Planning
STAPLES BUSINESS ADV MOP 45704 PLANNING OFFICE SUPPLIES 9/26/2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITION C
SYSCO SAN DIEGO INC DISHWASHER LEASE FOR AUGUST 2025
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITION C
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITION C
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITION C
SYSCO SAN DIEGO INC FOOD/CONSUMABLES AS NEEDED FOR NUTRITION C
10Page 204 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
24.77
76.11
119.60
119.61
147.88
173.98
208.96
10.00
27.89
61.05
62.85
75.15
99.25
130.00
147.62
23.20
43.50
7.52
630.71
17.99
4.47
73.25
750.00
31.54
345.00
25.84
33.61
14.00
12.98
15.03
16.66
93.73
16.32
15.45
10.16
18.62
22.71
40.49
111.01
3,819.04
Comm Svcs
7/22/2025
7/22/2025
7/22/2025
7/22/2025
Total for City Mgr
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
GROUND COFFEE JAR FOR COUNCILS OFFICE - REC
CMO/HOSPITALITY EXPENSE FOR COUNCIL CONFER
CMO/HOSPITALITY AND MATERIALS FOR STAFF RECO
CMO/SERVING EQUIPMENT FOR EMPLOYEES PROMO
CMO/EVENT SERVICE FOR STAFF PROMOTIONAL EV
CMO/2 LEMON AND LARGE BAG OF ICE - COUNCIL AG
CMO/REFRESHMENT AND MATERIALS FOR CITY STA
CMO/REFRESHMENT FOR WORKING SESSION
AMOUNT REIMBURSE TO THE CITY- PAID
CMO/MEAL ACCOMODATION FOR CITY ELECTIVE FUN
CULTURE CLUB/HOSPITALITY SERVICES FOR INTERN
CMO/MEAL ACCOMODATION FOR OFFICIAL CITY MEE
CMO/MEAL ACCOMODATION FOR OFFICIAL CITY MEE
“PERIODICAL SUBSCRIPTIONS FOR WORKPLACE RES
CMO/HOSPITALITY EXPENSE FOR INTERNAL WORKIN
CMO/CITY MANAGER LEAGUE OF CA CITIES - PEDRO
CMO/MEAL REFRESHMENT FOR INDIVIDUAL COUNCI
CMO/MEAL SERVICE FOR SCHEDULE AGENDA COUN
CMO/CITY MANAGER LEAGUE OF CA CITIES - PEDRO
CMO/MEAL ACCOMODATION FOR CITY STAFF MEETIN
PROMOTIONAL REFRESHMENT FOR EMPLOYEE BIRT
CMO/ICE PROVISION FOR COUNCIL AGENDA MEETIN
CMO/ACCOUMODATION MEAL FOR AN INTERNAL ME
OFFICE ITEM MATERIAL FOR FURNITURE BRUSH PAI
CMO/2025 LEAGUE OF CA- HOTEL FOR PEDRO GARC
CMO/HOSPITALITY SERVICES FOR AN INTERNAL - CO
CMO/EMPLOYEE MORALE BUILDING EVENT - CARLOS
CMO/HOSPITALITY SERVICES FOR INTERNAL EMPLO
CMO/EVENT HOSPITALITY FOR EMPLOYEE RECOGNI
CMO/CITY EMPLOYEES MEMBERSHIP OFFICE ORGAN
WAL-MART
WAL-MART
WAL-MART
WAL-MART
CMO/BRANDED MERCHANDISE FOR STAFF SUPPLIES
CMO/ECONOMIC ITEMS EQUIPMENT FOR STAFF WOR
OFFICE FURNISHING FOR WORKSPACE MEETING AR
OFFICE EQUIPMENT AND FURNISHING FOR DEPARTM
OFFICE EQUIPMENT AND FURNISHINGS FOR DEPART
OFFICE FURNITURE FOR STAFF WORK STATION
EMPLOYEE FURNITURE FOR STAFF WORK STATION
CMO/MATERIAL SUPPORT TO OUR STAFF DEPARTME
CMO/EVENT HOSPITALITY FOR EMPLOYEE RECOGNI
SHELL
SMART & FINAL
SYCUAN MARKET
TITAS KITCHENETTE
WAL-MART
RED RIBBON
RED RIBBON NATIONAL CITY
SAN DIEGO UNION TRIB-SUB
SHELL
SHELL
JERSEY MIKE'S
JERSEY MIKE'S
LEAGUE OF CALIFORNIA
LISA'S FILIPINO CUISINE
PLAZA DONUTS
EXXON
FILIPINO DESSERTS PLUS.
HOME DEPOT CREDIT SE
HOTEL RES-LONG BEACH M
HOTELBOOKINGSERVFEE
COSTCO WHOLESALE
COSTCO WHOLESALE
COSTCO WHOLESALE
COSTCO WHOLESALE
COSTCO WHOLESALE
AMAZON.COM
AMAZON.COM
BLUETRITON BRANDS
CALIFORNIA PRODUCE MARKET
COSTCO WHOLESALE
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
11Page 205 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
4.88
19.38
26.42
30.42
32.38
32.58
40.23
54.32
54.84
61.92
67.41
89.95
101.99
141.36
358.86
269.97
346.95
20.80
439.55
203.91
285.19
36.49
(196.82)
252.04
399.90
399.90
425.17
652.48
652.48
164.70
3.46
5.88
58.75
182.80
1,308.27
10.37
78.55
(4.33)
40.00
19.54
29.99
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
IKEA CREDIT/CSD
MONTHLY SUBSCRIPTION/CSD FY25
MICHAELS STORES 9550
CASA ESPORTS SUPPLIES/CSD FY25
SUMMER FUN FIELD TRIP/CSD
SUMMER FUN FIELD TRIP/CSD
NC MOVIE NIGHTS EQUIPMENT/CSD
KIMBALL SENIOR CENTER GRAND OPENING SUPPLIE
CASA BEADED PLANT WORKSHOP/CSD
SIERRA SERVICE PROJECT SUPPLIES/CSD
SIERRA SERVICE PROJEST SUPPLIES/CSD
SUMMER FUN FIELD TRIP LUNCH/CSD
PROGRAM MARKETING/CSD
PROGRAM MARKETING/CSD
COSTCO CREDIT/CSD
CASA PROGRAMMING SUPPLIES/CSD FY25
YOUTH EMPOWERMENT PROGRAM SUPPLIES/CSD F
YOUTH EMPOWERMENT PROGRAM SUPPLIES/CSD F
KIMBALL SENIOR CENTER SUPPLIES/CSD
SUPERVISOR TRAINING E.D./CSD PRC#T3442
SUPERVISOR TRAINING E.D./CSD PRC#T3442
CASA SUMMER FUN FIELD TRIP LUNCH/CSD
CASA SUMMER FUN FIELD TRIP LUNCH/CSD
CASA SUMMER FUN STAFF SUBSISTENCE/CSD
CASA BEADED PLANT WORKSHOP/CSD
CASA RECREATION SUPPLIES/CSD FY25
MISS NC AND CASA REC SUPPLIES/CSD FY25
EVENTS EQUIIPMENT/CSD
CASA SUMMER FUN FIELD TRIP/CASA
CASA SUMMER FUN ICE FOR WATERS/CSD
CAMACHO OFFICE SUPPLIES
CASA OFFICE SUPPLIES/CSD
MISS NC AND CASA REC SUPPLIES/CSD FY25
CAMACHO OFFICE SUPPLIES/CSD
CASA BEADED PLANT WORKSHOP/CSD
CAMACHO OFFICE SUPPLIES
CAMACHO OFFICE SUPPLIES/CSD
CASA RECREATION SUPPLIES/CSD FY25
CAMACHO OFFICE SUPPLIES/CSD
CAMACHO OFFICE SUPPLIES/CSD
CASA BEADED PLANT WORKSHOP/CSD
MICHAELS ARTS AND CRAFT S
MICROSOFT CORPORATION
GUITAR CENTER
HOBBY LOBBY
HOBBY LOBBY
IKEA(INGKA)
ISTOCKPHOTO
DOMINO'S PIZZA
FACEBOOK
FACEBOOK
FANDANGO
FANDANGO
COSTCO WHOLESALE
COSTCO WHOLESALE
COSTCO WHOLESALE
COSTCO WHOLESALE
COSTCO WHOLESALE
CARNITAS QUIROGA
CARNITAS QUIROGA
CHIPOTLE MEXICAN GRILL
COSTCO WHOLESALE
COSTCO WHOLESALE
AMAZON.COM
ASCL VENTURES, INC.
BIRCH AQUARIUM
BOOKING.COM
BOOKING.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
7 ELEVEN
AMAZON.COM
AMAZON.COM
AMAZON.COM
12Page 206 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
49.00
73.25
103.80
391.14
31.40
120.77
266.44
60.46
95.97
19.99
336.60
231.60
113.72
3.15
21.90
51.12
119.83
9,293.07
68.70
18.41
10.76
24.77
231.19
24.75
24.74
24.74
24.74
(1,044.20)
1,044.20
1,183.82
1,183.82
(13.04)
20.63
42.98
58.13
11.95
25.55
34.83
9.00
22.57
KENTUCKY FRIED CHICKEN
LOLA HAPPY BISTRO
CC/MEAL LUNCH ACCOMODATION FOR INTERNAL ST
CC/HOSPITALITY EXPENSE TO FACILITATE PUBLIC EV
7/22/2025
7/22/2025
ISLAND PACIFIC SEAFOOD MA
ISLAND PACIFIC SEAFOOD MA
CC/COST ASSOCIATED WITH SET UP MATERIAL FOR
CC/HOSPITALITY MEAL FOR SERVICE DISTRICT 3 EV
7/22/2025
7/22/2025
HOME DEPOT CREDIT SE
ISLAND PACIFIC SEAFOOD MA
CC/HOSPITALITY & MATERIALS FOR CITY PUBLIC FUN
CC/EVENTS SUPPLIES FOR FILIPINO PLAZA RIBBON C
7/22/2025
7/22/2025
HOBBY LOBBY
HOME DEPOT CREDIT SE
CC/PROMOTIONAL MATERIAL ITEMS FOR DISTRICT 3
CC/EQUIPMENT TOOLS FOR DISTRICT EVENTS AND
7/22/2025
7/22/2025
EXPOPREP.IO
HOBBY LOBBY
CC/PORTABLE SHADE STRUCTURE FOR OUTREACH
CC/HOSPITALITY SERVICES FOR AN EMPLOYEE REC
7/22/2025
7/22/2025
EXPOPREP.IO
EXPOPREP.IO
CC/EVENT MATERIA;S FOR COMMUNITY OUTREACH
CC/CANOPY TENT
7/22/2025
7/22/2025
COSTCO WHOLESALE
EXPOPREP.IO
CC/REFRESHMENT PROVISION FOR COUNCIL AGEND
CC/EVENTS SUPPLIES AND MATERIALS EXPENSE FO
7/22/2025
7/22/2025
COSTCO WHOLESALE
COSTCO WHOLESALE
CC/REFRESHMENT PROVISION FOR COUNCIL AGEND
CC/REFRESHMENT PROVISION FOR COUNCIL AGEND
7/22/2025
7/22/2025
COSTCO WHOLESALE
COSTCO WHOLESALE
CC/SERVING HOSPITALITY REFRESHMENT FOR OFF
CC/REFRESHMENT PROVISION FOR COUNCIL AGEND
7/22/2025
7/22/2025
AMAZON.COM
AMAZON.COM
CC/PUBLIC EVENT SERVICE TOOLS
CC/HOSPITALITY ITEMS FOR EMPLOYEE RECOGNITIO
7/22/2025
7/22/2025
Council
94TH AERO SQUADRON
ALBERTSONS
CC/MEAL ACCOMODATION FOR OUTREACH PUBLIC P
CC/WORKPLACE GREENERY FOR STAFF AND VISITO
7/22/2025
7/22/2025
7/22/2025
Total for Comm Svcs
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
CASA SUMMER FUN/CSD
CASA ESPORTS PROGRAMMING/CSD
FAB PROGRAMMINS SUPPLIES/CSD
CASA SUMMER FUN/CSD
CASA SUMMER FUN/CSD
CASA SUMMER FUN/CSD
MISS NC SUPPLIES/CSD FY25
CASA SUMMER FUN FIELD TRIP REFRESHMENTS/CSD
FAB JUNE DANCE SUPPLIES/CSD
MONTHLY SUBSCRIPTION/CSD
FAB PROGRAMMING SUPPLIES/CSD
FAB OFFICE SUPPLIES/CSD
KIMBALL SENIOR CENTER GRAND OPENING SUPPLIE
CASA SUMMER FUN FIELD TRIP/CSD FY25
KIMBALL SENIOR CENTER SUPPLIES/CSD
KIMBALL SENIOR CENTER SUPPLIES/CSD
FAB PROGRAM PICTURE MOSAIC/CSD
WAL-MART
WAL-MART
WAL-MART
WALMART
SMART & FINAL
SPOTIFY
STAPLES BUSINESS ADV
STEAM PURCHASE
THE CONTAINER STORE
ROUND1 FB PBO CA NATIONAL
SAN CARLOS HARDWARE
SAN CARLOS HARDWARE
SCHALCHLIN, SHERRI N
SMART & FINAL
MOSAICALLY INC.
OFFICE DEPOT
OFFICE DEPOT
13Page 207 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
16.54
22.82
3,072.40
294.00
45.35
29.36
251.00
20.65
89.99
20.98
52.50
803.83
183.30
183.30
29.34
40.23
47.86
103.05
142.88
147.67
148.85
58.99
750.00
17.00
3.85
(269.11)
357.58
479.82
133.10
133.10
1,598.00
180.63
151.20
65.70
123.31
123.31
222.60
23.00
34.99
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
FLIGHT MCO TO SAN TRAVELER 1- S.MORA PRC #T34
FLIGHT MCO TO SAN TRAVELER 2- B. KREPPS PRC #
JEFF BOGLE, HAZMAT EMERGENCIES WORKSHOP -
FOOD FOR OUTSIDE RATERS FOR BC PROMOTIONAL
FOOD FOR OUTSIDE RATERS FOR BC PROMOTIONAL
HOTEL 6/29-6/30/25 /WOLF FIRE DEPLOYMENT CONF
FIRE RESCUE INTERNATIONAL TRAINING REGISTRAT
REPLACEMENT DEFIB PADS FOR LINE MEDIC GEAR
MDI FOR DEPLOYMENTS
FUEL/WOLF FIRE DEPLOYMENT
EXPEDIA BOOKING FEE FOR S.MORA AND B. KREPPS
CREDIT, FIRST IN PRODUCTS
ATTACK HOSE PACK
ADJUSTABLE FIVE HIGHRISE PACK
HOTEL 6/29-6/30/25 /WOLF FIRE DEPLOYMENT CONF
SOUTHWEST AIRLINES
SOUTHWEST AIRLINES
STARBUCKS
STATER BROS
FLIGHT SAN TO MCO TRAVELER 1- S.MORA PRC #T34
FLIGHT SAN TO MCO TRAVELER 2- B. KREPPS PRC #
RG58 N MALE- PLUG CRIMP CONNECTOR
FIRE STATION SUPPLIES- HEAVY DUTY BASE TABLET
REPLACEMENT PARTS FOR DRUG BOX LATCHES
MEDICAL DEVICES USE FOR EXTREME TRAUMA
FIRE STATION SUPPLIES- FIRST TACTIAL EXECUTIVE
FIRE STATION SUPPLIES- BBQ SAFETY TIMER, NATUR
FIRE STATION SUPPLIES- DRILL BASE TABLET, BATT
FUEL/WOLF FIRE DEPLOYMENT
HAZMAT CONFERENCE REGISTRATION - SEPT 3-5 JE
FOOD FOR OUTSIDE RATERS FOR BC PROMOTIONAL
INTERNATIONAL ASSOCI
MFI MEDICAL
NATIONWIDE MEDICAL SURGIC
PHILLIPS 66
SOUTHWEST AIRLINES
FIRST IN PRODUCTS, IN
FIRST IN PRODUCTS, IN
FIRST IN PRODUCTS, IN
HOLIDAY INN
HOLIDAY INN
AMAZON.COM
CHEVRON
CONTINUING CHALLENGE
EINSTEIN BROS BAGELS
EXPEDIA.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
Total for Eng/PW
Fire
ALASKA AIRLINES
ALASKA AIRLINES
AMAZON.COM
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
CALIFORNIA WATER ENVIRON- MEMBERSHIP RENEW
SP GUDBYEK - CHAIN REPLACEMENT - ENG/PW FY26
JERSEY MIKES ONLINE UC - LUNCH FOR MANAGERS
SMART AND FINAL - PURCHASE FOR M3 MONTHLY M
VCN*SAN DIEGO CTY COUNTER -FISH & WILDLIFE CO
CALIFORNIA WATER ENV
GUDBYEK
JERSEY MIKE'S
SMART & FINAL
VITALCHEK
Total for Council
Eng/PW
(APWA - CAD) AMERICAN PUB
ALCATRAZ LOCKSMITH
BUSY BEES LOCKS & KEYS IN
WWW.APWA.NET- MEMBERSHIP RENEWAL FOR SMA
ALCATRAZ LOCKSMITH - COPIES OF KEYS FOR FACIL
SQ *BUSY BEES LOCKS & KEY - EXTRA KEYS FOR SE
7/22/2025
7/22/2025
7/22/2025
TITA'S KITCHENETTE
VALLARTA SUPERMARKETS
CC/MEAL ACCOMODATION FOR INTERNAL WORKING
CC/DECORATIVE GREENERY FOR WORKPLACE PUBL
7/22/2025
7/22/2025
14Page 208 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
5,213.55
300.00
300.00
(216.41)
34.50
216.41
260.96
434.80
456.75
(1.00)
1.00
240.00
843.03
2,270.04
(260.99)
(217.49)
(217.49)
(217.49)
48.98
58.27
143.54
170.71
184.77
186.84
219.17
236.85
243.20
260.99
286.56
321.39
499.16
500.23
601.50
1,235.54
49.36
338.17
4,671.77
Police
7/22/2025
7/22/2025
7/22/2025
7/22/2025
Total for Library
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
AMAZON PATIO FURNITURE, UPSTAIRS PATIO
AMAZON OUTDOOR GRIDDLE, UPSTAIRS PATIO
AMAZON- 4 WATER COOLERS (3 RETURNED), KITCHE
WALMART.COM- LITERACY EVENT 6/28/25, SNACKS
WAYFAIR- DESK FOR LIBRARY DIRECTOR
AMAZON OFFICE CHAIRS, DIRECTOR'S OFFICE
ARMOIRE, CREDIT LATER IN STATEMENT, ITEM NOT
AMAZON- SMART FIRE TV, STAFF LOUNGE LIBRARY
MATERIALS AND SUPPLIES- WINDOW FILM, LIGHTS,
AMAZON OUTDOOR DINING SET, UPSTAIRS PATIO
AMAZON.COM
AMAZON.COM
WAL-MART
WAYFAIR
AMAZON- ARMOIRE, NOT DELIVERED, CREDIT
AMAZON WATER COOLER (3 OF 3 RETURNED)
AMAZON WATER COOLER CREDIT
AMAZON WATER COOLER RETURNED (2 0F 3)
AMAZON- PROTECTION PLANS, TV AND ELECTRONIC
AMAZON TV MOUNT, STAFF LOUNGE, LIBRARY
AMAZON BLACK SUN SHADE, UPSTAIRS PATIO
AMAZON MEETING TABLE
AMAZON ARTIFICAL TURF
AMAZON ARTIFICAL TURF
AMAZON- GRIDDLE ACCESSORIES, PATIO FURN. COV
AMAZON- COFFEE BAR, DIRECTOR'S OFFICE
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
Total for IT
Library
AMAZON.COM
AMAZON.COM
AMAZON.COM
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
ZOOM
NVIDIA MEDIA PLAYER - RETURNED
LEATHER REPAIR TAPE
NVIDIA MEDIA PLAYER
HONEYWELL VOYAGER 1400G SCANNER STANDS
MINI VESA PC MOUNTS
HONEYWELL VOYAGER 1400G SCANNER STANDS
CITY OF NATIONAL CITY CARD READER TEST - ACTIV
CITY OF NATIONAL CITY CARD READER TEST - ACTIV
ESRI ARCGIS ONLINE SERVICE CREDIT BLOCKS
ZOOM.COM SUBSCRIPTION
AMAZON.COM
AMAZON.COM
CITY OF NATIONAL CITY
CITY OF NATIONAL CITY
ESRI
IT
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
HR
PARMA PARMA PUBLIC ENTITY MEMBERSHIP 7/22/2025
Total for HR
Total for Fire
15Page 209 of 400
CHK NO AMOUNT
Warrant Register #14
9/26/2025 to 10/2/2025
PAYEE DESCRIPTION DATE
43.87
47.23
56.09
65.84
485.47
38.06
525.00
953.56
550.00
494.05
343.85
960.00
1,102.35
775.22
119.03
119.03
421.07
954.71
19.03
629.00
124.20
44.00
190.97
782.40
832.40
640.66
(4.54)
4.83
21.57
65.26
253.10
331.60
11,988.91
41,459.61
2,328,365.09
Total for Police
P-CARD PAYMENTS Total
GRAND TOTAL
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
4TH OF JULY BANANAS AND CHEESE
4TH OF JULY GROCERIES
4TH OF JULY BBQ GROCERIES
SOUTHWES 5262368459539 TRAVEL FOR TRAINING
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
7/22/2025
RESIDENCE INN LODGING FOR TRAINING PRC T3382
RESIDENCE INN TRAINING LODGING PRC T3382
REGIONAL TRAINING CENT TRAINING TUITION FOR P
4TH OF JULY ONIONS RETURN
4TH OF JULY ONIONS
PROPANE FOR BBQ GRILL
INT'L FIREARM SPECIALIST TRAINING TUITION PROC
MAN-K9 INC TRAINING TUITION PROCESSED BY SM P
PELOTON* MEMBERSHIP 6/25 TRANSACTION DATE
RED ROCK ADV ROOM DEP TRAINING LODGING DEP
FBI NATIONAL ACADEMY A TUTION FOR PRC T3444
FEDEX OFFICE 800000836 POLICE ACADEMY LDS PRC
FEDEX OFFICE 800000836 POLICE ACADEMY T3437LD
FEDEX OFFICE 800000836 MATERIAL LDS PRC T3437
DEMO TRAINING SPRAY, BLUEGUN, AND TASER SIMU
SMART & FINAL
SMART & FINAL
SOUTHWEST AIRLINES
PRIDE ACCESSORIES
WOMENS LOCKER ROOM SUPPLIES
WRIST SUPPORT BRACE
SURGE PROTECTOR, WEATHERPROOF ELECTRICAL
PICTURE FRAMES AND EVENT ACCESSORIES
SQ *BUSY BEES LOCKS & KEY SALLY PORT DOOR
CA HOMICIDE INVESTIGATORS TUITION FOR CONFER
NEW RECRUIT ACCESSORIES FOR ACADEMY
SQ *CALIFORNIA CLETS USER TUITION FOR PRC T34
USE OF FORCE WORKSHOP
4TH OF JULY BBQ
CSU SAC CCE TRAINING TUITION FOR TRAFFIC PROC
FAIRFIELD INN & SUITES LODGING FOR TRAINING PR
RESIDENCE INN
SAN DIEGO REGIONAL P
SMART & FINAL
SMART & FINAL
SMART & FINAL
INT'L FIREARM SPECIALIST
MAN K9 INC
PELOTON
RED ROCK
RESIDENCE INN
FEDEX KINKOS OFFICE
FEDEX KINKOS OFFICE
FEDEX KINKOS OFFICE
GALLS PARENT HOLDING
HIGHLAND SERVICE STATION
CHICK-FIL-A
COSTCO WHOLESALE
CSU SAC CCE
FAIRFIELD INN
FBI NATIONAL ACADEMY ASSO
AMAZON.COM
BUSY BEES LOCKS & KEYS IN
CA HOMICIDE INVESTIGATORS
CAL UNIFORMS
CALIFORNIA CLETS USERS GR
AMAZON.COM
AMAZON.COM
AMAZON.COM
AMAZON.COM
16Page 210 of 400
AGENDA REPORT
Department: Finance
Prepared by: Karla Apalategui, Sr. Accounting Assistant
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
Warrant Register No. 15 for the Period of 10/3/25 through 10/9/25 in the Amount of $2,265,263.50
RECOMMENDATION:
Ratify Warrants Totaling $2,265,263.50.
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
Per Government Section Code 37208, below are the payments issued for the period of 10/3/25 –
10/9/25. Consistent with the Department of Finance’s practice, listed below are all payments
above $50,000.
Vendor Check/Wire Amount Explanation
Public Emp Retirement 252810133 367,868.02 Service Period 09/16/2025 – 9/29/2025
FINANCIAL STATEMENT:
Warrant Register Total $2,265,263.50
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Not Applicable
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
EXHIBIT:
Exhibit A – FY26 Warrant Register No. 15
Page 211 of 400
CHK NO AMOUNT
376138 750.00
376140 3,171.99
376140 1,435.50
376140 3,156.50
376140 7,571.14
376140 33,749.00
376140 1,529.00
376140 1,576.50
376140 1,681.50
376140 2,186.46
376140 2,832.00
376140 23,230.73
82,870.32
376126 11,716.40
11,716.40
376135 35.00
376135 5.00
376163 67.35
376163 168.81
276.16
376128 469.31
376130 153.00
376144 355.64
376145 153.73
376145 176.83
376145 494.00
376153 41.50
376154 84.45
376154 323.68
376155 118.76
376155 123.07
376156 51.73
376157 1,146.91
376158 321.26
376158 434.91
376158 22.21
A/P PAYMENTS
City Atty
CITY ATTORNEYS ASSOC CITY ATTORNEYS ASSOCIATION OF SD 10/9/2025
Warrant Register #15
10/3/2025 to 10/9/2025
PAYEE DESCRIPTION DATE
CIVICA LAW GROUP APC LEGAL SERVICES FOR DANIEL LA SALLE PROPER 10/9/2025
CIVICA LAW GROUP APC LEGAL SERVICES FOR 1508 E. 8TH STREET MATT 10/9/2025
CIVICA LAW GROUP APC LEGAL SERVICES FOR 1516 E. 8TH STREET MATT 10/9/2025
CIVICA LAW GROUP APC LEGAL SERVICES FOR 220 14TH STREET MATTER 10/9/2025
CIVICA LAW GROUP APC LEGAL SERVICES FOR 1700 E. PLAZA BLVD MATTE 10/9/2025
CIVICA LAW GROUP APC LEGAL SERVICES FOR 1516 E. 8TH STREET MATT 10/9/2025
CIVICA LAW GROUP APC LEGAL SERVICES FOR STUDIO 6 MATTER 10/9/2025
CIVICA LAW GROUP APC LEGAL SERVICES FOR 1508 E. 8TH STREET 10/9/2025
CIVICA LAW GROUP APC LEGAL SERVICES FOR STUDIO 6 MATTER 10/9/2025
Total for City Atty
CIVICA LAW GROUP APC LEGAL SERVICES FOR 220 14TH STREET 10/9/2025
CIVICA LAW GROUP APC LEGAL SERVICES FOR LA SALLE PROPERTIES MA 10/9/2025
Total for City Mgr
Comm Svcs
BOCHNIAK, ISSA RFW-REFUND LAS PALMAS POOL CANCELED CLA 10/9/2025
City Mgr
2-1-1 SAN DIEGO CITY OF NC SUPPORT OF 211 SERVICES 10/9/2025
SMART & FINAL MOP 45756 CAMACHO DANCE CAMP SUPPLIES/CS 10/9/2025
Total for Comm Svcs
BOCHNIAK, ISSA RFW-REFUND LAS PALMAS POOL CANCELED CLA 10/9/2025
SMART & FINAL MOP 45756 SNACKS FOR CASA/ CSD 10/9/2025
ASBURY ENVIRONMENTAL USED OIL PICK UP FY26-PW/EQM 10/9/2025
FEDEX THIRD PARTY PRINTING APPROVAL - STREETS&W 10/9/2025
Eng/PW
AIRGAS USA LLC MOP 45714 INDUSTRIAL SUPPLIES FY26-PW/WW 10/9/2025
HOME DEPOT CREDIT SE BUILDING SUPPLIES FY26-PW/FAC 10/9/2025
O'REILLY AUTO PARTS MOP 75877 AUTO SUPPLIES FY26-PW/EQM 10/9/2025
HOME DEPOT CREDIT SE BUILDING SUPPLIES FY26-PW/FAC 10/9/2025
HOME DEPOT CREDIT SE BUILDING SUPPLIES FY26-PW/FAC 10/9/2025
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM 10/9/2025
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM 10/9/2025
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM 10/9/2025
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM 10/9/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 10/9/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 10/9/2025
PARTS AUTHORITY METR MOP 75943 AUTO SUPPLIES FY26-PW/EQM 10/9/2025
PRECISION TEMPERATUR KITCHEN & REFRIGERATION REPAIRS FY26-PW/FA 10/9/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 10/9/2025
1Page 212 of 400
CHK NO AMOUNT
Warrant Register #15
10/3/2025 to 10/9/2025
PAYEE DESCRIPTION DATE
376158 107.52
376158 114.74
376158 123.81
376158 214.64
376158 13.18
376158 185.31
376159 61.44
376159 119.65
376159 52.94
376159 109.85
376165 364.80
376166 33.46
376175 1,005.97
376175 614.18
376176 289.15
7,881.63
376129 6,872.42
376139 17.33
376139 24.00
376139 28.44
376171 4,000.00
376174 1,219.00
12,161.19
376131 721.48
376147 48.00
376147 48.00
376173 345.59
1,163.07
376150 239.00
376151 161.40
376151 134.50
376151 80.70
376164 105.00
376164 35.00
376164 70.00
825.60
376132 125.00
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 10/9/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 10/9/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 10/9/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 10/9/2025
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/WW 10/9/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/FAC 10/9/2025
PRO BUILD COMPANY MOP 45707 GENERAL SUPPLIES FY26-PW/EQM 10/9/2025
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/STS 10/9/2025
SUNBELT RENTALS, INC STUMP GRINDER RENTAL FY26-PW/PARKS 10/9/2025
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/STS 10/9/2025
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SERVICES FY26-PW/WW 10/9/2025
VULCAN MATERIALS COM ROADWAY MATERIALS FY26-PW/STS 10/9/2025
WHITE CAP, LP SAFETY APPAREL FOR PARKS FY26-PW/PARKS 10/9/2025
SWEETWATER AUTHORITY WATER BILL FOR WASTEWATER JUL-SEPT FY26 10/9/2025
VULCAN MATERIALS COM ROADWAY MATERIALS FY26-PW/STS 10/9/2025
CITY OF NATIONAL CIT PETTY CASH REPLENISHMENT FOR 07/1/25 - 07/31 10/9/2025
CITY OF NATIONAL CIT PETTY CASH REPLENISHMENT FOR 07/1/25 - 07/31 10/9/2025
Total for Eng/PW
Finance
ALLIANT INSURANCE SE RSWA-FY25-26 SPECIAL LIABILITY INS 9/29/25-9/29 10/9/2025
U S BANK GO REF BONDS ADMINISTRATION FEE 08/01/25--0 10/9/2025
Total for Finance
CITY OF NATIONAL CIT PETTY CASH REPLENISHMENT FOR 07/1/25 - 07/31 10/9/2025
THE PUN GROUP LLP RSWA - AUDIT SERVICES 2024 10/9/2025
J HARRIS INDUSTRIAL SERVICES FOR EQUIPMENT 10/9/2025
J HARRIS INDUSTRIAL SERVICES FOR EQUIPMENT 10/9/2025
Fire
AT&T MONTHLY PHONE SERVICES 10/9/2025
Housing
NAN MCKAY AND ASSOCI HOUSING CHOICE VOUCHER MB FOR SECT8 DEP 10/9/2025
TINOSA INC BLUE MAKO BREATHING APPARATUS COMPRESS 10/9/2025
Total for Fire
NATIONAL CREDIT REPO SEPT.-25 FEE FOR CRIMINAL REPORT SECT 8 DEP 10/9/2025
SOUTH BAY SHREEDDING MONTHLY FEE FOR SERVICE OF MAY, JUNE & JUL 10/9/2025
NATIONAL CREDIT REPO JULY-25 FEE FOR CRIMINAL REPOR SET8 DEPT 10/9/2025
NATIONAL CREDIT REPO AUGUST-2025 FEE FOR CRIMINAL REPORT FOR S 10/9/2025
Total for Housing
IT
AT&T SBC/AT&T DATA/PHONES FY26 10/9/2025
SOUTH BAY SHREEDDING MONTHLY FEE FOR SEPTEMBER 25 10/9/2025
SOUTH BAY SHREEDDING MONTHLY FEE FOR SERV SEPT25 10/9/2025
2Page 213 of 400
CHK NO AMOUNT
Warrant Register #15
10/3/2025 to 10/9/2025
PAYEE DESCRIPTION DATE
376132 199.00
376132 1,933.06
376133 7,491.03
376141 224.73
376141 302.53
376141 454.96
10,730.31
376134 21.33
376134 68.78
90.11
376146 82.82
376158 35.41
376158 148.52
376158 345.83
376158 376.74
376159 17.40
376159 28.58
376161 1,043.24
2,078.54
376142 70.50
376142 70.50
376159 157.74
376159 214.90
376162 486.22
376162 4,480.19
376170 162.00
5,642.05
376127 432.83
376127 2,169.56
376136 1,503.39
376137 305.00
376143 78.65
376148 750.00
376149 365.88
376152 450.60
376160 46.00
376167 609.00
AT&T SBC/AT&T DATA/PHONES FY26 10/9/2025
COX COMMUNICATIONS COX BUSINESS DATA/VIDEO FY26 10/9/2025
AT&T SBC/AT&T DATA/PHONES FY26 10/9/2025
AT&T SBC/AT&T DATA/PHONES FY26 10/9/2025
Total for IT
Library
BAKER & TAYLOR BAKER AND TAYLOR- 2 JUVENILE BOOKS 10/9/2025
COX COMMUNICATIONS COX BUSINESS DATA/VIDEO FY26 10/9/2025
COX COMMUNICATIONS COX BUSINESS DATA/VIDEO FY26 10/9/2025
Neigh Svcs
HUESO, HECTOR REIMBURSEMENT REGIONAL TASK FORCE HOME 10/9/2025
BAKER & TAYLOR BAKER AND TAYLOR- 4 BOOKS 10/9/2025
Total for Library
PRO BUILD COMPANY MOP 45707 PAINT SUPPLIES 10/9/2025
PRO BUILD COMPANY MOP 45707 PAINT SUPPLIES 10/9/2025
PRO BUILD COMPANY MOP 45707 PAINT SUPPLIES 10/9/2025
PRO BUILD COMPANY MOP 45707 PAINT SUPPLIES 10/9/2025
SAN JOSE LESSEE LLC CMPA CONFERENCE PARKING MOATS 10/9/2025
Total for Neigh Svcs
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SVC 10/9/2025
PRUDENTIAL OVERALL S MOP 45742 LAUNDRY SVC 10/9/2025
COZZINI BROS., INC.KNIFE CLEANING SERVICE FOR FY 26 10/9/2025
PRUDENTIAL OVERALL S LAUNDRY AND CONSUMABLES FOR FY26 10/9/2025
Nutrition
COZZINI BROS., INC.KNIFE CLEANING SERVICE FOR FY 26 10/9/2025
SDG&E GAS AND ELECTRIC FOR FY26 10/9/2025
THE LLOYD PEST CONTR PEST CONTROL FOR SEPTEMBER 2025 10/9/2025
PRUDENTIAL OVERALL S LAUNDRY AND CONSUMABLES FOR FY26 10/9/2025
SDG&E GAS AND ELECTRIC FOR FY26 10/9/2025
ADVEXURE LLC MINI DRONE FOR TRAINING 10/9/2025
CAL UNIFORMS INC FLASHLIGHT AND FLASHLIGHT HOLDER 10/9/2025
Total for Nutrition
Police
ADVEXURE LLC MINI DRONE BATTERIES (2 ADDITIONAL) 10/9/2025
LEXISNEXIS RISK SOLU LEXISNEXIS ACCURINT TRAX 10/9/2025
MILE HIGH SHOOTING A SWAT SUPPRESSOR COVER 10/9/2025
CALIFORNIA CAMERA RE CAMERA LENS REPAIR 10/9/2025
CYRACOM INTERNATIONA LANGUAGE LINE FOR DISPATCH FY 2026 10/9/2025
SYMBOLARTS, LLC BADGE QUOTE# 32725 10/9/2025
NATIONAL EMBLEM INC SWAT PVC PATCHES 10/9/2025
SAN DIEGO MIRAMAR CO TRAINING AOT TUITION FOR PRC T3257 10/9/2025
3Page 214 of 400
CHK NO AMOUNT
Warrant Register #15
10/3/2025 to 10/9/2025
PAYEE DESCRIPTION DATE
376167 60.00
376167 1,313.82
376168 50.00
376169 225.00
376172 799.21
9,158.94
144,594.32
1001144 250.00
1001145 250.00
1001150 9,229.11
9,729.11
1001148 28,622.41
1001148 5,305.48
1001148 3,294.00
1001148 6,256.50
43,478.39
1001147 186.98
1001147 96.36
1001154 42.28
1001154 195.53
521.15
1001151 339.28
1001151 17.80
1001157 464.93
1001158 146.79
1001158 156.58
1001158 195.73
1001160 33.14
1001161 413.36
1001162 92.33
1001162 1,614.76
1001163 43.33
1001164 51.31
1001164 18.15
3,587.49
SYMBOLARTS, LLC BADGE QUOTE# 32725 10/9/2025
THE COUNSELING TEAM EMPLOYEE SUPPORT SERVICE FY 2026 10/9/2025
THOMSON REUTERS INVESTIGATIVE SERVICE FOR DETECTIVES FY 20 10/9/2025
SYMBOLARTS, LLC BADGES, BADGE REPAIR, AND PINS FOR FY 2026 10/9/2025
T-MOBILE MOBILE USA INVESTIGATIONS CASE TIMING ADVANCE 10/9/2025
Building
4LINK NETWORK CONSUL COLLECT AND TRACK HOME INSPECTION REQUE 10/3/2025
Total for Police
A/P PAYMENTS Total
EFT PAYMENTS
Total for Building
City Atty
BURKE WILLIAMS & SOR LEGAL SERVICES FOR CUMMINS MATTER 10/3/2025
4LINK NETWORK CONSUL COLLECT AND TRACK HOME INSPECTION REQUE 10/3/2025
FRIEDMAN IMAGING LASERFICHE BUILDING FILES SCAN 10/3/2025
BURKE WILLIAMS & SOR LEGAL SERVICES FOR POLANCO MATTER 10/3/2025
Total for City Atty
BURKE WILLIAMS & SOR LEGAL SERVICES FOR CUMMINS MATTER 10/3/2025
BURKE WILLIAMS & SOR LEGAL SERVICES FOR GVRO 10/3/2025
AMAZON CAPITAL SERVI FAB PROGRAMMING SUPPLIES/CSD 10/3/2025
STAPLES BUSINESS ADV MOP 45704 MLK OFFICE SUPPLIES/CSD 10/3/2025
Comm Svcs
AMAZON CAPITAL SERVI WK 2 CAMACHO DANCE CAMP SUPPLIES/CSD 10/3/2025
Eng/PW
GRAINGER MOP 65179 SEWER SUPPLIES FY26-PW/WW 10/3/2025
STAPLES BUSINESS ADV MOP 45704 FAB OFFICE SUPPLIES/CSD 10/3/2025
Total for Comm Svcs
BOOT WORLD MOP 64096 WORK BOOTS FOR F.ORNELAS FY26-P 10/3/2025
BOOT WORLD MOP 64096 WORK BOOTS FOR S.VOSA FY26-PW/P 10/3/2025
GRAINGER MOP 65179 STREET SUPPLIES FY26-PW/STS 10/3/2025
VISTA PAINT MOP 68834 TRAFFIC PAINT SUPPLIES FY26-PW/ST 10/3/2025
POWERSTRIDE BATTERY MOP 67839 AUTO BATTERIES FY26-PW/EQM 10/3/2025
SEDANO FORD OF LM, I R&M CITY VEHICLES FY26-PW/EQM 10/3/2025
BOOT WORLD MOP 64096 WORK BOOTS FOR F.LEOMITI FY26-PW 10/3/2025
GRAINGER MOP 65179 AUTO SUPPLIES FY26-PW/EQM 10/3/2025
WILLY'S ELECTRONIC S MOP 45763 AUTO SUPPLIES FY26-PW/EQM 10/3/2025
WILLY'S ELECTRONIC S MOP 45763 AUTO SUPPLIES FY26-PW/EQM 10/3/2025
SEDANO FORD OF LM, I R&M CITY VEHICLES FY26-PW/EQM 10/3/2025
WETMORES MOP 80333 AUTO SUPPLIES FY26-PW/EQM 10/3/2025
Total for Eng/PW
Fire
4Page 215 of 400
CHK NO AMOUNT
Warrant Register #15
10/3/2025 to 10/9/2025
PAYEE DESCRIPTION DATE
1001147 (10.32)
(10.32)
1001152 900.00
1001153 129.68
1001154 119.38
1001154 128.80
1,277.86
1001159 33,121.54
1001164 87.01
1001164 111.57
33,320.12
1001147 475.78
1001147 58.68
1001147 32.32
1001147 11.49
1001147 362.99
941.26
1001151 244.24
244.24
1001146 561.89
1001146 883.99
1001146 975.67
2,421.55
1001156 1,380.82
1,380.82
1001147 282.64
1001149 2,122.40
1001154 130.48
1001154 164.00
1001155 1,431.42
4,130.94
101,022.61
1,610,129.23
Total for Fire
HR
LIEBERT CASSIDY WHI SD EMP REL CONSORTIUM MEMBERSHIP 07/01/25 10/3/2025
AMAZON CAPITAL SERVI SAFETY ASSESSMENT PROGRAM SUPPLIES/AMAZ 10/3/2025
STAPLES BUSINESS ADV MOP #45704/HR/OFFICE SUPPLIES 10/3/2025
Total for HR
SMART SOURCE OF CALI MOP #63845/HR/OFFICE SUPPLIES 10/3/2025
STAPLES BUSINESS ADV MOP #45704/HR/OFFICE SUPPLIES 10/3/2025
WILLY'S ELECTRONIC S MOP #45763 / ELECTRONICS ACCESSORIES FY26/10/3/2025
WILLY'S ELECTRONIC S MOP #45763 / ELECTRONICS ACCESSORIES FY26 10/3/2025
IT
ESCRIBE SOFTWARE LTD ESCRIBE ANNUAL LICENSING 09/01/25-08/31/26 10/3/2025
AMAZON CAPITAL SERVI AMAZON- FAMILY LITERACY- SUPPLIES 10/3/2025
AMAZON CAPITAL SERVI AMAZON- FAMILY LITERACY- SUPPLIES 10/3/2025
Total for IT
Library
AMAZON CAPITAL SERVI AMAZON- FAMILY LITERACY- SUPPLIES 10/3/2025
Total for Library
Neigh Svcs
GRAINGER MOP 65179 PAINT SUPPLIES 10/3/2025
AMAZON CAPITAL SERVI AMAZON- FAMILY LITERACY- SUPPLIES 10/3/2025
AMAZON CAPITAL SERVI AMAZON- FAMILY LITERACY 10/3/2025
ALDEMCO FOOD/CONSUMABLES FOR NUTRITION 10/3/2025
ALDEMCO FOOD/CONSUMABLES FOR NUTRITION 10/3/2025
Total for Neigh Svcs
Nutrition
ALDEMCO FOOD/CONSUMABLES FOR NUTRITION 10/3/2025
Total for Planning
Police
AMAZON CAPITAL SERVI PACT CLUB TIMER III - SHOT TIMERS 10/3/2025
Total for Nutrition
Planning
TRANS-LANG TRANSLATION SERVICES FOR PC MEETING 9/15/2 10/3/2025
STAPLES BUSINESS ADV MOP #45704 / FLOOR CHAIRMAT BLK / RECORDS 10/3/2025
T'S & SIGNS INC BPO T SHIRTS & SIGNS FY2026 FAMILY DAY SHIRT 10/3/2025
DEEPNET SECURITY DEEPNET LICENSES AND SUPPORT 10/3/2025
STAPLES BUSINESS ADV MOP #45704 / ANTI FATIGUE MAT / RECORDS 10/3/2025
PY91686 10/8/2025
Total for Police
EFT PAYMENTS Total
Payroll
5Page 216 of 400
CHK NO AMOUNT
Warrant Register #15
10/3/2025 to 10/9/2025
PAYEE DESCRIPTION DATE
1,610,129.23
252790182 41,649.32
41,649.32
252810133 367,868.02
367,868.02
409,517.34
2,265,263.50
Payroll Total
Total for Eng/PW
Finance
PUBLIC EMP RETIREMEN SERVICE PERIOD 09/16/2025 - 09/29/2025 10/9/2025
WIRED PAYMENTS
Eng/PW
ARCO BUSINESS SOLUTI FUEL FOR CITY FLEET SEPT FY26-PW/EQM 10/7/2025
GRAND TOTAL
Total for Finance
WIRED PAYMENTS Total
6Page 217 of 400
AGENDA REPORT
Department: Community Development
Prepared by: Samuel Marrinan, Building Official
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
Second Reading and Adoption of Multiple Ordinances Amending the National City Municipal Code
Chapters 15.08, 15.14, 15.20, 15.24, 15.75, 15.78 and 15.79 Related to California Codes for
Electrical, Energy, Building, Plumbing, and Mechanical.
RECOMMENDATION:
Adopt the Ordinances for the 2025 California Building Code; the 2025 California Residential Code;
the 2025 California Existing Building Code; the 2025 California Electrical Code and 2023 National
Electrical Code; the 2025 California Mechanical Code; the 2025 California Plumbing Code; the
2025 California Energy Code; the 2025 California Green Building Standards Code; and all
Appendices Related to These Codes.
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
This item was set for hearing for the October 21, 2025 City Council meeting, but was continued
to November 4, 2025 in order to provide additional time for review of the multiple attachments.
EXPLANATION:
On November 4, 2025, the City Council introduced the Ordinances for the 2025 California Building
Code; the 2025 California Residential Code; the 2025 California Existing Building Code; the 2025
California Electrical Code and 2023 National Electrical Code; the 2025 California Mechanical
Code; the 2025 California Plumbing Code; the 2025 California Energy Code; the 2025 California
Green Building Standards Code; and all Appendices related to these Codes. Adoption of these
model codes by reference is authorized by Government Code Sections 50022.2 through 50022.4,
and Section 6066.
State law requires that the City of National City adopt the same model codes as the State of
California and limit technical amendments to those necessitated due to local topographical,
geographical or climatic conditions. Specific findings regarding local technical amendments must
be made by the local jurisdiction and filed with the Department of Housing and Community
Development. State law does not restrict local amendments to the administrative provisions of
the codes. In order to adhere to State law and ensure safety standards throughout the
construction process, staff is recommending that the model codes be adopted with minimal
revisions.
FINANCIAL STATEMENT:
There would no fiscal impact to the City, as changes would not result in the need for additional
permits or fees.
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Housing and Community Development
Page 218 of 400
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Second Reading
EXHIBITS:
Exhibit A – Ordinance 2025 California Building Code
Exhibit B – Ordinance 2025 California Residential Code
Exhibit C – Ordinance 2025 California Existing Building Code
Exhibit D – Ordinance 2025 California Electrical Code & 2023 National Electrical Code
Exhibit E – Ordinance 2025 California Mechanical Code
Exhibit F – Ordinance 2025 California Plumbing Code
Exhibit G – Ordinance 2025 California Energy Code
Exhibit H – Ordinance 2025 California Green Building Standards Code
Page 219 of 400
ORDINANCE NO. 2025-
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY , CALIFORNIA,
ADOPTING VOLUMES I AND II AND APPENDICES B, C, D, F, G, H, I , J, K, L, M, N AND O
OF THE 2025 CALIFORNIA BUILDING CODE, AMENDING CERTAIN SECTIONS OF THAT
CODE, AND AMENDING CHAPTER 15.08 OF THE NATIONAL CITY MUNICIPAL CODE.
WHEREAS, the ordinance updates the locally adopted building and construction
codes (last updated in 2023) to incorporate the 2025 California Building Code; 2025 California
Residential Code; 2025 California Existing Building Code; 2025 California Electrical Code and 2023
National Eclectic Code; 2025 California Mechanical Code; 2025 California Plumbing Code; 2025
California Energy Code; 2025 California Green Building Code; and all appendices related to these
codes with minor modifications to reflect local conditions; and
WHEREAS, California Health and Safety Code Section 17958 requires that cities
adopt building regulations that are substantially the same as those adopted by the California
Building Standards Commission and contained in the California Building Standards; and
WHEREAS, California Health and Safety Code section 17958.5 permits local
jurisdictions to make changes or modifications to the California Building Standards Code as are
reasonably necessary due to local climatic, geological or topographical conditions; and
WHEREAS, the City Council finds that the minor modifications and changes to the
California Building Standards Code are reasonably necessary to ensure consistent application of
the codes throughout the State; and
WHEREAS, pursuant to a published 10-day notice of the adoption of said ordinance,
a public hearing was held by the City Council on November 4, 2025, and at said public hearing, all
persons interested were given the opportunity to appear and be heard before the City Council.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY
DOES ORDAIN AS FOLLOWS:
Section 1. That the City Council of the City of National City hereby adopts Volumes I and
II, and Appendices B, C, D, F, G, H, I, J, K, L, M, N, AND O of the 2025 California Building Code,
except as amended in Chapter 15.08 of the National City Municipal Code.
Section 2. That the City Council of the City of National City hereby deletes, adds, or
modifies certain provisions of the 2025 California Building Code based on local climatic,
topographic, or geological conditions that justify deviating from that code.
Section 3. That the City Council of the City of National City hereby amends Chapter 15.08
of the National City Municipal Code to read as follows:
Sections:
CHAPTER 15.08 CALIFORNIA BUILDING CODE
15.08.010 2025 California Building Code - Adopted.
15.08.020 Chapter 2, Definitions - Amended.
15.08.025 Chapter 1, Division II, Section 104 "Duties and Powers of Building Official",
Page 220 of 400
Subsection 104.6 "Right of entry" - Amended.
15.08.030 Chapter 1, Division II, Section 105 “Permits", Subsection 105.2 "Work
exempt from permit - Building" - Amended.
15.08.040 Chapter 1, Division II, Section 105 "Permits", Subsection 105.5 "Expiration"
- Amended.
15.08.045 Chapter 1, Division II, Section 105 "Permits", Subsection 105.7 "Placement
of permit" - Amended.
15.08.050 Chapter 1, Division II, Section 105 "Permits", Subsection 105.8 "Permit
denial" - Added.
Chapter 1, Division II, Section 109 "Fees", Subsection 109.2 "Schedule of
permit fees" - Amended.
Chapter 1, Division II, Section 109 "Fees," Subsection 109.7 "Plan review
fees" - Added.
15.08.060 Chapter 1, Division II, Section 109 "Fees", Subsection 109.4 "Work
commencing before permit issuance" - Amended.
15.08.065 Chapter 1, Division II, Section 11O "Inspections", Subsection 110.3.8.1 "Re-
inspections" - Added.
15.08.070 Chapter 1, Division 11, Section 111 "Certificate of Occupancy", Subsection
111.3 "Temporary occupancy" - Amended.
15.08 .075 Chapter 1, Division II, Section 113 "Board of Appeals ", Subsection 113.1
"General" - Amended.
15.08.080 Chapter 1, Division 11, Section 114 “Violations", Subsection 114.1 "Unlawful
acts" - Amended.
15.08.085 Section 501 "General", Subsection 501.2 "Address identification" -
Amended.
15.08.087 Survey required
Page 221 of 400
15.08.090 Table 1505.1 "Minimum roof covering classification for types of construction" -
Amended.
Chapter 18, Division II, Section 1803 "Geotechnical Investigations",
Subsection 18.1.1.1 – Added.
Chapter 31, Division II, Section 3109 Swimming Pool Enclosures and Safety
Devices, Subsection 3109.4.4.8 "Construction requirements for building a
pool or spa" - Amended.
15.08.095 Appendix Chapters B, C, D, F, G, H, I, J, K, L, M, N, and O - Adopted.
15.08.010 2025 California Building Code - Adopted. The City Council adopts, for the
purpose of prescribing regulations governing the erection, construction, enlargement, alteration
, repair, moving, removal, demolition, conversion, occupancy, use, height, area, fire resistance
and maintenance of all buildings and/or structures, Volumes I and II of the 2025 California
Building Code, including both Administration Divisions I and II, published in the California
Building Standards Commission 2025 Edition, based on the International Building Code 2024
Edition, California Code of Regulations, Title 24, Part 2, Part 2.5 of Division 13 of the California
Health and Safety Code beginning with section 18901, and Appendices B, C, D, F, G, H, I, J,
K, L, M, N, and O, save and except such portions as are deleted, added, or modified. The City
Council does specifically and expressly find and declare that the nature and uniqueness of the
dry Southern California climate, and the geographical and topographical conditions in the City
of National City, including the age and concentration of structures, and differences in elevation
throughout the City, do reasonably necessitate and demand changes in and variations from
the 2025 California Building Code. Copies of all the codes are filed in the office of the Building
Official and are adopted and incorporated as fully set out in this chapter, and the provisions
thereof shall be controlling within the city limits.
15.08.020 Chapter 2. Definitions - Amended. Section 202 "Building, Existing" of
the 2025 California Building Code is amended by amending the following definition
202 Building, Existing. An "existing building" is a building erected prior to
the adoption of the 2025 California Building Code, or one for which a legal building
permit has been issued.
15.08.025 Chapter 1. Division II, Section 104 "Duties and Powers of Building Official",
Subsection 104.6 "Right of Entry" - Amended. Subsection 104.6 of the 2025 California Building
Code is amended to read as follows:
104.5 Right of Entry. When necessary to make an inspection to enforce
any of the provision of this code, or when the Building Official has reasonable
cause to believe that there exists in any building or upon any premises a condition
which makes such building or premises unsafe, dangerous or hazardous, the
Building Official, or his or her designee, may request entry as specified in Chapter
1.12 of the National City Municipal Code.
15.08.030 Chapter 1. Division II, Section 105 "Permits, "Subsection 105.2" Work Exempt
from Permit - Building” - Amended. Subsection 105.2 Building: Item 4 of the 2025 California
Building Code is amended to read as follows:
(Items 1 - 3 unchanged)
4. Permits for retaining walls shall be as specified in the National City
Municipal Code, Chapter 15.70.
(Items 5 - 13 unchanged)
Page 222 of 400
Subsection 105.2 “Work exempt from permit - Building” of the 2025 California Building
Code is amended by adding the following Subsections 14 through 17:
14. Playground, gymnastic and similar equipment and structures use for
recreation and athletic activities accessory to Group R Division 3 structures.
15. Repairs to lawfully existing Group R Division 3 structures and Group
U occupancy structures accessory to Group R Division 3 structures
constructed pursuant to a building permit which involves only the
replacement of component parts or existing work completed with
similar materials only for the purpose of maintenance and do not
affect any structural components or plumbing, mechanical or
electrical installations. Repairs exempt from permit requirements
shall not include any addition, change, or modification in
construction, exit facilities or permanent fixtures or equipment.
Specifically exempt from permit requirements are:
1) Painting and decorating including refinishing Exterior stucco
finishes.
2) Of Installation of floor covering.
3) Cabinet Work
4) Outside paving on private property not within the public right-of-
way.
16. Ground mounted satellite antennas not exceeding ten feet in
diameter and roof mounted satellite antennas not exceeding eight
feet in diameter.
17. Painted wall signs and Styrofoam or other foam mounted wall signs.
15.08.040 Chapter 1. Division II, Section 105 "Permits". Subsection 105.5 "Expiration" -
Amended. Subsection 105.5 of the 2025 California Building Code is amended to read as follows:
105.5 Expiration. Every permit issued by the Building Official under the provisions
of this code shall expire by limitation and become null and void if the building or work
authorized by such permit is not commenced within twelve calendar months from the date
of such permit issuance, or if the building or work authorized by such permit is stopped at
any time after work has commenced for a period of six calendar months, or if the building
or work authorized by such permit exceeds three calendar years from the issuance date of
the permit. Work shall be presumed to have commenced if the permittee has obtained a
required inspection approval of work authorized by the permit by the Building Official within
twelve calendar months of the date of permit issuance.
Work shall be presumed to be stopped if the permittee has not obtained a required
inspection approval of work by the Building Official within each six months period upon
commencement of work authorized by such permit.
In order for work to be recommenced, a Permit Extension Request must be
submitted in writing and approved by the Building Official. Eligibility for a permit extension
is specified below.
1. For permits for which work has not commenced in the first twelve calendar
months from the date of permit issuance, a permit extension may be obtained
provided that:
A. No changes have been made or will be made in the original plans and
specifications for such work;
Page 223 of 400
B. The expiration has not exceeded three years from the original issuance
date;
C. The same edition of the adopted codes is in effect as used in the
initial plan check;
D. A fee equal to one-half the amount required for a new permit is
paid.
E. The permit, even if extended, shall still expire three calendar years
from the date of the initial permit issuance.
2. For permits where work was commenced and was subsequently
stopped as defined herein, a permit extension may be obtained
provided that:
A. No changes have been made or will be made in the original
plans and specifications for such work;
B. The expiration has not exceeded three years from the original
issuance date;
C. A fee equal to one-half the amount required for a new permit is
paid, except that where construction has progressed to the point
of requiring only a final inspection, a fee equal to one-quarter of
the amount required for new permit shall be paid; and
D. A renewal permit shall expire three calendar years from the date
of the initial permit issuance.
3. Extension of an unexpired permit. For an extension of an unexpired
permit, the permittee may apply for an extension of time within which
work under that permit may be continued when for good and
satisfactory reasons , by the Building Official in his or her sole discretion, the
permittee is unable to continue work within the time required by section
15.08.040. The Building Official may extend the time for action by the
permittee for a period not exceeding six calendar months beyond the
expiration date in effect at the time of the extension application, upon written
request by the permittee showing that circumstances beyond the control of the
permittee have prevented action being taken.
4. Permits issued where the permittee has been deployed to a foreign
country may be held in abeyance until six months after the return of
the permittee from his/her deployment, if necessary, upon application
for such relief by the permittee.
Page 224 of 400
15.08.045 Chapter 1, Division II, Section 105 "Permits", Subsection 105.7 "Placement of
Permit" - Amended. Subsection 105.7 of the 2025 California Building Code is amended to read
as follows:
105.7 Placement of Permit. The building permit or a copy, the inspection
record, and the approved plans shall all be kept on site until the completion of the
project. The inspection record is to be kept on the job unless removed by the
Building Official.
15.08.050 Chapter 1, Division II, Section 105 "Permits", Subsection 105.8 "Permit Denial"
- Added. Subsection 105.8 is added to the 2025 California Building Code to read as follows:
105.8 Permit Denial. The Authority Having Jurisdiction may deny the
issuance of a building permit on any property where there exists an unsafe or a
substandard building as provided in Chapter 15.10 and 15.16 of the National City
Municipal Code, or where there exists unlawful construction, or where there exists
a violation of the National City Municipal Code.
15.8.55 Chapter 1, Division II, Section 109 "Fees", Subsection 109.2 "Schedule of Permit
Fees" - Amended. Subsection 109.2 of the 2025 California Building Code is amended to read as
follows:
109.2 Schedule of Permit Fees. Permit fees, including plan review fees,
shall be assessed in accordance with the current City of National City Fee
Schedule.
15.8.55 Chapter 1, Division II. Section 109 "Fees." Subsection 109.7 "Plan Review Fees"
- Added. Subsection 109.7 is added to the 2025 California Building Code to read as follows
109.7 Plan Review Fees. Where a plan or other data is required to be
submitted in accordance with Section 104.3.1, a plan review fee shall be paid at
the time of submitting construction documents for review.
The plan review fees for mechanical system work shall be assessed in
accordance with the current City of National City Fee Schedule.
The plan review fees specified in this subsection are separate fees from
the permit fees.
Where plans are incomplete or changed so as to require additional plan
review, an additional plan review fee shall be charged in accordance with the
current City of National City Fee Schedule.
15.08.060 Chapter 1, Division II. Section 109 "Fees", Subsection 109.4 "Work
commencing before permit issuance" - Amended. Subsection 109.4 of the 2025 California
Building Code is amended to read as follows:
109.4 Work Commencing before permit issuance. Any person who
commences any work on a building, structure, electrical, gas, mechanical or
plumbing system before obtaining the necessary permits shall be subject to an
administrative penalty equal to the inspection fee portion of the permit fee that
would be required by this code if a permit were to be issued. The administrative
penalty is in addition to a permit fee.
When a plan review is required for issuance of such permit, the plan review
fee portion will not be subject to said penalty. The payment of such administrative
penalty shall not exempt any person from compliance with all other provisions of
this code or from any penalty prescribed by law.
Page 225 of 400
15.08.065 Chapter 1. Division II, Section 110 "Inspections". Subsection 110.3.8.1 “Re-
inspections" - Added. Subsection 110.3.8.1 is added to the 2025 California Building Code to read
as follows:
Re-inspections. A re-inspection fee may be assessed for each inspection or
re-inspection when any of the following occurs:
1. The portion of work for which the inspection was called is not
complete or the corrections previously required and called for are not made;
2. Calling for an inspection before the job is ready for such
inspection or re-inspection;
3. The inspection record card or the approved plans are not
posted or otherwise available to the inspector;
4. Failure to provide access on the date for which the
inspection is requested; or
5. Deviating from the approved plans when such deviation or
change required approval of the Building Official.
To obtain a re-inspection, the permittee shall pay the re-inspection fee in
accordance with the current City of National City Fee Schedule. In instances where a re-
inspection fee has been assessed, no further inspections shall be performed until the fees
have been paid.
15.08.070 Chapter 1. Division II, Section 111 "Certificate of Occupancy", Subsection 111.3
“Temporary Occupancy “- Amended. Subsection 111.3 of the 2025 California Building Code is
amended to read as follows:
111.3 Temporary Certificate of Occupancy. Where a project or a major
portion thereof is substantially complete and can be safely occupied, but practical
difficulties delay completion of work, the Building Official may issue a Temporary
Certificate of Occupancy for the use of a portion or portions of the building or
structure prior to the completion of the entire project.
Prior to issuance of a Temporary Certificate of Occupancy, the premises
shall be inspected by all affected city departments who shall prepare a list of work
required to be completed and shall forward the list along with a recommendation
for approval or disapproval of the issuance of a Temporary Certificate of
Occupancy to the Building Official.
Upon receipt of a recommendation for approval from all affected City
departments, the Building Official may prepare a Temporary Certificate of
Occupancy granting temporary occupancy that shall include the following:
1. Work yet to be completed;
2. Maximum time allotted for completion of said work;
3. Property owner's signature and the signature of the contractor agreeing
to complete the work within the prescribed time or vacate the premises
upon order of the Building Official until such work is completed;
4. Evidence that a faithful performance bond has been posted if required
by any affected city department; and
5. A copy of the Temporary Certificate of Occupancy granting temporary
occupancy shall be provided to all affected city departments.
15.08.075 Chapter 1. Division II, Section 113 "Means of Appeals ", Subsection 113.1
“General” - Amended. Subsection 113.1 of the 2025 California Building Code is amended to read
as follows:
Page 226 of 400
113.1 Means of Appeals. In order to hear and decide appeals of orders,
decisions, or determinations of the Building Official relative to the application and
interpretation of this code, the City Council shall appoint an ad hoc Board of
Appeals comprised of three (3) members who are qualified by experience and
training to pass upon matters pertaining to building construction and who are not
employees of the City. Board members shall serve at the pleasure of the City
Council. The board shall comply with Rosenberg's Rules of Order in conducting
their business, and shall render written decisions and findings to the appellant
with a copy to the Building Official. Decisions of the Board may be appealed to
the City Council by the appellant or by the Building Official within thirty (30) days
of the decision of the Board, by the filing of a written notice of appeal with the
Director of Community Development stating the reasons for the appeal. The
person filing the appeal and the opposing party shall be given at least ten (10)
days' written notice of the time and place of the hearing on the appeal.
15.08.080 Chapter 1, Division II, Section 114 "Violations ", Subsection 114.1 “Unlawful
acts" – Amended. Subsection 114.1 of the 2025 California Building Code is amended to read as
follows:
114.1 Unlawful Acts. It shall be unlawful for any person, firm or corporation
to erect, construct, enlarge, alter, repair, move, improve, remove, convert or
demolish, equip, use, occupy or maintain any building or structure or cause or
permit the same to be done in violation of this code.
Violation of any provision of this code shall be punishable as a misdemeanor
and shall carry the penalties as prescribed in Chapter 1.20 of the National City
Municipal Code.
15.08.085 Section 501 "General", Subsection 501.2 "Address identification” - Amended.
Subsection 501.2 of the 2025 California Building Code is amended to read as follows:
501.2 Address identification. Every principal building or structure within the
incorporated limits of the City of National City shall be identified by a designated
street number as issued by the Engineering Department.
Approved numbers or addresses shall be placed on all new and existing
buildings, adjacent to the principal entrance to the premises or at a point that is
highly visible and legible from the street. If necessary, directional signs shall be
posted showing proper access to the given address from a point where the Fire
Department access roadway leaves the dedicated street, to the entrance of each
addressed building. All such numbers shall be Arabic numerals or alphabetical
letters and shall be a minimum of 4 inches (102mm) high with a minimum stroke
width of 0.5 inches (12.7mm), and shall be placed on a contrasting background.
15.08.087 Survey required.
When any proposed building will be constructed up to the minimum front, side, or
rear yard setback, and no monuments exist, a survey from a State of California
licensed surveyor shall be required as part of the plan review submittal.
Page 227 of 400
15.08.090 Table 1505.1 "Minimum roof covering classification for types of construction" -
Amended. Table 1505.1 of the 2025 California Building Code is amended to read as follows:
Due to climatic and geographical conditions within the City of National City,
Table 1505.1 is amended as follows:
Table 1505.1
Minimum Roof Covering
Classification for Types of Construction
IA IB llA llB lllA lllB IV VA VB
B B B B B B B B B
15.8.92 Chapter 18, Division II, Section 1803 "Geotechnical Investigations", Subsection
1803.1. 1. 1 - Added. Subsection 1803.1.1.1 is added to the 2025 California Building Code to
read as follows:
1803.1.1.1 A geotechnical investigation shall be submitted with each
application for a building permit for a new building or addition 500 square feet
and larger. The investigation and report shall comply with the requirements of
Section 1803.
15.8.93 Chapter 31, Division II, Section 3109 "Swimming Pools, Spas, and Hot Tubs,"
Subsection 3109.1 "Construction requirements for building a pool or spa" – Added. Subsection
3109.1 is added to the 2025 California Building Code to read as follows:
3109.1 General. The design and construction of swimming pools, spas,
and hot tubs shall comply with the International Swimming Pool and Spa Code.
Swimming pools utilized for public school purposes shall also be designed,
constructed and inspected in accordance with this code.
Whenever any building permit is issued and there is an existing
swimming pool, toddler pool or spa, the permit shall require that the suction
outlet of the existing swimming pool, toddler pool or spa be updated so as to be
equipped with an anti-entrapment cover meeting current standards of the
American Society for Testing and Materials (ASTM) or the American Society of
Mechanical Engineers (ASME).
15.08.095 Appendix Chapters B, C, D, F, G, H, I, J, K. L, M, N and O - Adopted. Appendix
Chapters B, C, D, F, G, H, I, J, K, L, M, N and O of the 2025 California Building Code are adopted.
Section 4. This Ordinance shall take effect and be in force thirty (30) days from the
date of its passage, and before the expiration of fifteen (15) days after its passage, it or a
summary of it, shall be published once, with the names of the members of the City Council
voting for and against the same in the Star News, a newspaper of general circulation published
in the County of San Diego, California.
Page 228 of 400
INTRODUCED this 4th day of November, 2025.
PASSED and ADOPTED this 18th day of November, 2025.
____________________
Ron Morrison, Mayor
ATTEST:
____________________________
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
__________________________
Barry J. Schultz, City Attorney
Page 229 of 400
ORDINANCE NO. 2025-
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY ,
CALIFORNIA, ADOPTING THE 2025 CALIFORNIA RESIDENTIAL CODE, AMENDING
CERTAIN SECTIONS OF THAT CODE, AND AMENDING CHAPTER 15.79 OF THE
NATIONAL CITY MUNICIPAL CODE .
WHEREAS, the ordinance updates the locally adopted building and construction
codes (last updated in 2023) to incorporate the 2025 California Building Code; 2025 California
Residential Code; 2025 California Existing Building Code; 2025 California Electrical Code and
2023 National Eclectic Code; 2025 California Mechanical Code; 2025 California Plumbing Code;
2025 California Energy Code; 2025 California Green Building Code; and all appendices related
to these codes with minor modifications to reflect local conditions; and
WHEREAS, California Health and Safety Code Section 17958 requires that cities
adopt building regulations that are substantially the same as those adopted by the California
Building Standards Commission and contained in the California Building Standards; and
WHEREAS, California Health and Safety Code section 17958.5 permits local
jurisdictions to make changes or modifications to the California Building Standards Code as are
reasonably necessary due to local climatic, geological or topographical conditions; and
WHEREAS, the City Council finds that the minor modifications and changes to the
California Building Standards Code are reasonably necessary to ensure consistent application of
the codes throughout the State; and
WHEREAS, pursuant to a published 10-day notice of the adoption of said
ordinance, a public hearing was held by the City Council on November 4, 2025, and at said public
hearing, all persons interested were given the opportunity to appear and be heard before the Ci ty
Council.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY
DOES ORDAIN AS FOLLO WS:
Section 1. That the City Council of the City of National City hereby adopts the 2025
California Residential Code, California Code of Regulations, Title 24, Part 2.5 except as
amended in Chapter 15.79 of the National City Municipal Code.
Section 2. That the City Council of the City of National City hereby deletes, adds, or
modifies certain provisions of the 2025 California Residential Code.
Section 3. That the City Council of the City of National City hereby amends Chapter
15.79 of the National City Municipal Code to read as follows:
Page 230 of 400
CHAPTER 15.79
CALIFORNIA RESIDENTIAL CODE
Sections:
15.79.010 2025 California Residential Code - Adopted.
15.79.025 Chapter 1, Division II, Section R104 "Duties and Powers of the
Building Official", Subsection R104.6 "Right of entry" - Amended.
15.79.030 Chapter 1, Division II, Section R105 "Permits", Subsection
R105.2 "Work Exempt From Permit - Building" - Amended.
15.79.040 Chapter 1, Division II, Section R105 "Permits", Subsection R105.5
"Expiration" - Amended.
15.79.045 Chapter 1, Division II, Section R105 "Permits", Subsection R105.7
"Placement of Permit" - Amended.
15.79.050 Chapter 1, Division II, Section R105 "Permits", Subsection
R105.8.1 "Permit Denial" – Added.
15.79.055 Chapter 1, Division II, Section R108 "Fees", Subsection R108.2
"Schedule of Permit Fees" - Amended.
15.79.060 Chapter 1, Division II, Section R108 "Fees", Subsection
R108.6 "Work Commencing Before Permit Issuance" –
Amended
15.79.065 Chapter 1, Division II, Section R109 "Inspections",
Subsection 109.3.1 "Reinspections" - Added.
15.79.070 Chapter 1, Division II, Section R110 "Certificate of Occupancy",
Subsection R110.4 "Temporary Occupancy" - Amended.
15.79.075 Chapter 1, Division II, Section R112 "Board of Appeals", Subsection R112.1
"General" - Amended.
15.79.076 Chapter 1, Division II, Section 112 "Board of Appeals," Subsection R112.4
"Administration" – Added
15.79.080 Chapter 1, Division II, Section R113 "Violations ", Subsection R113.1 "Unlawful
acts" - Amended.
15.79.082 Section 202 Definitions "Building Existing" - Amended.
15.79.085 Chapter 1, Division II, Section R319 "Site Addresses ", Subsection R319.1
"Address identification" - Amended.
Page 231 of 400
15.72.090 Chapter 1, Division II, Section R902 "Fire Classification", Subsection R902.1.3
"Roofing coverings in all other areas" - Amended.
15.79.095 Plan review fees.
15.79.010 2025 California Residential Code - Adopted. The City Council adopts, for
the purpose of prescribing regulations governing the erection, construction, enlargement,
alteration, repair, moving, removal, demolition, conversion, occupancy, use, height, area, fire
resistance and maintenance of one- and two-family dwellings and townhouses not more than
three stories above grade, the 2025 California Residential Code, published by the California
Building Standards Commission based on the International Residential Code 2024 Edition,
including specified Appendices, including Administration Divisions I and II, California Code of
Regulations Title 24, and Part 2.5 of the California Health and Safety Code beginning with
Section 18901, save and except such portions as are deleted, added, or amended by this
chapter. The City Council does specifically and expressly find and declare specific changes in
variation for local amendments to the administrative provisions of the 2025 California
Residential Code. Copies of the codes are filed in the office of the Building Of ficial, and are
adopted and incorporated as fully set out in this chapter, and the provisions thereof shall be
controlling within the city limits.
15.79.025 Chapter 1, Division II, Section R -104 "Duties and powers of the "Building
Official", Subsection R104.6 "Right of entry" - Amended. Subsection R104.6 of the 2025
California Residential Code is amended to read as follows:
R104.6 Right of Entry. When necessary to make an inspection to enforce any
of the provision of this code, or when the Authority Having Jurisdiction has reasonable
cause to believe that there exists in any building or upon any premises a condition or
code violation which make such building or premises unsafe, dangerous or hazardous,
the Authority Having Jurisdiction, or designee, may request entry as specified in
Chapter 1.12 of the National City Municipal Code
15.79.30 Chapter 1. Division II, Section R105 "Permits", Subsection R105.2 "Work
exempt from permit - Building" - Amended. Chapter 1, Division II, Subsection R105.2 of the
2025 California Residential Code is amended by adding the following Subsections 11 through
14:
11. Playground, gymnastic and similar equipment and structures used for
recreation and athletic activities accessory to Group R Division 3 structures. Repairs to
lawfully existing Group R Division 3 structures and Group U occupancy structures accessory
to Group R Division 3 structures constructed pursuant to a building permit which involves only
the replacement of component parts or existing work completed with similar materials only for
the purpose of maintenance and do not affect any structural components or plumbing,
mechanical or electrical installations. Repairs exempt from permit requirements shall not
include any addition, change, or modification in construction, exit facilities or permanent fixtures
or equipment. Specifically exempt from permit requirements are:
A. Painting and decorating including refinishing of exterior stucco
finishes.
B. Installation of floor covering.
C. Cabinet work.
D. Outside paving on private property not within the public right-of-
Page 232 of 400
way.
12. Ground mounted satellite antennas not exceeding ten feet in diameter
and roof mounted satellite antennas not exceeding eight feet in
diameter.
13. Painted wall signs and Styrofoam or other foam mounted wall signs.
15.79.40 Chapter 1, Division II, Section R105 "Permits", Subsection R105.5 "Expiration"
- Amended. Subsection R105.5 of the 2025 California Residential Code is amended to read
as follows:
R105.5 Expiration. Every permit issued by the Building Official under the
provisions of this code shall expire by limitation and become null and void if the building
or work authorized by such permit is not commenced within twelve calendar months
from the date of such permit issuance, or if the building or work authorized by such
permit is stopped at any time after the work has commenced for a period of six calendar
months, or if the building or work authorized by such permit exceeds three calendar
years from the issuance date of the permit. Work shall be presumed to have
commenced if the permittee has obtained a required inspection approval of work
authorized by the permit by the Building Official within twelve calendar months of the
date of permit issuance. Work shall be presumed to be stopped if the permittee has
not obtained a required inspection approval of work by the Building Official within each
six- month period upon the initial commencement of work authorized by such permit.
In order for work to be recommenced, a Permit Extension Request must be
submitted in writing and approved by the Building Official. Eligibility for a permit
extension is specified below.
1. For permits for which work has not commenced in the first twelve
calendar months from the date of issuance, a permit extension may be
obtained provided that:
A. No changes have been made or will be made in the original
plans and specifications for such work;
B. The expiration has not exceeded three years from the original
issuance date;
C. The same edition of the California codes is in effect as used in
the initial plan check;
D. A fee equal to one-half the amount required for a new permit is
paid; and
E. The renewal permit shall expire three calendar years from the
date of initial permit issuance.
2. For permits where work was commenced and was subsequently
stopped as defined herein, a permit extension may be obtained
provided that:
Page 233 of 400
A. No changes have been made or will be made in the original
plans and specifications for such work;
B. The expiration has not exceeded three years from the original
issuance date;
C. A fee equal to one-half the amount required for a new permit is
paid, except that where construction has progressed and has
been approved to the point of requiring only a final inspection, a
fee equal to one quarter the amount required for a new permit
shall be paid;
D. A renewal permit shall expire three calendar years from the date
of initial permit issuance.
3. For an extension of an unexpired permit, the permittee may apply for
an extension of the time within which work under that permit may be
continued when for good and satisfactory reasons, as determined by
the Building Official in his or her sole discretion, the permittee is unable
to continue work within the time required by section 15.79.040. The
Building Official may extend the time for action by the permittee for a
period not exceeding six calendar months beyond the expiration date
in effect at the time of the extension application, upon written request
by the permittee showing that circumstances beyond the control of the
permittee have prevented action from being taken.
4. Permits issued where the permittee has been deployed to a foreign
country, may be held in abeyance until six months after the return of
the permittee from his/her deployment, if necessary, upon application
for such relief by the permittee.
15.79.045 Chapter 1, Division II. Section R105 "Permits". Subsection R105.7
"Placement of permit" - Amended. Subsection R105.7 of the 2025 California Residential Code
is amended to read as follows:
R105.7 Placement of permit. The building permit or a copy, the inspection
record, and the approved plans shall all be kept on site until the completion of the
project. The inspection record is to be kept on the job unless removed by the Building
Official.
15.79.050 Chapter 1. Division II, Section R105 "Permits", Subs ection R105.8.1 "Permit
denial" - Added. Subsection R105.8.1 is added to the 2025 California Residential Code to
read as follows:
R105.8.1 Permit denial. The Building Official may deny the issuance of a
building permit on any property where there exists a n unsafe or a substandard building
as provided in the Chapters 15.10 and 15.16 of the National City Municipal Code, or
where there exists unlawful construction, or where there exists a violation of the
National City Municipal Code.
15.79.055 Chapter 1. Division II. Section R108 "Fees". Subsection R108.2 - "Schedule
of permit fees" - Amended. Subsection R108.2 of the 2025 California Residential Code is
amended to read as follows:
Page 234 of 400
R108.2 Schedule of permit fees . Permit fees, including plan review fees, shall be
assessed in accordance with the current City of National City Fee Schedule.
15.79.060 Chapter 1. Division II. Section R108 "Fees". Subsection R108.6 "Work
commencing before permit issuance" - Amended. Subsection R108.6 of the 2025 California
Residential Code is amended to read as follows:
R108.6 Work commencing before permit issuance. Any person who
commences any work on a building, structure, electrical, gas, mechanical or plumbing
system before obtaining the necessary permits shall be subject to an administrative
penalty equal to the inspection fee portion of the permit fee that would be required by
this code if a permit were to be issued. The administrative penalty is in addition to a
permit fee.
When a plan review is required for issuance of suc h permit, the plan review fee
portion will not be subject to said penalty. The payment of such administrative penalty
shall not exempt any person from compliance with all other provisions of this code or
from any penalty prescribed by law.
15.79.65 Chapter 1. Division II, Section R109 "Inspections", Subsection 109.3.1
"Reinspections" - Added. Subsection R109.3.1 is added to the 2025 California Residential
Code to read as follows:
R109.3.1 Reinspections . A reinspection fee may be assessed for each
inspection or reinspection when any of the following occurs:
1. The portion of work for which the inspection was called is not complete or
the corrections previously required and called for are not made;
2. Calling for an inspection before the job is ready for such inspection or
reinspection;
3. The inspection record card or the approved plans are not posted or
otherwise available to the inspector;
4. Failure to provide access on the date for which the inspection is requested;
or,
5. Deviating from the approved plans when such deviation or change
required approval of the building official.
To obtain a reinspection, the permittee shall pay the reinspection fee
in accordance with the current City of National City Fee Schedule. In
instances where a reinspection fee has been assessed, no fur ther
inspections shall be performed until the fees have been paid.
15.79.70 Chapter 1. Division II, Section R110 "Certificate of Occupancy",
Subsection R110.4 'Temporary occupancy" - Amended. Subsection R110.4 of the 2025
California Residential Code is amended to read as follows:
R110.4. Temporary Certificate of Occupancy . Where a project or a major
portion thereof is substantially complete and can be safely occupied, but practical
difficulties delay completion of work, the Building Official may issue a Temporary
Certificate of Occupancy for the use of a portion or portions of the building or structure
prior to the completion of the entire project.
Prior to issuance of a Temporary Certificate of Occupancy, the premises shall be
inspected by all affected city departments who shall prepare a list of work required to be
Page 235 of 400
completed and shall forward the list along with a recommendation for approval or disapproval
of the issuance of a Temporary Certificate of Occupancy to the Building Official.
Upon receipt of a recommendation for approval from all affected City departments.
The Building Official may prepare a Temporary Certificate of Occupancy granting temporary
occupancy that shall include the following:
1. Work yet to be completed;
2. Maximum time allotted for completion of said work;
3. Property owner's signature and the signature of the contractor agreeing to
complete the work within the prescribed time or vacate the premises upon
order of the Building Official until such work is completed;
4. Evidence that a faithful performance bond has been posted if required by
any affected City department; and
5. A copy of the Temporary Certificate of Occupancy granting temporary
occupancy shall be provided to all affected city departments.
15.79.75 Chapter 1. Division II. Section R112 "Board of Appeals ". Subsection
R112.1 "General" - Amended. Subsection R112.1 of the 2025 California Residential Code is
amended to read as follows:
R112.1 General. In order to hear and decide appeals of orders, decisions, or
determinations of the Building Official relative to the application and interpretation of
this code, the City Council shall appoint an ad hoc Board of Appeals comprised of
three (3) members who are qualified by experience and training to pass upon matters
pertaining to building construction and who are not employees of the City. Board
members shall serve at the pleasure of the City Council. The board shall comply with
Rosenberg's Rules of Order in conducting their business, and shall render written
decisions and findings to the appellant with a copy to the Building Official. Decisions
of the Board may be appealed to the City Council by the appellant or by the Building
Official within thirty (30) days of the decision of the Board, by the filing of a written
notice of appeal with the Director of Community Development stating the reasons for
the appeal. The person filing the appeal and the opposing party shall be given at least
ten (10) days' written notice of the time and place of the hearing on the appeal.
15.79.76 Chapter 1, Division II, Section 112 "Board of Appeals." Subsection
R112.4 "Administration" - Added. Subsection R112.4 of the 2025 California Residential Code
is added to read as follows
R112.4 Administration. The Building Official shall take immediate action in
accordance with the decision of the board, unless such decision is appealed to the
City Council.
15.79.080 Chapter 1. Division II, Section R113 "Violations ", Subsection R113.1 "Unlawful acts"
- Amended. Subsection R113.1 of the 2022 California Residential Code is amended to read
as follows:
R113.1 Unlawful acts . It shall be unlawful for any person, firm or corporation to
erect, construct, enlarge, alter, repair, move, improve, remove, convert or demolish,
equip, use occupy or maintain any building or structure or cause or permit the same to
be done in violation of this code.
Violation of any provision of this code shall be punishable as a misdemeanor
Page 236 of 400
and shall carry the penalties as prescribed in Chapter 1.20 of the National City
Municipal Code.
15.79.082 Section R202 "Definitions,” “B uilding Existing" - Amended .
Section R202 Definitions "Building, Existing" of the 2025 California Residential Code
is amended to read:
R202 Building, Existing. An "existing building" is a building erected prior to the
adoption of the 2025 California Residential Code, or one for which a legal building
permit has been issued. If more than fifty-percent of a structural roof or more than fifty-
percent of all exterior walls are removed as part of a project, the building is not an
existing building.
15.79.085 Chapter 1, Division II, Section R319 "Site Addresses ", Subsection R319.1
"Address Identification" - Amended. Subsection R319.1 of the 2025 California
Residential Code is amended to read as follows:
R319.1 Address Identification. Every principal building or structure within the
incorporated limits of the City of National City shall be identified by a designated street
number as issued by the National City Fire Department.
Approved numbers or addresses shall be placed on all new and existing
buildings, adjacent to the principal entrance to the premises or at a point that is highly
visible and legible from the street. If necessary, directional signs shall be posted
showing proper access to the given address from a point where the Fire Department
access roadway leaves the dedicated street to the entrance of each addressed
building. All such numbers shall be Arabic numerals or alphabetical letters and shall
be a minimum of 4 inches (102mm) high with a minimum stroke width of 0.5 inches
(12.7mm), and shall be placed on a contrasting background.
15.72.090 Chapter 1, Division II, Section R902 "Fire Classification", Subsection
R902.1.3 "Roof Coverings in all other areas" - Amended. Subsection R902.1.3 of the 2025
California Residential Code is amended to read as follows:
R902.1.3 Roof Coverings in all other areas . The entire roof covering of every
existing structure where more than fifty percent (50%) of the total roof area is replaced
within any one- year period, the entire roof covering of every new s tructure, and any
roof covering applied in the alteration, repair or replacement of the roof of every
existing structure, shall be a fire-retardant roof covering that is at least Class B.
15.79.095 Plan review fees . Where a plan or other data is required to be submitted in
accordance with Section 104.3.2, a plan review fee shall be paid at the time of submitting
construction documents for review. The plan review fees shall be assessed in accordance
with the current City of National City Fee Schedule. The plan review fees specified in this
subsection are separate fees from the permit fees.
Where plans are incomplete or changes so as to require additional plan review, an
additional plan review fee shall be charged in accordance with the current City of national City
Fee Schedule.
Section 4. This Ordinance shall take effect and be in force thirty (30) days from the
Page 237 of 400
date of its passage, and before the expiration of fifteen (15) days after its passage, it or a
summary of it, shall be published once, with the names of the members of the City Council
voting for and against the same in the Star News, a newspaper of general circulation published
in the County of San Diego, California.
INTRODUCED this 4 th day of November, 2025.
PASSED and ADOPTED this 18 th day of November, 2025.
____________________
Ron Morrison, Mayor
ATTEST:
____________________________
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
__________________________
Barry J. Schultz, City Attorney
Page 238 of 400
ORDINANCE NO. 2025-
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY , CALIFORNIA,
ADOPTING THE 2025 CALIFORNIA EXISTING BUILDING CODE, AN D ADDING CHAPTER
15.90, SECTION 15.90.010 TO THE NATIONAL CITY MUNICIPAL CODE.
WHEREAS, the ordinance updates the locally adopted building and construction codes
(last updated in 2023) to incorporate the 2025 California Building Code; 2025 California Residential
Code; 2025 California Existing Building Code; 2025 California Electrical Code and 2023 National
Eclectic Code; 2025 California Mechanical Code; 2025 California Plumbing Code; 2025 California
Energy Code; 2025 California Green Building Code; and all appendices related to these codes with
minor modifications to reflect local conditions; and
WHEREAS, California Health and Safety Code Section 17958 requires that cities adopt
building regulations that are substantially the same as those adopted by the California Building
Standards Commission and contained in the California Building Standar ds; and
WHEREAS, California Health and Safety Code section 17958.5 permits local
jurisdictions to make changes or modifications to the California Building Standards Code as are
reasonably necessary due to local climatic, geological or topographical conditions; and
WHEREAS, pursuant to a published 10-day notice of the adoption of said ordinance, a
public hearing was held by the City Council on November 4, 2025, and at said public hearing, all
persons interested were given the opportunity to appear and be heard before the Ci ty Council.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CIT Y DOES
ORDAIN AS FOLLOWS:
Section 1. That the City Council of the City of National City hereby adopt the 2025 California
Existing Building Code, Title 24, Part 10, including Parts 8 & 12 establishing regulations for the repair,
alteration, change of occupancy, addition and relocation of existing buildings within the city.
Section 2. That the City Council of the City of National City hereby adds Chapter 15.90,
Section 15.90.010 of the National City Municipal Code to read as follows:
15.90.010 - 2025 California Existing Building Code - Adopted. The City Council adopts and
incorporates herein, for the purpose of prescribing regulations for the repair, alteration, change of
occupancy, addition and relocation of existing buildings, the 2025 California Existing Building Code,
Title 24, Part. 10, and Parts 8 & 12. Except as otherwise provided by this chapter, all repair, alteration,
change of occupancy, addition and relocation of existing buildings shall be in conformance with the
2025 California Existing Building Code.
Section 3. This Ordinance shall take effect and be in force thirty (30) days from the date
of its passage, and before the expiration of fifteen (15) days after its passage, it or a summary of it,
shall be published once, with the names of the members of the City Council voting for and against
the same in the Star News, a newspaper of general circulation published in the County of San Diego,
California.
Page 239 of 400
INTRODUCED this 4 th day of November, 2025.
PASSED and ADOPTED this 18 th day of November, 2025.
ATTEST: Ron Morrison, Mayor
____________________________________
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
Barry J. Schultz,
City Attorney
Page 240 of 400
ORDINANCENO. 2025-
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, ADOPTING THE 2025 CALIFORNIA ELECTRICAL CODE, INCLUDING
ANNEX H, AND THE 2023 NATIONAL ELECTRICAL CODE, AND AMENDING CERTAIN
SECTIONS OF THOSE CODES, AND AMENDING CHAPTER 15.24 OF THE NATIONAL
CITY MUNICIPAL CODE.
WHEREAS, the ordinance updates the locally adopted building and construction
codes (last updated in 2023) to incorporate the 2025 California Building Code; 2025 California
Residential Code; 2025 California Existing Building Code; 2025 California Electrical Code and 2023
National Eclectic Code; 2025 California Mechanical Code; 2025 California Plumbing Code; 2025
California Energy Code; 2025 California Green Building Code; and all appendices related to these
codes with minor modifications to reflect local conditions; and
WHEREAS, California Health and Safety Code Section 17958 requires that cities
adopt building regulations that are substantially the same as those adopted by the California Building
Standards Commission and contained in the California Building Standards; and
WHEREAS, California Health and Safety Code section 17958.5 permits local
jurisdictions to make changes or modifications to the California Building Standards Code as are
reasonably necessary due to local climatic, geological or topographical conditions; and
WHEREAS, the City Council finds that the minor modifications and changes to the
California Building Standards Code are reasonably necessary to ensure consistent application of the
codes throughout the State; and
WHEREAS, pursuant to a published 10-day notice of the adoption of said ordinance,
a public hearing was held by the City Council on November 4, 2025, and at said public hearing, all
persons interested were given the opportunity to appear and be heard before the City Council.
NOW, THEREFORE, THE CITY COUNCIL OF THE CIT Y OF NATIONAL CITY
DOES ORDAIN AS FOLLO WS:
Section 1. That the City Council of the City of National City hereby adopts the 2025
California Electrical Code, Annex H of the 2025 California Electric Code, California Code of
Regulations, Title 24, Part 3, including all Annexes, and the 2023 National Electrical Code except
as amended in Chapter 15.24 of the National City Municipal Code .
Section 2. That the City Council of the City of National City deletes, adds, or modifies
certain provisions of the 2025 California Electrical Code and Annex H of the 2025 California
Electrical Code.
Section 3. That the City Council of the City of National City hereby amends Chapter 15.24
of the National City Municipal Code to read as follows :
CHAPTER 15.24 CALIFORNIA ELECTRICAL CODE
Sections :
Page 241 of 400
15.24.005
15.24.010
2025 California Electrical Code, Annex H of the 2025 California
Electrical Code, and the 2023 National Electrical Code-Adopted and
amended .
Annex H, Administration and Enforcement - Adopted and amended .
15.24.015 Annex H, Section 80 .13"Authority", Subsection 80.13(7)"Right
of Entry"- Amended.
15.24.020 Annex H, Section 80.13 "Authority", Subsection 80.13(17) "Electric
Fences Prohibited"-Added.
15.24.025 Annex H, Section 80.19 "Permits and Approvals", Subsection
80.19(0) "Annual permits" - Deleted.
15.24.030 Annex H, Section 80.19 "Permits and Approvals", Subsection
80.19(E) "Fees"-Amended.
15.24.035
15.24.040
15.24.045
Annex H, Section 80.23 "Notice of Violations, Penalties ," Subsection
80.23(8)(4) "Work commencing before permit issuance " – Added.
Annex H, Section 80.19 "Permits and Approvals", Subsection
80.19(F) "Inspection and approvals" - Amended.
Annex H, Section 80 .19 "Permits and Approvals", Subsection
80.19(H) "Applications and extensions" - Amended.
Page 242 of 400
15.24.050 Annex H, Section 80.19 "Permits and Approvals ", Subsection
80.19(1) "Permit denial" - Added.
15.24.055 Annex H, Section 80.23 "Notice of violations, penalties " - Amended.
15.24.060 Annex H, Section 80.25 "Connection to electrical supply",
Subsection 80.25(C) "Notification " - Deleted.
15.24.065 Annex H, Section 80.27 "Inspector's qualifications " - Deleted.
15.24.070 Annex H, Section 80.29 "Liability for damages "-Deleted .
15.24.075 Annex G, “Supervisory Control and Data Acquisition (SCADA)" -
Deleted.
15.24.080 Article 89 "General Code Provisions ", Subsection 89.108 .8 "Appeals
Board"-Amended.
15.24.005 2025 California Electrical Code, Annex H of the 2025 California Electrical Code,
and the 2023 National Electrical Code - Adopted and amended. The City Council adopts, for the
purpose of prescribing regulations governing the construction, alteration, movement, enlargement,
replacement, repair, equipment, use and occupancy, location, maintenance, removal and demolition of
every building or structure or any appurtenances connected or attached to such buildings or structures,
the 2025 California Electrical Code, Annex H of the 2025 California Electric Code, California Code of
Regulations, Title 24, Part 3, including all Annexes, and the 2023 National Electrical Code, The City
Council amends , deletes, or adds certain sections of the 2025 Electrical Code, Annex H of the 2025
Electrical Code, and the 2023 National Electrical Code, based on local climatic , topographic or
geological conditions that justify deviating from said Codes . The City Council does specifically and
expressly find and declare specific changes in variation for local amendments to the administrative
provisions of the 2025 California Electrical Code and Annex H of the 2025 California Electrical Code.
Copies of these codes are filed in the office of the Building Official, and are adopted and incorporated
as if fully set out in this chapter, and the provisions thereof shall be controlling within the city limits.
15.24.010 Annex H. “Administration and Enforcement” - Adopted and amended. Annex H to
the 2025 California Electrical Code entitled "Administration and Enforcement", is adopted subject to
the following additions, amendments and deletions contained in this chapter.
15.24.015 Annex H, Section 80.13 "Authority ", Subsection 80.13(7) "Right of entry"
- Amended. Section 80.13(7) of Annex H of the 2025 California Electrical Code is amended to
read as follows:
80.13(7) Right of entry . When necessary to make inspection to enforce any provision of this
code, or when the Building Official has reasonable cause to believe that there exists in any building
or upon any premise a condition or code violation which makes such building or premises unsafe,
dangerous or hazardous, the Building Official, or his or her designee, may request entry as specified
in Chapter 1.12 of the National City Municipal Code.
15.24.020 Annex H, Section 80.13 "Authority", Subsection 80.13(17) "Electric Fences
Prohibited" - Added. Section 80.13 (17) is added to Annex H of the 2025 California Electrical
Code as follows:
Page 243 of 400
80.13(17) Electrical Fences Prohibited. No electrical fence should be constructed
maintained or operated within the City of National City. Electric fences as used herein, include all
fences which in any way use electrical energy as an additional deterrent or have wires charged
with electricity which are not covered with adequate insulation to protect persons and animals
coming in contact therewith.
15.24.025 Annex H, Section 80.19 "Permits and Approvals". Subsection 80.19(D)" Annual
Permits" - Deleted. Section 80.19(D) of Annex H of the 2025 California Electrical Code is deleted.
15.24.030 Annex H. Section 80 .19 "Permits and Approvals ", Subsection 80.19(E) " Fees"
- Amended. Section 80.19(E) of Annex H of the 2025 California Electrical Code is amended to read
as follows:
80.19(E) Fees . Fees shall be assessed in accordance with the current City of
National City Fee Schedule.
15.24.035 Annex H. Section 80.23 "Notice of Violations. Penalties," Subsection
80.23(C) "Work Commencing Before Permit Issuance" - Added. Subsection 80.23(C) is
added to Annex H of the 2025 California Electrical Code as follows :
80.23(C) Work Commencing Before Permit Issuance. Any person who commences any
work on a building, structure, electrical, gas, mechanical or plumbing system before obtaining the
necessary permits shall be subject to an administrative penalty equal to the inspection fee portion
of the permit fee that would be required by this code if a permit were to be issued. The administrative
penalty is in addition to a permit fee.
When a plan review is required for issuance of such permit, the plan review fee portion will
not be subject to said penalty. The payment of such administrative penalty shall not exempt any
person from compliance with all other provisions of this code or from any penalty prescribed by law .
15.24.40 Annex H. Section 80.19 "Permits and Approvals". Subsection 80.19(F)
"Inspection and Approvals” - Amended. Section 80.19(F) of Annex H of the 2025 California
Electrical Code is amended to read as follows:
80.19(F) Inspection and approvals
Page 244 of 400
1) All electrical systems and equipment for which a permit is required by
this code shall be subject to inspection by the Building Official, and the
electrical system shall remain accessible and exposed for inspection
purposes until approved by the Building Official.
It shall be the duty of the permittee to cause the electrical system
to remain accessible and exposed for inspection purposes. Neither the
Building Official, nor the City of National City shall be liable for the
expense entailed in the removal or replacement of any material required
to permit inspection. When the installation of an electrical system and
equipment is complete, an additional and final inspection shall be made.
Electrical systems and equipment regulated by this code shall not be
connected to the energy source until authorized by the Building Official.
Approval as a result of an inspection shall not be construed to be an
approval of a violation of the provisions of this code or of other
ordinances of the City of National City. Inspections presuming to give
authority to violate or cancel provisions of this code or other ordinances
of the City of National City shall not be valid.
2) It shall be of the duty of the permittee to notify the Building Official, or his or her
designee, that such work is ready for inspection. The Building Official may
require that every request for inspection be filed at least one working day before
such inspection is desired. Such request may be made in accordance with the
proper procedure in place at the time of the request. It shall be the duty of the
permittee to provide access to and means for inspection of such work.
3) The requirements of section 15.24.040 shall not be construed to prohibit the
operation of any electrical system or equipment installed to replace existing
equipment. The request for inspection of such equipment must have been with
the Building Official, or his or her designee, not more than forty-eight hours after
such replacement work is completed and before any portion of such electrical
system is concealed by any permanent portion of the building.
4) A re-inspection fee may be assessed for each inspection or re-
inspection when any of the following occurs:
A. The portion of the work for which the inspection was called is
not complete or the corrections previously required and called
for are not made;
B. Calling for an inspection before the job is ready for such
inspection or re-inspection;
C. The inspection record card or the approved plans are not
posted or otherwise available to the inspector;
D. Failure to provide access on the date for which the inspection
is requested; or
E. Deviating from the approved plans when such deviation or
change required approval of the Building Official.
To obtain a re-inspection, the permittee shall pay the re-inspection
fee in accordance with the current City of National City Fee Schedule.
In instances where a re-inspection fee has been assessed, no further
inspections shall be performed until the fees have been paid.
Page 245 of 400
15.24.45 Annex H, Section 80.19 "Permits and Approvals ". Subsection 80.19(H)
"Applications and Extensions” - Amended. Section 80.19(H) of Annex H of the 2025 California
Electrical Code is amended to read as follows:
80.19(H) Application and Extensions . Applications for permits shall be
made to the authority having jurisdiction on forms provided by the jurisdiction and
shall include the applicant’s answers in full to inquires set forth on such forms.
Applications for permits shall be accompanied by such data as required by the
authority having jurisdiction, such as plans and specifications, location, and so
forth. Fees shall be determined as required by the local laws.
The authority having jurisdiction shall review all applications submitted and
issue permits as required. If an application for a permit is rejected by the authority
having jurisdiction, the applicant shall be advised of the reasons for such rejection.
Permits for activities requiring evidence of financial responsibility by the ju risdiction
shall not be issued unless proof of required financial responsibility is furnished.
Every permit issued by the Building Official under the provisions of this code
shall expire by limitation and become null and void if the building or work authorized
by such permit is not commenced within twelve calendar months from the date of
such permit issuance, or if the building or work authorized by such permit is stopped
at any time after work has commenced for a period of six calendar months, or if the
building or work authorized by such permit exceeds three calendar years from the
issuance date of the permit. Work shall be presumed to have commenced if the
permittee has obtained a required inspection approval of work authorized by the
permit by the Building Official within twelve calendar months of the date of permit
issuance.
Work shall be presumed to be stopped if the permittee has not obtained a
required inspection approval of work by the Building Official within each six months
period upon commencement of work authorized by such permit.
In order for work to be recommenced, a Permit Extension Request must be
submitted in writing and approved by the Building Official. Eligibility for a permit
extension is specified below.
1. For permits for which work has not commenced in the first twelve
calendar months from the date of permit issuance, a permit extension
may be obtained provided that:
A. No changes have been made or will be made in the original
plans and specifications for such work;
B. The expiration has not exceeded three years from the
original issuance date;
C. The same edition of the adopted codes is in effect as used
in the initial plan check;
D. A fee equal to one-half the amount required for a new permit
is paid.
E. The permit, even if extended, shall still expire three calendar
years from the date of the initial permit issuance.
Page 246 of 400
2. For permits where work was commenced and was subsequently
stopped as defined herein, a permit extension may be obtained
provided that:
A. No c hanges have been made or will be made in the original
plans and specifications for such work;
B. The expiration has not exceeded three years from the original
issuance date;
C. A fee equal to one-half the amount required for a new permit
is paid, except that where construction has progressed to the
point of requiring only a final inspection, a fee equal to one-
quarter of the amount required for new permit shall be paid;
and
D. A renewal permit shall expire three calendar years from the
date of the initial permit issuance.
3. Extension of an unexpired permit. For an extension of an unexpired
permit, the permittee may apply for an extension of time within which
work under that permit may be continued when for good and
satisfactory reasons, by the Building Official in his or her sole
discretion, the permittee is unable to continue work within the time
required by section 15.08.040. The Building Official may extend the
time for action by the permittee for a period not exceeding six calendar
months beyond the expiration date in effect at the time of the
extension application, upon written request by the permittee showing
that circumstances beyond the control of the permittee have
prevented action being taken.
4. Permits issued where the permittee has been deployed to a foreign
country may be held in abeyance until six months after the return of
the permittee from his/her deployment, if necessary, upon application
for such relief by the permittee.
15.24.050 Annex H. Section 80.19 "Permits and Approvals ", Subsection 80.19(1)
“Permit denial" - Added. Subsection 80.19(1) is added to Annex H of the 2025 California
Electrical Code to read as follows:
80.19(1) Permit Denial. The Building Official may deny the issuance of a
building permit on any property where there exists an unsafe or substandard building
as provided in Chapter 15.10 and 15.16 of the National City Municipal Code, or
where there exists unlawful construction or a violation of the National City Municipal
Code.
15.24.055 Annex H. Section 80.23 "Notice of Violations, Penalties " - Amended.
Section 80.23 of Annex H of the 2025 California Electrical Code is amended to read as
follows:
Page 247 of 400
80.23 Violations , Penalties. It shall be unlawful for any person, firm or corporation to
erect, construct, enlarge, alter, repair, move, improve, remove, convert or demolish, equip,
use, occupy or maintain any building or structure or cause or perm it the same to be done
in violation of this code.
Violations of any provisions of this code may be punishable as a
m isdemeanor and shall carry the penalties as prescribed in Chapter 1.20 of the
National City Municipal Code.
15.24.060 Annex H. Section 80.25 "Connection to electrical supply", Subsection
80.25(C)"Notification" - Deleted. Subsection 80.25(C) of Annex H of the 2025 California
Elec trical Code is deleted.
15.24.065 Annex H. Section 80.27 "Inspector's qualifications " - Deleted. Section
80.27 of Annex H of the 2025 California Electrical Code is deleted.
15.24.070 Annex H. Section 80.29 "Liability for damages " - Deleted. Section 80.29
of Annex H of the 2025 California Electrical Code is deleted.
15.24.075 Annex G. Supervisory Control and Data Acquisition (SCADA) - Deleted.
Annex G of the 2025 California Electrical Code is deleted.
15.24.080 Article 89 "General Code Provisions". Subsection 89.108.8 "Appeals
Board" - Amended. Subsection 89.108.8 of Article 89 the 2025 California Electrical Code is
amended to read as follows:
Section 108.8.1. Appeals Board. In order to hear and dec ide appeals of
orders , decis ions , or determinations of the Building Official relative to the
application and interpretation of this code, the City Council shall appoint an ad
hoc Board of Appeals comprised of three (3) members who are qualified by
experience and training to pass upon matters pertaining to building codes,
regulations, and ordinances, and who are not employees of the City. Board
members shall serve at the pleasure of the City Council. The Board shall comply
with Rosenberg's Rules of Order in conducting their business, and shall render
written decisions and findings to the appellant with a copy to the Building Official.
Decisions of the Board may be appealed to the City Council by the appellant or
by the Building Official within thirty (30) days of the Decision of the Board by filing
of a written notice of appeal with the Director of Community Development stating
the reasons for the appeal. The person filing the appeals and the opposing party
shall be given at least ten days' written notice of the time and place of the hearing
on the appeal.
Section 4. This Ordinance shall take effect and be in force thirty (30) days from the date
of its passage, and before the expiration of fifteen (15) days after its passage, it or a summary of it,
shall be published once, with the names of the members of the City Coun cil voting for and against
the same in the Star News, a newspaper of general circulation published in the County of San
Diego, California.
Page 248 of 400
INTRODUCED this 4 th day of November, 2025.
PASSED and ADOPTED this 18 th day of November, 2025 .
____________________
Ron Morrison, Mayor
ATTEST:
____________________________
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
__________________________
Barry J. Schultz, City Attorney
Page 249 of 400
ORDINANCE NO. 2025-
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, ADOPTING THE 2025 CALIFORNIA MECHANICAL CODE, INCLUDING
APPENDIX CHAPTERS A, B, C, D, E, F AND G, AMENDING CERTAIN SECTIONS OF
THAT CODE, AND AMENDING CHAPTER 15.14 OF THE NATIONAL CITY MUNICIPAL
CODE.
WHEREAS, the ordinance updates the locally adopted building and construction
codes (last updated in 2023) to incorporate the 2025 California Building Code; 2025 California
Residential Code; 2025 California Existing Building Code; 2025 California Electrical Code and
2023 National Eclectic Code; 2025 California Mechanical Code; 2025 California Plumbing Code;
2025 California Energy Code; 2025 California Green Building Code; and all appendices related
to these codes with minor modifications to reflect local conditions; and
WHEREAS, California Health and Safety Code Section 17958 requires that cities
adopt building regulations that are substantially the same as those adopted by the California
Building Standards Commission and contained in the California Building Standards; and
WHEREAS, California Health and Safety Code section 17958.5 permits local
jurisdictions to make changes or modifications to the California Building Standards Code as are
reasonably necessary due to local climatic, geological or topographical conditions; and
WHEREAS, the City Council finds that the minor modifications and changes to the
California Building Standards Code are reasonably necessary to ensure consistent application of
the codes throughout the State; and
WHEREAS, pursuant to a published 10-day notice of the adoption of said
ordinance, a public hearing was held by the City Council on November 4, 2025, and at said public
hearing, all persons interested were given the opportunity to appear and be heard before the City
Council.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY
DOES ORDAIN AS FOLLOWS:
Section 1. That the City Council of the City of National City hereby adopts the 2025
California Mechanical Code, including Appendix Chapters A, B, C, D, E, F and G, except as
amended in Chapter 15.14 of the National City Municipal Code.
Section 2. That the City Council of the City of National City hereby deletes, add, or
modifies certain provisions of the 2025 California Mechanical Code.
Section 3. That the City Council of the City of National City hereby amends Chapter
15.14 of the National City Municipal Code to read as follows:
CHAPTER 15.14 CALIFORNIA MECHANICAL CODE
Page 250 of 400
Sections:
15.14.005 2025 California Mechanical Code - Adopted.
15.14.015 Chapter 1, Division II, "Administration" – Adopted and Amended.
15.14.020 Chapter 1, Division II, Section 103 "Powers and Duties of the Authority
Having Jurisdiction," Subsection 103.4 "Right of entry" – Amended.
15.14.025 Chapter 1, Division II, Section 107 "Board of Appeals," Subsection 107.1
"General" -Amended.
15.14.030 Chapter 1, Division II, Section 106 "Violations and Penalties," Subsection
106.1 "General" – Amended.
15.14.035 Chapter 1, Division II, Section 104 "Permits," Subsection 104.4.3 "Expiration" –
Amended.
15.14.040 Chapter 1, Division II, Section 104 "Permits," Subsection 104.4.7 "Permit denial”
– Added.
15.14.045 Chapter 1, Division II, Section 104.5 "Fees" – Amended.
15.14.050 Chapter 1, Division II, Table 104.5 "Mechanical permit fees” – Deleted.
15.14.060 Chapter 1, Division II, Section 104 "Permits," Subsection 104.3.2 "Plan
review fees” – Amended.
15.14.005 2025 California Mechanical Code - Adopted. The City Council adopts and
incorporates herein for the purpose of prescribing in the City of National City, regulations
governing the erection, installation, alteration, repair, relocation, replacement, addition to, use
or maintenance of any heating, ventilating, cooling, refrigeration system, incineration or other
miscellaneous heat producing appliance, in or on any building or structure or outdoors on any
premises or property, the 2025 California Mechanical Code, including Appendix Chapters A,
B, C, and D, California Code of Regulations Title 24, Part 4, except such portions as are
deleted, added, or amended by this chapter. The City Council does specifically and expressly
find and declare specific changes in variation for local amendments to the administrative
provisions of the 2025 California Mechanical Code. Copies of all codes are filed in the office
of the Building Official and are adopted and incorporated as fully set out in this chapter, and
the provisions thereof shall be controlling within the city limits.
15.14.065 Chapter 1, Division II, Section 104.5 "Fees," Subsection 104.5.2
“Investigation Fees” – Amended.
15.14.070 Chapter 1, Division II, Section 105 "Inspections and Testing,"
Subsection 105.2.6 "Re-inspections” – Amended.
15.14.075 Appendix Chapters A, B, C, D, E, F and G - Adopted.
Page 251 of 400
15.14.015 Chapter 1, Division II, "Administration" - Adopted and Amended.
Chapter 1, Division II "Administration," of the 2025 California Mechanical Code is adopted
subject to the additions, amendments and deletions provided in this Chapter.
15.14.020 Chapter 1. Division II, Section 103 "Powers and Duties of the Authority
Having Jurisdiction,” Subsection 103.4 "Right of entry” – Amended. Section 103.4 of the
2025 California Mechanical Code is amended to read as follows:
103.4 Right of entry. When necessary to make inspections to enforce
any provision of this code, or when the Building Official has reasonable cause
to believe that there exists in any building or upon any premises a condition or
code violation which makes such building or premises unsafe, dangerous or
hazardous, the Building Official, or his or her designee, may request entry as
specified in Chapter 1.12 of the National City Municipal Code.
15.14.025 Chapter 1, Division II, Section 107 "Board of Appeals," Subsection
107.1 "General" - Amended. Section 107.1 of the 2025 California Mechanical Code is
amended to read as follows:
107.1 General. In order to hear and decide appeals of orders, decisions, or
determinations made by the Building Official relative to the application and interpretation of
this code, the City Council shall appoint an ad hoc Board of Appeals consisting of three (3)
members who are qualified by experience and training to pass upon matters pertaining to
mechanical system design, construction, and maintenance and the public health aspects of
mechanical systems and who are not employees of the City. Board members shall serve at
the pleasure of the City Council. The Board shall comply with Rosenberg's Rules of Order in
conducting their business and shall render written decisions and findings to the appellant with
a copy to the Building Official. The Building Official shall take immediate action in accordance
with the decision of the Board, unless such decision is appealed to the City Council. Decisions
of the Board may be appealed to the City Council by the appellant or by the Building Official
within thirty (30) days of the decision of the Board, by the filing of a written notice of appeal
with the Director of Community Development stating the reasons for the appeal. The
appellant and the opposing party shall be given at least ten (10) days’ notice of the time and
place of the hearing on the appeal.
15.14.030 Chapter 1, Division II, Section 106 "Violations and Penalties,"
Subsection 106.1 "Violations" - Amended. Section 106.1 of the 2025 California
Mechanical Code is amended to read as follows:
106.1 General. Violations of any provision of this code shall be punishable as a
misdemeanor and shall carry the penalties as prescribed in Chapter 1.20 of the National
City Municipal Code.
15.14.035 Chapter 1, Division II, Section 104 "Permits," Subsection 104.4.3
"Expiration" – Amended. Section 104.3.3 of the 2025 California Mechanical Code is
Page 252 of 400
amended to read as follows:
104.4.3 Expiration. Every permit issued by the Building Official under the provisions of this code
shall expire by limitation and become null and void if the building or work authorized by
such permit is not commenced within twelve calendar months from the date of such
permit issuance, or if the building or work authorized by such permit is stopped at any
time after work has commenced for a period of six calendar months, or if the building
or work authorized by such permit exceeds three calendar years from the issuance date
of the permit. Work shall be presumed to have commenced if the permittee has obtained
a required inspection approval of work authorized by the permit by the Building Official
within twelve calendar months of the date of permit issuance.
Work shall be presumed to be stopped if the permittee has not obtained a required
inspection approval of work by the Building Official within each six months period upon
commencement of work authorized by such permit.
In order for work to be recommenced, a Permit Extension Request must be
submitted in writing and approved by the Building Official. Eligibility for a permit
extension is specified below.
1. For permits for which work has not commenced in the first twelve calendar
months from the date of permit issuance, a permit extension may be obtained
provided that:
A. No changes have been made or will be made in the original plans and
specifications for such work;
B. The expiration has not exceeded three years from the original issuance
date;
C. The same edition of the adopted codes is in effect as used in
the initial plan check;
D. A fee equal to one-half the amount required for a new permit is
paid.
E. The permit, even if extended, shall still expire three calendar
years from the date of the initial permit issuance.
2. For permits where work was commenced and was subsequently
stopped as defined herein, a permit extension may be obtained
provided that:
A. No changes have been made or will be made in the original
plans and specifications for such work;
B. The expiration has not exceeded three years from the original
issuance date;
Page 253 of 400
C. A fee equal to one-half the amount required for a new permit
is paid, except that where construction has progressed to the
point of requiring only a final inspection, a fee equal to one-
quarter of the amount required for new permit shall be paid;
and
D. A renewal permit shall expire three calendar years from the
date of the initial permit issuance.
3. For an extension of an unexpired permit, the permittee may apply for an
extension of time within which work under that permit may be continued when
for good and satisf actory reasons , by the Building Official in his or her sole
discretion, the permittee is unable to continue work within the time required
by section 15.14.035. The Building Official may extend the time for action by
the permittee for a period not exceeding six calendar months beyond the
expiration date in effect at the time of the extension application, upon written
request by the permittee showing that circumstances beyond the control of
the permittee have prevented action being taken.
4. Permits issued where the permittee has been deployed to a foreign
country may be held in abeyance until six months after the return of
the permittee from his/her deployment, if necessary, upon
application for such relief by the permittee.
15.14.040 Chapter 1. Division II. Section 104 "Permits." Subsection 104.4.7
"Permit denial" - Added. Section 104.4.7 of the 2025 California Mechanical Code is
added to read as follows:
104.4.7 Permit denial. The Building Official may deny the issuance of
a building permit on any property where there exists an unsafe or a
substandard building as provided in Chapter 15.10 and 15.16 of the National
City Municipal Code, or where there exists unlawful construction, or where
there exists a violation of the National City Municipal Code.
15.14.045 Chapter 1. Division II, Section 104.5 "Fees"-Amended. Section
104.5 of the 2025 California Mechanical Code is amended as follows:
104.5 Fees. Fees shall be assessed in accordance with the current
City of National City Fee Schedule.
15.14.050 Chapter 1. Division II, Table 104.5 "Mechanical permit fees" -
Deleted. Table 104.5 of the 2025 California Mechanical Code, "Mechanical Permit
Fees," is deleted.
15.14.060 Chapter 1, Division II. Section 104.0 "Permits," Subsection 104.3.2
"Plan review fees" - Amended. Section 104.3.2, of the 2025 California Mechanical
Code is amended as follows:
Page 254 of 400
Section 104.3.2 Plan Review Fees. Where a plan or other data is
required to be submitted in accordance with Section 104.3.1, a plan review
fee shall be paid at the time of submitting construction documents for review.
The plan review fees for mechanical system work shall be assessed in
accordance with the current City of National City Fee Schedule. The plan
review fees specified in this subsection are separate fees from the permit
fees.
Where plans are incomplete or changed so as to require additional
plan review, an additional plan review fee shall be charged in accordance with
the current City of National City Fee Schedule.
15.14.065 Chapter 1, Division II. Section 104.5 "Fees," Subsection 104.5.2
“Investigation Fees” – Amended. Section 104.5.2 of the 2025 California Mechanical
Code is amended to read as follows:
Section 104.5.2 Investigation Fees. Any person who commences any
work on a building, structure, electrical, mechanical or plumbing system
before obtaining the necessary permits shall be subject to an administrative
penalty equal to the inspection fee portion of the permit fee that would be
required by this code whether or not a permit is then subsequently issued. The
payment of such administrative penalty shall not exempt any person from
compliance with all other provisions of this code or from any penalty
prescribed by law.
When a plan review is required for issuance of such permit, the plan
review fee portion will not be subject to said penalty.
15.14.070 Chapter 1, Division II, Section 105.0 "Inspections and Testing,"
Subsection 105.2.6 "Reinspections” – Amended. Subsection 105.2.6 of the 2025
California Mechanical Code is amended to read as follows:
Section 105.2.6 Reinspections. A reinspection fee shall be permitted
to be assessed at the discretion of the Building Official, or his or her designee,
for each inspection or reinspection where such portion of work for which
inspection is called is not complete or where required corrections have not
been made.
Reinspection fees shall be permitted to be assessed where the
approved plans are not readily available to the inspector, for failure to provide
access on the date for which the inspection is requested, or for deviating from
plans requiring the approval of the Authority Having Jurisdiction.
To obtain a re-inspection, the permittee shall pay the re-inspection fee
in accordance with the current City of National City Fee Schedule. In instances
where a re-inspection fee has been assessed, no further inspections shall be
performed until the fees have been paid.
Page 255 of 400
15.14.075 Appendix Chapters A. B, C, D, E, F and G - Adopted. Appendix
Chapters A, B, C, D, E, F and G of the 2025 California Mechanical Code are adopted.
Section 4. This Ordinance shall take effect and be in force thirty (30) days from the
date of its passage, and before the expiration of fifteen (15) days after its passage, it or a
summary of it, shall be published once, with the names of the members of the City Council
voting for and against the same in the Star News, a newspaper of general circulation published
in the County of San Diego, California.
INTRODUCED this 4th day of November, 2025.
PASSED and ADOPTED this 18th day of November, 2025.
____________________
Ron Morrison, Mayor
ATTEST:
____________________________
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
__________________________
Barry J. Schultz, City Attorney
Page 256 of 400
ORDINANCE NO. 2025-
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, ADOPTING THE 2025 CALIFORNIA PLUMBING CODE AND TABLE
2902.1 OF THE 2025 CALIFORNIA BUILDING CODE, AMENDING CERTAIN
SECTIONS OF THOSE CODES, AND AMENDING CHAPTER 15.20 OF THE
NATIONAL CITY MUNICIPAL CODE.
WHEREAS, the ordinance updates the locally adopted building and construction
codes (last updated in 2023) to incorporate the 2025 California Building Code; 2025 California
Residential Code; 2025 California Existing Building Code; 2025 California Electrical Code and
2023 National Eclectic Code; 2025 California Mechanical Code; 2025 California Plumbing Code;
2025 California Energy Code; 2025 California Green Building Code; and all appendices related
to these codes with minor modifications to reflect local conditions; and
WHEREAS, California Health and Safety Code Section 17958 requires that cities
adopt building regulations that are substantially the same as those adopted by the California
Building Standards Commission and contained in the California Building Standards; and
WHEREAS, California Health and Safety Code section 17958.5 permits local
jurisdictions to make changes or modifications to the California Building Standards Code as are
reasonably necessary due to local climatic, geological or topographical conditions; and
WHEREAS, the City Council finds that the minor modifications and changes to the
California Building Standards Code are reasonably necessary to ensure consistent application of
the codes throughout the State; and
WHEREAS, pursuant to a published 10-day notice of the adoption of said
ordinance, a public hearing was held by the City Council on November 4, 2025, and at said public
hearing, all persons interested were given the opportunity to appear and be heard before the City
Council.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY
DOES ORDAIN AS FOLLOWS:
Section 1. That the City Council of the City of National City hereby adopt the 2025
California Plumbing Code and Table 2902 .1 of the 2025 California Building Code, except as
amended in Chapter 15.20 of the National City Municipal Code.
Section 2. That the City Council of the City of National City hereby deletes, adds, or
modifies certain provisions of the 2025 California Plumbing Code and Table 2902.1 of the 2025
California Building Code.
Section 3. That the City Council of the City of National City hereby amends Chapter
15.20 of the National City Municipal Code to read as follows:
Page 257 of 400
CHAPTER 15.20 – CALIFORNIA PLUMBING CODE
Sections:
15.20.005 2025 California Plumbing Code -Adopted.
15.20.015 Chapter 1, Divisions I and II - Adopted and amended.
15.20.020 Chapter 1, Division II, Section 103 "Duties and Powers of the Authority
Having Jurisdiction", Subsection 103.4 "Right of Entry" - Amended.
15.20.024 Chapter 1, Division II, Section 107 “Board of Appeals”, Subsection
107.1 "General"-Amended.
15.20.025 Chapter 1, Division II, Section 102 "Organization and Enforcement ",
Subsection 102.5 "Penalties" - Amended.
15.20.027 Chapter 1, Division II, Section 104.5 "Fees", Subsection 104.5.1
"Work Commencing Before Permit Issuance" - Amended.
15.20.030 Chapter1, Division II, Section 104 "Permits", Subsection 104.4.3
"Expiration" - Amended.
15.20.035 Chapter 1, Division II, Section 104 "Permits," Subsection 103.3.4
"Permit denial" - Added.
15.20.040 Chapter 1, Division II, Section 104 "Permits," Subsection 103.5 "Fees" -
Amended.
15.20.042 Chapter 1, Division II, Section 104 "Permits," Subsection 104.6 "Placement
of Permit -Added.
15.20.045
15.20.050
Chapter 1, Division II, Section 104 "Permits,” Subsection 104.3.2 "Plan
review fees" - Amended.
Chapter 1, Division II, Section 105 "Inspections and Testing." Subsection
105.2.6 "Re-inspection’s" - Amended.
15.20.060 Chapter 1, Division II, Table 104.5 "Plumbing permits fees" - Deleted.
15.20.065 Chapter 1, Division II, Table 422.1 "Minimum plumbing facilities" - Deleted.
15.20.070 Table 2902.1 "Minimum number of required plumbing fixtures of the 2025
California Building Code" - Adopted.
15.20.005 2025 California Plumbing Code - Adopted. The City Council adopts and
incorporates herein for the purpose of prescribing in the City of National City, regulations
governing the erection, installation, alteration, repair, relocation, replacement, addition to, use
or maintenance of any plumbing, gas, or drainage piping and systems or water heating or
treating equipment in or on any building or structure or outdoors on any premises or property,
the 2025 California Plumbing Code, including Administration Divisions I and II, California Code
of Regulations Title 24, Part 5, and Table 2902 .1 of the 2025 California Building Code. The
City Council does specifically and expressly find and declare specific changes in variation for
local amendments to the administrative provisions of the 2025 California Plumbing Code.
Page 258 of 400
Copies of all codes are filed in the office of the Building Official and are adopted and
incorporated as if fully set forth in this chapter, and the provisions shall be controlling within the
city limits.
15.20.015 Chapter 1. Divisions I and II - Adopted and Amended. Chapter 1, Division I,
"Administration" is adopted. Chapter 1, Division 11, "Administration" of the 2025 California
Plumbing Code is adopted subject to the additions, amendments, and deletions contained in
this chapter.
15.20.020 Chapter 1. Division II. Section 103 "Duties and Powers of the Authority
Having Jurisdiction” Subsection 103.4 "Right of Entry" - Amended. Subsection 103.4 of
the 2025 California Plumbing Code is amended to read as follows:
103.4 Right of Entry. When necessary to make inspection to enforce
any of the provisions of this code, or when the Building Official has reasonable
cause to believe that there exists in any building or upon any premises a
condition or code violation which make such building or premises unsafe,
dangerous or hazardous, the Building Official, or his or her designee, may
request entry as specified in Chapter 1.12 of the National City Municipal Code.
15.20.24 Chapter 1, Division II, Section 107 "Board of Appeals, Subsection 107.1 "General"
- Amended. Subsection 107.1 of the 2025 California Plumbing Code is amended to read as
follows:
107.1 General. In order to hear and decide appeals of orders, decisions, or
determinations of the Building Official relative to the application and interpretation
of this code, the City Council shall appoint an ad hoc Board of Appeals comprised
of three (3) of members who are qualified by experience and training to pass upon
matters pertaining to plumbing design, construction, and maintenance, and the
public health aspects of plumbing systems and who are not employees of the City.
Board members shall serve at the pleasure of the City Council. The Board shall
comply with Rosenberg's Rules of Order in conducting their business and shall
render written decisions and findings to the appellant with a copy to the Building
Official. Decisions of the Board may be appealable to the City Council by the
appellant or by the Building Official within thirty (30) days of the decision of the
Board, by the filing of a written notice of appeal with the Director of Community
Development stating the reasons for the appeal. The person filing the appeal and
the opposing party shall be given at least ten (10) days' written (?) notice of the time
and place of the hearing on the appeal.
15.20.024 Chapter 1. Division II, Section 106 "Violations and Penalties" Subsection
106.3 "Penalties" - Amended. Subsection 106.3 of the 2025 California Plumbing Code is
amended to read as follows:
106.3 Penalties. Violation of any provision of this code shall be punishable
as a misdemeanor and shall carry the penalties as prescribed in Chapter 1.20 of
the National City Municipal Code.
Page 259 of 400
15.20.027 Chapter 1, Division II, Section 104.5 "Fees", Subsection 104.5.1 "Work
Commencing Before Permit Issuance - Amended. Subsection 104.5.1 of the 2022 California
Plumbing Code is amended to read as follows:
104.5.1 Work Commencing Before Permit Issuance. Any person who
commences any work on a building, structure, electrical, gas, mechanical or
plumbing system before obtaining the necessary permits shall be subject to an
administrative penalty equal to the inspection fee portion of the permit fee that
would be required by this code if a permit were to be issued. The administrative
penalty is in addition to a permit fee.
When a plan review is required for issuance of such permit, the plan review
fee portion will not be subject to said penalty. The payment of such administrative
penalty shall not exempt any person from compliance with all other provisions of this
code or from any penalty prescribed by law.
15.20.030 Chapter 1. Division II, Section 104 "Permits," Subsection104.4.3. "Expiration"
- Amended. Subsection 104.4.3 of the 2022 California Plumbing Code is amended to read as
follows:
104.4.3 Expiration. Every permit issued by the Building Official under
the provisions of this code shall expire by limitation and become null and void
if the building or work authorized by such permit is not commenced within
twelve calendar months from the date of such permit issuance, or if the building
or work authorized by such permit is stopped at any time after the work has
commenced for a period of six calendar months, or if the building or work
authorized by such permit exceeds three calendar years from the issuance
date of the permit. Work shall be presumed to have commenced if the permittee
has obtained a required inspection approval of work authorized by the permit
by the Building Official within twelve calendar months of the date of permit
issuance. Work shall be presumed to be stopped if the permittee has not
obtained a required inspection approval of work by the Building Official within
each six- month period upon the initial commencement of work authorized by
such permit.
In order for work to be recommenced, a Permit Extension Request
must be submitted in writing and approved by the Building Official. Eligibility
for a permit extension is specified below.
1. For permits for which work has not commenced in the
first twelve calendar months from the date of issuance, a permit extension
may be obtained provided that:
A. No changes have been made or will be made in the
original plans and specifications for such work;
B. The expiration has not exceeded three years from the
original issuance date;
C. The same edition of the adopted codes is in effect as
used in the initial plan check;
D. A fee equal to one-half the amount required for a new
Page 260 of 400
permit is paid; and
E. The permit, even if extended, shall expire three
calendar years from the date of initial permit
issuance.
2. For permits where work has commenced and was
subsequently stopped as defined herein, a permit extension may be obtained
provided that:
A. No changes have been made or will be made in the
original plans and specifications for such work;
B. The expiration has not exceeded three years from the
original issuance date;
C. A fee equal to one-half the amount required for a new
permit is paid, except that where construction has
progressed and has been approved to the point of
requiring only a final inspection, a fee equal to one
quarter the amount required for a new permit shall be
paid; and
D. The permit, even if extended, shall expire three
calendar years from the date of initial permit
issuance.
3. For an extension of an unexpired permit, the permittee
may apply for an extension of time within which work under that permit
may be continued when for good and satisfactory reasons, as determined
by the Building Official in his or her sole discretion, the permittee is unable
to continue work within the time required by section 15 .20.030. The
Building Official may extend the time for action by the permittee for a
period not exceeding six calendar months beyond the expiration date in
effect at the time of the extension application, upon written request by the
permittee showing that circumstances beyond the control of the permittee
have prevented action from being taken.
4. Permits issued where the permittee has been deployed
to a foreign country, may be held in abeyance until six months after the
return of the permittee from his/her deployment, if necessary, upon
application for such relief by the permittee.
15.20.035 Chapter 1. Division II, Section 104 "Permits". Subsection 104.3.4 "Permit denial"
- Added. Subsection 104.3.4 is added to the 2025 California Plumbing Code is to read as
follows
104.3.4 Permit Denial. The Building Official may deny the issuance of a building
permit on any property where there exists an unsafe or substandard building as
provided in Chapter 15.10 and 15.16 of the National City Municipal Code, or where
Page 261 of 400
there exists unlawful construction or a violation of the National City Municipal Code.
15.20.040 Chapter 1. Division II, Section 104 "Permits". Subsection 104.5 "Fees" -
Amended. Subsection 104.5 of the 2025 California Plumbing Code is amended to read as
follows:
104.5 Fees. Fees shall be assessed in accordance with the current City of
National City Fee Schedule.
15.20.042 Chapter 1, Division II, Section 104 "Permits," Subsection 104.6 "Placement
of Permit" - Added. Subsection 104.6 is added to the 2025 California Plumbing Code to read
as follows:
104.6 Placement of Permit. The building permit or a copy, the inspection record,
and the approved plans shall all be kept on site until the completion of the project. The
inspection record is to be kept on the job unless removed by the Building Official.
15.20.045 Chapter 1, Division II. Section 104 "Permits", Subsection 104.3.2
"Plan Review Fees" - Amended. Subsection 104.3.2 of the 2025 California Plumbing
Code is amended to read as follows:
104.3.2 Plan Review Fees. Where a plan or other data is required to
be submitted in accordance with Section 104.3.2, a plan review fee shall be
paid at the time of submitting construction documents for review. The plan
review fees shall be assessed in accordance with the current City of National
City Fee Schedule. The plan review fees specified in this subsection are
separate fees from the permit fees.
Where plans are incomplete or changes so as to require additional
plan review, an additional plan review fee shall be charged in accordance with
the current City of national City Fee Schedule.
15.20.050 Chapter 1, Division II, Section 105 "Inspections and Testing",
Subsection
105.2.6 "Reinspections “- Amended. Subsection 105.2.6 of the 2025 California Plumbing
Code is amended to read as follows:
105.2.6 Reinspections. A reinspection fee may be assessed for each
inspection or reinspection when any of the following occurs:
1. The portion of work for which the inspection was called is
not complete or the corrections previously required and called for are not
made;
2. Calling for an inspection before the job is ready for such
inspection or reinspection;
3. The inspection record card or the approved plans are not
Page 262 of 400
posted or otherwise available to the inspector;
4. Failure to provide access on the date for which the
inspection is requested; or,
5. Deviating from the approved plans when such deviation
or change required approval of the Building Official.
To obtain a re-inspection, the permittee shall pay the re-inspection fee in
accordance with the current City of National City Fee Schedule. In instances where a
re-inspection fee has been assessed, no further inspections shall be performed until the
fees have been paid.
15.20.060 Chapter 1, Division II, Table 104.5 "Plumbing Permits Fees" - Deleted. Table 104.5
of Chapter 1, Division II of the 2025 California Plumbing Code, entitled "Plumbing Permit Fees",
is deleted.
15.20.065 Table 422 .1 "Minimum Plumbing Facilities" - Deleted. Table 422.1 of Chapter 4, of
the 2025 California Plumbing Code, entitled "Minimum Plumbing Facilities", is deleted.
15.20.070 Table 2902.1 "Minimum number of required plumbing fixtures of the 2022 California
Building Code” - Adopted. Table 2902.1 of the 2025 California Building Code is adopted.
Plumbing fixtures shall be provided for the type of occupancy and in the minimum number
shown in Table 2902 .1. Types of occupancies not shown in Table 2902.1 shall be considered
individually by the Building Official. The number of occupants shall be determined by this code.
Occupancy classification shall be determined in accordance with Chapter 3 of the 2025
California Building Code.
Section 4. This Ordinance shall take effect and be in force thirty (30) days from the
date of its passage, and before the expiration of fifteen (15) days after its passage, it or a
summary of it, shall be published once, with the names of the members of the City Council
voting for and against the same in the Star News, a newspaper of general circulation published
in the County of San Diego, California.
INTRODUCED this 4th day of November, 2025.
PASSED and ADOPTED this 18th day of November, 2025.
____________________
Ron Morrison, Mayor
ATTEST:
____________________________
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
__________________________
Barry J. Schultz, City Attorney
Page 263 of 400
ORDINANCE NO. 2025-
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, ADOPTING THE 2025 CALIFORNIA ENERGY CODE, AND AMENDING
SECTION 15.75.010 OF THE NATIONAL CITY MUNICIPAL CODE.
WHEREAS, the ordinance updates the locally adopted building and construction
codes (last updated in 2023) to incorporate the 2025 California Building Code; 2025 California
Residential Code; 2025 California Existing Building Code; 2025 California Electrical Code and
2023 National Eclectic Code; 2025 California Mechanical Code; 2025 California Plumbing Code;
2025 California Energy Code; 2025 California Green Building Code; and all appendices related
to these codes with minor modifications to reflect local conditions; and
WHEREAS, California Health and Safety Code Section 17958 requires that cities
adopt building regulations that are substantially the same as those adopted by the California
Building Standards Commission and contained in the California Building Standards; and
WHEREAS, California Health and Safety Code section 17958.5 permits local
jurisdictions to make changes or modifications to the California Building Standards Code as are
reasonably necessary due to local climatic, geological or topographical conditions; and
WHEREAS, pursuant to a published 10-day notice of the adoption of said
ordinance, a public hearing was held by the City Council on November 4, 2025, and at said public
hearing, all persons interested were given the opportunity to appear and be heard before the City
Council.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY
DOES ORDAIN AS FOLLOWS:
Section 1. That the City Council of the City of National City hereby adopt the 2025
California Energy Code, California Code of Regulations, Title 24, Part 6, establishing
regulations for the installation, maintenance, and alteration of energy systems within the city.
Section 2. That the City Council of the City of National City hereby amends Section
15.75.010 of the National City Municipal Code to read as follows:
15.75.010 - 2025 California Energy Code - Adopted. The City Council adopts and
incorporates herein, for the purpose of prescribing regulations for the conservation of energy,
the, 2025 California Energy Code, California Code of Regulations, Title 24, Part. 6. Except as
otherwise provided by this chapter, all construction of buildings where energy will be utilized
shall be in conformance with the 2025 California Energy Code.
Section 3. This Ordinance shall take effect and be in force thirty (30) days from the
date of its passage, and before the expiration of fifteen (15) days after its passage, it or a
summary of it, shall be published once, with the names of the members of the City Council
voting for and against the same in the Star News, a newspaper of general circulation published
in the County of San Diego, California.
Page 264 of 400
INTRODUCED this 4th day of November, 2025.
PASSED and ADOPTED this 18th day of November, 2025.
____________________
Ron Morrison, Mayor
ATTEST:
____________________________
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
__________________________
Barry J. Schultz, City Attorney
Page 265 of 400
ORDINANCE NO. 2025-
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, ADOPTING THE 2025 CALIFORNIA GREEN BUILDING
STANDARDS CODE, AND AMENDING SECTION 15.78.010 OF THE NATIONAL
CITY MUNICIPAL CODE.
WHEREAS, the ordinance updates the locally adopted building and construction
codes (last updated in 2023) to incorporate the 2025 California Building Code; 2025 California
Residential Code; 2025 California Existing Building Code; 2025 California Electrical Code and
2023 National Eclectic Code; 2025 California Mechanical Code; 2025 California Plumbing Code;
2025 California Energy Code; 2025 California Green Building Code; and all appendices related
to these codes with minor modifications to reflect local conditions; and
WHEREAS, California Health and Safety Code Section 17958 requires that cities
adopt building regulations that are substantially the same as those adopted by the California
Building Standards Commission and contained in the California Building Standards; and
WHEREAS, California Health and Safety Code section 17958.5 permits local
jurisdictions to make changes or modifications to the California Building Standards Code as are
reasonably necessary due to local climatic, geological or topographical conditions; and
WHEREAS, pursuant to a published 10-day notice of the adoption of said
ordinance, a public hearing was held by the City Council on November 4, 2025, and at said public
hearing, all persons interested were given the opportunity to appear and be heard before the City
Council.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY
DOES ORDAIN AS FOLLOWS:
Section 1. That the City Council of the City of National City hereby adopt the 2025
California Green Building Standards Code, California Code of Regulations Title 24, Part 11,
establishing regulations to enhance building design and construction within the city.
Section 2. That the City Council of the City of National City hereby amends Section
15.78.010 of the National City Municipal Code to read as follows:
15.78.010 2025 California Green Building Standards Code - Adopted. The City Council
adopts and incorporates herein for the purpose of prescribing regulations for the reduction of
negative impacts or increasing positive environmental impacts and encouraging sustainable
construction practices, the 2025 California Green Building Standards Code, California Code of
Regulations Title 24, Part 11. All construction of buildings shall be in conformance with the
2025 California Green Building Standards Code, except as otherwise provided by this chapter.
Section 3. This Ordinance shall take effect and be in force thirty (30) days from the
date of its passage, and before the expiration of fifteen (15) days after its passage, it or a
summary of it, shall be published once, with the names of the members of the City Coun cil
Page 266 of 400
voting for and against the same in the Star News, a newspaper of general circulation published
in the County of San Diego, California.
INTRODUCED this 4th day of November, 2025.
PASSED and ADOPTED this 18th day of November, 2025.
____________________
Ron Morrison, Mayor
ATTEST:
____________________________
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
__________________________
Barry J. Schultz, City Attorney
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AGENDA REPORT
Department: Human Resources
Prepared by: Alicia Hicks, Human Resources Director
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
Approval of the Revision of the Information Technology Technician Classification
RECOMMENDATION:
Adopt a Resolution Entitled, “Resolution of the City Council of the City of National City, California,
Revising the Job Description for the Information Technology Technician Classification to Reflect
Current Duties, Responsibilities, and Technology Standards.
EXPLANATION
The Information Technology Technician classification was last reviewed on March 8, 2018. Since
that time, significant advancements in technology, cybersecurity and network infrastructure have
occurred, requiring updates to the duties, minimum qualifications, and knowledge areas within
the classification. The updated specification more accurately reflects the current operational
needs of the Information Technology Division, including enhanced technical support functions.
The revisions also align the classification with comparable positions across similar-sized public
agencies to ensure internal equity and external competitiveness.
BOARD, COMMISSION, AND COMMITTEE PRIOR ACTION:
The revised classification was reviewed and approved by the Civil Service Commission on
September 10, 2025.
FINANCIAL STATEMENT:
No fiscal impact.
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
N/A
ENVIRONMENTAL REVIEW:
This is not a project under CEQA, and is therefore, not subject to environmental review.
CCR15378; PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
EXHIBITS:
Exhibit A – Resolution Approval of Classification
Exhibit B – Information Technology Technician- Class Spec 2025 Update
Page 268 of 400
RESOLUTION NO. 2025 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY, CALIFORNIA,
REVISING THE JOB DESCRIPTION FOR THE INFORMATION TECHNOLOGY TECHNICIAN
JOB CLASSIFICATION TO REFLECT CURRENT DUTIES, RESPONSIBILITIES, AND
TECHNOLOGY STANDARDS.
WHEREAS, City staff recommends approving the revisions of the job description for the
existing Information Technology Technician classification; and
WHEREAS, the job description was revised to update the duties, minimum qualifications,
and knowledge areas within the classification in recognition of advancements in technology,
cybersecurity and network infrastructure since the last time the classification was reviewed, and
to more accurately reflect the current operational needs of the Information Technology Division;
and
WHEREAS, the Civil Service Commission of the City of National City approved the
revision to the existing classification, as shown in Exhibit B, at their regular meeting on September
10, 2025.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:
Section 1: That the City Council hereby authorizes the revisions to the job description
for the position of Information Technology Technician.
Section 2: That the City Clerk shall certify to the passage and adoption of this Resolution
and enter it into the book of original Resolutions.
PASSED and ADOPTED this 18th day of November, 2025.
Ron Morrison, Mayor
ATTEST:
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
Barry J. Schultz, City Attorney
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INFORMATION TECHNOLOGY TECHNICIAN
(CONFIDENTIAL POSITION)
CITY OF NATIONAL CITY
CLASS SPECIFICATION Approved:
DEFINITION
Under general direction, performs a wide range of technical work supporting City-wide information
technology systems; to maintain, troubleshoot and repair computer systems, hardware, software
and computer peripherals; and to perform related work.
DISTINGUISHING CHARACTERISTICS
This is a journey-level technical classification, capable of and responsible for independently
performing the full range of operating and coordinating various information systems and requiring
the use of independent judgment and the application of technical skills.
EXAMPLES OF TYPICAL DUTIES
The following duties and responsibilities are representative of those typically performed by
positions assigned to this classification. Any single position may not perform all of these duties
and/or may perform similar related tasks not listed here.
Responsibilities may include, but are not limited to, the following: perform a wide variety of duties
in the installation, testing, configuration and troubleshooting of hardware and software
applications and equipment on networked systems; provide support in the installation and set-up
of computers, servers and networks by installing cabling and wiring for systems and peripheral
equipment; install and troubleshoot networked components. Provide telephone, in-person and
online support to end-users. Provide updates, status and completion information to manager or
end-users, via voice mail, e-mail or in-person communication; provide technical assistance to
system users for computer and networked systems equipment including hardware, software and
peripheral equipment; respond to requests for assistance on desktop and computer related
problems including hardware, software and peripheral printers and related equipment; determine
severity of problem and resolve or refer to appropriate staff member or vendor; perform repair on
computer systems and peripheral equipment including printers, modems, scanners and related
devices; coordinate major equipment repairs, arrange for vendor to perform on-site repairs as
needed; perform network administration duties such as monitoring, adding and deleting
applications, users and devices; modifying user profiles, re-setting passwords and file
maintenance; monitor storage utilization; document all network changes and revisions; monitor
computer systems, networks and applications for response time, problem prevention,
performance and resource utilization; assist users in optimizing their desktop environment;
conduct training sessions with desktop users; provide information on system and application
functions; restore or recover files or corrupted data; monitor systems for errors or abnormal
situations; respond to error messages; resolve issue or refer to appropriate staff member; conduct
system and database backups as necessary; files backup tapes; participate in the inventory of
hardware and software; research and recommend the purchase of software applications,
computer related equipment and peripherals; stay abreast of new information technology trends
and innovations; read appropriate literature and attend training as necessary; provide technical
support for records management, spreadsheet, database and word processing applications; build
and maintain positive working relationships with co-workers, other City employees and the public
using principles of good customer service; perform other duties related to this position as
assigned.
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MINIMUM QUALIFICATIONS
Training and Experience: Any combination equivalent to training and experience that could likely
provide the required knowledge, skills, and abilities will be qualifying. A typical way to obtain the
required knowledge, skills, and abilities would be: two years of experience in the installation, use
and maintenance of computer hardware, software and related peripheral equipment in a multi-
sever networked environment AND training equivalent to an Associate of Science degree in
information science, computer science or a closely related field.
Knowledge and Skills in:
Computer software and hardware operations and equipment (peripherals) for Intel/Microsoft
based PC's; principles and practices of computer hardware and software de-bugging and other
troubleshooting procedures; local area network concepts, Wi-Fi, wiring, hubs, routers, and
network operating systems; principles, techniques, and current developments in information
technology; Internet security and data privacy principles; principles and practices of network
administration and data communications; mobile device operating systems such as Android, iOS
and WindowsMobile.
Ability to:
Operate a variety of computer hardware and software platforms including, but not limited to,
desktops, laptops, Mobile Data Computers (MDCs), printers, print servers, mobile devices
(tablets, smartphones, etc.), Microsoft Windows, Microsoft Office Suite/Office365, Android and
iOS mobile operating systems; install computer hardware and software; diagnose technical
problems and determine appropriate action; apply knowledge of generic software applications,
local area network connection, maintenance and troubleshooting principles and practices; read
and interpret complex technical documents, reports and instructions; write typical business
documents; follow oral and written instructions; train others; prioritize and organize work; and
write specifications and reports as needed; communicate clearly and concisely, both orally and in
writing; establish and maintain effective working relationships with those contacted in the course
of work; work with various cultural and ethnic groups in a tactful and effective manner; maintain
confidentiality of administrative passwords, or other confidential information that is presented in
the course of performing job duties.
On an intermittent basis, sit at desk for periods of time, walk and stand. Intermittently twist and
reach office equipment; bend, squat, kneel, lay down and twist while connecting wiring and picking
up equipment; use telephone and keyboard; lift or carry up to 50 pounds. See in the normal vision
range with or without correction to read typical business documents and computer screens; hear
in the normal range with or without correction. Primary work is performed indoors in a carpeted
and air-conditioned office environment with adequate lighting and moderate noise level. Frequent
movement is required from office to office and there is exposure to the external environment when
going to outlying offices and meetings. Work is frequently disrupted by the need to respond to in-
person and telephone inquiries. Employees are required to be available for rotating on-call
assignments and may be required to work during irregular work hours such as early mornings,
evenings and weekends to respond to after-hours and/or immediate computer support.
Employees must have immediate access to broadband internet connection to provide remote
support services from their home.
LICENSES, CERTIFICATIONS, OR SPECIAL REQUIREMENTS
Possession of a valid California Class C Driver’s License or other means that would allow for the
ability to commute to City facilities or other sites for meetings, trainings, and to provide technical
support or a review of technology needs.
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AGENDA REPORT
Department: Fire Department
Prepared by: Walter Amedee, Emergency Manager
Meeting Date: Tuesday, November 18, 2025
Approved by: Scott W. Huth, Interim City Manager
SUBJECT:
AP Triton EMS Transportation & Optimization Study
RECOMMENDATION:
Adopt the Resolution Entitled, “Resolution of the City Council of the City of National City,
California, Accepting the Emergency Medical Services (EMS) Transportation & Optimization
Study Conducted by AP Triton Consulting and Directing the City Manager to Pursue the
Development of a Municipal Ambulance Transport System.”
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
The National City Fire Department (NCFD), in coordination with AP Triton Consulting, conducted
a comprehensive Emergency Medical Services (EMS) Transportation & Optimization Study to
evaluate operational performance, financial sustainability, and long-term service delivery models.
The study found that NCFD currently provides a high-performing ALS (Advanced Life Support)
first-response system covering approximately 9 square miles and serving over 10,000 incidents
annually—nearly half of which are medical in nature.
Through its operational and financial assessment, AP Triton identified a significant opportunity to
improve fiscal sustainability, system reliability, and local control by transitioning to a City-operated
municipal ambulance transport model. AP Triton used National City data to develop an estimate
of collectible revenues. The consultant evaluated five different service delivery models and
compared the costs to operate them to the estimated revenues. Among the five delivery models
evaluated, the Ambulance Operator Model, which would be staffed by non-sworn EMTs and
paramedics produced the strongest financial outcome, with an estimated annual surplus of
$509,799 while maintaining service reliability.
The analysis revealed that this model would enable participation in federal and state
reimbursement programs, including the Public Provider Ground Emergency Medical Transport
(PP-GEMT) program and the Quality Assurance Fee (QAF) program, which together could yield
an estimated additional annual fiscal benefit exceeding $900,000.
Key recommendations from the study include:
Adopting a public provider framework to maximize cost recovery.
Leveraging supplemental funding programs (PP-GEMT, IGT, Medicaid enhancement).
Implementing an Enterprise Fund model to stabilize long-term fiscal performance.
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Investing in a permanent Fire Station 33 to support EMS expansion.
Maintaining data-driven oversight using continuous QA/QI performance metrics.
The findings demonstrate that a City-operated ambulance transport system would enhance
service reliability, improve fiscal sustainability, and align with National City’s goal of providing
equitable, high-quality emergency medical care to all residents.
FINANCIAL STATEMENT:
Costs associated with the study’s recommendations will be evaluated by the City Manager as part
of the subsequent development phase and recommendations will be brought back to the City
Council for approval.
RELATED CITY COUNCIL 2020-2025 STRATEGIC PLAN GOAL:
Public Safety
ENVIRONMENTAL REVIEW:
This is not a project under CEQA and is therefore not subject to environmental review. CCR15378;
PRC 21065.
PUBLIC NOTIFICATION:
The Agenda Report was posted at least 72 hours before the Regular Meeting date and time, and
24 hours before a Special Meeting in accordance with the Ralph M. Brown Act.
ORDINANCE:
Not Applicable
EXHIBITS:
Exhibit A – AP Triton EMS Transportation & Optimization Study
Exhibit B – Resolution
Page 273 of 400
National City Fire Department
National City, CA
EMS Transportation
& Optimization Study
October 2025
Page 274 of 400
EMS Transportation & Optimization Study National City Fire Department
1
CONTENTS
Contents .................................................................................................................................. 1
Acknowledgments ................................................................................................................. 3
Executive Summary ............................................................................................................... 4
System Valuation and Reimbursement Potential ............................................................ 4
Operational Framework and Performance ..................................................................... 5
Facilities, Apparatus, and Readiness ................................................................................ 5
Service Demand and Resource Requirements ............................................................... 5
Financial Model Comparison and Findings ..................................................................... 6
Strategic Recommendations ............................................................................................ 6
Conclusion ........................................................................................................................... 7
SECTION I: EVALUATION OF THE EMS SYSTEM .............................................................. 8
Overview of the Community & EMS System ........................................................................ 9
National City, California ..................................................................................................... 9
National City Fire Department ......................................................................................... 12
Study Area ......................................................................................................................... 15
Community EMS Education—National City Fire Department ...................................... 15
Emergency 9-1-1 Dispatch Capabilities—National City, CA ....................................... 17
Capital Facilities, Apparatus, & Equipment ...................................................................... 18
National City Fire Department Stations .......................................................................... 20
Summary of the NCFD Fire Stations ................................................................................. 23
NCFD Apparatus & Vehicles Inventory ........................................................................... 23
Service Demand Overview ................................................................................................. 29
Research Information ....................................................................................................... 29
System Demand & Performance .................................................................................... 31
Response Performance .................................................................................................... 46
Population Growth & Service Demand Projections ........................................................... 52
Population Growth ............................................................................................................ 52
Service Demand ............................................................................................................... 55
SECTION II: EMS SYSTEM VALUATION ........................................................................ 57
Financial Analysis of EMS Transport Services ..................................................................... 58
Understanding Health Care Financing ........................................................................... 58
Determining the Value of the System ............................................................................. 59
Understanding the Payer Mix .......................................................................................... 65
Resource Needs and Workload Assessment ..................................................................... 71
Unit Hour Utilization & Time on Task ................................................................................. 71
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EMS Transportation & Optimization Study National City Fire Department
2
Projected Unit Deployment ............................................................................................. 74
Costs of the EMS System ....................................................................................................... 75
Personnel Costs ................................................................................................................. 75
Administrative Costs .......................................................................................................... 76
Overhead Costs ................................................................................................................ 78
Additional Start-Up Costs ................................................................................................. 80
Cost Recovery & FEE REVIEW ............................................................................................... 82
Analysis of Potential Revenue Streams ........................................................................... 82
Federal Reimbursement Programs .................................................................................. 84
SECTION III: EMS SYSTEM DELIVERY MODELING ......................................................... 91
EMS Delivery Options & Strategies ...................................................................................... 92
EMS Transport Service Models ......................................................................................... 92
System Deployment Recommendations ....................................................................... 93
System Costs ...................................................................................................................... 94
Public-Private Partnership ................................................................................................ 98
Facilities .............................................................................................................................. 98
Deployment Models ......................................................................................................... 99
Governance Structure .................................................................................................... 116
Regulatory Compliance and Legal Considerations ................................................... 116
Impact of California Health and Safety Code Sections 1797.201 & 1797.224 ......... 117
Strategic Collaboration with LEMSA & EMSA ............................................................... 117
Startup Costs .................................................................................................................... 118
Hiring and Orientation .................................................................................................... 118
Summary of Transportation Models .............................................................................. 120
Appendix A: Table of Figures ............................................................................................ 122
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EMS Transportation & Optimization Study National City Fire Department
3
ACKNOWLEDGMENTS
AP Triton Consulting wishes to extend its sincere appreciation to each of those
individuals whose contributions and assistance made this project possible.
Our sincere appreciation is extended to each of you…
National City Dignitaries
Ron Morrison
Mayor
Marcus Bush
Vice Mayor
Luz Molina
Council Member
Jose Rodriguez
Council Member
Ditas Yamane
Council Member
National City
Scott Huth
City Manager
Bruce Foltz
Finance Director
Alicia Hicks
Human Resource Director
Barry Schultz
City Attorney
Ashlin Lutes
Deputy City Attorney
Richard Romero
Assistant City Attorney
National City Fire Department
Sergio Mora
Fire Chief
Brian Krepps
Division Chief
Robert Hernandez
Division Chief
James Stiles
Battalion Chief
Matt Lucas
Battalion Chief
Scott Robinson
Battalion Chief
Brian Viora
Captain of EMS
Jeremy Day
Captain
International Association of Fire Fighters, Local 2744
Jeremy Day
President
…and each of the EMTs, Paramedics, Firefighters, officers,
and support staff who daily serve the residents and visitors of National City.
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EMS Transportation & Optimization Study National City Fire Department
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EXECUTIVE SUMMARY
The National City Fire Department (NCFD) delivers a high-performing Emergency
Medical Services (EMS) system that provides rapid, advanced prehospital care across a
dense, urban service area of approximately 7.3–9.1 square miles. Through an integrated
model of fire-based Advanced Life Support (ALS) first response, private ambulance
partnership, and countywide dispatch coordination, NCFD ensures timely emergency
care for more than 10,000 incidents annually—nearly half of which are medical in
nature.
System Valuation and Reimbursement Potential
The financial assessment of National City’s EMS system reveals a significant opportunity
for enhanced cost recovery and long-term fiscal sustainability under a public provider
framework.
Using National City’s 2024 ALS transport rate of $4,606 and projected 2025 volume of
5,598 transports, the system’s gross annual billing is estimated at $20.8 million, with net
collectible revenue of approximately $4.83 million (23% of billings). The payer mix,
dominated by Medicare (44%) and Medi-Cal (33%), creates a structural ceiling on
reimbursement potential under private operations. However, as a public provider,
NCFD would gain access to the Public Provider Ground Emergency Medical Transport
(PP-GEMT) program and related federal Medicaid enhancements.
PP-GEMT participation would elevate Medi-Cal reimbursement from $339 per trip
(private) to $1,158 per trip (public), a differential of roughly $819 per transport. At
National City’s projected volume, this equates to an annual fiscal benefit exceeding
$900,000, directly improving cost recovery and reducing dependence on the General
Fund. Additionally, public operation enables eligibility for supplemental programs such
as the Quality Assurance Fee (QAF), further improving overall Medi-Cal recovery rates.
In total, the combined effects of PP-GEMT participation and improved reimbursement
structures could increase annual EMS system revenue to approximately $4.8 million,
positioning a city-operated model as not only clinically superior but also financially
advantageous over private subcontracting.
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EMS Transportation & Optimization Study National City Fire Department
5
Operational Framework and Performance
NCFD maintains 24-hour ALS coverage through a three-platoon staffing structure of 14
personnel per shift. Fire-based paramedics staff all frontline units—Engines 31 and 34,
Truck 34, and Squad 33—enabling early intervention in cardiac arrest, trauma, and
respiratory emergencies prior to ambulance arrival.
Private transport integration is achieved through American Medical Response (AMR)
units co-located at Stations 31 and 34, ensuring rapid transition from on-scene
stabilization to hospital delivery. This model provides seamless care coordination while
mitigating service delays.
Dispatch operations are managed through the National City Police Department’s PSAP
and the regional Emergency Command and Data Center (ECDC), which utilizes
Emergency Medical Dispatch (EMD) and Enhanced 9-1-1 (E911) technology to deliver
pre-arrival instructions and triage.
Facilities, Apparatus, and Readiness
NCFD operates three stations—Station 34 (good condition), Station 31 (fair), and Station
33 (temporary/poor). While the system’s geographic distribution supports effective
coverage, Station 33’s temporary status and capacity limitations constrain future EMS
expansion. Construction of a permanent Station 33 capable of housing three
apparatus and eight staff is recommended if municipal ambulance operations are
pursued.
Frontline apparatus (two engines, one aerial quint, and one squad) are rated in good-
to-excellent condition. The department adheres to a Capital Replacement Plan that
aligns with the Economic Theory of Vehicle Replacement, ensuring optimal timing for
apparatus renewal to minimize lifecycle costs.
Service Demand and Resource Requirements
Between 2020 and 2024, EMS incidents rose 6.7%, despite a stable population base
(~55,000 residents). Peak demand occurs between 8:00 AM and 8:00 PM, representing
63.7% of total daily volume. GIS analysis confirms adequate 4- and 8-minute travel-time
coverage, though concurrency data indicates growing pressure on daytime capacity.
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EMS Transportation & Optimization Study National City Fire Department
6
Modeling identifies a need for four to five ambulances during peak daytime hours and
two to three units overnight, maintaining an optimal Unit Hour Utilization (UHU) of 0.35 to
balance responsiveness and personnel endurance.
Financial Model Comparison and Findings
Five delivery options were evaluated:
Model Description Unit Hour
Cost
Net
Recovery Outcome
#1 Firefighter
Model
Sworn firefighter-
paramedic staffing $214.12 –$173K High cost,
premium service
#2 Ambulance
Operator Model
Non-sworn
EMT/paramedic staffing $182.93 +$510K Most sustainable
#3 Hybrid
(Sworn/Non-Sworn) Mixed staffing $194.98 +$246K Balanced flexibility
#4 Subcontracting Private provider
oversight $318.66 –$2.46M Unsustainable
#5 Hybrid
Subcontracting City/private partnership $244.27 –$833K Transitional,
moderate deficit
The Ambulance Operator Model (Model #2) produces the strongest fiscal outcome,
yielding a $509,799 annual surplus while maintaining service reliability. When combined
with PP-GEMT reimbursement, the system achieves the highest long-term return on
investment, providing both fiscal stability and operational control.
Strategic Recommendations
• Adopt a Public Provider Framework—Transition to city-operated ambulance
transport to maximize PP-GEMT and QAF reimbursement.
• Leverage Supplemental Funding Programs—Pursue ongoing participation in PP-
GEMT, IGT, and Medicaid enhancement programs to sustain solvency.
• Implement an Enterprise Fund Model—Allocate 10% of annual EMS operating
costs to reserve for future capital replacement and payer variability.
• Invest in a Permanent Station 33—Expand EMS housing capacity to support
additional ambulances and personnel.
• Maintain Data-Driven Oversight—Use 90th-percentile performance metrics and
continuous QA/QI to guide deployment and financial adjustments.
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EMS Transportation & Optimization Study National City Fire Department
7
Conclusion
National City’s EMS system demonstrates strong operational readiness and exceptional
fiscal potential under a public provider model. By leveraging its ALS infrastructure,
optimizing staffing efficiency, and capturing federal and state reimbursement
enhancements through PP-GEMT, the City can transform its EMS program into a self-
sustaining enterprise. This approach not only strengthens financial independence but
also enhances clinical performance, community trust, and long-term service reliability.
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SECTION I:
EVALUATION OF THE EMS SYSTEM
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OVERVIEW OF THE COMMUNITY
& EMS SYSTEM
National City, California
Geography
National City is located in southern San Diego County, just southeast of downtown San
Diego and along the coast of San Diego Bay. The city covers approximately 7.3 square
miles of land and an additional 1.8 square miles of water. It is bordered by the
communities of San Diego, Lincoln Acres, Bonita, and Chula Vista, and lies just a few
miles from the U.S.-Mexico border. The city benefits from its proximity to major highways
and regional transit corridors, making it an important residential and commercial hub
within the South Bay region.
Population
As of the 2020 U.S. Census, National City had a population of approximately 58,460,
slightly down from 58,582 in 2010. More recent estimates in 2023 suggest the population
stands at about 55,960. Despite the slight decline, National City remains one of the most
densely populated municipalities in San Diego County, with around 7,600 residents per
square mile.
Demographics
National City is a highly diverse and multicultural community. Approximately 66% of
residents identify as Hispanic or Latino (of any race), making it a majority-Latino city.
There is also a significant Asian population—most notably Filipino Americans—who have
played a central role in the city's cultural and economic fabric for decades. In fact,
National City is recognized as having one of the highest concentrations of Filipino
Americans in the United States. Other racial and ethnic groups include White (non-
Hispanic), multiracial individuals, and smaller populations of African American and
Native American residents.
The median age of residents is approximately 36 years old. Many households are
multigenerational, and Spanish is widely spoken throughout the city. This linguistic and
cultural diversity is reflected in local schools, small businesses, and community events.
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Income and Housing
The median household income in National City is estimated at $64,248, which is below
the California state average. Nearly 14% of the population lives below the federal
poverty line. Homeownership is relatively low compared to national averages—
approximately 70% of households are renter-occupied. The median home value is
around $580,900, reflecting significant growth in property values despite income
constraints. The rental market is strong, driven by both demand and proximity to San
Diego’s economic core.
Community Identity and Lifestyle
National City presents a dense, walkable, and urban-suburban character, with many
family-owned businesses, cultural centers, parks, and community institutions. The city
has been recognized as one of the most walkable in the San Diego region. It features a
blend of historic identity and evolving infrastructure, including efforts to revitalize the
waterfront and commercial corridors. Politically, the community leans liberal, and its
civic institutions reflect a focus on equity, public health, and inclusive economic
development.
Governance
National City operates under a council–manager form of government, which combines
elected policy leadership with professional administration. The City Council serves as
the legislative body and is composed of an elected Mayor, Vice Mayor, and three
Councilmembers. The Mayor is elected at-large, and the four council members are
elected by districts within the city. The Vice-mayor position is rotated through the
council members. These officials are responsible for setting policy, adopting ordinances,
approving the city budget, and appointing key administrative roles.
The City Manager, appointed by the City Council, acts as the chief executive officer for
the city. This individual is responsible for implementing council policies, managing daily
operations, and overseeing all city departments, including Fire, Police, Finance,
Planning, Public Works, and Community Services. The City Manager also develops the
city’s annual budget and supervises department heads.
In addition to the council and city manager, the city appoints a City Clerk and a City
Treasurer. The City Attorney is appointed and provides legal counsel to the council and
city departments, drafts legal documents, and represents the city in litigation.
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EMS Transportation & Optimization Study National City Fire Department
11
National City’s governance model emphasizes transparency, community engagement,
and efficient administration, while enabling the elected officials to focus on legislative
matters and the appointed City Manager to provide stable, professional leadership in
daily operations.
Project Initiation
This project was initiated to conduct a comprehensive evaluation of the City’s
ambulance service area and to develop future-facing EMS system modeling options.
The overarching purpose is to improve the emergency medical services system's
operational, financial, and clinical performance while aligning with community
expectations and regulatory standards.
The National City Fire Department (NCFD) has identified several key goals that form the
foundation of this analysis. Central to these is the objective of creating long-term system
stability by establishing operational control over EMS deployment—ensuring that first
responder and ambulance resources are used efficiently and in a coordinated
manner. Financial sustainability is also a core priority, with a focus on reinvesting system
revenue to improve service delivery rather than operating within a for-profit model.
In support of these goals, the project also explores opportunities to access
supplemental federal funding streams that can offset local costs and support system
enhancements. Improved coordination across all EMS components is a critical
outcome, with an emphasis on ensuring that the appropriate resources reach patients
in a timely, clinically appropriate, and cost-effective manner.
Recognizing the rapid evolution of health care and technology, the project seeks to
leverage innovations in service delivery and data integration to better meet the
expectations of diverse communities. Maintaining or improving ambulance unit
availability and response times is essential, as is designing a system that is financially
viable, clinically effective, and responsive to current and emerging public health
needs.
The analysis also addresses workforce development and community outreach as
important byproducts of system reform, creating new employment pathways and
strengthening local engagement. Importantly, the proposed EMS system design is
grounded in both clinical research and community-identified needs. It incorporates
equity-focused strategies that specifically address the needs of vulnerable and
underserved populations, ensuring that access to high-quality EMS care is consistent
across all segments of the community.
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National City Fire Department
The National City Fire Department serves the City of National City, covering
approximately 7.3 to 9.1 square miles and protecting a resident population of around
58,460. On weekdays, the city’s population swells to over 100,000 due to commuter and
commercial traffic, as well as activity from the Port of San Diego and Naval Base San
Diego. In addition to serving National City, the department provides contracted fire
protection services to the Lower Sweetwater Fire Protection District and supports nearby
regional assets through mutual aid partnerships.
The department is organized into three core divisions: Fire Administration, Community
Risk Reduction, and Fire Operations. These branches work in coordination to deliver
leadership, code enforcement, public education, and 24/7 emergency response.
NCFD operates out of three fire stations: Station 31 and Station 34 are full-service
stations, while Station 33 is a smaller squad house positioned to enhance coverage in
high-density areas.
Staffing includes 42 full-time sworn personnel operating on a 24-hour shift schedule,
distributed across three rotating platoons. Each shift includes 14 firefighters, including a
Battalion Chief, Captains, Engineers, and Firefighter-Paramedic/EMTs. The department
maintains a modern apparatus fleet that includes two engines, a ladder truck, a squad
unit, a battalion chief vehicle, and a cross-staffed OES Type 1 engine. Additionally, the
department co-houses ambulances operated by American Medical Response (AMR)
to strengthen EMS capabilities.
The National City Fire Department responds to over 10,000 emergency incidents
annually. These include structure fires, wildland fires, medical emergencies, vehicle
accidents, hazardous materials calls, and rescues. The department is deeply involved in
fire prevention efforts, public safety education, and community outreach, and adheres
to a mission centered on professionalism, service, and collaboration.
NCFD has a long and distinguished history dating back to its founding as a volunteer fire
company in 1887. It became a paid, professional agency in the early 20th century and
began its contract with the Lower Sweetwater Fire Protection District in 1982. The
department maintains active automatic-aid relationships with agencies such as San
Diego Fire-Rescue, Chula Vista Fire Department, Bonita-Sunnyside Fire Protection
District, and Federal Fire San Diego, ensuring regional coordination and response
readiness during major incidents.
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NCFD Organizational Structure
NCFD is structured to provide efficient, coordinated fire protection, emergency
medical services (EMS), and community risk reduction across the city’s 7.3 to 9.1 square
miles. The department is organized into three primary divisions: Fire Administration,
Community Risk Reduction, and Fire Operations.
The department is led by the Fire Chief, who oversees all strategic, operational, and
administrative functions. The Fire Prevention, managed by a Division Chief who serves
as the Fire Marshal, handles inspections, code enforcement, plan review, and
community risk reduction programs. Fire Administration provides leadership, budgeting,
training coordination, and administrative support for daily operations.
The Operations Division manages frontline response and includes two full-service fire
stations—Station 31 and Station 34—along with Station 33, a smaller squad house used
for enhanced coverage. Staffing includes 42 full-time sworn personnel, who rotate
through three 24-hour shift platoons. Each shift typically consists of one Battalion Chief,
four Captains, three Apparatus Engineers, and six Firefighter-Paramedics or Firefighter-
EMTs.
The department operates a fleet of emergency response units, including two fire
engines, one aerial ladder truck, a squad unit, a Battalion Chief command vehicle, and
a cross-staffed Office of Emergency Services (OES) Type 1 engine. All fire apparatus are
staffed with at least one paramedic, ensuring that Advanced Life Support (ALS) is
available on every response unit.
EMS is a core component of NCFD’s service delivery. The department co-locates
American Medical Response (AMR) ambulances at Fire Stations 31 and 34, allowing for
seamless integration between fire-based first response and private ambulance
transport. This model enhances patient care and system efficiency.
NCFD participates in regional dispatch operations through San Diego Fire-Rescue’s
Emergency Command and Data Center (ECDC), also known as “Metro.” This shared
dispatch system coordinates incident responses across multiple neighboring jurisdictions
and ensures rapid communication during major emergencies.
The department also maintains mutual aid agreements and provides contract service
to the Lower Sweetwater Fire Protection District, expanding its operational reach
beyond the city limits. Overall, NCFD’s organizational structure supports a versatile,
responsive, and community-focused fire and EMS delivery system.
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National City Fire Department Emergency Medical Services
The National City Fire Department (NCFD) provides a comprehensive, advanced-level
EMS system that serves the residents and visitors of National City with rapid and high-
quality emergency medical care. Operating within a dense, urbanized area of just
under 10 square miles, NCFD’s EMS strategy is built around paramedic-level service on
all front-line units, seamless collaboration with transport providers, and consistent
staffing supported by an efficient three-platoon system.
All fire suppression units operated by NCFD—including Engine 31, Engine 34, Truck 34,
and Squad 33—are staffed with Firefighter-Paramedics or Firefighter-EMTs. This ensures
that Advanced Life Support (ALS) care is available at the scene of an emergency
within minutes of dispatch, regardless of the transport unit's arrival. These ALS crews are
capable of performing cardiac defibrillation, advanced airway management,
intravenous drug administration, and other life-saving interventions before and during
patient transport.
To support patient transport and extend its EMS coverage, NCFD co-locates American
Medical Response (AMR)ambulances at Fire Stations 31 and 34. These units are
operated by private paramedic crews but function as part of the countywide EMS
deployment system. The integration of fire-based ALS first response with private
ambulance transport provides rapid stabilization followed by timely hospital delivery,
which is especially critical given National City’s high EMS call volume.
Each 24-hour shift is staffed with 14 responders, including a Battalion Chief, Fire
Captains, Engineers, and Firefighter-Paramedics. This personnel complement is sufficient
to maintain ALS coverage across the city’s two primary fire stations and one squad
station. NCFD responds to over 10,000 emergency calls per year, with nearly half of
those being medical incidents, making EMS a core component of daily operations.
The department also prioritizes EMS training, continuing education, and quality
assurance. All paramedic personnel are certified through the County of San Diego EMS
system and adhere to countywide protocols and performance benchmarks.
Additionally, public outreach, CPR education, and prevention efforts round out NCFD’s
commitment to community health and pre-hospital care.
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Study Area
The following figure illustrates the study area, service-area boundaries of NCFD, and
locations of each of the fire stations.
Figure 1: NCFD Overall Service Area
Community EMS Education—National City Fire Department
The National City Fire Department plays an active role in educating the public on
emergency medical response, offering structured programs designed to improve
community preparedness and bystander intervention during medical emergencies.
One of the department’s primary public education initiatives includes CPR/AED and
First Aid training courses, which are offered to residents for a nominal fee. These courses
provide hands-on instruction in basic life-saving techniques such as cardiopulmonary
resuscitation, automated external defibrillator use, and basic wound care.
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Classes are taught by NCFD firefighter-paramedics and EMTs who bring real-world
experience to the instruction, ensuring the training aligns with local EMS protocols and
best practices. These sessions are hosted at local fire stations and are part of a broader
effort to reduce response gaps during critical medical incidents by empowering
community members to act before emergency personnel arrive.
In addition to formal classes, community education is integrated into the department’s
daily operations. Firefighters are expected to participate in public outreach efforts,
including school visits, station tours, group instruction, and neighborhood events. These
interactions not only raise awareness about emergency preparedness but also foster
trust and engagement between the fire department and the public.
EMS education is deeply embedded in NCFD’s mission. The department prioritizes
community knowledge as a key component of public safety and views education as a
shared responsibility. This commitment ensures that residents are not only informed but
are also equipped to assist during medical emergencies, potentially improving survival
rates and outcomes.
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Emergency 9-1-1 Dispatch Capabilities—National City, CA
National City’s emergency communications system is designed to provide efficient,
coordinated public safety dispatch for law enforcement, fire, and emergency medical
services (EMS). The system operates as a two-tiered structure involving both local and
regional agencies, ensuring timely call handling, resource deployment, and clinical
triage.
At the local level, the National City Police Department’s Communication Center
functions as the city’s Public Safety Answering Point (PSAP), receiving all 9-1-1 and non-
emergency calls placed within city limits. This 24/7 facility is the first point of contact for
emergency requests and is staffed by trained dispatchers who collect location and
incident details, determine call type, and route the information to the appropriate
responding agency. The system also supports text-to-9-1-1, providing an alternative for
individuals who may be unable to speak during an emergency.
For fire and EMS incidents, calls are transferred to the Emergency Command and Data
Center (ECDC)—a regional dispatch facility operated by San Diego Fire-Rescue. Often
referred to as "Metro," the ECDC manages incident communications and unit
deployment for multiple jurisdictions, including the National City Fire Department. This
regional approach ensures uniform protocols, interagency coordination, and scalability
during large-scale emergencies.
A key capability of the ECDC is Emergency Medical Dispatch (EMD). Dispatchers are
certified to provide structured medical triage using standardized protocols. Based on
the nature of the emergency, dispatchers can determine whether to send basic life
support (BLS) or advanced life support (ALS) units, and they provide Dispatch Life
Support (DLS)—such as CPR instructions or bleeding control guidance—while units are
en route.
The system utilizes Enhanced 9-1-1 (E911) technology to automatically capture caller
location and improve response accuracy, especially for mobile phone users. Regional
dispatchers at the ECDC collectively handle more than 350,000 calls per year and
coordinate over 200,000 incident responses. The integration of local call intake, regional
coordination, and medically guided dispatch protocols ensures a high standard of
care and efficiency across all emergency responses in National City.
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CAPITAL FACILITIES, APPARATUS,
& EQUIPMENT
Apparatus and other vehicles, trained personnel, firefighting and emergency medical
equipment, and fire stations are the essential capital resources necessary for a fire
department to carry out its mission. No matter how competent or numerous the
firefighters are, if appropriate capital equipment is not available for operations
personnel, it would be impossible for the National City Fire Department to perform its
responsibilities effectively. The essential capital assets for emergency operations are
facilities, apparatus, and other emergency response vehicles. This section of the report
assesses NCFD’s fire stations and frontline apparatus and ambulances.
Fire Station Features
Fire stations play an integral role in the delivery of emergency services for several
reasons. To a large degree, a station’s location will dictate response times to
emergencies. A poorly located station can mean the difference between confining a
fire to a single room and losing the structure, or survival from sudden cardiac arrest. Fire
stations also need to be designed to adequately house equipment and apparatus and
meet the needs of the organization and its personnel.
Fire station activities should be closely examined to ensure the structure is adequate in
both size and function. Examples of these functions can include the following:
• Kitchen facilities, appliances, and storage
• Residential living space and sleeping quarters for on-duty personnel (all genders)
• Bathrooms and showers (all genders)
• Training, classroom, and library areas
• Firefighter fitness area
• The housing and cleaning of apparatus and equipment, including
decontamination and disposal of biohazards
• Administrative and management offices, computer stations, and office facilities
• Public meeting space
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In gathering information from NCFD, AP Triton asked the department to rate the
condition of its fire stations using the criteria from the following figure. The results can be
seen in the following figures.
Figure 2: Criteria Utilized to Determine Fire Station Condition
Excellent
Like new condition. No visible structural defects. The facility is clean
and well-maintained. Interior layout is conducive to function with no
unnecessary impediments to the apparatus bays or offices. No
significant defect history. Building design and construction match the
building’s purposes. Age is typically less than ten years.
Good
The exterior has a good appearance with minor or no defects. Clean
lines, good workflow design, and only minor wear of the building
interior. Roof and apparatus apron are in good working order, absent
any significant full-thickness cracks or crumbling of apron surface or
visible roof patches or leaks. Building design and construction match
the building’s purposes. Age is typically less than 20 years.
Fair
The building appears to be structurally sound with a weathered
appearance and minor to moderate non-structural defects. The
interior condition shows normal wear and tear, but flows effectively to
the apparatus bay or offices. Mechanical systems are in working
order. Building design and construction may not match the building’s
purposes well. Showing increasing age-related maintenance, but with
no critical defects. Age is typically 30 years or more.
Poor
The building appears to be cosmetically weathered and worn with
potentially structural defects, although not imminently dangerous or
unsafe. Large, multiple full-thickness cracks and crumbling of
concrete on the apron may exist. The roof has evidence of leaking
and multiple repairs. The interior is poorly maintained or showing signs
of advanced deterioration with moderate to significant non-structural
defects. Problematic age-related maintenance and major defects
are evident. It may not be well-suited to its intended purpose. Age is
typically greater than 40 years.
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National City Fire Department Stations
The following section lists the various features of NCFD’s fire stations.
Figure 3: Station 34
Address/Physical Location: 343 E. 16th St., National City, CA 91950
Structure
Date of Original Construction 2005
Owned or Leased by Agency Owned
Seismic Protection
Auxiliary Power Yes
General Condition Good
Number of Vehicle Bays Drive-through Bays 3 Back-in Bays 1
Total Square Footage 19,500
Facilities Available
Sleeping Quarters 11 Bedrooms 11 Beds 0 Dorm
Beds
Maximum Staffing Capability 13. Possibilities of putting in bunk or dual beds in
what is ambulance crews’ room
Exercise/Workout Facilities 2
Kitchen Facilities 1
Individual Lockers Assigned Yes
Bathroom/Shower Facilities Yes
Office/Computer Stations Yes
Washer/Dryer Yes
Other Notable Features
Safety & Security
Station Sprinklered Yes
Smoke Detection Yes
Decontamination/Bio. Disposal Yes
Security System Yes
Vehicle Exhaust System Yes
Assigned EMS Units
Ambulance or Other Vehicle No. of
Staff Comments
Engine 34 4
Truck 34 4
Battalion 57 1
AMR Medic 417 2
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Figure 4: Station 31
Address/Physical Location: 2333 Euclid Ave., National City, CA 91950
Structure
Date of Original Construction 1984
Owned or Leased by Agency Owned
Seismic Protection
Auxiliary Power Yes
General Condition Fair
Number of Vehicle Bays Drive-through Bays 0 Back-in Bays 2
Total Square Footage 5,400
Facilities Available
Sleeping Quarters 6 Bedrooms 6 Beds 0 Dorm
Beds
Maximum Staffing Capability 6
Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Bathroom/Shower Facilities Yes
Office/Computer Stations Yes
Washer/Dryer Yes
Other Notable Features
Safety & Security
Station Sprinklered No
Smoke Detection Yes
Decontamination/Bio. Disposal Yes
Security System Yes
Vehicle Exhaust System Yes
Assigned EMS Units
Ambulance or Other Vehicle No. of
Staff Comments
Engine 31 3
AMR Medic 418 2
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Figure 5: Station 33
Address/Physical Location: 2005 E. 4th St. National City, CA 91950
Structure
Date of Original Construction 2017
Owned or Leased by Agency Owned
Seismic Protection
Auxiliary Power Yes
General Condition Poor
Number of Vehicle Bays Drive-through Bays 0 Back-in Bays 2
Total Square Footage 1,100
Facilities Available
Sleeping Quarters 3 Bedrooms 3 Beds 0 Dorm
Beds
Maximum Staffing Capability 4
Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Bathroom/Shower Facilities Yes
Office/Computer Stations Yes
Washer/Dryer Yes
Other Notable Features
Double-wide is a temporary station. We could
move workout equipment out of one room to
house a 4th person
Safety & Security
Station Sprinklered Yes
Smoke Detection Yes
Decontamination/Bio. Disposal No
Security System Yes
Vehicle Exhaust System No
Assigned EMS Units
Ambulance or Other Vehicle No. of
Staff Comments
Squad 33 2
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Summary of the NCFD Fire Stations
The following figure is a summary list of some of the primary features of the three
National City Fire Department fire stations.
Figure 6: Summary of the NCFD Fire Station Features (2022)
Station Square
Footage
Apparatus
Bays
Maximum
Staffing
General
Condition
Station
Age
Station 34 19,500 4 13 Good 20 years
Station 31 5,400 2 6 Fair 41 years
Station 33 1,100 2 4 Poor 8 years
Totals: 20,600 8 23
As shown in the preceding figure, NCFD’s Station 34 and Station 31 exceed twenty
years of service; however, they are listed in good/fair condition. Station 33 is considered
a temporary station and has limited capacity for additional EMS apparatus and
staffing. If NCFD expands services to include ambulance transport, the City should
focus on a new Station 33 with the capacity to house at least three apparatus and
eight staff.
NCFD Apparatus & Vehicles Inventory
Fire apparatus, ambulances, and other emergency response vehicles must be
sufficiently reliable to transport Firefighters and equipment rapidly and safely to an
incident scene. In addition, such vehicles must be properly equipped and function
appropriately to ensure that the delivery of emergency services is not compromised.
As a part of this study, AP Triton requested that the National City Fire Department
provide a complete inventory of its fleet (suppression apparatus, ambulances,
command and support vehicles, specialty units, etc.). For each vehicle listed, NCFD
was asked to rate its condition utilizing criteria described in the following figure—the
results of which will be shown in the subsequent apparatus inventory figures.
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Figure 7: Criteria Used to Determine Apparatus & Vehicle Condition
Components Points Assignment Criteria
Age: One point for every year of chronological age, based on
the date the unit was originally placed into service.
Miles/Hours: One point for every 10,000 miles or 1,000 hours
Service:
1, 3, or 5 points are assigned based on service type
received (e.g., a pumper would be given a 5 since it is
classified as severe duty).
Condition:
This category considers body condition, rust, interior
condition, accident history, anticipated repairs, etc. The
better the condition, the lower the assignment of points.
Reliability:
Points are assigned as 1, 3, or 5, depending on the
frequency a vehicle is in for repair (e.g., a 5 would be
assigned to a vehicle in the shop two or more times per
month on average; while a 1 would be assigned if in the
shop on average once every three months or less.
Point Ranges Condition Rating Condition Description
Under 18 points Condition I Excellent
18–22 points Condition II Good
23–27 points Condition III Fair (consider replacement)
28 points or higher Condition IV Poor (immediate replacement)
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As shown in the following figure, NCFD maintains two frontline engines, one aerial, and
several other vehicles. The following figure lists the department’s current frontline
inventory.
Figure 8: NCFD Fleet Inventory (2022)
Radio
Call Sign Type
(I, II, III, Other) Chassis & Body
Manufacturers Assigned
Station Year Condition
Engines & Aerials
Engine 34 Type I Arrow XT
Pierce Station 34 2024 Excellent
Engine 31 Type I Arrow XT
Pierce Station 31 2019 Good
Engine 34 Type I Arrow XT
Pierce Station 34 2011 Good
Engine 31 Type I Arrow XT
Pierce Station 34 2006 Good
Truck 34 Quint Arrow XT
Pierce Station 34 2015 Good
Truck 34 Quint Arrow XT
Pierce Station 34 2009 Good
Other Vehicles
Squad 33 Other 5500 Ram Station 33 2021 Good
Squad 33
(Reserve) Other Ford Station 33 2016 Good
The National City Fire Department maintains a number of apparatus in reserve, which
includes Engines 31, 34, Truck 34, and Squad 33.
Apparatus Maintenance & Replacement Planning
No piece of mechanical equipment or vehicle is designed to last indefinitely. As
apparatus and vehicles age, repairs become more frequent and complex, parts may
become harder to source, and downtime for maintenance increases. Because fire
protection, EMS, and other emergency services are critical to the community,
minimizing downtime is a primary factor in determining apparatus replacement.
Given the high cost of fire apparatus and medic units, the City has developed a capital
replacement plan. Fire departments commonly establish an expected life cycle for
each vehicle, which provides a projected replacement date to support long-term
planning and budget development.
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In practice, using life-cycle projections for planning purposes—such as allocating
replacement funding—can be beneficial while determining the replacement date
based on maintenance records, performance evaluations, and operational reliability.
This approach allows the department to achieve greater cost-effectiveness without
compromising service readiness.
Economic Theory of Apparatus Replacement
Some fire districts use the Economic Theory of Vehicle Replacement as a conceptual
model for apparatus management. According to this theory, as a vehicle ages, its
capital value decreases while operating costs rise. The combination of these factors
creates a total cost curve, indicating that the optimal time to replace an apparatus
occurs when operating costs begin to exceed capital costs. This optimal replacement
point is not a single date but typically falls within a range.
Timing replacements within this window allows the department to achieve the greatest
cost efficiency. If equipment is not replaced in a timely manner, the perceived savings
from delaying purchases can be offset by increasing maintenance and repair costs.
Fire officials who assume that deferring replacements will help balance the budget
should consider two potential consequences:
1) Costs shift from the capital budget to the operating budget.
2) Overall fleet costs may increase due to higher maintenance and repair
expenditures.
The following figure illustrates the Economic Theory of Vehicle Replacement.
Figure 9: Economic Theory of Vehicle Replacement
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Despite its net effect on current apparatus and vehicle costs, deferring replacement
purchases unquestionably increases future replacement spending needs. The deferral
may also impact operational capabilities, including the safe and efficient use of
apparatus.
Potential Future Ambulance Serviceability
An important consideration for NCFD is the cost associated with the future replacement
of ambulances. The recommended lifespan of an ambulance depends on its type,
usage, and regulatory guidance, and there are widely accepted standards in the
fire/EMS industry:
Type I and Type III Ambulances (chassis-based, modular patient compartment):
• Typical lifespan: 6–10 years or 100,000–150,000 miles.
• Many agencies aim to replace at 8–10 years for Type I/III due to escalating
maintenance costs, reliability concerns, and safety standards.
Type II Ambulances (van-style, non-modular):
• Typical lifespan: 4–6 years or 100,000 miles.
• These have a shorter service life because they often have less robust chassis and
limited customization for EMS operations.
Factors affecting replacement timing:
• Annual mileage and engine hours.
• Frequency and cost of repairs/maintenance.
• Vehicle downtime affecting response readiness.
• Compliance with federal or state safety and EMS regulations.
• Technological advancements (e.g., updated patient care equipment,
electronic systems).
Industry best practice: Most fire/EMS agencies follow a “life-cycle replacement” model,
where an ambulance is planned for replacement before maintenance costs exceed
capital cost efficiency, often around 8–10 years for Type I/III vehicles.
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NCFD Fleet Maintenance
The National City Fire Department employs dedicated city mechanics to perform a
portion of its vehicle maintenance. However, these staff members are not certified as
Emergency Vehicle Technicians (EVT) under NFPA 1910: Standard for the Inspection,
Maintenance, Refurbishment, Testing, and Retirement of In-Service Emergency Vehicles
and Marine Firefighting Vessels. Some maintenance tasks and major repairs are
outsourced. NCFD’s vehicles undergo routine preventative maintenance, and pump
tests are conducted annually in accordance with NFPA 1910.
If the department begins providing ambulance transport, at least one additional
mechanic with EVT certification will be necessary to maintain the expanded fleet and
ensure compliance with applicable standards.
Capital Medical Equipment
The National City Fire Department maintains five 2024 Zoll
X Series® Advanced cardiac monitor/defibrillators. These
devices are equipped and capable of providing cardiac
monitoring, defibrillation, 12-lead ECGs, and monitoring
of SpO2, etCO2, carbon monoxide (CO), blood pressure,
and temperature.
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SERVICE DEMAND OVERVIEW
This section provides National City with an overview of key response data. It is designed
to help the city assess recent emergency medical services (EMS) and ambulance
performance, establishing a baseline for performance expectations. National City, the
Fire Department, county officials, and political leaders can use this information to
understand how their decisions, policies, and external factors influence overall
performance.
Research Information
The data in this section was derived from dispatch and records management systems
provided by the National City Fire Department (NCFD). It covers the period from
January 1, 2020, through December 31, 2024, and includes records for all call types
across the National City Fire Department service area. This report's analysis is limited to
incidents occurring within National City’s jurisdiction, primarily focusing on cases where
ambulances were dispatched and arrived on scene.
Statistics Discussion
Mathematical and technological methods must be applied carefully when evaluating
a complex system like emergency incident response. Incorrect analyses can have
serious consequences, so agencies should combine sound data analytics with
professional judgment when making operational decisions. This analysis is intended to
quantify and interpret available information, providing a foundation for the agency to
use as it seeks to enhance performance or modify services.
Statistical Tools
Various statistical tools were used to develop this section, primarily categorization,
percentiles, and regression analysis. These methods provide insight into historical
performance and offer inferences that can help leaders identify strengths and areas for
improvement.
90th percentile
Time performance in this report is measured using the 90th percentile. While the
detailed mathematics behind this metric are beyond the scope of this report,
understanding its purpose is important.
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The 90th percentile is widely adopted in the fire service and EMS industries, allowing
agencies to benchmark performance against standards or peer organizations. For
instance, the National Fire Protection Association (NFPA) incorporates this measure in
most of its standards, and the Commission on Fire Accreditation International (CFAI)
requires performance reporting at the 90th percentile.
Statistically, the 90th percentile provides a more accurate reflection of overall
performance, particularly for skewed emergency response data, where other measures
may be less sensitive. The following figure illustrates a typical example of data skew.
Figure 10: Data Skew1
In a symmetric distribution, the mean (average), median (middle value), and mode
(most frequent value) are all equal. When a distribution is skewed, these measures
diverge. Using the mean in a left-skewed dataset can understate typical performance,
while in a right-skewed dataset, it can overstate it. Most time-performance data for
National City Fire Department is right-skewed, meaning that relying on the average
would exaggerate performance.
Data Engineering Findings
Data Sources and Preparation
National City Fire Department provided four datasets covering the five years from
January 1, 2020, through December 31, 2024. These tables contained information from
the Records Management System (RMS), Computer-Aided Dispatch system (CAD), and
electronic patient care records (ePCR). Upon review, the CAD records were excluded
from analysis because they largely duplicated information already captured in the
RMS.
1 This Photo by Unknown Author is licensed under CC BY-SA-NC, creativecommons.org/licenses/by-nc-
sa/3.0/
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The remaining data were enhanced by integrating Geographic Information Systems
(GIS) data and expanding CAD code definitions. The datasets were tested and
standardized for consistency, and duplicate records were removed. The final dataset
included 36,907 incidents and 12,477 apparatus records. Data loss due to processing
and integration was negligible, accounting for less than 0.1% of the original records.
Data Error Handling
Data from emergency response systems are prone to errors, typically arising from
human entry or system collection issues. Common error-management approaches
include statistical exclusion, real-time exclusion, formula adjustments, and logic-based
testing.
In the National City Fire Department records, error-prone fields were minimal, requiring
little statistical correction. Some data were excluded using formulas and logic checks.
For example, negative or null time segments were removed using a logic tree. Outliers
were defined as travel times exceeding 30 minutes and total times exceeding one
hour. These criteria still preserved 99% of the records for analysis.
System Demand & Performance
The first aspect of the analysis examines the overall system call volume. Since this
involves a straightforward count of ambulance incidents by type and location, no data
was excluded during processing.
City Overview
The city’s population density is classified as urban throughout. To make large datasets
more manageable, it is useful to organize information into smaller groupings. In this
analysis, the most meaningful grouping was by first-due company area.
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Incident Volume
Examining overall incident density provides valuable insight into the volume of activity
within the system. The following figure illustrates the number of ambulances arriving on
scene for all incidents during the study period.
Figure 11: Overall EMS Incident Density (2020–2024)
The two most active pockets are around Station 33 and east of Station 34.
Ambulances are deployed for more than just EMS calls; they may also respond to fires,
hazardous materials incidents, and other emergencies. Analysis of the incident data
shows that not every dispatched ambulance arrives on scene, and not every arrival
results in a patient transport. The following figure summarizes total citywide incidents by
type.
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Figure 12: Ambulance Assigned Incidents (2021–2024)
Incident Type Count Percent
300—Rescue, EMS incident, other 5 0.02%
311—Medical assist, assist EMS crew 9 0.04%
320—Emergency medical service incident, other 3 0.01%
321—Medical Aid 21,239 90.68%
322—Traffic Accident 2,036 8.69%
323—Motor vehicle/pedestrian accident (MV Ped) 22 0.09%
324—Motor vehicle accident with no injuries. 20 0.09%
331—Lock-in (if lock out, use 511 ) 5 0.02%
350—Extrication, rescue, other 3 0.01%
351—Extrication of victim(s) from building/structure 1 0.00%
352—Extrication of victim(s) from vehicle 5 0.02%
353—Elevator Rescue 59 0.25%
354—Trench/below-grade rescue 3 0.01%
356—High-angle rescue 3 0.01%
360—Water & ice-related rescue, other 2 0.01%
363—Swift water rescue 6 0.03%
During the study period, certain locations experienced multiple ambulance requests.
These high-demand areas can place significant strain on available resources. However,
accurately identifying these frequent call locations enables agencies to implement
targeted preventative strategies. Understanding where incidents repeatedly occur
allows for more efficient allocation of resources and focused prevention efforts. The
following figure presents the top ten addresses based on incident frequency, along with
the corresponding number of incidents at each location.
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Figure 13: Top 10 Addresses (2021–2024)
Top 10 Addresses Count of
Incident #
1200 Highland Ave, NATIONAL CITY, CA/WALMART
Highland Ave & E Plaza BLVD 269
1200 National City Blvd,
NATIONAL CITY, CA/NATIONAL CITY PD HQ 220
1305 E 26th St,
NATIONAL CITY, CA 183
2400 E 04th St,
NATIONAL CITY, CA/PARADISE VALLEY HOSPITAL 103
303 W 26th St, NATIONAL CITY, CA/
FRESENIUS KIDNEY CARE National City 165
3030 Plaza Bonita Rd,
NATIONAL CITY, CA/PLAZA BONITA 161
506 W 22nd St, NATIONAL CITY, CA/
TROLLEY 24th Street - National City 261
555 W 08th St, NATIONAL CITY, CA/
TROLLEY 8th Street - National City 178
735 Arcadia Ave, NATIONAL CITY, CA/
PARKVIEW MEMORY CARE at Paradise Village 98
I-805 SB, NATIONAL CITY, CA/
SB 805 NO PLAZA BLVD 97
Grand Total 1,735
Temporal Analysis
Understanding the temporal elements of incident volume is helpful for leaders to
visualize. This allows them to plan for activities other than incidental, such as training,
prevention, rest, and public events. Recognizing incident levels by month, day, and
hour directly affects deployment. Visualizing annual trends may also help leadership
understand the need to change the level of service. The following figure shows the total
number of incidents within the city annually.
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Figure 14: Annual Incident Volume (2020–2024)
The preceding figure shows consistent annual EMS incidents from 2020 to 2024. Overall
volume increased by 6.7% over the past five years.
Monthly fluctuations are minor, generally within ±1% of expected levels. There is a slight
uptick in incidents during December and January, but these variations largely reflect
the differing number of days in each month. The overall pattern suggests minimal
seasonality in National City Fire Department’s incident volume. The following figure
illustrates the monthly percentage distribution of incidents across the study period.
Figure 15: Monthly Incident Demand Variation (2020–2024)
6,
9
9
3
7,
6
2
6
7,
6
5
9
7,
2
0
2
7,
4
2
7
59
2
67
3
62
5
55
2
54
2
56
3
51
4
67
2
66
1
72
2
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2020 2021 2022 2023 2024
EMS FIRE OTHER
4,
1
6
6
3,
4
5
1
3,
7
0
5
3,
5
1
9
3,
4
2
2
2,
9
5
0
3,
0
7
2
3,
1
7
5
3,
1
0
2
3,
0
4
8
3,
0
3
7
3,
3
7
8
33
1
28
1
26
7
26
2
26
8
23
5
28
3
22
9
23
8
26
3
24
7
28
9
37
2
31
4
27
6
25
6
32
0
23
1
26
0
27
4
25
0
29
8
28
5
28
5
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
EMS FIRE OTHER
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Daily variation is slight and less than +/- 1% expected. Sunday shows the most significant
deviation from the expected, at 11%. The following figure shows the percentage of
incidents that happen on weekdays.
Figure 16: Variation by Weekday (2020–2024)
There is a more pronounced variation when examining incidents by hour of the day.
Incident activity is not evenly distributed throughout the day; daytime hours are
consistently busier than evening, night, and early morning periods. This pattern is likely
driven by typical human activity, as people are awake and active during the day. For
the National City Fire Department, over 63.7% of all incidents occur between 8:00 AM
and 8:00 PM. The following two figures show the EMS incident during the day and night.
5,
3
0
4
5,
9
0
2
5,
8
0
0
5,
8
4
8
5,
7
8
1
5,
7
5
2
5,
6
3
8
46
2
51
2
41
9
42
6
46
2
46
4
44
8
39
8
50
4
50
3
54
2
51
7
51
3
44
4
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
EMS FIRE OTHER
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Figure 17: EMS Hotspot Counts DAYTIME (2020–2024)
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Figure 18: EMS Hotspot Counts NIGHTTIME (2020–2024)
The preceding analysis shows a clear required surge capacity during the daytime
hours. Although the volume is less at night, it is within the response area of stations 33
and 34. The following figure illustrates the percentage of incidents by hour of
occurrence.
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Figure 19: Incident Volume Percent by Hour (2020–2024)
This curve mirrors the pattern observed in many other fire and EMS systems. Incident
frequency rises in the early morning, peaks in the early afternoon, and tapers off during
the evening.
Analyzing incident volumes by both weekday and hour provides valuable insight. Some
systems exhibit a typical weekday pattern but experience a shift on weekends. In the
National City Fire Department system, weekday patterns remain relatively consistent.
However, the system has a higher volume until 19:00. The following figure illustrates
incident volumes by hour and weekday across the study period.
00:00
00:30
01:00
01:30
02:00
02:30
03:00
03:30
04:00
04:30
05:00
05:30
06:00
06:30
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
In
c
i
d
e
n
t
C
o
u
n
t
Hour of the Day
Incidents Travel
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Figure 20: Incident Demand by Hour and Day (2020–2024)
DEPARTMENT National City Fire Department
AVAILABLE
STATIONS 3
HOUR↓DAY→ SUN MON TUE WED THU FRI SAT
0 47 38 36 36 40 35 38
1 42 32 36 29 37 31 41
2 34 31 31 24 30 31 36
3 31 24 26 27 22 27 27
4 30 22 24 22 28 28 28
5 28 29 31 29 26 26 25
6 32 40 40 41 33 37 37
7 39 51 45 55 49 41 43
8 47 63 68 64 55 61 52
9 49 77 71 61 68 68 58
10 61 73 74 76 76 63 67
11 64 80 74 83 71 74 69
12 59 79 71 77 83 78 74
13 62 69 75 75 81 77 70
14 61 80 83 77 78 80 73
15 65 76 73 79 77 77 73
16 71 78 79 78 80 72 70
17 67 77 71 76 78 77 72
18 70 79 66 72 70 73 71
19 66 72 66 62 64 73 68
20 61 64 55 68 62 65 58
21 56 55 53 59 53 52 53
22 48 49 54 50 49 49 51
23 47 46 47 46 43 54 54
A final component of the temporal analysis examines the occurrence of simultaneous
incidents, also known as concurrency. Understanding concurrency is critical for
determining the number of units required at any given time. To maintain data integrity,
incidents lasting longer than 12 hours were excluded, representing less than 0.1% of the
dataset.
For the National City Fire Department, up to three incidents commonly occur at the
same time, with a single active incident being the most frequent scenario. Situations
requiring more than four ambulances are rare, occurring in less than 1.37% of all
incidents. The following figure illustrates the total number of incidents in progress and
the distribution of concurrent incidents throughout the study period.
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Figure 21: Concurrent Incidents Totality (2020–2024)
Concurrent Units
on EMS incidents Count Percent Cumulative
Percent
1 71,804 92.27% 92.27%
2 3,490 4.48% 96.76%
3 1,372 1.76% 98.52%
4 627 0.81% 99.33%
5 277 0.36% 99.68%
6 125 0.16% 99.84%
7 60 0.08% 99.92%
8 24 0.03% 99.95%
9 14 0.02% 99.97%
10 15 0.02% 99.99%
11 8 0.01% 100.00%
The following figure shows the percentage of concurrency each year from 2020 to
2024. There is a consistent increase each year for concurrent incidents., supporting the
need for four and five transport units during peak volume.
Figure 22: Concurrent Incidents by Year (2020–2024)
No. of Units 2020 2021 2022 2023 2024
Single Unit 0.25% 25.96% 34.61% 41.54% 32.45%
Two Units 0.22% 24.17% 21.21% 18.26% 22.71%
Three Units 0.15% 19.10% 17.51% 15.20% 17.21%
Four Units 0.14% 12.40% 9.85% 10.41% 11.55%
Five Units 4.10% 7.35% 3.44% 5.90% 6.46%
Six Units 0.00% 4.23% 0.00% 3.25% 3.67%
Seven Units 2.34% 2.51% 0.00% 1.81% 2.20%
Eight or More Units 4.10% 4.30% 13.39% 3.63% 3.76%
Unit Volume
A comprehensive assessment of each unit is beyond the scope of this report.
Nevertheless, it is useful to understand the average time each apparatus spends on
different types of incidents. The following figure presents the average number of
minutes each unit type is engaged by incident.
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Figure 23: NCFD Average Unit Type Commit Time by Incident Category (2020–2024)
Unit 2020 2021 2022 2023 2024 Average
UHU
B57 10.02% 7.69% 6.56% 5.39% 5.34% 7.00%
NCE234 2.81% 0.02% 0.13% 0.15% 0.95% 0.81%
NCE31 16.82% 16.04% 19.15% 16.90% 17.30% 17.24%
NCE34 26.40% 30.65% 34.66% 30.79% 24.17% 29.33%
NCSQ33 22.90% 25.80% 27.32% 27.97% 21.58% 25.11%
NCT34 6.50% 8.24% 8.16% 8.72% 7.44% 7.81%
Figure 24: AMR Average Unit Type Commit Time by Incident Category (2020–2024)
Unit 2020 2021 2022 2023 2024 Grand
Total
AM254 57 141 135 151 108 592
AM255 36 110 98 75 90 409
AM256 29 118 94 55 93 389
AM257 131 191 247 258 261 1,089
AM411 204 47 - - - 251
AM412 220 150 59 27 38 494
AM413 184 47 - - 0 231
AM414 398 99 1 1 - 499
AM415 356 108 1 1 - 466
AM416 637 510 449 450 565 2,611
AM417 2,207 2,805 3,719 3,440 2,816 14,987
AM418 1,911 2,551 3,310 2,719 2,743 13,234
AM420 284 100 - - - 384
AM492 52 93 99 53 52 349
AM493 176 41 6 - - 223
AM494 13 7 9 - - 29
Total 6,895 7,118 8,227 7,230 6,766 36,236
The objective of this analysis is to determine the number of ambulances required for the
system. A clear understanding of the distinction between commit time and unit hour
utilization (UHU) is essential for accurately evaluating staffing needs. Since each
ambulance is typically committed to an incident for an average of 55 minutes, it may
not be immediately available for additional calls during that period.
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Unit hour utilization represents the proportion of time a unit is actively engaged on
incident scenes relative to the total hours it is available. This metric is commonly
expressed as a percentage or a decimal. For example, a 24-hour ambulance is staffed
for 8,760 hours per year. If that unit is committed to incidents for 2,628 hours annually, its
UHU would be 30% (or 0.30).
𝑈𝐻𝑈= ∑𝑇𝑖𝑚𝑒 𝐶𝑜𝑚𝑚𝑖𝑡𝑒𝑑 𝑡𝑜 𝑎 𝑆𝑐𝑒𝑛𝑒
∑𝑇𝑖𝑚𝑒 𝑈𝑛𝑖𝑡 𝑖𝑠 𝑆𝑡𝑎𝑓𝑓𝑒𝑑 𝑎𝑛𝑑 𝐼𝑛 𝑆𝑒𝑟𝑣𝑖𝑐𝑒
In a system where units move directly from one incident to the next without interruption,
the unit hour utilization (UHU) would theoretically be 100%. While this represents
maximum efficiency and profitability, it is unrealistic for most operations. Crews require
downtime, and incidents rarely occur in a perfectly continuous manner.
For-profit ambulance providers often use UHU targets to assess the profitability of a
region, market, or specific unit. While these targets vary by company and operational
strategy, studies, such as one conducted by the Academy of International Mobile
Healthcare Integration, indicate that members typically achieve UHU values between
22.8% and 47.6%. However, the upper end of this range is generally impractical for most
public agencies, particularly those operating 24-hour shifts.
Public agencies should adopt a UHU that balances community service demands with
crew obligations. A 24-hour unit has scheduled activities built into each shift, including
rest, meals, training, and physical fitness. Rest alone may account for 6–8 hours, while
the combination of training, meals, and fitness can take an additional 6 hours, totaling
nearly 58% of the shift. This leaves only 42% of a 24-hour period available for incident
response.
Sustaining operations consistently at the 33% UHU level would reduce reliability and
leave little system resiliency. Therefore, for this report, an optimal UHU of 35% will be
assumed, providing adequate coverage while allowing for necessary crew duties and
maintaining system flexibility.
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Understanding the average number of units needed per day, the typical time each
unit is committed to an incident, and the projected UHU allows for estimation of the
average number of units required. This is calculated by multiplying the average unit
demand by the UHU. Fractional unit results are rounded up to determine the number of
full ambulances needed during each hour. The following figure illustrates the total
number of units required within the National City Fire Department system based on
these averages.
Figure 25: Predicted Total Number of Units Needed by Hour and Day (2024)
DEPARTMENT National City EMS
Unit Hours
Needed
HOUR↓DAY→ Sun Mon Tue Wed Thu Fri Sat
0 3 2 2 2 2 2 2
1 2 2 2 2 2 2 3
2 2 2 2 1 2 2 2
3 2 1 2 2 1 2 2
4 2 1 2 1 2 2 2
5 2 2 2 2 2 1 1
6 2 2 2 2 2 2 2
7 2 3 2 3 3 2 2
8 3 3 4 4 3 4 3
9 3 4 4 3 4 4 3
10 3 4 4 4 4 3 3
11 3 4 4 5 4 4 4
12 3 4 4 4 4 4 4
13 3 4 4 4 4 4 4
14 3 5 4 4 4 4 4
15 3 4 4 4 4 4 4
16 4 4 4 4 4 4 4
17 3 4 4 4 4 4 4
18 3 4 4 4 4 4 4
19 4 4 3 3 3 4 4
20 3 3 3 4 3 4 3
21 3 3 3 3 3 3 3
22 3 3 3 3 3 3 3
23 3 3 3 3 2 3 3
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GIS Modeling
For context, three travel time benchmarks were evaluated using GIS modeling. The first
is the NFPA travel time standard of 4 minutes, as defined in NFPA 1710: Standard for the
Organization and Deployment of Fire Suppression Operations, Emergency Medical
Operations, and Special Operations to the Public by Career Fire Departments.
Figure 26: 4-Minute Drive Time
Beyond the standard NFPA travel time benchmark, there may be operational reasons
to position an ambulance at any of these facilities. Whether managed by the city or a
third-party provider, these stations offer strong coverage for densely populated areas
but provide more limited coverage in remote and wilderness regions. The following
figure illustrates the urban coverage areas for 8-minute performance goals.
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Figure 27: 8-Minute Drive Time
The station locations across the city provide strong overall coverage and favorable
theoretical response travel times.
Response Performance
In analyzing response performance, AP Triton employs percentile measurements to
assess response time performance. These measurements are derived from industry best
practices outlined by the Center for Public Safety Excellence (CPSE) and the National
Fire Protection Association (NFPA) standards 1710: Standard for the Organization and
Deployment of Fire Suppression Operations, Emergency Medical Operations, and
Special Operations to the Public by Career Fire Departments and NFPA 1720: Standard
for the Organization and Deployment of Fire Suppression Operations, Emergency
Medical Operations, and Special Operations to the Public by Volunteer Fire
Departments. Percentile measurements offer a more accurate representation of
performance as they consider the performance of most data points, reducing the
impact of outliers.
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The “average” measure is a commonly used descriptive statistic called the mean of a
data set. The most important reason for not using the average for performance
standards is that it may not accurately reflect the performance for the entire data set
and may be skewed by outliers, especially in small data sets. One extremely good or
bad value can skew the average for the whole data set.
The “median” measure is another acceptable method of analyzing performance. This
method identifies the value in the middle of a data set and thus tends not to be as
strongly influenced by data outliers.
Percentile measurements are a better measure of performance because they show
that most of the data set has achieved a particular level of performance. The 90th
percentile means that 10% of the values are more significant than the value stated,
and all other data are at or below this level. This can be compared to the desired
performance objective to determine the degree of success in achieving the goal.
As this report progresses through the performance analysis, it is essential to remember
that each response performance component is not cumulative. Each is analyzed as an
individual component, and the point at which the fractile percentile is calculated exists
in a set of data unto itself. The response time continuum—the time between when the
caller dials 911 and when assistance arrives—is comprised of several components:
• Alarm Processing Time: The interval between the time the alarm is received at
the primary PSAP until the beginning of the transmittal of the response
information via voice or electronic means to emergency response facilities or the
emergency response units (ERUs) in the field.
• Turnout Time: The interval between the time that personnel or units are notified of
a call and the time when they begin to respond to the incident.
• Travel Time: The time interval begins when a unit is en route to the emergency
incident and ends when the unit arrives at the scene.
• Response Time: A combination of turnout time and travel time. This is the most
utilized measure of fire department response performance.
• Total Response Time: The NFPA 1710/NFPA 1720 definition of Total Response Time
is “the interval from receiving the alarm at the dispatch center to when the first
emergency response unit initiates or intervenes to control the incident.” For this
report, Total Response Time will be defined as the time between receiving the
alarm at the dispatch center and the arrival of the first fire department unit.
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Figure 28: Response Time Continuum
The definitions for each population category follow the Center for Public Safety
Excellence (CPSE) standards for density: Urban (> 2,000 persons per square mile),
Suburban (> 1,000 persons per square mile), and Rural (< 1,000 persons per square mile).
The following sections look at three perspectives. First, the performance of the fire
department at the 90th percentile. The second looks at all ambulances, including
neighboring agencies and AMR. The third perspective focuses on the performance of
AMR alone.
Alarm Processing Time
The following figure shows the alarm processing time performed by Dispatch. After
removing outliers, the Dispatch Center appears to have opportunities for improvement
since the processing time exceeds national NFPA standards.
Figure 29: Alarm Processing Time Performance (2019–2021)
03:04 03:23 03:04 03:22
00:00
00:30
01:00
01:30
02:00
02:30
03:00
03:30
04:00
ALL Call Types Ambulance Fire Department AMR
Turnout
Time
Call
Processi
Travel Time
Response Time
Total Response Time
Turnout Time Travel Time
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Turnout Time Performance
The ability to quickly react to the notice of an alarm and begin responding to an
incident is the first component under the direct control of the fire department and EMS
personnel. Turnout time is the time it takes personnel to receive the dispatch
information, move to the appropriate apparatus, and proceed to the incident.
NFPA 1710 specifies that turnout time performance for staffed stations should be less
than 60 seconds, measured at the 90th percentile for incidents other than fire and
special operations. For those incidents, turnout time performance should be 1 minute,
20 seconds. There is no specific performance specified for non-staffed stations.
Figure 30: NCFD System Turnout Time Performance (2020–2024)
As illustrated in the preceding figure, the turnout time for NCFD during the study period
also exceeded industry standards.
Travel Time Performance
Often, travel time is the most extended segment of the total response time. This may be
impacted significantly by geographic location, traffic, time of day, weather, and other
factors.
01:48 01:51 01:47 01:52
00:00
00:30
01:00
01:30
02:00
ALL Call Types Ambulance Fire Department AMR
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Figure 31: NCFD EMS System Travel Time Performance (2020–2024)
As illustrated in the preceding figure, the travel time performance is close to industry
standards and supports the current station locations.
Response Time Performance
When turnout and travel time are combined, this is expressed as response time with an
expected performance of five minutes or less in a staffed station. This is one of the most
often tracked and reported response time performance measures, comprising
components under the Department's direct control.
Figure 32: NCFD EMS Response Time Performance (2020–2024)
As previously stated, NCFD has reached service demand capacity, and future growth
will require additional resources to maintain response performance benchmarks.
The final metric looks at the combined time of all performance metrics and represents
the total time a citizen waits for a response from the moment they place a 911 call to
the arrival of resources.
05:59
07:22
06:12 07:17
00:00
01:00
02:00
03:00
04:00
05:00
06:00
07:00
08:00
ALL Call Types Ambulance Fire Department AMR
07:15 08:36 07:24 08:32
00:00
01:00
02:00
03:00
04:00
05:00
06:00
07:00
08:00
09:00
10:00
ALL Call Types Ambulance Fire Department AMR
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Figure 33: NCFD EMS Total Response Time Performance (2020–2024)
The preceding analysis demonstrates an opportunity for overall system improvement.
09:50
11:52 10:06 11:46
00:00
01:00
02:00
03:00
04:00
05:00
06:00
07:00
08:00
09:00
10:00
11:00
12:00
13:00
ALL Call Types Ambulance Fire Department AMR
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POPULATION GROWTH & SERVICE
DEMAND PROJECTIONS
Service demand is largely driven by population—without residents, the need for
emergency services is minimal. The relationship between total population, population
density, growth trends, and incident volume is complex and not fully understood.
Nevertheless, applying regression analysis and forecasting tools can provide leadership
with sufficient insight to make informed decisions regarding resource allocation and
deployment.
Population Growth
The population in National City decreased from 58,582 in 2010 to 56,173 in 2020—a
decline of 2,409 people or approximately 4.1%. This contrasts with the national growth
rate of 7.18% and California's growth rate of 5.90% during the same period. The most
significant single-year decrease occurred between 2019 and 2020, with a drop of 5,094
people (8.31%).
2020–2023
The decline continued post-2020, with the population falling to an estimated 55,236 by
the end of 2023, a decrease of 977 people (1.74%) from 2020. This included a drop of 25
people between 2021 and 2022 and 533 people (0.96%) between 2022 and 2023. Over
the 2013–2023 period, the population decreased by 4,593 (7.68%), with an average
annual growth rate of -0.76%.
Peak and Low Points
The population peaked in 2017 at 61,560 and reached its lowest point in 2023 at 55,236.
Between 2000 and 2023, the population grew by 1,110 overall, but the trend since 2017
indicates a consistent decline.
Factors Influencing Population Changes
Economic and Social Factors
National City’s median household income in 2023 was $64,248, below the California
state average, with a poverty rate of 13.97% (higher than the state average of 12.4%).
These economic challenges may contribute to out-migration.
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Demographic Composition
The city has a diverse population, with 65.8% Hispanic, 16.8% Asian, and 9.5% White
residents in 2023. A significant portion (36.9%) of residents are foreign-born, which may
influence migration patterns due to changes in immigration policies or economic
opportunities.
Regional Context
California as a whole has seen a population decline since 2020, dropping from 39.52
million to 39.43 million by 2024, driven by lower birth rates, aging populations, and net
out-migration, particularly in coastal counties. National City’s trends align with this
broader state pattern, though its proximity to San Diego and the Mexican border may
create unique dynamics.
Projected Population Trends (2024–2040)
Specific projections for National City’s population through 2040 are limited by the
available data. Still, we can infer trends based on historical patterns and broader state
projections:
Short-Term Projection (2024–2025)
One source estimates National City’s population in 2025 to be 54,584, assuming a
continued annual decline of -0.59%. However, another source projects a population of
65,464 by 2025, based on a 2010–2014 growth rate of +0.74% per year. This discrepancy
highlights uncertainty, as the recent trend of decline (-0.683% from 2022 to 2023)
suggests the lower estimate is more likely unless significant changes occur.
Long-Term Projection (2030–2040)
No direct projections for National City extend to 2040, but California’s population is
expected to grow modestly, reaching 50 million by 2050 with a low annual growth rate
of about 1%. Growth is projected to be stronger in inland regions like the Inland Empire
and San Joaquin Valley, while coastal areas like San Diego County may see slower
growth or declines due to high living costs and out-migration. National City, as a
coastal city, may continue to experience stagnation or slight declines unless economic
or policy changes (e.g., increased immigration or local development) reverse the
trend.
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Uncertainty and Variables
Projections are uncertain due to fluctuating migration patterns, economic conditions,
and demographic shifts. For instance, lower immigration and an aging population
(California’s median age is rising, with 25% of residents projected to be over 60 by 2031)
could further depress National City’s growth. Conversely, its proximity to San Diego’s
economic hub and Naval Base San Diego could stabilize or boost population if
development projects (e.g., Southwestern College expansion or Kimball Park) attract
residents.
National City is classified as an urban, incorporated city. This study utilized historical
population data and projections provided by the California Department of Finance
(CDOF). The CDOF publishes annual population estimates for each county and
incorporated city, drawing from the U.S. Census Bureau and state records, with city-
level data from 2010.
The incorporated area of National City covers 10.07 square miles, and the 2023 CDOF
population estimate was 55,236. The following figure illustrates the 17-year estimated
population growth from 2010 through 2023 based on the CDOF annual estimates.
Figure 34: 17-Year Population Forecast with 95% Confidence Bands
Based on the historical population estimates, the population is expected to remain
relatively stable. Using this forecasting approach, the projected population in 2040 is
estimated to be approximately 50,224 with a 95% confidence level.
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Population Distribution
National City is a densely populated city with the highest population in the center of
town. The following figure shows the population density distribution for the National City.
Figure 35: 2023 Population Distribution
Service Demand
A standard linear forecast accounting for potential seasonality was used for this
analysis. While future service demand cannot be predicted with certainty, examining
the previous five years of data—while smoothing the effects of the 2020 pandemic—
provides a reasonable estimate of incident growth. For the National City Fire
Department, projected growth is modest. The model estimates ambulance runs in 2040
to range between 5,431 and 5,536, with a 95% confidence interval.
The following figure illustrates the projected ambulance service demand based on
data from the prior five years.
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Figure 36: Service Demand Projection to 2041
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Incidents Incident Forecast Ambulance
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AMR AMR Forecast
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SECTION II:
EMS SYSTEM VALUATION
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FINANCIAL ANALYSIS OF EMS
TRANSPORT SERVICES
Understanding Health Care Financing
Healthcare financing can feel more like a maze than a map, especially for city and
county leaders already juggling budgets, labor contracts, and public-safety programs.
At its core, money flows from four main directions: federal payers such as Medicare and
the Department of Veterans Affairs (VA), state programs like Medicaid or California’s
Medi-Cal, commercial insurers, and patients themselves. Every other label, secondary
coverage, workers’ compensation, auto and travel plans, ACA exchanges, co-pays,
deductibles, simply adjusts who pays first, how much is paid, and when the bill finally
reaches a resident.
For any local agency that runs an ambulance service or community clinic, the first
figure to grasp is its payer mix: the percentage of encounters in each of those four
buckets. Medicare rates are fixed by Congress. Medi-Cal pays less but may offer
supplemental pools such as GEMT or QAF. Commercial contracts can be negotiated.
Self-pay accounts often turn into bad debt. Understanding this mix lets administrators
build a realistic revenue model and see where policy changes, such as an increase in
Medi-Cal managed-care enrollment or a new Covered California plan, could tighten
or boost cash flow.
The next focus is on documentation and billing accuracy. Federal payers will deny a
claim for a missing oxygen saturation just as quickly as a private insurer. Detailed run
sheets, ICD-10 codes that match the
clinical picture, and prompt
electronic submission shorten the
days-in-accounts-receivable cycle
and keep cash predictable. Many
California fire departments now
outsource coding, follow-up calls,
and complex denial appeals to
specialized vendors while retaining
in-house compliance oversight.
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Local governments have levers that larger health systems do not. Intergovernmental
transfers and certified public expenditures can draw additional federal matching
dollars for ambulance transports and public health clinics. Grants tied to opioid
settlement funds, or 1115 waiver projects, can support community paramedicine pilots
that reduce uncompensated care at area hospitals. These programs are paperwork-
heavy, but a modest investment in grant management or a shared-services agreement
with neighboring jurisdictions often pays for itself.
Finally, establish a cross-functional finance team that meets monthly. Include the
finance director, EMS chief, legal counsel, and any contracted billing vendor. Track
payer-mix shifts, denial rates, days in accounts receivable, and write-offs. Pair those
metrics with a policy watch list that flags changes to Medi-Cal managed-care
capitation, ACA subsidy adjustments, or upcoming labor cost increases. With clear
data, disciplined billing practices, and targeted supplemental funding, even the
complex world of healthcare financing can become a manageable and predictable
part of a local government budget.
Determining the Value of the System
Numerous factors impact the value of an EMS system. The monetary value of the
system primarily refers to the revenue that can be recognized from a given number of
transports. There are no special or secret methods for collecting payments from an EMS
system. A fixed amount of money is available to all providers, whether public or private;
this is often referred to as the revenue cap. However, disparities exist in revenue
collection among various providers due to two main areas: billing and collections.
Some agencies are more effective at securing funds in these areas than others.
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Often, an agency gauges its success based on its collection rate. However, this is an
inaccurate measure of overall success, as collection rates are just one aspect of
effective EMS financial management. Key factors affecting billing and collections
success include:
• Billing Policy
• Collection Rate
• Transport Rates
• Documentation
• Billing Collector's Level of Effort
• Number of Transports
• Payer Mix
The value of National City’s EMS system is determined by both controllable and
uncontrollable factors. The following elements can be actively managed to enhance
system valuation:
• Billing Policy
• Collection Rate
• Transport Rates
• Documentation
• Billing Collector's Level of Effort
However, certain elements are beyond the City's direct control:
• Number of Transports
• Payer Mix
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Billing Policy
Establishing a billing policy is a crucial step for providers to maximize revenue from the
healthcare system. Several factors must be considered when developing a billing
policy, including how aggressive the billing approach will be. A more aggressive policy
increases collection potential, but fixed rates in various areas cap the maximum
possible collections. Additionally, the number of service calls remains relatively stable;
increasing ambulance availability does not necessarily lead to more transports. The
expectation is that all patients requiring transport will receive it, and while call volumes
fluctuate, significant or seasonal changes are predictable. American Medical
Response currently does all the billing for the city. The contract between the City and
AMR establishes an ALS pass-through fee, which is a set rate established to be paid to
the City. This fee will need to be added to the overall compensation in the system to
compare the current model with any future models.
Understanding that the billing policy established by a private provider, or the city if it
chooses to develop one, will heavily impact the residents of National City. By carefully
crafting and implementing a comprehensive billing policy that incorporates these
factors, providers can enhance revenue streams and ensure the sustainability of their
EMS services.
Collection Policy
The collection policy is a crucial aspect of the billing process, significantly impacting
revenue. Federal regulations require that every patient receive a bill for services
rendered, preventing selective billing practices where only certain patient groups are
targeted. A company's aggressiveness in its collection efforts often reflects its business
philosophy. Most private ambulance companies and hospitals implement aggressive
collection policies, while many public ambulance providers opt for less stringent
approaches.
The reason for this difference is straightforward: private ambulance companies are
focused on generating revenue or profit. Sending patients to collections or placing
them on strict payment plans is standard practice for these companies. In contrast,
public sector providers must consider the political and public relations implications, as
their patients are taxpayers.
A practical guideline for collections is that the process should continue if the financial
or political return justifies the effort. It should cease when further collection efforts' costs
or potential negative consequences outweigh the potential monetary gain.
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Balancing effective revenue collection with public accountability and sensitivity is
essential for public ambulance providers. A well-considered collection policy can help
achieve this balance, ensuring financial sustainability while maintaining public trust.
Transport Rate
Setting an appropriate transport rate is crucial for ensuring financial sustainability while
maintaining fairness and regulatory compliance. Every patient is charged a transport
fee, regardless of insurance status or ability to pay, making consistency in billing
essential.
Transport revenue is directly tied to the percentage of transports relative to total
responses. While increased transports generate more revenue, transporting every
patient is not always practical due to the overcrowded healthcare system. National
City, as a public provider, does not need to generate profits like private companies but
must ensure long-term financial stability while prioritizing patient care.
Non-transport decisions have significant financial implications. If two ambulances each
record one non-transport per shift, the city loses 730 billable transports annually. At
Medicare’s base rate of $522 per transport, this results in over $380,000 in lost revenue
per year. While transports should not be the goal in the system, it is helpful to
understand that their impact can be estimated and managed as a percentage of
total call volume.
Cost recovery is necessary for system efficiency, but should not override clinical
judgment. Transport decisions should always prioritize patient well-being to maintain
public trust and transparency. Making financial considerations a primary factor in
transport decisions could damage credibility and erode confidence in the service.
Emergency transport fees vary by payer. The following figure outlines allowable charges
by Medicare and Medi-Cal:
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Figure 37: Medicare and Medi-Cal Allowable Charges
Item Medicare Allowable Medi-Cal Allowable
Advanced Life Support (ALS) Rate $581.26* $1,158.10**
Basic Life Support (BLS) Rate $489.48* $1,158.10**
Mileage $8.71 $3.19
Oxygen $0 $8.89
EKG $0 $14.46
Night Calls $0 $8.89
*This amount adds additional fees charged for mileage.
**This amount adds the PP-GEMT payments.
While Medicare and Medi-Cal place limits on reimbursement, National City should not
be constrained by these figures when setting transport rates. Expanding chargeable
services and adjusting rates can improve cost recovery. Additionally, private and
commercial insurance, covering an estimated 22% of transports, offers further
opportunities for increased revenue without impacting vulnerable populations.
Documentation
Electronic patient care reporting (ePCR) has significantly improved billing accuracy
and speed. However, many transport agencies fail to prioritize proper documentation
training, leading to errors that delay or reduce reimbursements.
Accurate documentation is critical for securing appropriate reimbursement and
tracking billable supplies. Medicare and Medi-Cal reimburse based on medical
necessity rather than patient preference for hospital transport. Errors in documentation
can lead to lower reimbursement rates, such as billing an Advanced Life Support (ALS)
service at the lower Basic Life Support (BLS) rate. Proper documentation can
significantly increase revenue where ALS services are provided.
For instance, with an average cost recovery of $500–$1,000 per transport, preventing
just one daily denial due to improper documentation could generate an additional
$180,000 to $360,000 annually, enough to fund at least one full-time paramedic.
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The introduction of the ePCR has transformed billing by enabling instant access to
patient records and streamlining reimbursement processes. However, ensuring
thorough and accurate documentation remains a challenge. National City relies on its
billing agency for feedback and follows San Diego County’s EMS policy S-601,
Documentation Standards and Transferal of Prehospital Care Records (PCR)
Information, to maintain high standards. Common documentation deficiencies that
can delay reimbursement include:
• Missing patient signatures
• Lack of medical necessity justification
• Incomplete transport mileage
• Failure to record billable procedures
Ensuring precise and timely documentation is vital for maximizing revenue and
maintaining efficiency. National City must continue refining its compliance program to
leverage ePCR advancements effectively.
Billing Contractor's Level of Effort
Ambulance billing contractors play a crucial role in EMS revenue cycle management.
Clearly defining contractor expectations ensures efficient and accurate billing
processes.
Contractors should provide comprehensive services, including data entry, claim
submission, insurance verification, coding, follow-up, and appeals. Claims must be
processed promptly and accurately, incorporating all required documentation. Regular
audits and quality checks are necessary to maintain billing accuracy, while open
communication between the contractor and EMS provider ensures responsiveness and
efficiency.
Revenue collection is heavily influenced by the provider’s billing policy. A weak or
vague policy results in lower collection rates. When a city contracts with a third-party
billing company, associated expenses should be factored into operational costs. Most
billing companies charge a percentage of collected revenue, though some use a fixed
rate per bill. If a provider's collection policy is lax, billing contractors may demand a
higher percentage to offset reduced collections.
Since EMS systems operate within a finite revenue cap, optimizing policies, training
personnel, and monitoring service delivery can enhance collections. The advertised
collection rate of billing companies alone does not reflect overall billing success.
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Establishing clear expectations for billing contractors is essential to municipal EMS
financial sustainability. A well-defined policy outlining service scope, timelines, and
accuracy requirements fosters an effective partnership between contractors and EMS
providers, maximizing revenue potential.
Understanding the Payer Mix
Demographics of the Healthcare Payer Mix
The sustainability of the healthcare system is largely dependent on the payer mix within
a given geographic area. In the Emergency Transportation System, payer mix and
transport volume directly influence financial viability. Understanding how payer
demographics impact reimbursements is essential for assessing system value. Once
these demographics are identified, estimated reimbursement rates can be determined.
There are four primary cost centers for medical charge reimbursement by responding
agencies:
• Medicare: The primary healthcare coverage for individuals over 65.
• Medicaid (Medi-Cal in California): A federal-state program providing healthcare
coverage for low-income individuals and families (primarily those at or below
138% of the national poverty level).
• Commercial Insurance: Typically, employer-provided benefits, but also available
for independent purchase.
• Private Pay: Applies to uninsured individuals who pay for services out-of-pocket.
The proportion of system users from each of these categories determines potential
reimbursement levels. For example, a system with a high concentration of commercially
insured patients will generally achieve higher cost recovery rates than one with a large
uninsured population.
Additional reimbursement subcategories, such as workers’ compensation, liability, and
auto insurance, exist within these primary categories but are not covered in this report.
Medicare
Medicare typically constitutes the largest segment of a system’s payer mix since it
covers all individuals over 65. In National City, Medicare accounts for an estimated 45%
of transported patients.
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Medicare imposes a billing cap, currently set at just over $650.00. It reimburses 80% of
the allowed amount, equating to approximately $521.60, with an additional co-pay
recoverable at an estimated 30% success rate. For a system with an average service
charge of $2,000, Medicare’s reimbursement remains $521.60 (plus mileage), while the
patient’s co-pay is an estimated $130.00.
Importantly, rate increases by the city do not impact Medicare reimbursement or
patient co-pays. For instance, raising the charge to $5,000 would not change the
payment structure, as Medicare’s capped reimbursement remains fixed. This constraint
highlights the limited financial flexibility within the Medicare payer mix and the
protections that prevent Medicare recipients from being affected by rate increases.
Medicaid/Medi-Cal
Medicaid, known as Medi-Cal in California, provides insurance for individuals living
below the poverty line or those with significant disabilities. Some elderly individuals
qualify for Medicare and Medi-Cal, which is referred to as “Medi-Medi.”
Like Medicare, Medi-Cal has a payment cap, currently set at approximately $118.00,
regardless of the service charge. However, additional federal enhancements increase
total reimbursement to over $1,100. This enhancement program will be discussed in
more detail later in this section.
Medi-Cal is the third-largest payer mix among transported patients in National City,
comprising approximately 33% of the total transports.
Commercial Insurance/Private Insurance
This payer mix category includes individuals with medical insurance obtained through
employment, private purchase, or other means. Commercial insurance, also known as
private insurance, generally consistently reimburses for ambulance transportation and
first response fees, leading to an estimated reimbursement rate of 80%.
Commercial insurers typically cover a usual and customary payment based on billed
charges. In National City, the average Advanced Life Support (ALS) transport charge is
$4,606, with most commercial insurers reimbursing at least 80%, or approximately $3,685
per transport. Increasing the average charges in the system by as little as 5% could
generate significant additional cost recovery in the system.
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Private Pay
This payer mix category includes individuals who do not qualify for Medi-Cal, have not
applied, or lack commercial insurance. It encompasses a broad economic range, from
those with minimal income to those earning above-average wages. Traditionally, this
group consisted of individuals employed by small businesses that did not offer insurance
or those who were self-employed.
As a result, private pay patients vary widely in their ability to cover ambulance
transportation and first responder fees. Some can afford the full cost, others are unable
to pay, and some can make partial payments through agreements. Due to this
economic diversity, the aggregate reimbursement rate for this group is typically around
5% of total collections.
With the implementation of the Affordable Care Act (ACA) and Covered California,
more individuals from this demographic are transitioning into insured categories.
However, the long-term impact on collection rates remains uncertain, as many ACA
plans have higher deductibles that may still leave financial gaps.
Payer Mix & Transports
Using information gathered from AMR’s billing report, the payer mix in 2024 for National
City was Medicare—43.9%, Medi-Cal—32.4%, Commercial Insurance—6.3%, and Self
Pay—14.7%, with 2.5% remaining in the “Other category”. For estimations in this study,
the “other category” was distributed evenly to the other columns.
The following figure illustrates the estimated payer mix and transport volume for
National City. According to the data received from the city, the estimated medical call
volume was 7,184 in 2024, with a total of 5,435 transports, resulting in a call-to-transport
rate of approximately 75.65%.
These figures will be used to estimate the system’s call and transport volumes for 2025.
The predicted call volume is based on a 3% increase in volume and transports from
2024. As noted earlier, adjustments to call volume and, more critically, transport volume
can significantly impact cost recovery within the system.
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Figure 38: Calculated Payer Mix
Cost Center Percent of Transport Number of Transport
Medicare/Medicare HMO 44.53% 2,493
Medi-Cal/Medi-Cal HMO 33.03% 1,849
Commercial Insurance 7.13% 399
Self-Pay 15.33% 857
Total 100% 5,598
Applying the reimbursement formula to the payer mix requires adjustments for
collection rates. One method utilizes a simple percentage-to-volume ratio. Variations in
collection percentages across the payer mix largely depend on the stability of each
cost center.
Medicare is the most stable cost center due to its well-defined eligibility requirements.
Medi-Cal and private insurance have slightly less stability, as enrollment fluctuates
based on individual circumstances. Similarly, the private pay category is evolving as
more individuals gain coverage through the ACA.
A portion of charges within each category is typically unbillable for various reasons, the
most common being lapsed coverage or unmet deductibles.
Medicare
44.53%
Medi-Cal
33.03%
Commercial
Insurance
7.13%
Self-Pay
15.33%
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To estimate EMS system revenue, the current National City-authorized service rates must
be applied. If National City chooses to assume the provider of record for their system,
AP Triton recommends conducting a fee study to establish a fee schedule that allows
the City to recover costs for providing services in the system. The following figure
outlines National City’s current approved transport charges:
Figure 39: Authorized National City Rates for Services
Service ALS Rate BLS Rates
Base Rate $3,845.22 $2,066.00
Oxygen $271.06 $271.06
Mileage $125.00 $125.00
Average Transport Charge $4,605.75 2,826.53
For a total calculation, we will assume the following:
• ALS Transport at 50% of transports
• Oxygen at 50% of transports
• Mileage at 5 miles per transport
The following figure represents the average reimbursement per transport for each payer
mix. This table provides the total annual revenue breakdown based on each payer mix,
as identified in the data received for this study.
Figure 40: Transportation Reimbursement Calculation
Cost Center Estimated ALS
Recovery
Estimated BLS
Recovery
Medicare/Medicare HMO
Reimbursement per Transport $522 $481
Medi-Cal/Medi-Cal HMO
Reimbursement per Transport $1,158 $1,158
Commercial Insurance per Transport @
80% $3,685 $230
Self/Private Pay per Transport @ 5% $2,261 $141
Using these standard revenue predictions, the reimbursement from each payer mix can
be estimated based on the transports in the system. The following figure outlines these
amounts.
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Figure 41: Payer Mix Reimbursement
Cost Center Net Collection Amount
Medicare/Medicare HMO $1,249,297
Medi-Cal/Medi-Cal HMO $2,141,368
Commercial Insurance $1,186,611
Self/Private Pay $159,248
Additional 30% Medicare Collection $97,519
Total Estimated Payer Mix Reimbursement $4,834,044
AP Triton believes these calculations follow a standard formula for evaluating a system's
available cost recovery. These figures do not include additional revenue from co-
pays/deductibles or out-of-pocket expenses from commercial insurance. Should a
provider choose to bill for these out-of-pocket expenses, the value of the system could
increase.
AP Triton typically sees reimbursements that fall between 25%–35% of the total billed
amounts. This uses the realized collection percentages in numerous other departments
and agencies across California. Using this calculation, $20,803,138 would have been
billed ($4,834,044 ÷ $20,803,138 = 23.24%). Additionally, public ambulance providers
benefit from an enhanced Medi-Cal reimbursement of $1,158.10, compared to the QAF
reimbursement available to private ambulance providers. Based on the City’s payer
mix, the value of the EMS system to a private ambulance transport provider is roughly
$900,000 less than the value of the same system to a public transport provider.
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RESOURCE NEEDS AND WORKLOAD
ASSESSMENT
Unit Hour Utilization & Time on Task
Unit hour utilization (UHU) and workload are critical factors in structuring an EMS system.
UHU measures how efficiently resources—such as personnel and equipment—are used
to provide services. In fire-based EMS systems, UHU is a key metric for assessing
workload. Other structural factors include response models (fire or private-based),
support units, supervision, and surge protection, all of which must be considered as the
system evolves.
Workload varies by industry and standard. For example, a nurse working a 12-hour
hospital shift may remain consistently engaged but not overwhelmed, while a firefighter
working a 24-hour shift with continuous calls would experience an unsustainable
workload. Understanding how time is allocated during a standard shift helps determine
emergency call volume capacity.
Assessing UHU at the field level is essential for building a system that meets the
workforce's operational demands. Ensuring sufficient time for daily operations, such as
equipment checks, training, and breaks, is crucial in transport system management. The
private industry relies on status management to align unit availability with emergency
demand, optimizing response times for critical and non-critical calls.
Public and private providers measure workload similarly, but there are slight differences
in everyday items and how they are measured. For example, public agencies typically
add daily training to their workload measurement, whereas the private industry does
not typically do training on duty. The private industry might pull units out of service for
meal breaks, while the public agencies do not.
The ambulance industry's standard workload measurement is identified as unit hour
utilization. Low utilization would indicate a system that could have been more efficient
in its deployment. This deployment could make it hard to recover costs from
transportation to manage the system. A high UHU may indicate the need for additional
unit hours to lower response times and reduce staff fatigue. The UHU measurement has
become a national standard; an example would be the City of Sacramento's
proposed budget for FY 2022/2023:
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The acceptable standard measurement of ambulance usage is UHU. UHU is the
ratio of hours spent delivering emergency medical services to the number of hours
the medic units are available. For example, a UHU of 0.50 indicates that a team
utilized 50% of the total time available throughout the year. A high UHU means
lower availability for calls. Poor availability can negatively affect response times.2
Figure 42: Standard Unit Hour Utilization Rates
Unit Hour Utilization UHU Range
0.55–0.45 High Utilization
0.45–0.35 Above Average Utilization
0.35–0.25 Average Utilization
0.25–0.15 Below Average Utilization
0.15–0.01 Low Utilization
A well-designed deployment model allows National City to maximize its resources and
cost recovery without overburdening personnel. The following figure illustrates how UHU
is developed. In this example, a 24-hour unit has approximately 12.5 hours per day
allocated for non-emergency activities, including equipment checks, breaks, training,
and rest. This leaves eight hours, or 35% (0.35 UHU), available for emergency calls,
providing a benchmark for sustainable workload management. Although this
percentage of emergency response and other duties might fluctuate daily, the system
should be designed to remain sustainable. UHU is about setting up a sustainable system
and not just covering the call load for one day.
2 chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://www.cityofsacramento.org/-
/media/Corporate/Files/Finance/Budget/FY2022_23_Proposed-Operating-Budget.pdf?la=en
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Figure 43: Determining Adequate TOT 24 hours
Daily Operations Count Count
Hours in the day 24 Hours 12 Hours
Unit/Equipment Maintenance 1 1
Food Breaks 3 2
Fitness/Training 2 1
Sleep 6 0
Other 2 0
Wall Time (APOT) 2 2
Used Hours in Normal Day 16 5.5
Standing TOT 0.66 0.46
Maximum Recommended
UHU 0.35 0.54
Standard TOT/UHU
Firefighter Ambulance .35–.40 .35–.40
Single Role .45–.55 .50–.75
The following figure represents the total responses for each fire unit in National City for
medical aid. Using these numbers and the transport volume from AMR is a strong
indicator of the impacts on the system. These numbers can also help to understand the
UHU in the system.
Figure 44: Number of Incident Responses by Unit (2020–2024)
Year Medical Call
Volume
ALS Transport
Volume
BLS Transport
Volume Total Transports
2024 7,184 2,718 2,718 5,436
2025* 7,400 2,799 2,799 5,598
*Total taken from adding 3% to 2024 statistics with 50% for ALS and BLS transports
Using the 2025 projected medical call/transport volume and a standard UHU of 0.35 or
35%, the number of ambulances needed in the system can be estimated.
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Projected Unit Deployment
Projecting the number of units needed in the system takes into consideration many
factors. UHU is a major factor, along with call continuance (calls occurring at the same
time or day), and timing of calls each day. A system with a heavy call continuance at
certain times of the day might indicate the need for 10- or 12-hour units (surge units) to
cover busy times while not needing those units on slower times. An example would be
needing a surge unit from 8 AM to 6 PM to cover peak activity and not needing a surge
unit from 10 PM to 8 AM due to the slowdown of calls overnight.
The following figure takes into consideration call volume, transport volume, and non-
transport volume. This, along with call concurrence call volume, helps to portray a
complete picture.
Figure 45: UHU/Medical Aid Information
Call/Deployment Information Medical Aid Information
24-Hour Units
Total Medical Aids 7,400
Total Transports 5,598
UHU 0.35
Deployment Hours Required 15,994–21,143
Total Daily Hours Required 43.82–57.93
24-Hour Units Required 2–3 Units
12-Hour Units
Total Non-Transports 1,802
UHU 0.54
Deployment Hours Required 1,112–1,716
Total Daily Hours Required 3.05–4.70
12-Hour Units Required 1 Unit
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COSTS OF THE EMS SYSTEM
All ambulance transport delivery models offer diverse benefits and many challenges.
One of the main challenges is the cost of providing the service, and personnel are the
most significant part of the cost.
Personnel Costs
Two cost items under personnel will be considered when developing the system's
modeling: Salary and Benefits. Typically, these two cost items are known factors that
each City or a City’s Human Resource department provides and make up a large
portion of the costs when deploying units.
Salary
The salary for personnel in the models described in this report is divided into two distinct
categories: sworn and non-sworn.
Sworn
The sworn salaries used are taken directly from the tables filled out for this report. A 15%
bonus is added to the Firefighter EMT salary for maintaining a paramedic license. The
salary is based on a 56-hour work week and 2,912 hours per year.
• EMT Firefighter Salary—$98,690
• PM Firefighter Salary—$111,816
Non-Sworn
The non-sworn salaries use a median salary from the private provider in and around
National City. Non-sworn personnel are not exempt from the Fair Labor Standards Act
(FLSA), so each model explored accounts for overtime built into the schedule. The
salary is based on a 40-hour work week, with anything over 40 paid at a time-and-a-half
rate. The schedule is two days on and four days off, which incorporates 2,016 straight-
time hours and 824 overtime hours.
• Non-Sworn EMT—$61,788 ($19.00/hr.)
• Non-Sworn PM—$78,048 ($24.00/hr.)
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Benefits
The benefit package can vary for sworn and non-sworn employees. It usually includes
medical, dental, life insurance, HR overhead, various PERS or other retirement formulas,
short—and long-term disability, leave, and other costs, depending on the provider. The
benefits packages used by the models (sworn and non-sworn) are taken from the data
provided in this study. The current firefighter benefits package will be used for sworn
and non-sworn personnel.
• Yearly Benefits Package—$36,763
Overtime
Overtime can vary depending on the type of personnel (sworn vs non-sworn)
evaluated and the amount of leave the city provides. The data shows an average of
116 hours for sick leave, and 213 hours of vacation were used per employee. For the
modeling, 192 (eight shifts) yearly paid time off (PTO) will be used for non-sworn, and
213 hours will be used for sworn personnel.
Administrative Costs
The following section deals with administrative overhead costs related to the
ambulance transport system. Some of these duties could be absorbed by current
personnel; however, for consistency in the report, all positions are listed as independent
from current staffing.
Chief Level Supervision
AP Triton typically recommends an Assistant/Deputy/Battalion Chief position responsible
for complete system oversight and planning. This section or division will introduce an
estimated $4.8 million into the department and manage over 12–16+ new employees,
or a contract costing millions. The following sections describe positions that are essential
in managing an ambulance transport system.
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BC Operations Manager/EMS
The EMS Battalion Chiefs (BC) position is responsible for the program’s daily operations,
including deployment of resources, required unit hours, response times, and reporting
requirements. They monitor dispatch for system status. If sub-contracting, the BC will be
the point of contact for contractors' daily staffing, deployment, or response issues. They
will also coordinate with contractors’ supervisors for disaster responses, hospital issues, or
other significant incidents. The number of ambulances required for National City could
also be managed by the existing Battalion Chiefs currently working in the system.
Captain Logistics Coordinator/EMS
The model that National City chooses will depend on the level of overhead staffing
needed. If a single-role model is adopted, there will be an increased need for hiring,
training, and education as personnel turnover will increase. If a model that includes
purchasing and maintaining ambulances is chosen, multiple positions must be in place
to manage the extra rolling stock. Each configuration also considers daily supervision.
AP Triton’s algorithm requires supervisor in the field for non-sworn ambulances in service.
This number can fluctuate based on the suppression fire units provide and the area
covered by the units.
Contract Compliance Officer
Responsible for reporting requirements and documentation for contractors and LEMSA.
Provide clinical training, CQI review, and training for contractors as needed. Acts as
liaison between fire and contractor field personnel. Provides training and education for
ePCR compliance. Represents the city on EMS committees as required. Coordinates
supplies, narcotics, bio waste, and other services as needed. Monitors trends in the
system, such as UHU, APOT, changing protocols, and other issues, to assist in long-term
planning.
Billing Oversight—Staff Analyst
Provides billing oversight and support for the city, the contractor, and the billing
provider. Ensures ePCR data is transferred to the billing provider as required and
coordinates with the Contract Compliance Officer if there are issues. Monitors billing
and collections and identifies any trends or issues. Monitors unit hours, provides monthly
reports, and reconciles with the billing contractor to ensure they match. Monitors
enterprise funds to ensure they operate as required and within budget. Coordinates a
compassionate billing program for those unable to pay.
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Additional Personnel
AP Triton's comprehensive evaluation thoroughly examines key personnel involved in
each operational model. However, taking on ambulance operations within the city is a
significant responsibility. Once a model is selected, National City will require further
assessments to determine system needs.
Existing fire departments are well-positioned to assume this role, offering on-site
supervision during emergencies and at fire stations. This structure allows for seamless
integration of ambulance operations while fulfilling daily supervisory requirements with
minimal additional overhead.
Overhead Costs
Overhead costs can vary between systems, but typically account for approximately
20% of the total system cost when compared to other fire departments providing similar
services. These expenses extend beyond direct patient care and operational costs,
encompassing various administrative and support functions.
The following is a list of expected overhead costs. Some of these items are included in
the current modeling, while others are not. National City should carefully evaluate all
potential expenses before selecting a sustainable model for the future, including
housing costs.
Administrative Expenses
The following administrative expenses are examples of things that need to be
considered when developing an ambulance transport model. The department
currently encompasses some of these items, and others are included in the modeling
expenses.
Office Rent and Utilities:
• The cost of maintaining administrative offices, including rent, electricity, water,
and other utilities.
• Although most office space for a fire-based ambulance program is already in
place at the fire department and City facilities, these costs should be figured into
the cost of the whole system on a percentage basis.
Office Supplies:
• Expenses related to stationery, printing, and other office materials.
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Salaries for Administrative Staff:
• Compensation for personnel handling billing, scheduling, record-keeping, and
other administrative tasks.
Training and Continuing Education:
• Costs associated with ongoing training and certification for EMTs, paramedics,
and other staff.
• Training materials, instructors, and facilities contribute to overhead expenses.
• Initial training is considered in the models later in this study, but ongoing training
must be adjusted as budgets are designed.
Licensing and Certification Fees:
• Fees paid to regulatory bodies for licenses, permits, and certifications required to
operate an ambulance service.
• These may include state and local licenses, medical director certifications, and
vehicle permits.
Dispatch and Communications Equipment:
• Maintaining communication centers, dispatch software, and emergency call-
taking infrastructure required expenses.
• Upgrading or replacing communication equipment adds to overhead costs.
Insurance Premiums:
• Ambulance services require various insurance coverages, including liability
insurance, workers’ compensation, and vehicle insurance.
• Premiums contribute to overhead expenses.
Vehicle Depreciation and Replacement:
• While vehicle maintenance is an operational cost, the long-term depreciation
and eventual replacement of ambulances fall under overhead expenses.
• Budgeting for vehicle replacement ensures continuity of service.
Quality Assurance and Compliance:
• Costs related to quality improvement programs, audits, and regulatory
compliance.
• Monitoring and maintaining compliance contribute to overhead.
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Medical Supplies and Equipment Inventory Management:
• Tracking and managing medical supplies, medications, and equipment
inventory.
• Inventory management systems and personnel handling this task add to
overhead costs.
Marketing and Community Outreach:
• Expenses related to promoting the ambulance service, community education,
and outreach programs.
• Marketing materials, events, and personnel contribute to overhead.
Legal and Professional Fees:
• Legal consultations, contracts, and professional services (e.g., accounting) incur
costs.
• Ensuring legal compliance and proper financial management is essential.
Previous Compensation
The current contract with AMR Ambulance requires fees that are paid to National City
to support the system. This fee must be considered as the city reviews the modeling
projections. The city must understand that this positive line item in their budget will not
continue to be paid by AMR if they assume the billing role. This amount will be
accounted for in the total cost recovery of the system.
Figure 46: National City Current Reimbursements
Cost Center Monthly Fees Average Annual Fees
AMR Pass-Through Fee $26,500 $318,000
Additional Start-Up Costs
Launching an ambulance program requires substantial startup costs, including
purchasing ambulances and equipment, hiring and training staff, onboarding
administrative personnel, and implementing a billing system. Establishing a reliable
funding strategy before pursuing these options is essential to ensure financial stability.
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A new transport model will experience an initial funding period with delayed
reimbursements. Since billing takes time to establish and stabilize, a transport
conducted on January 1st may not see payment for several months, creating a
temporary revenue shortfall. This delay does not indicate lost cost recovery but rather
deferred payments. Similarly, if a system ceases patient transport on January 1st,
payments will continue for several months.
Some operational models may offer reduced startup expenses if a private provider
assumes certain costs. National City should evaluate these financial implications to
select the most sustainable approach.
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COST RECOVERY & FEE REVIEW
Analysis of Potential Revenue Streams
Financial Resources
Cost recovery in an EMS and ambulance transport system is straightforward, with well-
established expenses for service delivery, particularly in fire department-operated
models. Many fire departments have provided these services for decades, with
structured financial models in place.
Programs such as First Responder initiatives and the Federal PP-GEMT program have
enabled public agencies in California and other states to recoup a portion of the costs
associated with Pre-Hospital Emergency Medical Services (PHEMS). These funding
mechanisms help offset operational expenses and enhance system sustainability.
Cost Recovery Strategies
Funding
Funding for an Emergency Transport system is primarily
dependent on patient transportation, as outlined in
this report and the payer mix section. This funding is
supported through three key mechanisms:
Transport Fees—Charges billed to patients or insurers
for ambulance transport services.
Federal Reimbursement—Funding received from programs such as Medicare, Medicaid
(Medi-Cal in California), and other federal initiatives.
Additional Taxes or Fees—Supplemental funding sources, including local taxes or
special assessments, to support system sustainability.
A balanced approach incorporating these mechanisms ensures financial stability while
maintaining essential emergency medical services.
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Transport Fees
If National City opts to manage its EMS transport and billing system, it should also
establish its own fee structure. AP Triton recommends that the provider of record set
fees that ensure the financial sustainability of the system. The current valuation is based
on the fees charged by AMR in the City.
Understanding the payer mix is crucial in assessing how the fee structure impacts cost
recovery. A well-balanced fee schedule should align with reimbursement rates and
funding mechanisms to support the long-term viability of the EMS system.
Federal Reimbursement
Multiple Federal programs offer additional reimbursement for ambulance transport
and, sometimes, non-transport. All public and private agencies must optimize their cost
recovery in the system by participating in the provided programs.
Additional Fees and Taxes
Charging the patient for the PHEMS response to all calls is vital to establishing a
sustainable system. Setting up additional fees is not part of this EMS valuation study and
is not currently done in National City. The city can evaluate the impact of additional
fees if it chooses to do so in the future.
Collection Rates
The collection rate is important, but the quality of the collections is more important. Any
system can guarantee a 90%–100% collection rate if the service fee is low enough.
Consider the cost of transport at $500.00 and the total number of transports at 5,000 per
year. At this charge, National City would collect nearly 100% of what is being charged,
but even at a 90% collection, it would put the total charges at $2,500,000 and the cost
recovery at about $2,250,000. Using the same number of transports, a fee for transport
of $2,000, and a 40% collection rate, the cost recovery jumps to a yearly $4,000,000. Not
only has the cost recovery in the system almost doubled, but the impact on the
residents is minimal, as this increase in fees mainly leverages the reimbursement from
commercial insurance providers.
As stated previously, a 25%–35% collection rate is typical for an ambulance transport
system. If the collection rate is lower, the fees are typically considered too high; if the
collection rate is higher, the fee is typically considered too low. Many more factors are
involved in the collection rate, including the specific payers involved. If National City
chooses to be the provider of record in their system, it is recommended to establish a
fee structure that allows them to collect 25%–35% of what is billed.
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Federal Reimbursement Programs
Public Provider Ground Emergency Medical Transport (PP-GEMT)
Reimbursement for patient transport to the hospital is based on the four payer mixes
previously outlined in this study. In California, Medi-Cal provides additional avenues to
recover costs beyond the initial billing phase.
There are two primary ways to secure additional federal funds for treating Medi-Cal
patients:
Intergovernmental Transfer (IGT)—A funding mechanism allowing government entities
to transfer funds to the federal government in exchange for matching Medi-Cal
payments.
Certified Public Expenditure (CPE)—A program requiring government healthcare
providers with taxing authority to demonstrate a financial loss in providing EMS services
to Medi-Cal patients to receive reimbursement.
Expected reimbursement for transporting a Medi-Cal patient is approximately $118.00
(with some additional add-ons), regardless of the billed amount. These programs
provide transport authorities with opportunities for additional cost recovery, helping to
offset financial shortfalls in Medi-Cal-funded transports.
Certified Public Expenditure
To participate in a CPE program, the City must demonstrate a financial loss in providing
EMS services. This is achieved through a written certification detailing the total loss
divided by the number of Medi-Cal transports, like filing a detailed tax return.
The State submits this documentation to the Federal Government, which then matches
up to 50% of the verified loss and returns the funds to the State. Fees are deducted
along the process, and the Provider of Record ultimately receives the remaining
additional reimbursement.
However, as of January 2023, this program is no longer available for public agencies in
California due to the implementation of the Public Provider Ground Emergency
Medical Transport (PP-GEMT) program, which has replaced CPEs as the primary cost
recovery mechanism.
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Intergovernmental Transfer
The second method a public agency can use to demonstrate financial loss is through
an Intergovernmental Transfer (IGT) program. To participate, the City contributes funds
to the State, which then leverages these funds to draw matching federal funds.
Throughout this process, administrative fees are deducted at various stages, with
different entities taking a portion for managing the program. Once the transfer and
management are complete, the Provider of Record receives the additional funds,
helping to offset operational losses. Multiple fire departments in Southern California
currently participate in the program.
Reimbursement Programs
Four major Federal programs offer additional reimbursement for the treatment and
transportation of Medi-Cal patients in California under the IGT/CPE programs:
• GEMT (Ground Emergency Medical Transportation)
• IGT (Intergovernmental Transfer)
• QAF (Quality Assurance Fund)
• PP-GEMT—(Public Provider Ground Emergency Medical Transportation)—NEW
GEMT
The GEMT is a CPE program. The program entails filling out lengthy annual expenditure
reports documenting everything related to the delivery of Emergency Medical Services
in the city.3 Using the reports, a “per transport” charge will be established and multiplied
by the total number of Medi-Cal transports. The state can leverage this report to
reimburse the public agency 50% of the costs. This program became obsolete with the
new PP-GEMT program for public providers.
IGT
An IGT program allows public providers to draw down federal matching funds by
putting money up to the state and matching funds back to the City.
3 https://www.dhcs.ca.gov/provgovpart/Pages/GEMT.aspx
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QAF
The QAF is the Quality Assurance Fee collected by the Department of Health Care
Services (DHCS). All providers pay into the fund, and in return, they receive an
enhanced amount on every Medi-Cal transport. The organization pays $34.00 per
transport. The State then pools that money into the Federal Government and draws
matching funds. All managers take their share in managing the program and
redistribute the remaining funds back to each provider based on the number of Medi-
Cal transports. The enhancement increases the amount received by $220.80 per
transport. This program became obsolete with the new PP-GEMT program for public
providers, but is still used by private providers.
PP-GEMT
Until January of 2023, most public agencies participated in the GEMT and QAF
programs to enhance the cost recovery from Medi-Cal patients. In 2016, the initial
designers of the GEMT program went to the State. They attempted to clarify the terms
of the program so that the Fire Department, using EMTs and other First Responders on
Medical Aids, could use those personnel in the Certified Cost Reports (CPEs). After years
of lobbying (that’s why the program has been on hold), AB1705 was adopted, which
took Public Providers (PP) out of the GEMT and QAF programs and put them in a
separate program called the Public Provider Ground Emergency Medical Transport (PP-
GEMT).4 The new program is a hybrid IGT. The previous CPE reports from all the agencies
in the state were used to produce an enhanced fee paid to each agency based on
the number of Medi-Cal patients they transported. The enhancement is $1,065.00,
compared to the previous $339.00. The program requires a quarterly payment like the
QAF, about $330 per Medi-Cal transport, and they also take an additional 10% for
program management and $30 per Medi-Cal patient transported to account for non-
paying entities. These numbers are set to increase over the next year with a
reimbursement of $1,158.10 and a payment of $349.00.
The following figure illustrates the steps and cycle of the PP-GEMT program.
4 https://www.dhcs.ca.gov/provgovpart/Pages/PPGEMTIGT.aspx
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Figure 47: PP-GEMT Program Steps and Cycle
Future Availability in GEMT Programs
The founders of AP Triton pioneered the Nation’s first Ground Emergency Medical
Transport (GEMT) program, setting the standard for how municipalities could leverage
federal reimbursement opportunities to stabilize emergency medical services. Since
that time, AP Triton has developed nearly a dozen additional GEMT programs, with
several more currently in progress across the country. These programs are structured
specifically for public providers and operate as entitlement programs, meaning that if a
provider meets the eligibility criteria, funding must be made available. This model
ensures sustainability for municipal agencies that cannot otherwise recoup the full cost
of ambulance transport under traditional Medicaid and Medicare reimbursement
rates.
Provider Tax Programs
It is important to understand the critical distinction between GEMT programs and
provider tax programs:
• Provider Tax Programs: These programs apply to both public and private providers
and are capped by federal regulation. Providers pay a tax that is then used by the
state to draw down federal supplemental reimbursement. In California, the two
most notable provider tax programs are:
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§ The Hospital Managed Care Organization (MCO) tax, which applies to major
managed care providers such as Kaiser, Blue Cross Blue Shield, and others.
§ The Quality Assurance Fee (QAF) program, which is specific to private
ambulance providers.
Both mechanisms generate supplemental funding, but they also impose a tax burden
on participating providers and have been criticized for disproportionately subsidizing
private, for-profit entities.
GEMT Programs
By contrast, GEMT and its public provider extension (PP-GEMT) are not provider tax
programs. They are entitlement programs that ensure supplemental reimbursement
flows directly to public agencies. Municipal fire departments and EMS agencies are
statutorily prohibited from generating a profit. Therefore, supplemental reimbursements
protect local taxpayers by covering the shortfall created when low-paying government
payors (Medicare and Medicaid) fail to meet the true cost of service delivery.
The “Medicaid Loophole” Debate
Federal policymakers are currently scrutinizing what they have labeled the “Medicaid
loophole,” a reference to state practices that use provider tax programs to generate
unallocated revenue. For example, in California, the hospital MCO tax carries a 10%
state administration fee, generating roughly $40 million. The state submits this amount to
the Centers for Medicare and Medicaid Services (CMS) for a Federal Medical
Assistance Percentage (FMAP) match, which effectively doubles the amount to $80
million. However, the additional funding is not earmarked for a specific Medicaid
program. Critics argue this allows states to subsidize non-Medicaid priorities, such as
covering healthcare costs for federally ineligible immigrants.
These concerns do not apply to GEMT or PP-GEMT. Because they are entitlement
programs specific to public providers, the funds are tied directly to service delivery and
cannot be diverted. This makes GEMT and PP-GEMT examples of sound public policy,
focused on protecting taxpayers and ensuring continuity of emergency medical
services.
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Fiscal Stability and System Safeguards
While the PP-GEMT program generates approximately $340 million annually in
California, it represents only a small portion of the broader CMS portfolio. Its alignment
with hospital funding mechanisms provides additional resilience, as hospitals secure
reimbursement levels far greater than those achievable by ambulance providers. This
creates a degree of protection for PP-GEMT participants, as any large-scale
restructuring of CMS programs would necessarily impact hospital systems first—
providing a buffer to public ambulance providers.
In addition, public providers benefit from structural safeguards embedded in local
agreements:
• Contractual Protections: Agreements between agencies and contractors—or
between agencies and counties—typically include clauses that allow contracts to
be reopened in the event of significant changes. These may include shifts in
system economics, payer mix, call volume, or future integration that materially
impact cost structures.
• Statutory Obligations: Counties are legally obligated to ensure the provision and
financing of emergency ambulance services. This obligation ensures that, even
under fiscal pressure, the system remains solvent, and services remain
uninterrupted.
• 201 Providers: Agencies designated as “201 providers” under California Health and
Safety Code §201 have full authority to adjust their systems in response to
changes, providing an added layer of local control and long-term sustainability.
There is no plausible scenario where robust emergency ambulance transport services
disappear. The system cannot function without fair and reasonable reimbursement, but
entitlement programs such as GEMT and PP-GEMT provide essential stability. While
adjustments to Medicaid programs are inevitable over time, the structure of GEMT
ensures public providers remain protected, local taxpayers are shielded from additional
burdens, and communities continue to receive reliable, high-quality emergency
medical transport services.
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Summary
These four programs fall under a CPE, IGT, or a combination of both. The PP-GEMT
program is the current program in place for public agencies and has significantly
increased the system's cost recovery. The following figure estimates the PP-GEMT
enhancement that National City could see if it becomes the provider of record for the
transportation system.
Figure 48: PP-GEMT Cost/Cost Recovery Estimations 2024
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Public 1,849.00 $118.00 $1,158.00 $349.02 $34.90 $30.00 $1,376,016
Private 1,849.00 $118.00 $339.00 $34.00 10% N/A $417,456
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SECTION III:
EMS SYSTEM DELIVERY MODELING
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EMS DELIVERY OPTIONS &
STRATEGIES
EMS Transport Service Models
AP Triton has evaluated multiple EMS delivery models and presents five options for
National City’s consideration. While the City may not fully implement these models, this
assessment provides decision-makers with a clear understanding of the costs
associated with each approach. The goal is to help National City determine the most
effective EMS service delivery and governance model to ensure high service levels for
residents, businesses, and visitors.
EMS Service Models for consideration:
• In-house service with sworn fire personnel
• In-house service with non-sworn fire personnel
• Hybrid model with sworn and non-sworn fire personnel
• Subcontracting services to a private/public provider
• Hybrid model with in-house, non-sworn fire personnel and subcontracting
These ambulance transport models incorporate National City’s known costs and
industry standards from fire and private ambulance transport systems. While these cost
estimates are based on real-world data, certain expenses, such as cardiac monitors,
radios, gurney systems, and overtime, may vary. Private provider salaries align with
industry standards but could be adjusted based on implementation decisions.
Financial Planning and Enterprise Fund
AP Triton recommends that National City establish an enterprise fund (Margin Account)
that rolls over annually an amount equaling 10% of the model's operating costs. This
fund would help manage cost recovery fluctuations due to call volume and payer mix
changes while also supporting potential service expansions if needed.
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Comparing Cost Structures
Each model uses a standardized cost structure where applicable, allowing for direct
system comparisons. The city must validate each expense based on purchasing
contracts and other policies and procedures for the City, outlined in this study, before
moving forward.
Fire-Based vs. Private-Based Staffing Models
• Fire-Based Systems: Typically use 24-hour shifts with additional 12-hour partial
shifts to manage peak volume.
• Fire-Based Single Role System: Typically uses 24-hour shifts with the addition of 12-
hour partial shifts to manage peak volume. They can also staff 12-hour full-time
employees, as they are not firefighters.
• Private-Based Systems: Operate under an A/B shift model (e.g., 0700–1900 and
1900–0700) to optimize UHU, reduce overtime, limit shift fatigue, and minimize
station costs. This model requires 33% more personnel and a strong part-time
workforce.
• Key Differences: Fire-based models reduce full-time employee counts, minimize
shift-change inefficiencies, and align with fire training schedules, whereas
private-based models prioritize operational efficiency and cost savings.
System Deployment Recommendations
AP Triton’s analysis indicates that a National City EMS transport system would require a
minimum of two 24-hour ambulances and one 10- to 12-hour day units to manage peak
activity. This recommendation is based on call data, time of day, call concurrency, and
potential city-wide deployment strategies.
As implementation progresses, National City may choose to make necessary
adjustments to accommodate real-world factors such as Ambulance Patient Offload
Times (APOT), training needs, and surge protection. The city might also choose to start
with one system, for instance, a subcontracting model, and then transition to an
Ambulance Operator model as the system is built out.
If National City selects a specific model, a strategic deployment plan can be
developed. Resource allocation will also vary by model; for example, the firefighter-
based model will be built with partial or 12-hour shifts staffed as overtime-only positions
due to its 56-hour work schedule.
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The Single-Role Model
The use of single-role ambulance operators is not a new concept in the fire service, but
it is gaining traction as a preferred model. This class of employees offers several benefits
while also presenting certain challenges. The city could choose to use this class of
employee in other aspects of public safety, like fire department or police department
cadets. This could augment or enhance current staffing levels.
If National City chooses to adopt the single-role model, it should explore all available
options to enhance staffing reliability and ensure seamless emergency service delivery.
System Costs
Each EMS model offers unique benefits and challenges. Four of the models necessitate
hiring personnel and purchasing equipment, which could introduce delays due to long
lead times for vehicle procurement.
Our analysis presents various staffing and deployment models, with ambulance
employee costs and EMS system expenses detailed by unit hour and total system cost.
These expenses are itemized in tables to outline the specific requirements of each
model. For the subcontracting model, a breakdown of itemized costs alongside a total
unit hour cost for the entire system is included.
System costs include personnel for overhead, finance, quality assurance, training, and
field supervision. Additional expenses such as risk management, fuel, ambulance
maintenance, data connectivity, medical supplies, equipment replacement, and
billing are incorporated into the total cost. These costs vary significantly depending on
National City’s chosen deployment model, current city purchasing contracts, and the
number of ambulances acquired.
Subcontracting has historically been the most efficient and cost-effective approach for
ambulance transport. However, as unit hour prices have increased, in-house services
have become a more viable alternative. If National City opts to provide ambulance
transport directly, unit hour costs may be lower than contracting at a higher rate per
unit hour.
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Depreciating Costs
The following figures detail AP Triton’s cost estimates, with amortization based on a five-
year replacement cycle for vehicles and equipment. While this timeframe covers the
primary lifespan of most equipment, items such as radios and gurneys often have
longer use spans. Each item in the cost center includes a unit hour cost directly related
to the number of ambulance hours required in the system.
The table in the following figure is broken down into four columns, described as follows:
Years of Amortization—Most items are depreciated over five years. This is an estimate
and shows the cost distributed over that span. If the City purchases equipment with
one-time funds, this depreciation cost can be taken off each year's projected expense,
but should still be considered when estimating the total cost of the system.
Equipment Estimated Cost—Each item is assigned an estimated cost to project its total
system cost. These costs are not meant to be all-inclusive, as contracts and purchasing
power can be fluid.
Estimated Total Cost—The total cost is a basic calculation of the number of ambulances
estimated in the system multiplied by the depreciated cost. The modeling projects the
need for five ambulances to support the system.
Annual Cost per Ambulance—This is the simple depreciated cost per ambulance per
year. For instance, a $200,000 ambulance depreciated over five years is $40,000 per
year. Understanding there will be interest on loans and other costs associated with
purchasing, the city should evaluate these costs before finalizing any purchasing plans.
The cost in the following figure is in the depreciation section of each of the delivery
models. These items have been taken from other programs currently running
ambulance programs in California. They represent the major cost items when
purchasing and outfitting an ambulance for emergency response, but are not all-
inclusive. Each model utilizes the same number of units deployed and a reserve fleet of
half that of the units deployed. These cost estimates are taken from Model #1.
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Figure 49: Estimated Additional Costs When Providing Transport Directly
Cost Center–Per Ambulance Years of
Amortization
Estimated
Cost
Estimated
Total Cost
Annual
Depreciated
Cost
Summary of Operating Expenses Depreciated
Ambulance Replacement 5-Years $230,000 $1,150,000 $230,000
Cardiac Monitor 5-Years $52,000 $260,000 $52,000
Make-Ready Equipment 5-Years $25,000 $125,000 $25,000
Data Tablet (3 yr. Amortization) 3-Years $3,000 $15,000 $5,000
Power Gurney 5-Years $72,000 $360,000 $72,000
Ambulance Setup 5-Years $15,000 $75,000 $15,000
Lucas Devices 5-Year $21,000 $105,000 $21,000
Stair Chair 5-Year $5,000 $25,000 $5,000
Total Depreciated cost of each Ambulance $85,000
Number of Ambulances Required for Deployment 5
Amortized Yearly Costs $425,000
Operating Costs
The costs in the following figures represent each delivery model's operating costs, which
include purchasing and managing ambulances. These cost estimates will need to be
adjusted if a model is chosen. Some costs are associated with all ambulances (five)
while others that deal with personnel are only associated with the staffed ambulances
(three). Note that each of the cost items that follows is taken from existing California
systems that are staffing city-based ambulance programs. These estimates are taken
from Model #1.
Ambulance Insurance—Insurance costs for an ambulance will vary from system to
system. Each ambulance must maintain insurance coverage.
Fuel/Maintenance/Mechanics/Licenses—These costs for a city or county are usually
estimated on a per-vehicle basis. This can vary depending on the type of vehicle and
usually does not change if the vehicle drives 1,000 miles vs. 20,000 miles per year. This
could be adjusted based on National City’s costs.
Data Connections—Each ambulance is assigned two data tablets for Mobile Data
Connections and Electronic Patient Care reporting. This charge is estimated to cover
the data connections of each unit.
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BLS Supplies—Each ambulance is stocked with a set of BLS supplies. This list of supplies
can vary from County to County. Once the ambulance is stocked with supplies, the
operating costs cover the constant resupply.
ALS Supplies—Each ambulance is stocked with a set of ALS supplies. This list of supplies
can vary from County to County. Once the ambulance is stocked with supplies, the
operating costs cover the constant resupply.
Training—Training is typically done on-duty throughout the year. The training costs give
an estimate for the year to pay for extra training outside normal work hours.
Uniforms—The cost of uniforms covers basic uniform needs per year, per ambulance.
Certifications—The certification covers the basic costs of EMT and PM certifications.
Figure 50: Summary of Operating Costs
Cost Center–Per Ambulance Estimated
Total Cost
Annual
Cost–Per
Ambulance
Summary of Operating Expenses
Ambulance Insurance $13,000 $2,600
Fuel/Maintenance/Mechanic/License $205,000 $41,000
Data Connection $6,000 $1,200
BLS Supplies $65,000 $13,000
ALS Supplies $55,000 $11,000
Training $36,000 $12,000
Uniforms $8,640 $720
Certifications $2,400 $200
Total Yearly Cost per Ambulance $78,208
Number of Ambulances 5
Total Yearly Cost for System $391,040
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Public-Private Partnership
The State of California has implemented the Public Provider Ground Emergency
Transport (PP-GEMT) program to enhance the benefits paid for Medi-Cal patients. These
enhancements for the additional cost recovery in the system will be discussed in the
cost recovery section of this study. There is also a cost for the program, estimated at
$330.00+ per Medi-Cal transport. The cost analysis for each deployment model includes
the current PP-GEMT agreement’s cost, estimated at over $750,000 in FY2025. This
additional cost must be considered when comparing these models to the current or
future system designs. The additional cost recovery is taken into consideration in the
total revenue for each model.
Facilities
The cost analysis for each deployment model does not include facility expenses. In
ambulance operations, remote facilities where day and night crews rest are referred to
as “Comfort Stations.”
For fire-based models, the assumption is that ambulances would be housed in existing
fire facilities at no additional cost. In subcontracting models, facility costs are presumed
to be included in the subcontract rate. However, these costs can be revisited in the
future based on the chosen deployment model.
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Deployment Models
Model #1: Firefighter Transport Model
Fire Agencies Providing Ambulance Transport with Sworn Personnel
Model 1 proposes a sworn firefighter/paramedic and sworn firefighter/EMT staffing
model for delivering all emergency ambulance services in National City. Data analysis
suggests a recommended UHU of 0.35–0.45 for transport units staffed with sworn
personnel. This standard will be applied across all transport models utilizing sworn
personnel.
Firefighters typically do not work 12-hour shifts, so this model relies on 24-hour ALS units
rather than split shifts. To maintain system consistency, total unit hours remain the same
across all models.
• Two 24-hour staffed ALS units are recommended.
• One 12-hour flex BLS unit will ensure adequate coverage during peak demand
periods.
• These units will operate 421 hours per week or 60 hours per day to meet response
time requirements.
Surge unit staffing can be achieved using overtime personnel or reallocating existing
fire apparatus personnel during high-demand periods.
Staffing & Cost Overview
The following figure outlines staffing and employee costs for Model #1, including an
additional six Firefighter/Paramedics and six Firefighter/EMTs. Salary and benefit
calculations are based on National City Fire Department compensation packages.
Figure 51: Model #1—Firefighter Staffing Costs
Type of Personnel # of
Personnel Individual Total Annual
Cost
Firefighter EMT Salary 6 $98,690 $592,140
Firefighter EMT Benefits 6 $32,537 $195,222
Constant Staffing—Overtime FF/EMTs 6 213 hours $64,969
Firefighter Paramedic Salary 6 $111,816 $670,896
Firefighter Paramedic Benefits 6 $36,763 $220,578
Constant Staffing—Overtime FF/PMs 6 213 hours $73,610
STAFFING COSTS $1,817,414
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Along with the costs in the preceding figure, the system cost-center figures will be
added to create total system costs. Each model has 24- and 12-hour shifts added for
consistency, and each total unit hour calculation. For example, two 24-hour
ambulances equate to 17,520 hours yearly; the additional 12-hour ambulance adds
4,380 hours.
Figure 52: Model #1—Firefighter Model Operational Costs
System Costs Total Annual Cost/Revenue
Personnel/Staffing Costs $1,817,414
Subcontracting Costs N/A
Operating Depreciation $425,000
Operating Costs $391,040
Administration Costs $312,578
Other Expenses N/A
12-Hour OT Shifts for Peak Staffing $445,325
Total Operational Costs $3,391,357
Figure 53: Model #1—Additional System Costs
Additional System Costs Total Annual Cost/Revenue
Margin/Roll-Over Account/Fund $339,136
Billing (4% Net Collections) $193,362
PP-GEMT Payment (if Applicable) $765,353
Miscellaneous N/A
Total Additional Costs $1,297,850
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Figure 54: Model #1—Total System Summary
Total Administrative Costs Total Annual Cost/Revenue
Total Revenue (Including PP-GEMT) $4,834,044
Model #1 Total Costs $4,689,208
Total Unit Hour Costs $214.12
Total Cost Recovery (Loss) $144,836
Contractual Revenue $318,000
Total Net Cost Recovery (Loss) ($173,164)
Benefits/Challenges—Model #1
In previous years, using sworn personnel for ambulance services was financially
unfeasible. However, rising private provider costs per unit hour have made this model
more viable. Implementing this approach requires National City to carefully evaluate its
benefits and challenges. This model also includes over $339,136 in a margin fund for
continued system support.
Key Benefits
Increased Staffing: Adding 12 sworn personnel could significantly enhance emergency
response flexibility within the fire service.
Workforce Stability: While the initial onboarding academies would take longer than
other models, the result would be a more consistent and trained workforce.
Challenges and Considerations
Hiring Constraints: Recruiting a large number of sworn personnel could delay meeting
service demands.
Overtime Costs: All vacancies (e.g., sick leave, vacation) and flex car deployments
would require sworn personnel working overtime, increasing expenses.
Turnover Issues: Promoting paramedics off ambulances may necessitate continuous
training and schooling for replacements.
Equipment Procurement Delays: Acquiring ambulances and fire apparatus faces longer
lead times than in previous years, potentially extending start-up timelines.
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Higher Cost Model: This model is one of the most expensive, and it does not include
subcontracting, with lower net revenues (cost recovery), potentially impacting
reinvestment into the EMS system.
Additional Considerations
AP Triton factored in a 40-hour training course in the start-up costs for each model at
the end of this section, but did not include the costs of a 6–8-week firefighter academy,
which could significantly increase start-up costs. These challenges must be carefully
reviewed before National City makes a final decision on implementing this model.
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Model #2: Ambulance Operator Model
Fire Agencies Providing Ambulance Transport Non-Sworn Personnel
Model 2 employs non-sworn (Single-Role) personnel, with EMTs and paramedics staffing
all ambulances. This model has gained popularity among fire departments transitioning
into emergency transport services due to its flexibility and efficiency.
The prices are for salary and benefits, using the standard firefighter benefits package,
as there are no current National City single-role personnel.
To meet 421 weekly unit hours, the system requires:
• 10 EMTs and six paramedics working a combination of 24-hour and 12-hour shifts.
• Robust Part-Time Workforce: Due to high turnover, maintaining a strong pool of
part-time employees is essential. The model assumes eight part-time personnel to
support the system.
Figure 55: Model #2 - Ambulance Operator Staffing Costs
Type of Personnel # of
Personnel Individual Total Annual
Cost
AO EMT Salaries (24-hour)4 6 $61,788 $370,728
AO EMT Salaries (12-hour) 4 $42,560 $170,240
AO EMT Benefits 10 $32,537 $325,370
AO EMT Constant Staffing OT 6 192 hours $36,665
AO PM Salaries 6 $78,048 $468,288
AO PM Benefits 6 $36,763 $220,578
AO PM Constant Staffing OT 6 192 hours $46,314
Staffing Costs $1,638,184
Benefits/Challenges—Model #2
Key Benefits
• Flexible Staffing: Utilizes 24-hour units and 12-hour flex shifts, optimizing efficiency
compared to sworn models.
• Increased Fire Personnel on Duty: Expands the number of personnel available
citywide without increasing sworn firefighter numbers.
• Full System Control: Allows National City to manage staffing levels and add units
as needed, independent of private contractors.
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• Firefighter Recruitment Pipeline: Acts as a training and vetting system for future
full-time firefighters, as seen in multiple California fire departments.
• Higher Net Cost Recovery: Generates significant net revenue over expenses,
allowing reinvestment into the EMS system.
Challenges and Considerations
• High Turnover Rates: Single-role EMS personnel typically experience frequent
turnover, necessitating continuous hiring and training efforts.
• Human Resources and Training Demands: Managing an ongoing recruitment
and training cycle for part-time employees requires dedicated resources.
• Part-Time Workforce Management: While part-time personnel help cover shifts
and meet surge demand, maintaining consistent staffing levels can be
challenging.
Financial Overview
The following figure outlines the major cost components of Model #2, including:
• Personnel Costs (full-time and part-time staffing)
• Depreciation & Equipment Costs
• Operating Expenses (ambulance maintenance, fuel, medical supplies)
• Administrative Costs (supervision, training, human resources support)
• Additional Costs (peak staffing units, margin accounts, billing services)
Projected Net Cost Recovery
The projected net cost recovery for Model #2, calculated by subtracting total
operating costs from projected revenue, is $827,799.
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Figure 56: Model #2—Ambulance Operator Model Operational Costs
Model Costs/Revenues Total Annual Cost/Revenue
Personnel/Staffing Costs $1,638,184
Subcontracting Costs N/A
Operating Depreciation $425,000
Operating Costs $394,720
Administration Costs $312,578
Other Expenses N/A
12-Hour OT Shifts for Peak Staffing N/A
Total Operational Costs $2,770,482
Figure 57: Model #2—Additional System Costs
Model Costs/Revenues Total Annual Cost/Revenue
Margin/Roll-Over Account/Fund $277,048
Billing (% of Net Collections) $193,362
PP-GEMT Payment (if Applicable) $765,353
Miscellaneous N/A
Total Additional Costs $1,235,763
Figure 58: Model #2—Total System Summary
Model Costs/Revenues Total Annual Cost/Revenue
Total Revenue (Including PP-GEMT) $4,834,044
Option #2 Total Cost $4,006,244
Total Unit Hour Costs $182.93
Total Cost Recovery (Loss) $827,799
Contractual Revenue $318,000
Total Net Cost Recovery (Loss) $509,799
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Model #3: Hybrid Sworn/Non-Sworn
Hybrid Ambulance Transport Services Sworn/Non-Sworn
Model #3 employs a hybrid approach, integrating sworn firefighters and non-sworn
(Single-Role) personnel to provide emergency ambulance transportation. This model
includes both EMTs and paramedics in safety (sworn) and non-safety (non-sworn)
positions, offering increased flexibility in deployment.
Proposed Staffing Configuration
This model can be adjusted based on department needs, but the initial configuration
includes:
• 1 firefighter-staffed 24-hour ALS units
• 1 single-role staffed 24-hour ALS units
• 1 single-role staffed 12-hour BLS surge units
The configuration is set up to combine a mix of sworn and non-sworn personnel. There
are many ways to configure the system, including starting with a firefighter model and
incorporating single-role personnel as the system is built out. If National City selects this
model, AP Triton can refine the deployment strategy to better align with operational
requirements and future needs.
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Figure 59: Model #3—Hybrid Sworn/Non-Sworn Staffing Costs
Employee Count # of
Personnel Individuals Total Annual
Cost
Firefighter EMT Salaries 3 $98,690 $296,070
Firefighter EMT Benefits 3 $32,537 $97,611
Firefighter EMT Constant Staffing OT 3 213 hours $32,484
Firefighter PM Salaries 3 $111,816 $335,448
Firefighter PM Benefits 3 $36,763 $110,289
Firefighter PM Constant Staffing OT 3 213 hours $36,805
AO EMT Salaries (24-hour) 3 $61,788 $185,364
AO EMT Salaries (12-hour) 4 $42,560 $170,240
AO EMT Benefits 7 $32,537 $227,759
AO EMT Constant Staffing OT 3 192 hours $18,333
AO PM Salaries 3 $78,048 $234,144
AO PM Benefits 3 36,763 $110,289
AO PM Constant Staffing OT 3 192 hours $23,157
Staffing Costs $1,877,993
Financial Overview
The following figure details staffing costs and system needs, incorporating personnel
and system costs to provide a comprehensive cost analysis for Model #3.
Figure 60: Model #3—Hybrid Model Operational Costs
Model Costs/Revenues Total Annual Cost/Revenue
Personnel/Staffing Costs $1,877,993
Subcontracting Costs N/A
Operating Depreciation $425,000
Operating Costs $394,720
Administration Costs $312,578
Total Other Expenses N/A
12-Hour OT Shifts for Peak Staffing N/A
Total Operational Costs $3,010,291
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Figure 61: Model #3—Additional System Costs
Model Costs/Revenues Total Annual Cost/Revenue
Margin/Roll-Over Account/Fund $301,029
Billing (% of Net Collections) $193,362
PP-GEMT Payment (if Applicable) $765,353
Miscellaneous N/A
Total Additional Costs $1,259,744
Figure 62: Model #3—Total System Summary
Model Costs/Revenues Total Annual Cost/Revenue
Total Revenue (Including PP-GEMT) $4,834,044
Option #3 Total Costs $4,270,035
Total Unit Hour Costs $194.98
Total Cost Recovery (Loss) $564,009
Contractual Revenue $318,000
Total Net Cost Recovery (Loss) $246,009
Benefits/Challenges—Model #3
Key Features
• Flexible Deployment: Allows for 24-hour units and 12-hour flex units, optimizing
resource allocation.
• Balanced Workforce: Six EMTs and paramedics from sworn ranks and 10 EMTs
and paramedics from non-sworn ranks to ensure full system coverage.
• Strategic Staffing Allocation: All 12-hour surge units will be staffed with non-sworn
personnel, maximizing cost efficiency.
• Turnover Management: Retaining non-sworn Ambulance Operators (AOs) may
be a long-term staffing challenge.
• Recruitment and Training: Hiring both sworn and non-sworn personnel at scale
requires a significant commitment to recruitment, onboarding, and benefits
administration.
• Transition Model Feasibility: Along with Model #5, this hybrid approach could
serve as a transitional model, ensuring service continuity while National City
evaluates long-term EMS solutions.
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Model #4: Private/Public Subcontracting
Private Ambulance Subcontracting for Transport Services
Model #4 presents a subcontracting approach, where National City would contract
with a private or public provider for all emergency ambulance services while retaining
Provider of Record status. This model allows National City to participate in federal
reimbursement programs and oversee EMS transport services without directly staffing
ambulance units.
Key Features
• Private Provider Partnership: National City contracts a private company to
deliver emergency ambulance services.
• Public Provider Partnership: National City contracts a public provider to deliver
emergency ambulance services.
• Provider of Record Status: The City maintains oversight, administrative control,
and financial management of the system.
• Billing and Revenue Management: National City manages the system’s revenue
and expenditures while contracting out billing services.
Proven Success
This approach, commonly referred to as the "Alliance Model" or "Unit Hour Model," has
been successfully implemented in Contra Costa City for the past seven years and in
other California-based EMS systems.
Cost Considerations
Variable Private Provider Pricing: Unit-hour costs have fluctuated significantly in recent
years. In Orange County, CA, BLS service costs are under $100/unit hour, while in San
Diego County, the cost could exceed $200/unit hour for BLS service.
Projected Cost per Unit Hour: AP Triton used an estimated $250/unit hour for ALS services
and $200/unit hour for BLS services. This is an estimate of possible private provider
services and will give the city a better understanding of the relationship between the
unit hour cost recovery feasibility.
Alternate Cost per Unit Hour: If the City chooses to contract with a public provider for
transport services, the cost per unit hour should be less, considering the difference
between cost recovery and profit margin.
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Administrative Costs: To maintain consistency with other models, some administrative
expenses were included, slightly increasing the total unit hour cost beyond the base
rate from private providers.
Financial Overview
The following figure details the estimated costs of the Subcontracting Model, including:
• Hourly Rate and Unit Hours Required
• Annual Contract Costs
• Additional System Costs
• Revenue Projections After Expenses
Figure 63: Model #4—Subcontracting Model Costs
Cost Center Hourly Rate Hours Needed Annual Cost
Subcontract ALS Costs $250.00 17,520 hours $4,380,000
Subcontract BLS Costs $200.00 4,380 hours $876,000
Figure 64: Model #4—Subcontracting Model Operational Costs
Model Costs/Revenues Total Annual Cost/Revenue
Personnel/Staffing Costs N/A
Subcontracting Costs $5,256,000
Operating Depreciation N/A
Operating Costs $75,600
Administration Costs $141,063
Other Expenses N/A
12-Hour OT Shifts for Peak Staffing N/A
Total Operational Costs $5,472,663
Figure 65: Model #4—Additional System Costs
Model Costs/Revenues Total Annual Cost/Revenue
Margin/Roll-Over Account/Fund $547,266
Billing (% of Net Collections) $193,362
PP-GEMT Payment (if Applicable) $765,353
Miscellaneous N/A
Total Additional Costs $1,505,981
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Figure 66: Model #4—Total System Summary
Model Costs/Revenues Total Annual Cost/Revenue
Total Revenue (Including PP-GEMT) $4,834,044
Option #4 Total Costs $6,978,644
Total Unit Hour Costs $318.66
Total Cost Recovery (Loss) ($2,144,600)
Contractual Revenue $318,000
Total Net Cost Recovery (Loss) ($2,462,600)
Benefits/Challenges – Model #4
There are several advantages to National City with the Subcontracting Model:
• There is potential to leverage a partnership with a private/public subcontractor
to better meet the needs of the community and each agency involved.
• Model #4 can generate significant net cost recovery to reinvest in the EMS
system if the unit hour cost is set to sustain the system.
• Leaves all hiring and staffing considerations to the subcontracted provider.
• Leaves ambulance and equipment purchasing to the subcontractor.
• Can be a cost-effective staffing model to provide this service.
• Eliminates role confusion between sworn and non-sworn personnel.
With the Subcontracting Model, National City must be aware of the additional
workload during start-up for this Model to begin operations. Points to consider are as
follows:
• Requires National City to develop and coordinate an RFP for a private
ambulance provider to be the subcontractor.
• For a competitive bid, the selected contracted private provider must be chosen,
the contract must be signed, and all National City administrative regulations
must be followed.
• It may not be easy to find suitable private ambulance subcontractors because
the industry only has a few capable private providers.
• The subcontracting unit hour cost can sometimes be unpredictable and subject
to vast differences between counties.
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The Subcontracting Model works because the private/public provider is contracted for
all emergency response deployment demands at a fixed unit-hour cost. This cost is
negotiated, covers all needed expenditures, depreciation, and equipment renewal for
the contracted service period, and includes an agreed-upon profit level to the
subcontractor. Responsibilities for National City in the Subcontracting Model include the
following:
• National City has operational control of the system and will hold the
subcontractor accountable directly for failure to meet the contract's
requirements at any time.
• National City is the Provider of Record and performs/subcontracts all billing
services for transport in this model.
• As the Provider of Record, National City would also access additional federal
funding through the PP-GEMT program.
Although the benefits of the Subcontracting model can be significant, the unit hour
price can also make the model unsustainable. As shown in the preceding tables, a
$250.00/unit hour is not a sustainable cost point for National City. The following figure
shows some examples of unit-hour costs that would bring this model in line with the
goals and objectives of the city.
Figure 67: Model #4—Total System Summary (Alternate)
Model Unit Hour Cost Desired Unit Hours Total Costs
ALS Subcontracting $140.00 17,520 $2,452,800
BLS Subcontracting $100.00 4,380 $438,000
Total Potential Subcontracting Costs $2,890,800
Additional System Costs* $1,804,124
Total Revenue $4,834,044
Total Subcontracting / System Costs/Contractual Revenue $4,694,924
Total Positive Cost Recovery $139,120
*Operating Costs, Admin Costs, Margin, Billing, PP-GEMT Payments, Contractual Revenue
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Public Provider Subcontractor Option
In addition to the potential unit hour cost in the preceding figure from a private
provider, National City could choose to contract with a public provider with
ambulance transport capabilities. This model would look very similar to Model #4, with a
unit hour cost that allowed for cost recovery in both systems. National City would take
on some of the overhead responsibilities in the field and rely on the contractor for
personnel and equipment.
To explore this option, the city would need to negotiate a unit-hour cost that made
sense for both systems. Understanding the AO model and its pricing for Model #2 will
help guide the city in this negotiation. That model outlines the potential costs of any
public provider and can be adjusted based on unique circumstances. Using these
guidelines, the city can add an additional line for the contractor’s (public provider’s)
cost recovery. The following figure is an example.
Figure 68: Public Provider—Subcontracting Review
Model Information
Total Costs
AO Model Costs (Including some administrative costs for the provider) $2,598,967
Public Provider Additional Admin. Fees @ 20% of Costs $519,793
Total Potential Unit Hour Cost Paid to Public Provider $142.41
Additional System Costs* $1,536,611
Total Revenue $4,834,044
Total Subcontracting / System Costs / Contractual Revenue $4,655,371
Total Positive Cost Recovery $178,673
*Operating Costs, Admin Costs, Margin, Billing, PP-GEMT Payments, Contractual Revenue
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Model #5: Hybrid Subcontracting
Hybrid Ambulance Transport Services—Fire-Based and Subcontracting
Model #5 integrates the strengths of multiple models by combining city-operated EMS
transport with private provider services. This approach allows National City to directly
manage part of the transport capacity while subcontracting the remaining transports.
The division between fire-based and private transport could be structured by
geographic area, patient acuity, or an even split.
Proposed Deployment Structure
• One city-operated 24-hour ALS AO-staffed unit
• One private provider 24-hour ALS unit
• One city-operated 12-hour ALS AO-staffed unit
If this model is selected, AP Triton can refine the cost structure to meet National City’s
specific operational and financial needs.
Figure 69: Model #5—Hybrid Subcontracting Staffing Costs
Cost Center Hourly Rate Hours Needed Annual Cost
Subcontract ALS Costs $250.00 8,760 hours $2,190,000
Subcontract BLS Costs $200.00 N/A N/A
Total Cost $2,190,000
Cost Center # of Personnel Cost/Employee Total Costs
AO EMT Salaries (24-hour) 3 $61,788 $185,364
AO EMT Salaries (12-hour) 4 $42,560 $170,240
AO EMT Benefits 7 $32,537 $227,759
AO EMT Constant Staffing OT 3 192 hours $18,333
AO PM Salaries 3 $78,048 $234,144
AO PM Benefits 3 $36,763 $110,289
AO PM Constant Staffing OT 3 192 hours $23,157
Staffing Costs $3,159,286
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Figure 70: Model #5—Hybrid Subcontracting Model Operational Costs
Model Costs/Revenues Total Annual Cost/Revenue
Personnel/Staffing Costs $969,286
Subcontracting Costs $2,190,000
Operating Depreciation $255,000
Operating Costs $264,800
Administration Costs $312,578
Total Other Expenses N/A
12-Hour OT Shifts for Peak Staffing N/A
Total Operational Costs $3,991,664
Figure 71: Model #5—Additional System Costs
Model Costs/Revenues Total Annual Cost/Revenue
Margin/Roll-Over Account/Fund $399,166
Billing (% of Net Collections) $193,362
PP-GEMT Payment (if Applicable) $765,353
Miscellaneous N/A
Total Additional Costs $1,357,881
Figure 72: Model #5—Total System Summary
Model Costs/Revenues Total Annual Cost/Revenue
Total Revenue $4,834,044
Option #2 Total Cost $5,349,545
Total Unit Hour Costs $244.27
Total Cost Recovery (Loss) ($515,501)
Contractual Revenue $318,000
Total Net Cost Recovery (Loss) ($833,501)
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Benefits/Challenges—Model #5
This model could dampen some of the downsides of previous models, while
emphasizing the benefits. A stair-step approach could ease the significant lift of
launching a new program, reducing the entry burden. Multiple ways exist to split the
services between National City and a private provider:
• Lower Start-Up Burden: Reduces initial hiring, equipment procurement, and
training challenges compared to fully in-house models.
• Gradual Implementation: A phased approach allows for a smoother transition,
minimizing supply chain and operational challenges.
• Flexible Service Allocation: Transport responsibility can be dynamically
distributed between National City and the private provider.
• Potential for Additional Federal Funding: As the Provider of Record, National City
may qualify for PP-GEMT reimbursement, increasing financial viability.
This model balances cost efficiency, operational control, and service scalability,
making it a strong transitional option or long-term solution depending on National City’s
objectives. This model also has the downsides of model #4, with higher-than-
acceptable unit-hour costs. The city must account for sustainable unit hour costs from
any private provider it attempts to partner with.
Governance Structure
A critical element of any EMS system in California is the collaboration with the State
Emergency Medical Services Authority (EMSA) and the Local Emergency Medical
Services Authority (LEMSA). These agencies oversee and regulate pre-hospital
emergency medical care, ensuring that EMS operations align with statewide and
regional standards. National City falls under the California Health and Safety Code
regulation and must adhere to LEMSA policies and procedures governing the safe and
efficient transportation of patients within the city.
Regulatory Compliance and Legal Considerations
National City’s EMS system must comply with state mandates and LEMSA’s operational
guidelines, which include ambulance deployment strategies, response time standards,
data reporting requirements, and medical oversight. Changes to the City's EMS
structure, such as adopting a new transport model, may require LEMSA approval and
compliance with existing regulations.
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Impact of California Health and Safety Code Sections 1797.201 & 1797.224
AP Triton recommends that National City consult with the City Attorney to evaluate how
its designation under California Health and Safety Code Sections 1797.201 or 1797.224
affects ambulance service operations. These statutes impact a city's authority to
administer EMS services, with 1797.201 providing municipalities that operated EMS
services before June 1, 1980, the ability to retain control, while 1797.224 allows for
competitive processes in selecting exclusive operating areas (EOAs). Understanding the
City’s legal standing under these statutes will clarify whether National City has full
regulatory authority over EMS transport or must coordinate with LEMSA for service
modifications.
Strategic Collaboration with LEMSA & EMSA
National City should proactively engage with LEMSA and EMSA to align its EMS strategy
with regulatory expectations. This includes:
• Submitting system updates for review and approval
• Ensuring compliance with reporting and performance benchmarks
• Advocating for necessary changes or exemptions if needed
By maintaining a collaborative relationship with these agencies, National City can
optimize EMS service delivery while ensuring regulatory alignment and legal clarity for
any chosen transport model.
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Startup Costs
If National City chooses Models 1, 2, or 3, there will be significant startup costs,
including:
• Ambulance and equipment purchases
• Hiring, orientation, and training of personnel
• Overhead expenses
• Billing system setup
Before proceeding with these models, the funding method must be determined. The
deployment plans outlined in this report include a cost center designed to recover
startup costs within five years to establish financial sustainability.
In contrast, Model #4 (Subcontracting Model) significantly reduces startup costs
compared to in-house models. This model primarily requires:
• Overhead costs
• Billing system establishment (AP Triton recommends outsourcing billing to a
specialized provider)
Model #5 (Hybrid Model) offers a phased implementation approach, allowing National
City to start with minimal startup costs by initially relying on subcontracting. Over time,
the city can transition to an ambulance operator model as resources, funding, and
personnel become available. This flexible approach helps mitigate financial and
operational risks while ensuring long-term system scalability.
Hiring and Orientation
Additionally, if National City chooses Options 1, 2, 3, or 5, the following figures outline an
estimated initial hiring cost for both sworn and non-sworn personnel. These non-sworn
estimates also consider the establishment of part-time employees to cover openings
and maintain a more flexible workforce. For this model, there are 16 full-time employees
and eight part-time employees.
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Figure 73: Estimated Hiring Costs for Non-Sworn Employees
Cost Center Cost Each Total
Recruiting $20.00 $480
Testing $40.00 $960
Prints/DOJ $49.00 $1,176
Background (Full-time / Part-Time Employees) $240.00 $5,760
Medical (Full-time / Part-Time Employees) $600.00 $14,400
HR Processing $150.00 $3,600
PM Orientation Hours Hourly * 40 hours $5,760
EMT Orientation Hours Hourly * 40 hours $4,560
Orientation/Training Facility $8000.00 $8,000
Safety Gear $350.00 $5,600
Supplies $200.00 $3,200
Total $53,496
Figure 74: Estimated Hiring Costs for Sworn Firefighters
Cost Center Cost Each Total
Recruiting $20.00 $240
Testing $40.00 $480
Prints/DOJ $49.00 $588
Background $1,200.00 $14,400
Medical $600.00 $7,200
HR Processing $150.00 $1,800
PM Orientation Hours Hourly * 40 hours $9,216
EMT Orientation Hours Hourly * 40 hours $8,134
Orientation/Training Facility $8000.00 $8,000
Safety Gear $3,500.00 $42,000
Supplies $200.00 $2,400
Total $94,457
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Summary of Transportation Models
Not all presented models show a positive net cost recovery for the city. The
subcontracting model uses a $250/ALS unit hour price point, which is over the top
amount the city could pay with the current configuration. The cost recovery is one
factor in choosing a model; the benefits and challenges must also be considered.
Figure 75: Ambulance Transport Model Summary
Model Costs/Revenues Model #1
Firefighter
Model #2
AO
Model #3
Hybrid
Model #4
Subcontract
Model #5
AO/Sub
Personnel/Staffing Costs $1,817,414 $1,638,184 $1,877,993 N/A $969,286
Subcontracting Costs NA NA NA $5,256,000 $2,190,000
Operating Depreciation $425,000 $425,000 $425,000 N/A $255,000
Operating Costs $391,040 $394,720 $394,720 $75,600 $264,800
Administration Costs $312,578 $312,578 $312,578 $141,063 $312,578
Total Other Expenses NA NA NA NA NA
12-Hour OT Staffing $445,325 N/A N/A N/A N/A
Total Operational Costs $3,391,357 $2,770,482 $3,010,291 $5,472,663 $3,991,664
Margin/Roll-Over
Account/Fund $339,136 $277,048 $301,029 $547,266 $399,166
Billing (4.00% Net Collections) $193,362 $193,362 $193,362 $193,362 $193,362
PP-GEMT Payments $765,353 $765,353 $765,353 $765,353 $765,353
Miscellaneous Extras @ 5% NA NA NA NA NA
Total Administrative Costs $1,297,850 $1,235,763 $1,259,744 $1,505,981 $1,357,881
Total Revenue $4,834,044 $4,834,044 $4,834,044 $4,834,044 $4,834,044
Total Costs $4,689,208 $4,006,244 $4,270,035 $6,978,644 $5,349,545
Total System Cost per Unit Hour $214.12 $182.93 $194.98 $318.66 $244.27
NET Revenue $144,836 $827,799 $564,009 ($2,144,600) ($515,501)
Contractual Revenue $318,000 $318,000 $318,000 $318,000 $318,000
Model Net Revenue (Loss) ($173,164) $509,799 $246,009 ($2,462,600) ($833,501)
NOTE: Each model maintains a 10% Margin account that should be considered along with the Model’s
Net Revenue (Loss) totals.
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Figure 76: Ambulance Transport Model Summary (Unit Hour/Net Recovery)
Ambulance Transport Models Unit Hour Cost Net Cost
Recovery
Model #1—Firefighter Model $214.12 ($173,164)
Model #2—Ambulance Operator Model $182.93 $509,799
Model #3—Hybrid FF/AO Model $194.98 $246,009
Model #4—Subcontracting Model* $318.66 ($2,462,600)
Model #5—Hybrid AO/Subcontracting Model $244.27 ($833,501)
*The subcontracting model is set at a $250.00 unit hour price for the private provider; the additional
$68 represents additional costs to the City, itemized in the cost analysis.
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APPENDIX A: TABLE OF FIGURES
Figure 1: NCFD Overall Service Area ...................................................................................... 15
Figure 2: Criteria Utilized to Determine Fire Station Condition ............................................. 19
Figure 3: Station 34 ................................................................................................................... 20
Figure 4: Station 31 ................................................................................................................... 21
Figure 5: Station 33 ................................................................................................................... 22
Figure 6: Summary of the NCFD Fire Station Features (2022) .............................................. 23
Figure 7: Criteria Used to Determine Apparatus & Vehicle Condition ............................... 24
Figure 8: NCFD Fleet Inventory (2022) .................................................................................... 25
Figure 9: Economic Theory of Vehicle Replacement .......................................................... 26
Figure 10: Data Skew ................................................................................................................ 30
Figure 11: Overall EMS Incident Density (2020–2024) ........................................................... 32
Figure 12: Ambulance Assigned Incidents (2021–2024) ....................................................... 33
Figure 13: Top 10 Addresses (2021–2024) ............................................................................... 34
Figure 14: Annual Incident Volume (2020–2024) .................................................................. 35
Figure 15: Monthly Incident Demand Variation (2020–2024) .............................................. 35
Figure 16: Variation by Weekday (2020–2024) ...................................................................... 36
Figure 17: EMS Hotspot Counts DAYTIME (2020–2024) .......................................................... 37
Figure 18: EMS Hotspot Counts NIGHTTIME (2020–2024) ....................................................... 38
Figure 19: Incident Volume Percent by Hour (2020–2024) ................................................... 39
Figure 20: Incident Demand by Hour and Day (2020–2024) ............................................... 40
Figure 21: Concurrent Incidents Totality (2020–2024) ........................................................... 41
Figure 22: Concurrent Incidents by Year (2020–2024) .......................................................... 41
Figure 23: NCFD Average Unit Type Commit Time by Incident Category (2020–2024) ... 42
Figure 24: AMR Average Unit Type Commit Time by Incident Category (2020–2024) ..... 42
Figure 25: Predicted Total Number of Units Needed by Hour and Day (2024) ................. 44
Figure 26: 4-Minute Drive Time ................................................................................................ 45
Figure 27: 8-Minute Drive Time ................................................................................................ 46
Figure 28: Response Time Continuum .................................................................................... 48
Figure 29: Alarm Processing Time Performance (2019–2021) .............................................. 48
Figure 30: NCFD System Turnout Time Performance (2020–2024) ....................................... 49
Figure 31: NCFD EMS System Travel Time Performance (2020–2024) .................................. 50
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Figure 32: NCFD EMS Response Time Performance (2020–2024) ........................................ 50
Figure 33: NCFD EMS Total Response Time Performance (2020–2024) ............................... 51
Figure 34: 17-Year Population Forecast with 95% Confidence Bands ................................ 54
Figure 35: 2023 Population Distribution .................................................................................. 55
Figure 36: Service Demand Projection to 2041 ..................................................................... 56
Figure 37: Medicare and Medi-Cal Allowable Charges ...................................................... 63
Figure 38: Calculated Payer Mix ............................................................................................. 68
Figure 39: Authorized National City Rates for Services ......................................................... 69
Figure 40: Transportation Reimbursement Calculation ........................................................ 69
Figure 41: Payer Mix Reimbursement ..................................................................................... 70
Figure 42: Standard Unit Hour Utilization Rates ...................................................................... 72
Figure 43: Determining Adequate TOT 24 hours ................................................................... 73
Figure 44: Number of Incident Responses by Unit (2020–2024) ........................................... 73
Figure 45: UHU/Medical Aid Information ............................................................................... 74
Figure 46: National City Current Reimbursements ................................................................ 80
Figure 47: PP-GEMT Program Steps and Cycle ..................................................................... 87
Figure 48: PP-GEMT Cost/Cost Recovery Estimations 2024 .................................................. 90
Figure 49: Estimated Additional Costs When Providing Transport Directly ........................ 96
Figure 50: Summary of Operating Costs ................................................................................ 97
Figure 51: Model #1—Firefighter Staffing Costs .................................................................... 99
Figure 52: Model #1—Firefighter Model Operational Costs .............................................. 100
Figure 53: Model #1—Additional System Costs .................................................................. 100
Figure 54: Model #1—Total System Summary ..................................................................... 101
Figure 55: Model #2 - Ambulance Operator Staffing Costs .............................................. 103
Figure 56: Model #2—Ambulance Operator Model Operational Costs ......................... 105
Figure 57: Model #2—Additional System Costs .................................................................. 105
Figure 58: Model #2—Total System Summary ..................................................................... 105
Figure 59: Model #3—Hybrid Sworn/Non-Sworn Staffing Costs ........................................ 107
Figure 60: Model #3—Hybrid Model Operational Costs .................................................... 107
Figure 61: Model #3—Additional System Costs .................................................................. 108
Figure 62: Model #3—Total System Summary ..................................................................... 108
Figure 63: Model #4—Subcontracting Model Costs .......................................................... 110
Figure 64: Model #4—Subcontracting Model Operational Costs .................................... 110
Figure 65: Model #4—Additional System Costs .................................................................. 110
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Figure 66: Model #4—Total System Summary ..................................................................... 111
Figure 67: Model #4—Total System Summary (Alternate) ................................................. 112
Figure 68: Public Provider—Subcontracting Review .......................................................... 113
Figure 69: Model #5—Hybrid Subcontracting Staffing Costs ............................................ 114
Figure 70: Model #5—Hybrid Subcontracting Model Operational Costs ........................ 115
Figure 71: Model #5—Additional System Costs .................................................................. 115
Figure 72: Model #5—Total System Summary ..................................................................... 115
Figure 73: Estimated Hiring Costs for Non-Sworn Employees ............................................. 119
Figure 74: Estimated Hiring Costs for Sworn Firefighters ...................................................... 119
Figure 75: Ambulance Transport Model Summary ............................................................. 120
Figure 76: Ambulance Transport Model Summary (Unit Hour/Net Recovery) ................ 121
Page 398 of 400
RESOLUTION NO. 2025 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY, CALIFORNIA,
ACCEPTING THE EMERGENCY MEDICAL SERVICES (EMS) TRANSPORTATION &
OPTIMIZATION STUDY CONDUCTED BY AP TRITON CONSULTING AND DIRECTING THE
CITY MANAGER TO PURSUE THE DEVELOPMENT OF A MUNICIPAL AMBULANCE
TRANSPORT SYSTEM.
WHEREAS, the National City Fire Department (NCFD), in coordination with AP Triton
Consulting, conducted a comprehensive Emergency Medical Services (EMS) Transportation &
Optimization Study to evaluate operational performance, financial sustainability, and long-term
service delivery models; and
WHEREAS, the study found that the NCFD currently provides a high-performing
Advanced Life Support (ALS) first-response system covering approximately nine square miles
and responding to over 10,000 incidents annually, nearly half of which are medical in nature; and
WHEREAS, through its operational and financial assessment, AP Triton identified a
significant opportunity to improve fiscal sustainability, system reliability, and local control by
transitioning to a City-operated municipal ambulance transport model; and
WHEREAS, among the five delivery models evaluated, the Ambulance Operator Model—
staffed by non-sworn EMTs and paramedics—produced the strongest financial outcome, with an
estimated annual surplus of $509,799 while maintaining service reliability; and
WHEREAS, the analysis revealed that a City-operated model would enable participation
in federal and state reimbursement programs, including the Public Provider Ground Emergency
Medical Transport (PP-GEMT) program and the Quality Assurance Fee (QAF) program, which
together could yield an estimated annual fiscal benefit exceeding $900,000; and
WHEREAS, when combined with PP-GEMT reimbursement, the system achieves the
highest long-term return on investment, providing both fiscal stability and operational control; and
WHEREAS, the study further recommends adopting a public provider framework,
leveraging supplemental funding programs, implementing an enterprise fund model, investing in
a permanent Fire Station 33, and maintaining data-driven oversight using continuous QA/QI
performance metrics; and
WHEREAS, the findings demonstrate that a City-operated ambulance transport system
would enhance service reliability, improve fiscal sustainability, and align with National City’s goal
of providing equitable, high-quality emergency medical care to all residents.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NATIONAL CITY,
CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:
Section 1. That the City Council hereby accepts and files the Emergency Medical
Services (EMS) Transportation & Optimization Study conducted by AP Triton Consulting.
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Section 2. That the City Council also hereby authorizes the City Manager to evaluate the
costs associated with the study’s recommendations as part of the subsequent development phase
and recommendations will be brought back to the City Council for approval.
Section 3. The City Clerk shall certify to the passage and adoption of this Resolution and
enter it into the book of original Resolutions.
PASSED and ADOPTED this 18th day of November, 2025.
Ron Morrison, Mayor
ATTEST:
Shelley Chapel, MMC, City Clerk
APPROVED AS TO FORM:
__
Barry J. Schultz, City Attorney
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