City of Coalinga Policy
POLICY: SURPLUS PERSONAL PROPERTY POLICY
EFFECTIVE DATE: August 20, 2026
PURPOSE
The purpose of the Surplus Personal Property Policy is to establish uniform procedures for the identification, transfer, sale, donation, recycling and disposal of surplus personal property owned by the City. The policy provides a method of disposing of surplus obsolete, worn out, or no longer needed materials and equipment.
This policy does not apply to surplus real property.
POLICY
It is the policy of the City to dispose of surplus items by first determining if it may be redistributed to any other department. If items cannot be used or are unsuitable for another City department the items should be disposed of the either by either of the following methods. Using public auction services (GovDeals) City has used for vehicles in the past) or another site, silent auction, transfer/donation to other Public Agency or donation to local non-profit agency.
This policy is intended to maximize the value of surplus property, junk material and scrap metal, to ensure procedures are in place that provide for sale of property and transferred appropriately. Record retention for shall be in accordance with City’s record retention schedule. Surplus items that have no or de minimis resale value may be donated. City Council approval is required prior to the auction, sale or donation of City property with a residual value of $500 or more for furniture, fixtures, equipment, including vehicles.
Section 1: Definitions
1. De Minimis value for surplus property is a negligible fair market value threshold of $499 or less. Property with an estimated fair market value of $499 or less where the administrative cost of sale is likely to exceed the expected proceeds.
2. No Value is defined as personal property that is broken, obsolete, worn-out, damaged or expired unusable supplies.
3. Surplus property means obsolete property, worn, damaged, salvageable, scrap material, capital assets, and any other personal property determined to have de minimis value to the City.
Section 2: Responsibilities
1. City Manager has the authority to dispose of surplus property by any of the following methods: sale, auction, competitive sealed bid, donation, recycle, discard, or in any other manner determined to meet the objective of the City.
2. It is the responsibility of City department staff to offer their surplus items to other City departments for their use. Department staff will dispose of surplus items that have no further use under the direction of the Department Head following the procedures in the policy
Section 3: Procedures
1. Items are identified by a department or division as surplus. If an item identified is broken, damaged beyond repair, or otherwise unusable, the Department Head may request authorization to dispose of the item by providing photos documenting its condition to the City Manager or designee.
2. A description of the item(s) is sent to the City Manager or designee, that includes information such as year, make and model, fair market value and whether the item(s) are in working order.
3. All other City departments will be notified that the item(s) are available for City use.
4. If another department/division wishes to utilize an item, the City Manager of designee will evaluate and authorize the transfer to the department.
5. If a surplus item(s) cannot be utilized by other departments, however, is determined to have fair market value of $500 or more, the Department Head will prepare a staff report for City Council approval for all items valued at $500 or more to be sold. The staff report will declare the item(s) surplus and authorize the City Manager or designee to dispose of the items
6. Upon City Council approval (for items valued $500+), the Department Head will attempt to sell the item(s); typically using a public auction service such as Gov.Deals or for specialized industry sites for fire equipment, however other methods may be used to maximize the residual value of the item(s).
7. If the City Manager or designee determines that an item(s) has no auction/sale value it will be the responsibility of the originating department to properly dispose of item(s).
8. The City Manager or designee may authorize employees to take possession of surplus items that have no value that would otherwise be disposed of in a landfill. Employees may not take possession of any surplus item(s) for any reason without prior authorization.
9. City employees may only purchase surplus City property at public auctions.
10. Conflict of interest for employees. Employees who participate in identifying, valuing, approving administering or overseeing the disposition of surplus property shall not directly or indirectly purchase or acquire that property.
Employees not involved in the disposal process may purchase surplus property only through a publicly advertised auction or sale that is open to the general public. If doing so would create an actual or perceived conflict of interest.
11. If an item(s) that is initially evaluated to be worth under $500 ultimately sells for $500 or more due to unforeseen demand/market forces, that sale shall not be a violation of this policy. The City Manager should take care to minimize these occurrences.
12. All items sold or donated will not be released without a Release, Waiver & Indemnity Agreement signed by the buyer/receiving party
Section 4: Donations
Surplus items that have no or de minimis resale value may be donated. Approval of the City Manager or designee is required. The Department Head will prepare a staff report for City Council approval for all items of fair market value at $500 or more to be donated. The staff report will declare the item(s) surplus, authorize the City Manager or designee to dispose of the item(s), and be accompanied by a list of all surplus items and photos of items to be donated.
Donations of surplus property to nonprofit organizations may be authorized when the donation services or furthers a public purpose, as determined by the City Manager or designee and in accordance with City policy. The nonprofit organization must be designated as a 501(c)(3).
Section 5: Junk Material and Scrap Metal
City departments may accumulate junk material and scrap metal during the course of their operations. It is not feasible to dispose of junk material or scrap metal by hauling it to scrap metal vendor. An acceptable method for disposing is allowing a “junk hauler” to pick up the material. The “junk hauler” must have a current City of Coalinga Business License to eligible to haul off junk material and/or scrap metal.
Section 6: Preparing Items for Sale, Disposal or Donation Prior to sale, disposal or donation of personal property all City identification, decals, inventor tags, and any sensitive data shall be removed from equipment.
Electronic devices capable of storing City information (including computers, servers, tablets, mobile phones, storage devices, and similar equipment) shall undergo certified data destruction or media sanitization before disposal.
Documentation verifying destruction shall be retained in accordance with the City's records retention schedule.
Section 7: Emergency Disposal
The City Manager may authorize immediate disposal of property that presents an imminent threat to public health and safety. Such actions should be documented and reported to the City Council when the property would otherwise have required Council approval.
Section 8: Fiscal and Record Controls
To ensure adequate accountability for disposal of equipment and monies secured from such disposal, as well as protection of employees handing such funds, the following control shall be carried out:
1. Following and auction, the auction service will provide the City a detailed list of the proceeds from each item(s).
Net Proceeds will then be deposited in the appropriate fund as determined by the Finance Department. The original funding source and applicable accounting procedures or legal requirements necessitate deposit of proceeds in an enterprise or special revenue fund of the City.
2. Any scrap metal/materials disposed of to outside vendors shall require documentation.
3. All Cahs (or check) sales shall be supported by an acceptable sales slip, indicating the employees’ name, item sold, amount of the sale, date, employee’s signature handling the transaction, the serial number method of payment (cash/check), and vendor’s name, address and phone number.
4. Check/money orders shall be made payable to the City of Coalinga. Checks and/or cash along with a copy of the sales slip will be submitted to the Financial Servies Department.
5. Monies received from the sale of materials are subject to Ste of California sales taxes and must be collected and deposited in the City’s sales tax revenue account. If California sales taxes have not been collected or are not shown as a separated line item on the remittance, the appropriate tax amount must be calculated.
Approved by:
Signature Title Date of Approval
STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE
AUTHORITY
Subject: Study Session - Measure J Renewal – Preliminary Staff Priorities and Community Priority-Setting Discussion
Meeting Date: Thursday, August 20, 2026
From: Sean Brewer, City Manager
Prepared by: Sean Brewer, City Manager
I. RECOMMENDATION:
Staff recommends that the City Council:
1. Receive and discuss the preliminary list of potential Measure J funding priorities identified by City departments;
2. Provide additional priorities or areas of emphasis for consideration;
3. Receive input from members of the public and community stakeholders regarding potential uses of Measure J revenues should the measure be approved by Coalinga voters in November 2026; and
4. Direct staff to continue community outreach and return to the City Councilat a future meeting with a consolidated list of potential priorities for further discussion and development.
II. BACKGROUND:
Measure J is scheduled to be considered by Coalinga voters at the November 2026 election. In anticipation of the election, staff believes it is appropriate to begin a community discussion regarding how Measure J revenues could be prioritized in future years should the measure be approved by the voters.
The purpose of this discussion is not to establish a finalexpenditure plan or commit future Measure J revenues to specific projects or programs. Rather, staff is seeking to develop a comprehensive, long-term list of community priorities that can be evaluated and refined through an open and collaborative process involving City staff, the City Council, residents, businesses, and other community stakeholders.
As an initial step, the City Manager requested that departments identify operational needs, capital projects, equipment purchases, community enhancements, staffing needs, and other initiatives that could potentially benefit from Measure J funding. Departments were encouraged to think strategically about both current needs and longer-term investments that could improve City services and community quality of life. As a result, the departmental lists may be comprehensive and include needs that extend well beyond what could reasonably be funded or accomplished within a single fiscal year.
It is not anticipated that all identified priorities would be funded or completed during the first year of Measure J. Instead, the intent is to establish a framework that can guide City decision-making over multiple years.
Priorities could be implemented over time based on available Measure J revenues, urgency, community and Council priorities, project readiness, availability of outside funding, ongoing operating costs, and other financialconsiderations.
Establishing this broader list willalso provide the City with a roadmap for measuring progress and success over time. As projects are completed and community needs evolve, priorities can be reviewed, updated, and refined through the City's annual budget process and future discussions with the City Counciland community.
The preliminary departmental priorities summarized below are therefore intended to serve as a starting point for the broader discussion rather than a fixed expenditure plan. Staff is specifically seeking additional ideas and feedback from the City Council, residents, businesses, and community stakeholders so that the eventual priority framework reflects both the operational needs of the City and the priorities of the community it serves.
III. DISCUSSION:
Measure J provides an opportunity for the City to consider investments that may otherwise be difficult to accomplish within existing General Fund resources. Staff believes that establishing priorities should be a transparent process that considers immediate service needs as wellas longer-term investments in public safety, infrastructure, organizationalcapacity, facilities, and the community.
The items identified below represent preliminary concepts. Many have not yet undergone detailed cost analysis, feasibility review, or prioritization. Inclusion on this list should therefore not be interpreted as a recommendation that a particular project be funded or as a commitment of future Measure J revenues.
PRELIMINARY DEPARTMENT PRIORITIES
FIRE DEPARTMENT / EMERGENCY MEDICAL SERVICES
The Fire Department identified several priorities related to emergency response capabilities, department growth, facilities, equipment, and implementation of the department's longer-term strategic needs.
Emergency Response Equipment
Purchase of a 4x4 utility vehicle for firefighters assigned to out-of-county single-resource assignments, training, and other department needs.
Purchase of additional public safety drones, with a goal of having equipment available to each Battalion Chief and backup capability.
Remount/replacement of two additionalambulances anticipated in approximately 2028–2029.
Fire Station Improvements and Capacity
Replacement of the upstairs fire station carpeting, which is approximately 22 years old.
Enclosure/conversion of the existing wash bay to provide additional operational space and address overcrowding, potentially including space associated with an EMS Division.
Remodel of both downstairs fire station bathrooms.
Installation of security cameras around the fire station perimeter.
Training and Future Growth
Explore acquisition of the commercial property located at 1325 W. Elm Avenue adjacent to the Fire Department training tower. The property could potentially provide additional classroom/training space and apparatus or equipment storage.
POLICE DEPARTMENT / PUBLIC SAFETY
The Police Department identified several priorities focused on maintaining adequate staffing levels, preserving investigative capacity, replacing and maintaining critical fleet resources, and investing in technology that improves officer efficiency, accountability, and records management.
Staffing and Service Capacity
Two Full-Time Detective Positions – Provide ongoing funding for two detective positions currently supported through grant funding that is anticipated to expire in 2027. Continued funding would allow the Police Department to maintain investigative capacity after the grant funding ends.
One Full-Time Community Service Officer (CSO) – Add one full-time Community Service Officer to assist with non-sworn duties and service calls, allowing sworn officers to remain available for higherpriority law enforcement activities.
One Part-Time Records/Evidence Position – Add a part-time employee to assist with Police Department records and evidence functions and provide additionaladministrative capacity.
Police Fleet
Two Police Vehicles Annually – Establish ongoing funding for the replacement of approximately two Police Department vehicles each year. A consistent replacement schedule would help maintain fleet reliability, reduce the impact of aging vehicles, and provide greater predictability for future capital expenditures.
Technology and Officer Equipment
Ten In-Car Video Camera Systems – Purchase and install ten in-car video camera systems to improve documentation of law enforcement contacts and incidents and complement existing officer equipment and accountability systems.
Five Automated Citation Writers – Purchase five electronic citation-writing devices to improve efficiency, reduce manual data entry, and streamline the citation and records process.
Police Department Facility and Technology Infrastructure AdditionalAir Conditioning Unit for the Police Department Server Room – Installan additionalair conditioning unit to provide adequate cooling and redundancy for critical Police Department servers and technology infrastructure.
These priorities reflect a combination of ongoing service needs and one-time capital investments. In particular, the anticipated expiration of grant funding for the two detective positions in 2027 represents a future funding decision that will need to be considered if the City wishes to maintain the positions beyond the grant period.
FINANCE / ADMINISTRATIVE SERVICES
The Finance Department identified priorities focused on customer service, staffing capacity, employee development, technology, records management, and improvements to the public-facing Finance Department workspace.
Customer Service and Employee Development
Establish ongoing customer service training, including periodic Citywide or departmental training sessions.
Incorporate customer service training into the onboarding process for new employees.
Continue opportunities for employee team building.
Establish departmentalemployee recognition and morale-building opportunities.
Provide annual fraud prevention and awareness training Citywide.
Staffing and Organizational Capacity
Consider additionalAccount Clerk staffing, including one permanent position and one temporary position, to increase customer service and operationalcapacity.
Consider establishing a dedicated grant manager/analyst position to coordinate grant identification, applications, administration, compliance, and reporting.
Technology and Records Management
Expand electronic archiving and digital records management to improve efficiency, accessibility, and long-term records retention.
Facility Improvements
Renovate the Finance Department front office/customer service area.
Address miscellaneous Finance Department facility needs, including plumbing improvements.
ADDITIONAL CITYWIDE PRIORITYAREAS
In addition to individual departmental requests, staff recommends that the Counciland community consider potential Measure J investments within several broader categories as the priority-setting process moves forward:
Parks and Recreation Improvements – Investment in the rehabilitation, modernization, and enhancement of City parks and recreationalamenities, including playground equipment, sports facilities, walking paths, lighting, landscaping, shade structures, restrooms, accessibility improvements, and other park infrastructure.
Funding could also support development of new recreationalamenities and improvements that promote safe, attractive, and accessible public spaces for residents of allages.
Streets and Infrastructure – Street rehabilitation, pavement maintenance, sidewalks, accessibility improvements, drainage, traffic safety, and other public infrastructure needs.
City Facilities – Rehabilitation and modernization of aging City facilities to protect public assets and improve service delivery.
CommunityAppearance and Quality of Life – Beautification, Clean City initiatives, gateways, downtown improvements, code enforcement resources, and other investments that improve the appearance and livability of the community.
Economic Development – Investments that support business attraction and retention, development readiness, downtown revitalization, and economic growth.
Technology and Organizational Efficiency – Technology, records management, cybersecurity, equipment, and other investments that improve the City's ability to efficiently provide services.
Workforce and Service Capacity – Strategic staffing, recruitment, retention, training, succession planning, and organizational investments needed to maintain quality municipal services.
Leveraging Outside Funding – Using Measure J resources, when appropriate, as matching funds or local contributions to leverage state, federal, and other grant funding for larger community projects.
These categories are intended to help facilitate discussion and should not limit additional ideas from the Council or community.
COMMUNITYAND CITY COUNCIL INPUT
The August 20, 2026 discussion is intended to be the beginning of the priority-setting process rather than its conclusion.
Staff is specifically requesting that City Council Members identify projects, programs, service priorities, or community investments they believe should be considered if Measure J is approved by voters.
Equally important, staff would like to hear directly from Coalinga residents, businesses, community organizations, and other stakeholders regarding the services and investments they believe should receive consideration.
Following the Council discussion, staff intends to continue public outreach regarding potential Measure J priorities. This may include social media outreach, the City's website and mobile application, community meetings or events, and other opportunities for residents to provide ideas and feedback.
Staff willcompile the additional ideas received from the City Counciland community with the departmental priorities contained in this report. The resulting list can then be organized into broader categories and brought back to the Council for additional discussion and prioritization.
IV. ALTERNATIVES:
No alternatives identified at this time. This session is designed to gather input from staff, the public and council related to Measure J.
V. FISCAL IMPACT:
There is no direct fiscal impact associated with receiving this report or conducting the priority-setting discussion.
The projects, programs, staffing, and equipment identified in this report are preliminary concepts, and detailed cost estimates have not been developed for all items. Should Measure J be approved by voters, individualexpenditures would be evaluated based upon available revenues and would be subject to future City Councilauthorization through the annual budget process or separate Councilaction, as appropriate.
ATTACHMENTS:
File Name Description
NoAttachments Available
STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE
AUTHORITY
Subject: Discussion, Direction, and PotentialAction Regarding Fire Department Staffing and Deployment Model
Meeting Date: Thursday, August 20, 2026
From: Sean Brewer, City Manager
Prepared by: Greg DuPuis, Fire Chief
I. RECOMMENDATION:
Receive the staff presentation, discuss the proposed plan and authorize staff to continue development of the Fire/EMS staffing and deployment model under which dedicated non-safety EMS personnel would staff the City's three ambulances and firefighters would be assigned to fire apparatus.
II. BACKGROUND:
The City's Fire/EMS workload has changed substantially over the last decade. In 2016, the Department handled 1,785 totalcalls, including 1,501 EMS calls, while operating two ambulances. By 2021, totalcalls had increased to 2,524 and EMS calls to 2,224, with three ambulances in service. In 2025, the Department handled 3,568 totalcalls and 3,128 EMS calls. From 2016 through 2025, totalcall volume increased approximately 99.9 percent and EMS call volume increased approximately 108.4 percent.
The current approved FY26/27 staffing model provides 21 line firefighter positions, or seven firefighters per shift, together with three non-safety paramedics and three non-safety EMTs. Under the current deployment approach, firefighters may staff two of the three ambulances. When those ambulances are committed to EMS calls, transports, hospital turnaround, and return travel, the firefighters assigned to those units are not immediately available for fire apparatus response. Staff has therefore evaluated whether the approved staffing dollars can be deployed differently to maintain ambulance service while making firefighter availability for fire, rescue, and other major emergencies more dependable.
III. DISCUSSION:
The operational issue is the difference between roster staffing and actualapparatus availability. Currently, with no firefighter-staffed ambulance committed, approximately six to seven firefighters may be available for fire response. One firefighter-staffed ambulance commitment can reduce that number by two, and two simultaneous firefighter-staffed ambulance commitments can reduce immediate fire-apparatus availability to approximately two firefighters. The proposed model separates ambulance staffing from fire apparatus staffing so EMS workload does not routinely create the same fire-response drawdown.
The proposed deployment model would reduce the approved line-firefighter structure from 21 positions to 15 positions, or five firefighters per shift, while increasing dedicated non-safety EMS staffing from three paramedics and three EMTs to nine paramedics and nine EMTs. All three ambulances would be staffed with dedicated non-safety EMS crews, and the five firefighters on each shift would be assigned to fire apparatus.
The tradeoff is fewer approved firefighter classifications, but more consistent firefighter availability on apparatus and more stable ambulance staffing.
Implementation would be phased. Staff would first provide Association notice, complete required labor discussions, finalize Finance validation, and begin EMS recruitment. A November or December transition target may be feasible if sufficient EMS personnelare hired, but staffing reliability and completion of the required labor process would control the actual schedule. Firefighters would not be removed from ambulance assignments until dedicated EMS coverage is reliable enough to maintain ambulance service.
IV. ALTERNATIVES:
1. The City Council may direct staff to continue filling and operating under the approved 21-firefighter model or direct staff to develop a different hybrid or pilot deployment model.
V. FISCAL IMPACT:
The fiscal impact is not, by itself, an immediate new General Fund appropriation. The FY 26/27 personnel funding can absorb the majority of the change within the first year between the offset of per diem funding and Huron ambulance lease. In addition, the impact may be lower because hiring and implementation would occur partway through the fiscal year. The estimated ongoing cost difference is approximately $180,000 moving forward but can be offset by $165,000 for the payment of the ladder truck that has been completely paid off as of July 1, 2026. Reducing the on going impact to $15,000.
ATTACHMENTS:
File Name Description
NoAttachments Available