Agenda packet — Escondido City Council, June 25, 2025 (part 1 of 2)

CITY of ESCONDIDO
Council Meeting Agenda
WEDNESDAY, JUNE 25, 2025
4:00 PM - Closed Session (Parkview Conference Room)
5:00 PM - Regular Session
Escondido City Council Chambers, 201 North Broadway, Escondido, CA 92025

WELCOME TO YOUR CITY COUNCIL MEETING
We welcome your interest and involvement in the legislative process of Escondido. This agenda includes information about topics coming before the City Council and the action recommended by City staff.

MAYOR
Dane White

DEPUTY MAYOR
Consuelo Martinez (District 1)

COUNCILMEMBERS
Joe Garcia (District 2)
Christian Garcia (District 3)
Judy Fitzgerald (District 4)

CITY MANAGER
Sean McGlynn

CITY ATTORNEY
Michael McGuinness

CITY CLERK
Zack Beck

HOW TO WATCH
The City of Escondido provides three ways to watch a City Council meeting:

In Person On TV Online
201 N. Broadway Cox Cable Channel 19 and U-verse Channel 99 www.escondido.gov 1 Wednesday, June 25, 2025

HOW TO PARTICIPATE
The City of Escondido provides two ways to communicate with the City Council during a meeting:

In Person In Writing

Fill out Speaker Slip and Submit to City Clerk escondido-ca.municodemeetings.com

ASSISTANCE PROVIDED
If you need special assistance to participate in this meeting, please contact our ADA Coordinator at 760-839-4869.

Notification 48 hours prior to the meeting will enable to city to make reasonable arrangements to ensure accessibility. Listening devices are available for the hearing impaired – please see the City Clerk.

2 Wednesday, June 25, 2025

CLOSED SESSION
4:00 PM

CALL TO ORDER

1. Roll Call: Fitzgerald, C. Garcia, J. Garcia, Martinez, White

ORAL COMMUNICATIONS
In addition to speaking during particular agenda items, the public may address the Council on any item which is not on the agenda provided the item is within the subject matter jurisdiction of the City Council. State law prohibits the Council from discussing or taking action on such items, but the matter may be referred to the City Manager/staff or scheduled on a subsequent agenda. Speakers are limited to only one opportunity to address the Council under Oral Communications.

CLOSED SESSION

I. CONFERENCE WITH LABOR NEGOTIATORS (Government Code § 54957.6) a. Agency Representative: Sean McGlynn, City Manager, or designee Employee Organization: Escondido City Employees’ Association, Supervisory Bargaining Unit b. Agency Representatives: Sean McGlynn, City Manager, or designee Employee Organization: Escondido Police Association Non-Sworn Bargaining Unit

II. CONFERENCE WITH LEGAL COUNSEL – PENDING LITIGATION (Government Code § 54956.9(d)(1)) a. John Winchester v. City of Escondido, et al.

San Diego Superior Court Case No. 37-2018-00062340-CU-CR-NC

III. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code § 54956.8) a. Property: 340 N. Escondido Blvd., Escondido (California Center for the Arts, Escondido) Agency Negotiator: Sean McGlynn, City Manager, or designees Negotiating Party: California Center for the Arts, Escondido Under Negotiation: Terms of Management Agreement

IV. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION (Government Code § 54956.9(d)(4)) a. One Matter

ADJOURNMENT

3 Wednesday, June 25, 2025

REGULAR SESSION
5:00 PM Regular Session

MOMENT OF REFLECTION
City Council agendas allow an opportunity for a moment of silence and reflection at the beginning of the evening meeting. The City does not participate in the selection of speakers for this portion of the agen da, and does not endorse or sanction any remarks made by individuals during this time. If you wish to be recognized during this portion of the agenda, please notify the City Clerk in advance.

FLAG SALUTE
The City Council conducts the Pledge of Allegiance at the beginning of every City Council meeting.

CALL TO ORDER
Roll Call: Fitzgerald, C. Garcia, J. Garcia, Martinez, White

PROCLAMATION
Alzheimer's and Brain Awareness Month

CLOSED SESSION REPORT

CONSENT CALENDAR
Items on the Consent Calendar are not discussed individually and are approved in a single motion. However, Council members always have the option to have an item considered separately, either on their own request or at the request of staff or a member of the public.

1. AFFIDAVITS OF PUBLICATION, MAILING, AND POSTING (COUNCIL/RRB) 4 Wednesday, June 25, 2025

2. APPROVAL OF WARRANT REGISTER
Approval for City Council and Housing Successor Agency warrants issued between June 09, 2025 to June 15, 2025.

Staff Recommendation: Approval (Finance Department: Christina Holmes, Director of Finance)

3. APPROVAL OF MINUTES: Regular meetings of June 4, 2025 and June 11, 2025

4. WAIVER OF READING OF ORDINANCES AND RESOLUTIONS

5. SMALL MUNICIPAL AND COUNTY GOVERNMENT ENTERPRISE AGREEMENT (SGEA) WITH ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE, INC. (“ESRI”) Request the City Council adopt Resolution No. 2025-65 to contract with ESRI to provide GIS software.

Staff Recommendation: Approval (Information Systems Department: Robert Van Dey Hey, Chief Information Officer)
Presenter: Robert Van Dey Hey, Chief Information Officer a) Resolution No. 2025-65

6. APPROVAL OF CALPERS INDUSTRIAL DISABILITY RETIREMENT FOR POLICE SERGEANT CHRISTOPHER LESO
Request the City Council adopt Resolution No. 2025-16, approving the California Public Employees’ Retirement System (CalPERS) Industrial Disability Retirement for Police Sergeant Christopher Leso.

Staff Recommendation: Approval (Human Resources Department: Jessica Perpetua, Director of Human Resources)
Presenter: Jessica Perpetua, Director of Human Resources a) Resolution No. 2025-16

5 Wednesday, June 25, 2025

7. MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ESCONDIDO AND TEAMSTERS LOCAL 986 – MAINTENANCE AND OPERATIONS (M&O) BARGAINING UNIT
Request the City Council adopt Resolution No. 2025-80, approving a three-year Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Teamsters (“Teamsters”) – Maintenance and Operations (“M&O”) Bargaining Unit, commencing July 1, 2025, through June 30, 2028 and approve a budget adjustment appropriating $1,196,630 to account for the direct budget impacts in Fiscal Year 2025/26.

Staff Recommendation: Approval (Human Resources Department: Jessica Perpetua, Director of Human Resources)
Presenter: Jessica Perpetua, Director of Human Resources a) Resolution No. 2025-80

8. MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ESCONDIDO AND TEAMSTERS LOCAL 986 – ADMINISTRATIVE, CLERICAL, ENGINEERING (ACE) BARGAINING UNIT Request the City Council adopt Resolution No. 2025 -81, approving a three -year Memorandum of Understanding (“MOU ”) between the City of Escondido (“City”) and the Teamsters (“Teamsters”) – Administrative, Clerical, Engineering (“ACE”) Bargaining Unit, commencing July 1, 2025, through June 30, 2028 and approve a budget adjustment appropriating $454,010 to account for the direct budget impacts in Fiscal Year 2025/26.

Staff Recommendation: Approval (Human Resources Department: Jessica Perpetua, Director of Human Resources)
Presenter: Jessica Perpetua, Director of Human Resources a) Resolution No. 2025-81

9. MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ESCONDIDO AND THE ESCONDIDO POLICE OFFICERS’ ASSOCIATION – NON-SWORN BARGAINING UNIT
Request the City Council adopt Resolution No. 2025-82, approving a three-year Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Escondido Police Officers’ Association (“POA”) – Non-Sworn (“NSP”) Bargaining Unit, commencing July 1, 2025, through June 30, 2028, and approve a budget adjustment appropriating $281,360 to account for the direct budget impacts in Fiscal Year 2025/26.

Staff Recommendation: Approval (Human Resources Department: Jessica Perpetua, Director of Human Resources)
Presenter: Jessica Perpetua, Director of Human Resources a) Resolution No. 2025-82
6 Wednesday, June 25, 2025

10. CATALYST GRANT AWARD - $5,000
Request the City Council adopt Resolution No. 2025-73 authorizing the Assistant Director of Community Services to receive a $5,000 grant from the Society of American Archivists Foundation on behalf of the Escondido Public Library.

Staff Recommendation: Approval (Public Works/Community Services Department: Joseph Goulart, Director of Public Works)
Presenter: Robert Rhoades, Assistant Director of Community Services a) Resolution No. 2025-73

CONSENT RESOLUTIONS AND ORDINANCES (COUNCIL/RRB)
The following Resolutions and Ordinances were heard and acted upon by the City Council/RRB at a previous City Council/Mobilehome Rent Review meeting. (The title of Ordinances listed on the Consent Calendar are deemed to have been read and further reading waived.)

11. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ESCONDIDO, CALIFORNIA, AMENDING ESCONDIDO MUNICIPAL CODE CHAPTER 16, ARTICLE 8, TO REGULATE SHORT-TERM RENTALS Approved on June 11, 2025 with a vote count of 5/0.
a) Ordinance No. 2025-05 (Second Reading and Adoption)

PUBLIC HEARINGS

12. CITYWIDE ENERGY ROADMAP PROGRAM - CONTINUED TO AUGUST 27, 2025 MEETING Request the City Council approve the Citywide Energy Roadmap Program.

Staff Recommendation: Approval (Development Services Department: Christopher McKinney, Deputy City Manager/Interim Director of Development Services)
Presenter: Christopher McKinney, Deputy City Manager/Interim Director of Development Services

7 Wednesday, June 25, 2025

13. FISCAL YEAR (“FY”) 2025-2029 FIVE-YEAR CONSOLIDATED PLAN AND FISCAL YEAR 2025-2026 ANNUAL ACTION PLAN FOR DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (“HUD”) FUNDING FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT (“CDBG”) AND HOME INVESTMENT PARTNERSHIP (“HOME”) PROGRAMS
Request the City Council conduct a public hearing to solicit and consider citizen input on the Fiscal Year 2025-2029 Consolidated Plan and Annual Action Plan for the use of CDBG and HOME funds; and adopt Resolution No. 2025-69 approving Fiscal Year 2025-2029 Consolidated Plan and Fiscal Year 2025-2026 Annual Action Plan for the use of CDBG and HOME funds, conditionally commit funds to projects, authorize the Director of Community Development to execute contracts as appropriate and approve the submittal of the Fiscal Year 2025-2029 Consolidated Plan and the Fiscal Year 2025-2026 Annual Action Plan to HUD.

Staff Recommendation: Approval (Development Services Department: Christopher McKinney, Deputy City Manager/Interim Director of Development Services)
Presenters: Danielle Lopez, Housing and Neighborhood Services Manager; Dulce Salazar, Management Analyst; and Norma Olquin, Management Analyst
a) Resolution No. 2025-69

CURRENT BUSINESS

14. FIRE DEPARTMENT EMS PROGRAM ANALYSIS, AMBULANCE TRANSPORTATION FEE STUDY, COMMUNITY RISK ASSESSMENT: STANDARDS OF COVERAGE STUDY
Request the City Council receive and file the Fire Department's Standards of Coverage Study as presented by AP Triton and provide direction or feedback.

Staff Recommendation: Receive and File (Fire Department: John Tenger, Fire Chief) Presenters: John Tenger, Fire Chief, Kurt Latipow, CEO, AP Triton

15. URBAN FORESTRY MANAGEMENT PROGRAM INFORMATIONAL ITEM Request the City Council receive Urban Forestry Management Program Project (“Project”) presentation.

Staff Recommendation: Receive and File (Development Services Department: Christopher W. McKinney, Deputy City Manager/Interim Director of Development Services) Presenter: Pricila Roldan, Associate Planner

8 Wednesday, June 25, 2025

FUTURE AGENDA

16. FUTURE AGENDA
The purpose of this item is to identify issues presently known to staff or which members of the City Council wish to place on an upcoming City Council agenda. Council comment on these future agenda items is limited by California Government Code Section 54954.2 to clarifying questions, brief announcements, or requests for factual information in connection with an item when it is discussed.

Staff Recommendation: None (City Clerk's Office: Zack Beck)

COUNCILMEMBERS SUBCOMMITTEE REPORTS AND OTHER REPORTS
CITY MANAGER’S REPORT
The most current information from the City Manager regarding Econom ic Development, Capital Improvement Projects, Public Safety, and Community Development.

ADJOURNMENT

UPCOMING MEETING SCHEDULE
Wednesday, July 16, 2025 4:00 & 5:00 PM Closed Session, Regular Meeting, Council Chambers Wednesday, July 23, 2025 4:00 & 5:00 PM Closed Session, Regular Meeting, Council Chambers

SUCCESSOR AGENCY
Members of the Escondido City Council also sit as the Successor Agency to the Community Development Commission, Escondido Joint Powers Financing Authority, and the Mobilehome Rent Review Board.

9 Consent Item No. 1 June 25, 2025

A F F I D A V I T S

I T E M

P O S T I N G –

 CONTINUED - CITYWIDE ENERGY ROADMAP PROGRAM

 CONTINUED - ADOPT COMMUNITY DEVELOPMENT PRIORITIES
FOR THE 2025-2029 CONSOLIDATED PLAN AND FISCAL YEAR 2025-2026 ANNUAL ACTION PLAN FOR COMMUNITY DEVELOPMENT BLOCK GRANT (“CDBG”) AND HOME INVESTMENT PARTNERSHIPS PROGRAM (“HOME”)

10 Item1.

Docusign Envelope ID: 38D585C6-9AB2-4A77-87CF-D6196AC5F916 CIT

Y OF ESCONDIDO

OFFICE OF THE CITY CLERK
201 NORTH BROADWAY
ESCONDIDO, CA 92025-2798
(760) 839-4617
NOT

ICE OF PUBLIC HEARING
NO
TICE IS HEREBY GIVEN pursuant to Government Code section 4217.12, on WEDNESDAY, JUNE 25, 2025 at 5 p.m., the Escondido City Council of the City of Escondido will hold a Public Hearing to consider implementation of the following:

Ci
tywide Energy Roadmap Program
The Council will review findings that demonstrate the cost of the program will be less than the anticipated marginal cost of thermal, electrical, or other energy that would have been consumed in the absence of those purchases. The Council will also consider adoption of a resolution to authorize an agreement for implementing the program.

IF
YOU CHALLENGE this item in court, you may be limited to raising only those issues you or someone else raised at the Public Hearing described in this notice, or in written correspondence delivered to the City Council, at or prior to the Public Hearing.

The C
ity of Escondido recognizes its obligation to provide equal access to public services for those individuals with disabilities. Please contact the American Disabilities Act (A.D.A.) Coordinator (760) 839- 4376 with any requests for reasonable accommodations, to include sign language interpreters, at least 24 hours prior to the meeting. The City of Escondido does not discriminate against any person with a handicapped status.

ALL I
NTERESTED PERSONS are invited to attend said Public Hearing to express their opinion in this matter. Said Public Hearing will be held in the Council Chambers, 201 N. Broadway, Escondido, California, 92025.

PU
BLIC COMMENT: To submit comments in writing, please do so at the following link: https://escondido- ca.municodemeetings.com/bc-citycouncil/webform/public-comment.

FOR ADDITIONAL INFORMATION, please contact Christopher McKinney, Deputy City Manager/Interim Director of Development Services (760) 839-4090.

ZACK BECK, City Clerk
City
of Escondido
June 5, 2025
Published in THE ESCONDIDO TIMES ADVOCATE: 6/5/25
11 Item1.

CITY OF ESCONDIDO

NOTICE OF PUBLIC HEARING

ADOPT COMMUNITY DEVELOPMENT PRIORITIES
FOR THE 2025-2029 CONSOLIDATED PLAN AND FISCAL YEAR 2025-2026 ANNUAL ACTION PLAN FOR COMMUNITY DEVELOPMENT BLOCK GRANT (“CDBG”) AND HOME INVESTMENT PARTNERSHIPS PROGRAM (“HOME”)
NOTICE OF 10-DAY PUBLIC HEARING
NOTICE IS HEREBY GIVEN that the Escondido City Council will hold a public hearing on Wednesday, June 25, 2025 at 5 p.m . in the City Council Chambers, Escondido City Hall, 201 N. Broadway, Escondido, CA 92025, to consider the adoption and approval of the comm unity priorities for the Fiscal Years (“FY”) 2025- 2029 Consolidated Plan for the Community Development Block Grant (“CDBG”) and Home Investment Partnership Program (“HOME”) and the City’s Annual Action Plan for FY 2025-2026 for CDBG and HOME.

The Five-Year Consolidated Plan is a requirement of the U.S. Department of Housing and Urban Development (HUD), the Consolidated Plan is a five-year blueprint for addressing the needs of low-income individuals, families and neighborhoods. The five-year plan identifies priority areas for the expenditure of federal funds to benefit low- and moderate-income individuals. The One-Year Action Plan specifies the actions the City plans to take, and how CDBG and HOME funds will be allocated during the specified fiscal year to achieve the affordable housing and community development priorities and objectives of the Consolidated Plan.

The FY 2025-2026 Annual Action Plan (“Action Plan”) is based on an anticipated federal entitlement of $1,931,930 which includes $1,341,561 in CDBG funds and $590,369 in HOME funds. The City of Escondido released a Request for Proposal for CBDG applications in March 2025 and received 18 proposals from both external and internal applicants.

The FY 2025-26 CDBG and HOME funding recommendations Agenda Report will be available 72-hours prior to the June 25, 2025 Public Hearing on the City’s website at Agendas/Minutes | City of Escondido California Meetings (municodemeetings.com) www.escondido.gov.

The Plan i
s available for a public review on the City’s website at Servicios de Vivienda y Vecindarios | Escondido, CA or the Housing and Neighborhood Services Division at Escondido City Hall at 201 N.

Broadway, Escondido. Further information may be obtained by contacting Dulce Salazar at 760-839-4057 or [email protected] in the Housing and Neighborhood Services Division.

PU
BLIC COMMENT: To submit comments in writing, please do so at the following link: https://escondido- ca.municodemeetings.com/bc-citycouncil/webform/public-comment.

All comments received from the public will be made a part of the record of the meeting.

The City of Escondido remains committed to complying with the Americans with Disabilities Act (“ADA”). Qualified individuals with disabilities who wish to participate in City programs, services, or activities and who need accommodations are invited to present their requests to the City by filing out a Request for Accommodations Form or an Inclusion Support Request Form for Minors, or by calling 760-839-4643, preferably at least 72 hours in advance of the event or activity. Forms can be found on the City’s website at:

Risk & Safety / ADA | Escondido, CA.

Zack
Beck, City Clerk
City of Escondido
Dated: June 12, 2025

Published in THE ESCONDIDO TIMES ADVOCATE: 6/12/25
12 Item1.

CIUDAD DE ESCONDID
O
AVISO DE AUDIENCIA PÚBLICA
ADOPCIÓN DE LAS PRIORIDADES DE DESARROLLO COMUNITARIO
PARA EL PLAN CONSOLIDADO DEL 2025-2029 Y EL PLAN DE ACCIÓN ANUAL DEL AÑO FISCAL 2025-2026 PARA SUBVENCIONES EN BLOQUE DE DESARROLLO COMUNITARIO ("CDBG") Y POGRAMA DE ASOCIACIONES DE INVERSIÓN EN VIVIENDA ("HOME") AVISO DE AUDIENCIA PÚBLICA DE 10 DÍAS
POR LA PRESENTE SE NOTIFICA que el Concejo Municipal de Escondido realizará una audiencia pública el miércoles 25 de junio de 2025 a las 5 p.m. en la Sala Consistorial del Concejo Municipal, Ayuntamiento de Escondido, 201 N. Broadway, Escondido, CA 92025, para considerar y adoptar las prioridades de la comunidad para el Plan Consolidado de los Años Fiscal 2025-2029 para los fondos de Subvenciones en Bloque de Desarrollo Comunitario (“CDBG”) y Programa de Asociaciones de Inversión (“HOME”), y el Plan de Acción Anual de la Ciudad para el Año Fiscal 2025-2026 para CDBG y HOME.

El Plan Consolidado de cinco años es un requisito del Departamento de Vivienda y Desarrollo Urbano de los Estados Unidos (HUD), el Plan Consolidado de cinco años es un plan de acción para dirigirse a las necesidades de personas con ingresos bajos a moderados, familias y vecindarios. El plan de cinco años identifica las áreas de prioridad para el gasto de fondos federales para beneficiar a personas con ingresos bajos y moderados. El Plan de Acción de un Año especifica las acciones que la Ciudad planea realizar y como se asignaran los fondos de CDBG y HOME durante el año fiscal especificado para cumplir con las prioridades y objetivos de desarrollo comunitario y vivienda económica del Plan Consolidado de cinco años.

El Plan de Acción Anual del Año Fiscal 2025-2026 (“Plan de Acción”) se basa en un derecho federal anticipado de $1,931,930 que incluye $1,341,561 en fondos de CDBG y $590,369 en fondos de HOME. La Ciudad de Escondido publicó una solicitud de propuestas para aplicaciones de CDBG en marzo de 2025 y recibió 18 propuestas de solicitantes externos e internos.

El Reporte de Agenda con las recomendaciones de financiación de CDBG y HOME para el año fiscal 2025- 26 estará disponible 72 horas antes de la audiencia pública del 25 de junio de 2025 en el sitio web de la Ciudad en Agendas/Minutes | City of Escondido California Meetings (municodemeetings.com) www.escondido.gov
Este P
lan está disponible para revisión en el sitio web de la Ciudad en Servicios de Vivienda y Vecindarios | Escondido, CA o en la División de Servicios de Vivienda y Vecindarios en el Ayuntamiento de Escondido en 201 N. Broadway, Escondido. Se puede obtener más información comunicándose con Dulce Salazar al 760- 839-4057 o [email protected] en la División de Vivienda y Servicios al Vecindario.

C
OMENTARIO PÚBLICO: para enviar comentarios por escrito, hágalo en el siguiente enlace: https://escondido-ca.municodemeetings.com/bc-citycouncil/webform/public-comment. Todos los comentarios recibidos del público formarán parte de la junta.

La Ciudad de Escondido sigue comprometida a cumplir con la Ley de Estadounidenses con Discapacidades (ADA). Las personas calificadas con discapacidades que deseen participar en programas, servicios o actividades de la Ciudad y que necesiten adecuaciones están invitadas a presentar sus solicitudes a la Ciudad llenando un Formulario de Solicitud de Adecuaciones o un Formulario de Solicitud de Apoyo de Inclusión para Menores, o llamando al 760-839-4643, preferiblemente al menos 72 horas antes del evento o actividad. Los formularios se pueden encontrar en el sitio web de la Ciudad en: Riesgo Y Seguridad / ADA | Escondido, CA.

Zack
Beck, City Clerk
Cuidad de Escondido
Fechada: 12 de junio, 2025

Published in THE ESCONDIDO TIMES ADVOCATE: 6/12/25
13 Item1.

STAFF REPORT

June 25, 2025
File Number 0400-40

SUBJECT

APPROVAL OF WARRANT REGISTER

DEPARTMENT
Finance

RECOMMENDATION
Approval for City Council and Housing Successor Agency warrants issued between June 09, 2025 to June 15, 2025
Staff Recommendation: Approval (Finance Department: Christina Holmes) ESSENTIAL SERVICE – Internal requirement per Municipal Code Section 10 COUNCIL PRIORITY –

FISCAL ANALYSIS
The total amount of the warrants for the following periods are as follows:

Dates 06/09/2025 to 06/15/2025
Total $4,232,834.15
Number of Warrants 208

BACKGROUND
The Escondido Municipal Code Section 10-49 states that warrants or checks may be issued and paid prior to audit by the City Council, provided the warrants or checks are certified and approved by the Director of Finance as conforming to the current budget. These warrants or checks must then be ratified and approved by the City Council at the next regular Council meeting. 14 Item2.

June 4, 2025 Escondido City Council Minutes Page 1 of 6

CLOSED SESSION
4:00 PM

CALL TO ORDER

1. Roll Call: Fitzgerald, C. Garcia, J. Garcia, Martinez, White

ORAL COMMUNICATIONS
None

CLOSED SESSION

I. CONFERENCE WITH LABOR NEGOTIATORS (Government Code § 54957.6)

a. Agency Representative: Sean McGlynn, City Manager, or designee Employee Organization: Teamsters Local 911, Maintenance and Operations Bargaining Unit and Administrative / Clerical / Engineering Bargaining Unit b. Agency Representative: Sean McGlynn, City Manager, or designee Employee Organization: Escondido City Employees’ Association, Supervisory Bargaining Unit

ADJOURNMENT
Mayor White adjourned the meeting at 4:40 p.m.

______________________________ _______________________________

MAYOR CITY CLERK

15 Item3.

June 4, 2025 Escondido City Council Minutes Page 2 of 6

REGULAR SESSION
5:00 PM Regular Session

MOMENT OF REFLECTION
City Council agendas allow an opportunity for a moment of silence and reflection at the beginning of the evening meeting. The City does not participate in the selection of speakers for this portion of the agenda, and does not endorse or sanction any remarks made by individuals during this time. If you wish to be recognized during this portion of the agenda, please notify the City Clerk in advance.

FLAG SALUTE
The City Council conducts the Pledge of Allegiance at the beginning of every City Council meeting.

CALL TO ORDER
Roll Call: Fitzgerald, C. Garcia, Martinez, White

PROCLAMATION
San Diego County Teacher of the Year - Corina Martinez (Pioneer Elementary School)

PRESENTATION
Clean Energy Alliance

CLOSED SESSION REPORT

ORAL COMMUNICATIONS
Maria Wallace – Expressed concern regarding immigration raids in Escondido.

Leila Sackfield – Thanked the Council for appointing her to the Public Art Commission.

CONSENT CALENDAR
Motion: C. Garcia; Second: Martinez; Approved: 4-0 (J. Garcia – Absent)

1. AFFIDAVITS OF PUBLICATION, MAILING, AND POSTING (COUNCIL/RRB) 16 Item3.

June 4, 2025 Escondido City Council Minutes Page 3 of 6

2. APPROVAL OF WARRANT REGISTER
Request the City Council approve the City Council and Housing Successor Agency warrants issued between May 12, 2025 to May 25, 2025.

Staff Recommendation: Approval (Finance Department: Christina Holmes, Director of Finance)

3. APPROVAL OF MINUTES: Regular meeting of May 21, 2025

4. WAIVER OF READING OF ORDINANCES AND RESOLUTIONS

5. CONTINUING THE EMERGENCY REPAIR OF THE ESCONDIDO TRUNK SEWER MAIN Request the City Council adopt Resolution No. 2025-58, declaring that pursuant to the terms of Section 22050 of the California Public Contract Code, the City Council finds there is a need to continue the emergency repair of the Escondido Trunk Sewer Main. (File Number 1330-85) Staff Recommendation: Approval (Utilities Department: Angela Morrow, Director of Utilities) Presenter: Kyle Morgan, Assistant Director of Utilities, Wastewater a) Resolution No. 2025-58

6. NOTICE OF COMPLETION FOR THE OAKVALE ROAD REALIGNMENT PROJECT Request the City Council adopt Resolution No. 2025-41, authorizing the Director of Utilities to file a Notice of Completion for the Oakvale Road Realignment Project. (File Number 0600-95) Staff Recommendation: Approval (Utilities Department: Angela Morrow, Director of Utilities) Presenter: Stephanie Roman, Assistant Director of Utilities, Construction & Engineering a) Resolution No. 2025-41

7. CHANGE ORDERS TO PURCHASE ORDER AGREEMENT NOS. 39822, 39828, AND 39826, INCREASING THE PURCHASE AMOUNT OF PURATE, SODIUM HYDROXIDE (25% SOLUTION), AND SODIUM HYDROXIDE (50% SOLUTION) FOR THE WATER TREATMENT PLANT Request the City Council take the following actions: (1) adopt Resolution No. 2025-57, authorizing the Finance Department to execute a change order in the amount $139,000, increasing the annual purchase order amount for Purate to $473,170; (2) adopt Resolution No. 2025-62, authorizing the Finance Department to execute a change order in the amount of $40,000, increasing the annual purchase order amount for Sodium Hydroxide (25% solution) to $285,500; and (3) adopt Resolution No. 2025-63, authorizing the Finance Department to execute a change order in the amount of $87,000, increasing the annual purchase order amount for Sodium Hydroxide (50% solution) to $406,200. (File Number 0470-25) 17 Item3.

June 4, 2025 Escondido City Council Minutes Page 4 of 6

Staff Recommendation: Approval (Utilities Department: Angela Morrow, Director of Utilities) Presenter: Reed Harlan, Assistant Director of Utilities/Water a) Resolution No. 2025-57
b) Resolution No. 2025-62
c) Resolution No. 2025-63

8. BID AWARD FOR RFB NO. 25-10 LIVE CHANNEL CATFISH
Request the City Council adopt Resolution No. 2025-67, authorizing the Mayor to execute, on behalf of the City, a Public Services Agreement with Imperial Catfish for the purchase of Live Channel Catfish to stock Dixon Lake and Lake Wohlford (“Agreement”). (File Number 0600-10; A-3557)
Staff Recommendation: Approval (Public Works Department: Joseph Goulart, Director of Public Works)
Presenter: Brian Thill, Lakes and Open Space Manager
a) Resolution No. 2025-67

9. ACCEPT THE IRREVOCABLE OFFER OF DEDICATION FOR FOXLEY DRIVE Request the City Council adopt Resolution No. 2025-15 accepting the Irrevocable Offer to Dedicate Real Property along Foxley Drive for Assessor Parcel No 240-011-04-00. (File Number 0690-30)
Staff Recommendation: Approval (Development Services Department: Christopher W.

McKinney, Deputy City Manager/Interim Director of Development Services, and Jonathan Schauble, City Engineer)
Presenter: Jason Christman, Engineering Manager
a) Resolution No. 2025-15

June 4, 2025 Escondido City Council Minutes Page 5 of 6

10. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ESCONDIDO, CALIFORNIA,

APPROVING AND ADOPTING THE ESCONDIDO POLICE DEPARTMENT MILITARY EQUIPMENT

USE POLICY
Approved on May 14, 2025 with a vote count of 4/0 (Fitzgerald - Absent) a) Ordinance No. 2025-02 (Second Reading and Adoption)

11. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ESCONDIDO, CALIFORNIA, ADOPTING THE 2025 FIRE HAZARD SEVERITY ZONE MAP AS RECOMMENDED BY THE CALIFORNIA STATE

FIRE MARSHAL
Approved on May 14, 2025 with a vote count of 4/0 (Fitzgerald - Absent) a) Ordinance No. 2025-03 (Second Reading and Adoption)

PUBLIC HEARINGS

12. CITY POSITION VACANCIES AND RECRUITMENT AND RETENTION EFFORTS Request the City Council hear the presentation on the status of City vacancies and recruitment and retention efforts as required by California Government Code Section 3502.3, conduct the public hearing, and provide feedback as appropriate. (File Number 0750-75) Staff Recommendation: Receive and File (Human Resources Department: Jessica Perpetua, Director of Human Resources)
Presenter: Daniel Alvarado, Human Resources Manager

13. CITYWIDE ENERGY ROADMAP PROGRAM - CONTINUED TO JUNE 25, 2025 COUNCIL

MEETING
Request the City Council approve the Citywide Energy Roadmap Program.

Staff Recommendation: Approval (Development Services Department: Christopher McKinney, Deputy City Manager/Interim Director of Development Services) Presenter: Christopher McKinney, Deputy City Manager/Interim Director of Development Services

FUTURE AGENDA

June 4, 2025 Escondido City Council Minutes Page 6 of 6

these future agenda items is limited by California Government Code Section 54954.2 to clarifying questions, brief announcements, or requests for factual information in connection with an item when it is discussed.

Staff Recommendation: None (City Clerk's Office: Zack Beck)

COUNCILMEMBERS SUBCOMMITTEE REPORTS AND OTHER REPORTS
CITY MANAGER’S REPORT
The most current information from the City Manager regarding Economic Development, Capita l Improvement Projects, Public Safety, and Community Development.

ORAL COMMUNICATIONS
None

ADJOURNMENT
Mayor White adjourned the meeting at 5:35 p.m.

______________________________ _______________________________

MAYOR CITY CLERK

20 Item3.

June 11, 2025 Escondido City Council Minutes Page 1 of 6

CLOSED SESSION
4:00 PM

CALL TO ORDER

1. Roll Call: Fitzgerald, C. Garcia, J. Garcia, Martinez, White

ORAL COMMUNICATIONS
None

CLOSED SESSION

I. CONFERENCE WITH LABOR NEGOTIATORS (Government Code § 54957.6)

ADJOURNMENT
Mayor White adjourned the meeting at 4:40 p.m.

______________________________ _______________________________

MAYOR CITY CLERK

21 Item3.

June 11, 2025 Escondido City Council Minutes Page 2 of 6

REGULAR SESSION
5:00 PM Regular Session

MOMENT OF REFLECTION
City Council agendas allow an opportunity for a moment of silence and reflection at the beginning of the evening meeting. The City does not participate in the selection of speakers for this portion of the agenda, and does not endorse or sanction any remarks made by individuals during this time. If you wish to be recognized during this portion of the agenda, please notify the City Clerk in advance.

FLAG SALUTE
The City Council conducts the Pledge of Allegiance at the beginning of every City Council meeting.

CALL TO ORDER
Roll Call: Fitzgerald, C. Garcia, J. Garcia, Martinez, White

CLOSED SESSION REPORT
None

ORAL COMMUNICATIONS
Givino Rossini – Expressed concern over the impacts the Grand Ave construction project has on his business and other businesses on Grand Ave.

Gary Cass – Expressed concern for public safety with the scheduled “No Kings Day” protest at Grape Day Park
Everardo F – Expressed concern for the undocumented community in Escondido.

Gregg Oliver – Expressed concern that Measure I funding is not being applied to the priorities established in the ballot and requested the Council align its budgetary allocations with Measure I priorities.

CONSENT CALENDAR
Motion: White; Second: C. Garcia; Approved: 5-0

1. AFFIDAVITS OF PUBLICATION, MAILING, AND POSTING (COUNCIL/RRB) 22 Item3.

June 11, 2025 Escondido City Council Minutes Page 3 of 6

2. APPROVAL OF WARRANT REGISTER
Request the City Council approve the City Council and Housing Successor Agency warrants issued between May 26, 2025 to June 01, 2025.

Staff Recommendation: Approval (Finance Department: Christina Holmes, Director of Finance)

3. APPROVAL OF MINUTES: None

4. WAIVER OF READING OF ORDINANCES AND RESOLUTIONS

5. AGREEMENT FOR RECREATION MANAGEMENT SOFTWARE
Request the City Council adopt Resolution No. 2025-27 authorizing the Mayor to execute, on behalf of the City, an agreement with Amilia Technologies USA Inc. for the use of SmartRec recreation management software. (File Number 0600-10; A-3558) Staff Recommendation: Approval (Community Services Department: Joseph Goulart, Director of Public Works)
Presenter: Patrick Martinez, Community Services Manager a) Resolution No. 2025-27

6. APPROVE FIRST AMENDMENT TO CONSULTING AGREEMENT FOR THE SOUTH ESCONDIDO

ACCESS IMPROVEMENTS PROJECT
Request the City Council adopt Resolution No. 2025-42 authorizing the Mayor to execute, on behalf of the City, a First Amendment to the Consulting Agreement dated February 21, 2024 with STC Traffic, Inc. (“STC”) in the amount of $160,455 for the South Escondido Access Improvements Project (“Project"). (File Number 0600-10; A-3488-1) Staff Recommendation: Approval (Development Services Department: Christopher McKinney, Deputy City Manager/Interim Director of Development Services and Jonathan Schauble, City Engineer)
Presenter: Jonathan Schauble, City Engineer
a) Resolution No. 2025-42

7. FISCAL YEAR 2024 URBAN AREA SECRUITY INITATIVE (UASI) GRANT PROGRAM AND BUDGET

ADJUSTMENT
Request the City Council adopt Resolution No. 2025-61 authorizing the Escondido Police Department to accept Fiscal Year 2024 Urban Area Security Initiative (UASI) grant funds in the amount of $281,393; authorize the Police Chief or his designee to execute all grant documents 23 Item3.

June 11, 2025 Escondido City Council Minutes Page 4 of 6

on behalf of the City, and approve budget adjustments needed to accept and spend grant funds. (File Number 0480-70)
Staff Recommendation: Approval (Police Department: Ryan Banks, Interim Chief of Police) Presenter: Ryan Banks, Interim Chief of Police
a) Resolution No. 2025-61

8. FISCAL YEAR 2024 STATE HOMELAND SECURITY GRANT PROGRAM AND BUDGET

ADJUSTMENT
Request the City Council adopt Resolution No. 2025-60 authorizing the Escondido Police Department to accept Fiscal Year 2024 State Homeland Security Grant funds in the amount of $67,997; authorize the Chief of Police or his designee to execute all grant documents on behalf of the City, and approve budget adjustments needed to accept and spend grant funds. (File Number 0480-70)
Staff Recommendation: Approval (Police Department: Ryan Banks, Interim Chief of Police) Presenter: Ryan Banks, Interim Chief of Police
a) Resolution No. 2025-60

WORKSHOP

9. FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM AND FISCAL YEAR 2025/26 CAPITAL

IMPROVEMENT PROGRAM BUDGET STATUS
Request the City Council to review the proposed Fiscal Year 2025/26 Five-Year Capital Improvement Program and Budget and authorize staff to return with the Fiscal Year 2025/26 Capital Improvement Program and Budget for final adoption on June 18, 2025. (File Number 0430-30)
Staff Recommendation: Provide Direction (Finance Department: Christina Holmes, Director of Finance)
Presenter: Lyn Cruz, Accountant II

PUBLIC HEARING

10. ADOPT COMMUNITY DEVELOPMENT PRIORITIES FOR THE 2025-2029 CONSOLIDATED PLAN AND FISCAL YEAR 2025-2026 ANNUAL ACTION PLAN FOR COMMUNITY DEVELOPMENT BLOCK GRANT (“CDBG”) AND HOME INVESTMENT PARTNERSHIPS PROGRAM (“HOME”) - CONTINUED TO JUNE 25, 2025 COUNCIL MEETING
24 Item3.

June 11, 2025 Escondido City Council Minutes Page 5 of 6

CURRENT BUSINESS

11. REQUEST FOR AUTHORIZATION TO FILE A SMART GROWTH INCENTIVE PROGRAM GRANT

APPLICATION FOR GRANT FUNDS AND ACCEPTANCE OF TERMS OF GRANT AGREEMENT Request the City Council adopt Resolution No. 2025-66, authorizing the Development Services Department to submit an application for the Smart Growth Incentive Program grant application and accept the terms of the grant agreement. (File Number 0430-20) Staff Recommendation: Approval (Development Services Department: Christopher W.

McKinney, Deputy City Manager/Interim Director of Development Services) Presenter: Veronica Morones, City Planner
a) Resolution No. 2025-66
Motion: J. Garcia; Second: Fitzgerald; Approved: 5-0

12. ESCONDIDO MUNICIPAL CODE CHAPTER 16, ARTICLE 8, REGULATING SHORT-TERM RENTALS Request the City Council introduce Ordinance No. 2025-05 to amend Escondido Municipal Code Chapter 16 (Business Licenses), Article 8, to regulate short-term rentals operating within the City. (File Number 0680-50)
Staff Recommendation: Approval (City Attorney's Office: Michael R. McGuinness, City Attorney)
Presenter: Michael McGuinness, City Attorney
a) Ordinance No. 2025-05 (First Reading and Introduction)

Motion: White; Second: J. Garcia; Approved: 5-0

13. MEASURE I CITIZENS' OVERSIGHT COMMITTEE BYLAWS
Request the City Council approve the Measure I Citizens’ Oversight Committee Bylaws and corresponding letter to the Measure I Citizens’ Oversight Committee requesting the Bylaws be considered for adoption. (File Number 0610-55)
Staff Recommendation: Approval (City Clerk’s Office: Zack Beck, City Clerk) Presenter: Zack Beck, City Clerk
Motion: White; Second: J. Garcia; Approved: 5-0

FUTURE AGENDA
25 Item3.

June 11, 2025 Escondido City Council Minutes Page 6 of 6

14. FUTURE AGENDA
The purpose of this item is to identify issues presently known to staff or which members of the City Council wish to place on an upcoming City Council agenda. Council comment on these future agenda items is limited by California Government Code Section 54954.2 to clarifying questions, brief announcements, or requests for factual information in connection with an item when it is discussed.

Staff Recommendation: None (City Clerk's Office: Zack Beck) J. Garcia/Fitzgerald – Update on FiberCity Work being conducted in the community

COUNCILMEMBERS SUBCOMMITTEE REPORTS AND OTHER REPORTS
CITY MANAGER’S REPORT
The most current information from the City Manager regarding Economic Development, Capital Improvement Projects, Public Safety, and Community Development.

ORAL COMMUNICATIONS
None

ADJOURNMENT
Mayor White adjourned the meeting at 6:41 p.m.

______________________________ _______________________________

MAYOR CITY CLERK

26 Item3.
27 Item4.

STAFF REPORT

June 25, 2025
File Number 0600-10; A-3560

SUBJECT

SMALL MUNICIPAL AND COUNTY GOVERNMENT ENTERPRISE AGREEMENT (SGEA) WITH ENVIRONMENTAL SYSTEMS RESEARCH INSTITUTE, INC. (“ESRI”)

DEPARTMENT
Information Systems

RECOMMENDATION
Request the City Council adopt Resolution No. 2025-65 to contract with ESRI to provide GIS software.

Staff Recommendation: Approval (Information Systems: Robert Van Dey Hey, Chief Information Officer) Presenter: Robert Van Dey Hey, Chief Information Officer ESSENTIAL SERVICE – Yes, Police Services; Fire/EMS Services ; Land Use/Development; Clean Water; Sewer; Public Works/Infrastructure; Maintenance of Parks facilities/Open Spaces COUNCIL PRIORITY –

FISCAL ANALYSIS
The projected cost for the three-year agreement with ESRI for the Small Government Enterprise Agreement Annual Subscription is $360,900 (Attachment “1”). This is budgeted through the 20 28 fiscal year. The total cost of the contract is $360,900 where the annual cost is $120,300, with this last amount being the annual expected cost thereafter. Note that the first year is equivalent to our current annual GIS software subscription costs. Funding for the first year will come from current budget funds. The amounts are to be provided via the General Fund with a 30 percent (30%) allocation to Utilities.

PREVIOUS ACTION
On March 24, 2021, the City Council approved Resolution No. 2021-39, initiating a four-year contract with Environmental Systems Research Institute, Inc. (“ESRI”) to provide GIS software.

BACKGROUND
GIS has been in use within the City for over a quarter of a century. Initially, it was used primarily as a mapping tool and has produced almost every map within the City since then. As the technology has evolved, the role of GIS has changed to being the creator and maintainer of the definitive record of assets 28 Item5.

within the City that other applications base their systems on. For example, Cityworks and work-orders for Utilities and Public Works assets, as well as cases for building development, code enforcement and certain fire inspections use GIS technology.

Note that departments and staff also rely on a variety of web applications built by GIS. Examples include:

EPIC, the pa rcel viewer, for rapid querying of parcel information; Utility Viewer, for rapid querying of utilities and engineering data; and Fire Viewer, for rapid querying of locations for numerous purposes including reviewing 911 call location and patterns. Furthermore, the Police Crime Investigations Unit uses GIS for much of its analysis.

Looking to the future, Information Systems is committed to ensuring future enterprise software integrates directly with ESRI services. This will ensure maximum efficiency and accuracy for location-based municipal services.

ESRI is recognized as the leader, worldwide, in GIS. Trimble, Inc., provider of our Cityworks software, is a partner of ESRI and thus the two vendors work closely to ensure the integration of these applications is secure and robust. Staff therefore recommend the approval of the contract with ESRI, attached as Exhibit “A” to Resolution No. 2025-65.

RESOLUTIONS
a) Resolution No. 2025-65
b) Resolution No. 2025-65— Exhibit “A”— Small Enterprise Agreement County and Municipality Government Agreement

ATTACHMENTS

a) ESRI Quote

29 Item5.

RESOLUTION NO. 2025-65

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE

MAYOR TO EXECUTE, ON BEHALF OF THE CITY, A

SMALL MUNICIPAL AND COUNTY ENTERPRISE

AGREEMENT WITH ENVIRONMENTAL SYSTEMS
RESEARCH INSTITUTE, INC.

WHEREAS, the City currently uses Environmental Systems Research Institute, Inc. (“ESRI”) for geographic information system (“GIS”) software licensing and mapping; and WHEREAS, the City desires to enter into a three-year Small Municipal and County Enterpris e Agreement (“SGEA”) for an amount not to exceed $360,900 with ESRI for increased GIS software licensing and mapping capabilities; and
WHEREAS, the City Council desires at this time and deems it to be in the best public interest to approve the three-year SGEA with ESRI.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California, as follows:

1. That the above recitations are true.

2. That the Mayor and City Council accepts the recommendation of the Information Systems Department regarding approval of the three-year SGEA with ESRI.

3. That the City Council authorizes the Mayor to execute, on behalf of the City, the three- year SGEA with ESRI in substantially the same format as Exhibit “A” which is attached hereto and incorporated by this reference, subject to final approval as to form by the City Attorney. 30 Item5.

Esri Use Only:

Cust. Name
Cust. #
PO #
Esri Agreement #

Page 1 of 6 ends

SMALL ENTERPRISE AGREEMENT

COUNTY AND MUNICIPALITY GOVERNMENT
(E214-5)
This Agreement is by and between the organization identified in the Quotation ("Customer") and Environmental Systems Research Institute, Inc. ("Esri").

This Agreement sets forth the terms for Customer's use of Products and incorporates by reference (i) the Quotation and (ii) the Master Agreement. Should there be any conflict between the terms and conditions of the documents that comprise this Agreement, the order of precedence for the documents shall be as follows: (i) the Quotation, (ii) this Agreement, and (iii) the Master Agreement. This Agreement shall be governed by and construed in accordance with the laws of the state in which Customer is located wi thout reference to conflict of laws principles, and the United States of America federal law shall govern in matters of intellectual property. The modifications and additional rights granted in this Agreement apply only to the Products listed in Table A.

Table A
List of Products
Uncapped Quantities (annual subscription)
ArcGIS Enterprise Software and Extensions
ArcGIS Enterprise (Advanced and Standard)
ArcGIS Monitor
ArcGIS Enterprise Extensions: ArcGIS 3D Analyst, ArcGIS Spatial Analyst, ArcGIS Geostatistical Analyst, ArcGIS
Network Analyst, ArcGIS Data Reviewer
ArcGIS Online User Types
ArcGIS Online Viewer User Types
Capped Quantities (annual subscription)
ArcGIS Online User Types ArcGIS Enterprise User Types
ArcGIS Online Contributor User Type 30 ArcGIS Enterprise Contributor User Type 30 ArcGIS Online Mobile Worker User Type 150 ArcGIS Enterprise Mobile Worker User Type 150 ArcGIS Online Creator User Type 150 ArcGIS Enterprise Creator User Type 150 ArcGIS Online Professional User Type 40 ArcGIS Enterprise Professional User Type 40 ArcGIS Online Professional Plus User Type 40 ArcGIS Enterprise Professional Plus User Type 40 ArcGIS Pro (Add-on Apps) for ArcGIS Online Creator or
Professional User Type
ArcGIS Pro (Add-on Apps) for ArcGIS Enterprise
Creator or Professional User Type
ArcGIS 3D Analyst, ArcGIS Data Reviewer,
ArcGIS Geostatistical Analyst, ArcGIS Network
Analyst, ArcGIS Publisher, ArcGIS Spatial
Analyst, ArcGIS Workflow Manager, ArcGIS
Image Analyst
40 each
ArcGIS 3D Analyst, ArcGIS Data Reviewer,
ArcGIS Geostatistical Analyst, ArcGIS Network
Analyst, ArcGIS Publisher, ArcGIS Spatial
Analyst, ArcGIS Workflow Manager, ArcGIS
Image Analyst
40 each
ArcGIS Online Apps and Other ArcGIS Enterprise Apps
ArcGIS Location Sharing for ArcGIS Online 40 ArcGIS Location Sharing for ArcGIS Enterprise 40 ArcGIS Online Service Credits 100,000
Other Benefits
Number of Esri User Conference registrations provided annually 5 Number of Tier 1 Help Desk individuals authorized to call Distributor 5 Five percent (5%) discount on all individual commercially available instructor-led training classes at Esri facilities purchased outside this Agreement
Resolution No. 2025-65
Exhibit "A"

Page 1 of 6 ends

31 Item5.

Page 2 of 6 ends

Customer may accept this Agreement by signing and returning the whole Agreement with (i) the Quotation attached, (ii) a purchase order, or (iii) another document that matches the Quotation and references this Agreement ("Ordering Document"). ADDITIONAL OR CONFLICTING TERMS IN CUSTOMER'S PURCHASE

ORDER OR OTHER DOCUMENT WILL NOT APPLY, AND THE TERMS OF THIS AGREEMENT WILL GOVERN. This Agreement is effective as of the date of Esri's receipt of an Ordering Document, unless otherwise agreed to by the parties ("Effective Date").

Term of Agreement: Three (3) years

This Agreement supersedes any previous agreements, proposals, presentations, understandings, and arrangements between the parties relating to the licensing of the Products. Except as provided in Article 4— Product Updates, no modifications can be made to this Agreement.

Accepted and Agreed:

(Customer)

By:

Authorized Signature

Printed Name:

Title:

Date:

CUSTOMER CONTACT INFORMATION

Contact: Telephone:

Address: Fax:

City, State, Postal Code: E-mail:

Country:

Quotation Number (if applicable):

Resolution No. 2025-65
Exhibit "A"

Page 2 of 6 ends

32 Item5.

Page 3 of 6 ends

1.0—ADDITIONAL DEFINITIONS

In addition to the definitions provided in the Master
Agreement, the following definitions apply to this
Agreement:

"Case" means a failure of the Software or Online
Services to operate according to the Documentation
where such failure substantially impacts operational
or functional performance.

"Deploy", "Deployed" and "Deployment" mean to
redistribute and install the Products and related
Authorization Codes within Customer's
organization(s).

"Fee" means the fee set forth in the Quotation.

"Maintenance" means Tier 2 Support, Product
updates, and Product patches provided to Customer
during the Term of Agreement.

"Master Agreement" means the applicable master
agreement for Esri Products incorporated by this
reference that is (i) found at https://www.esri.com/en- us/legal/terms/full-master-agreement and available in
the installation process requiring acceptance by
electronic acknowledgment or (ii) a signed Esri
master agreement or license agreement that
supersedes such electronically acknowledged
master agreement.

"Product(s)" means the products identified in
Table A—List of Products and any updates to the list
Esri provides in writing.

"Quotation" means the offer letter and quotation
provided separately to Customer.

"Technical Support" means the technical
assistance for attempting resolution of a reported
Case through error correction, patches, hot fixes,
workarounds, replacement deliveries, or any other
type of Product corrections or modifications.

"Tier 1 Help Desk" means Customer's point of
contact(s) to provide all Tier 1 Support within
Customer's organization(s).

"Tier 1 Support" means the Technical Support
provided by the Tier 1 Help Desk.

"Tier 2 Support" means the Esri Technical Support
provided to the Tier 1 Help Desk when a Case
cannot be resolved through Tier 1 Support.

2.0—ADDITIONAL GRANT OF LICENSE

2.1 Grant of License. Subject to the terms and
conditions of this Agreement, Esri grants to
Customer a personal, nonexclusive,
nontransferable license solely to use, copy, and
Deploy quantities of the Products listed in
Table A—List of Products for the Term of
Agreement (i) for the applicable Fee and (ii) in
accordance with the Master Agreement.

2.2 Consultant Access. Esri grants Customer the
right to permit Customer's consultants or
contractors to use the Products exclusively for
Customer's benefit. Customer will be solely
responsible for compliance by consultants and
contractors with this Agreement and will ensure
that the consultant or contractor discontinues
use of Products upon completion of work for
Customer. Access to or use of Products by
consultants or contractors not exclusively for
Customer's benefit is prohibited. Customer may
not permit its consultants or contractors to install
Software or Data on consultant, contractor, or
third-party computers or remove Software or
Data from Customer locations, except for the
purpose of hosting the Software or Data on
Contractor servers for the benefit of Customer.

3.0—TERM, TERMINATION, AND EXPIRATION

3.1 Term. This Agreement and all licenses
hereunder will commence on the Effective Date
and continue for the duration identified in the
Term of Agreement, unless this Agreement is
terminated earlier as provided herein. Customer
is only authorized to use Products during the
Term of Agreement. For an Agreement with a
limited term, Esri does not grant Customer an
indefinite or a perpetual license to Products.

3.2 No Use upon Agreement Expiration or
Termination. All Product licenses, all
Maintenance, and Esri User Conference
registrations terminate upon expiration or
termination of this Agreement.

3.3 Termination for a Material Breach. Either party
may terminate this Agreement for a material
breach by the other party. The breaching party
will have thirty (30) days from the date of written
notice to cure any material breach.

3.4 Termination for Lack of Funds. For an
Agreement with government or government-
Resolution No. 2025-65
Exhibit "A"

Page 3 of 6 ends

33 Item5.

Page 4 of 6 ends

owned entities, either party may terminate this
Agreement before any subsequent year if
Customer is unable to secure funding through
the legislative or governing body's approval
process.

3.5 Follow-on Term. If the parties enter into
another agreement substantially similar to this
Agreement for an additional term, the effective
date of the follow-on agreement will be the day
after the expiration date of this Agreement.

4.0—PRODUCT UPDATES

4.1 Future Updates. Esri reserves the right to
update the list of Products in Table A—List of
Products by providing written notice to
Customer. Customer may continue to use all
Products that have been Deployed, but support
and upgrades for deleted items may not be
available. As new Products are incorporated into
the standard program, they will be offered to
Customer via written notice for incorporation into
the Products schedule at no additional charge.

Customer's use of new or updated Products
requires Customer to adhere to applicable
additional or revised terms and conditions in the
Master Agreement.

4.2 Product Life Cycle. During the Term of
Agreement, some Products may be retired or
may no longer be available to Deploy in the
identified quantities. Maintenance will be subject
to the individual Product Life Cycle Support
Status and Product Life Cycle Support Policy,
which can be found at
https://support.esri.com/en/other-
resources/product-life-cycle. Updates for
Products in the mature and retired phases may
not be available. Customer may continue to use
Products already Deployed, but Customer will
not be able to Deploy retired Products.

5.0—MAINTENANCE

The Fee includes standard maintenance benefits
during the Term of Agreement as specified in the
most current applicable Esri Maintenance and
Support Program document (found at
https://www.esri.com/en-
us/legal/terms/maintenance). At Esri's sole
discretion, Esri may make patches, hot fixes, or
updates available for download. No Software other
than the defined Products will receive Maintenance.

Customer may acquire maintenance for other
Software outside this Agreement.

a. Tier 1 Support

1. Customer will provide Tier 1 Support
through the Tier 1 Help Desk to all
Customer's authorized users.

2. The Tier 1 Help Desk will be fully trained in
the Products.

3. At a minimum, Tier 1 Support will include
those activities that assist the user in
resolving how-to and operational questions
as well as questions on installation and
troubleshooting procedures.

4. The Tier 1 Help Desk will be the initial point
of contact for all questions and reporting of a
Case. The Tier 1 Help Desk will obtain a full
description of each reported Case and the
system configuration from the user. This
may include obtaining any customizations,
code samples, or data involved in the Case.

5. If the Tier 1 Help Desk cannot resolve the
Case, an authorized Tier 1 Help Desk
individual may contact Tier 2 Support. The
Tier 1 Help Desk will provide support in such
a way as to minimize repeat calls and make
solutions to problems available to
Customer’s organization.

6. Tier 1 Help Desk individuals are the only
individuals authorized to contact Tier 2
Support. Customer may change the Tier 1
Help Desk individuals by written notice to
Esri.

b. Tier 2 Support

1. Tier 2 Support will log the calls received
from Tier 1 Help Desk.

2. Tier 2 Support will review all information
collected by and received from the Tier 1
Help Desk including preliminary documented
troubleshooting provided by the Tier 1 Help
Desk when Tier 2 Support is required.

3. Tier 2 Support may request that Tier 1 Help
Desk individuals provide verification of
information, additional information, or
answers to additional questions to
Resolution No. 2025-65
Exhibit "A"

Page 4 of 6 ends

34 Item5.

Page 5 of 6 ends

supplement any preliminary information
gathering or troubleshooting performed by
Tier 1 Help Desk.

4. Tier 2 Support will attempt to resolve the
Case submitted by Tier 1 Help Desk.

5. When the Case is resolved, Tier 2 Support
will communicate the information to Tier 1
Help Desk, and Tier 1 Help Desk will
disseminate the resolution to the user(s).

6.0—ENDORSEMENT AND PUBLICITY

This Agreement will not be construed or interpreted
as an exclusive dealings agreement or Customer's
endorsement of Products. Either party may publicize
the existence of this Agreement.

7.0—ADMINISTRATIVE REQUIREMENTS

7.1 OEM Licenses. Under Esri's OEM or Solution
OEM programs, OEM partners are authorized to
embed or bundle portions of Esri products and
services with their application or service. OEM
partners' business model, licensing terms and
conditions, and pricing are independent of this
Agreement. Customer will not seek any discount
from the OEM partner or Esri based on the
availability of Products under this Agreement.

Customer will not decouple Esri products or
services from the OEM partners' application or
service.

7.2 Annual Report of Deployments. At each
anniversary date and ninety (90) calendar days
prior to the expiration of this Agreement,
Customer will provide Esri with a written report
detailing all Deployments. Upon request,
Customer will provide records sufficient to verify
the accuracy of the annual report.

8.0—ORDERING, ADMINISTRATIVE

PROCEDURES, DELIVERY, AND

DEPLOYMENT

8.1 Orders, Delivery, and Deployment

a. Upon the Effective Date, Esri will invoice
Customer and provide Authorization Codes to
activate the nondestructive copy protection
program that enables Customer to download,
operate, or allow access to the Products. If this
is a multi-year Agreement, Esri may invoice the
Fee up to thirty (30) calendar days before the
annual anniversary date for each year.

b. Undisputed invoices will be due and payable
within thirty (30) calendar days from the date of
invoice. Esri reserves the right to suspend
Customer's access to and use of Products if
Customer fails to pay any undisputed amount
owed on or before its due date. Esri may charge
Customer interest at a monthly rate equal to the
lesser of one percent (1.0%) per month or the
maximum rate permitted by applicable law on
any overdue fees plus all expenses of collection
for any overdue balance that remains unpaid
ten (10) days after Esri has notified Customer of
the past-due balance.

c. Esri's federal ID number is 95-2775-732.

d. If requested, Esri will ship backup media to the
ship-to address identified on the Ordering
Document, FOB Destination, with shipping
charges prepaid. Customer acknowledges that
should sales or use taxes become due as a
result of any shipments of tangible media, Esri
has a right to invoice and Customer will pay any
such sales or use tax associated with the receipt
of tangible media.

8.2 Order Requirements. Esri does not require
Customer to issue a purchase order. Customer
may submit a purchase order in accordance with
its own process requirements, provided that if
Customer issues a purchase order, Customer
will submit its initial purchase order on the
Effective Date. If this is a multi-year Agreement,
Customer will submit subsequent purchase
orders to Esri at least thirty (30) calendar days
before the annual anniversary date for each
year.

a. All orders pertaining to this Agreement will be
processed through Customer's centralized point
of contact.

b. The following information will be included in
each Ordering Document:

(1) Customer name; Esri customer number, if
known; and bill-to and ship-to addresses
(2) Order number
(3) Applicable annual payment due

Resolution No. 2025-65
Exhibit "A"

Page 5 of 6 ends

35 Item5.

Page 6 of 6 ends

9.0—MERGERS, ACQUISITIONS, OR

DIVESTITURES

If Customer is a commercial entity, Customer will
notify Esri in writing in the event of (i) a
consolidation, merger, or reorganization of Customer
with or into another corporation or entity;
(ii) Customer's acquisition of another entity; or (iii) a transfer or sale of all or part of Customer's
organization (subsections i, ii, and iii, collectively
referred to as "Ownership Change"). There will be
no decrease in Fee as a result of any Ownership
Change.

9.1 If an Ownership Change increases the
cumulative program count beyond the maximum
level for this Agreement, Esri reserves the right
to increase the Fee or terminate this Agreement
and the parties will negotiate a new agreement.

9.2 If an Ownership Change results in transfer or
sale of a portion of Customer's organization, that
portion of Customer's organization will transfer
the Products to Customer or uninstall, remove,
and destroy all copies of the Products.

9.3 This Agreement may not be assigned to a
successor entity as a result of an Ownership
Change unless approved by Esri in writing in
advance. If the assignment to the new entity is
not approved, Customer will require any
successor entity to uninstall, remove, and
destroy the Products. This Agreement will
terminate upon such Ownership Change.

Resolution No. 2025-65
Exhibit "A"

Page 6 of 6 ends

36 Item5.

Quotation # Q-540983
Date: February 4, 2025
Environmental Systems Research Institute, Inc.
380 New York St
Redlands, CA 92373-8100
Phone: (909) 793-2853
DUNS Number: 06-313-4175 CAGE Code: 0AMS3
Customer # 12745 Contract #
City of Escondido
Information System Dept
201 N Broadway
Escondido, CA 92025-2709
To expedite your order, please attach a copy of ATTENTION: Rob Van De Hey this quotation to your purchase order. PHONE: (760) 839-4035 Quote is valid from: 2/4/2025 To: 5/5/2025 EMAIL: [email protected] Material Qty Term Unit Price Total
193208 1 Year 1 $120,300.00 $120,300.00
Populations of 125,000 to 150,000 Small Government Enterprise Agreement Annual Subscription 193208 1 Year 2 $120,300.00 $120,300.00
Populations of 125,000 to 150,000 Small Government Enterprise Agreement Annual Subscription 193208 1 Year 3 $120,300.00 $120,300.00
Populations of 125,000 to 150,000 Small Government Enterprise Agreement Annual Subscription Subtotal: $360,900.00
Sales Tax: $0.00
Estimated Shipping and Handling (2 Day Delivery): $0.00 Contract Price Adjust: $0.00
Total: $360,900.00

For questions contact:

Natalie Carter
Email:
[email protected]
Phone:
(909) 793-2853 x7419

"
#

%&'(

#

"

"

)

*

"

+

#

)
"

,(-

,(

.

-&/011

$2(&-

( (

(

"""

&

"

$

&

,

"

"

3

-454

,(&
CARTERN This offer is limited to the terms and conditions incorporated and attached herein.

Attachment "1"
37 Item5.

_________________________________________________________________________________________________________________________________ If you have made ANY alterations to the line items included in this quote and have chosen to sign the quote to indicate your acceptance, you must fax Esri the signed quote in its entirety in order for the quote to be accepted. You will be contacted by your Customer Service Representative if additional information is required to complete your request.

If your organization is a US Federal, state, or local government agency; an educational facility; or a company that will not pay an invoice without having issued a formal purchase order, a signed quotation will not be accepted unless it is accompanied by your purchase order.

In order to expedite processing, please reference the quotation number and any/all applicable Esri contract number(s) (e.g. MPA, ELA, SmartBuy, GSA, BPA) on your ordering document.

BY SIGNING BELOW, YOU CONFIRM THAT YOU ARE AUTHORIZED TO OBLIGATE FUNDS FOR YOUR ORGANIZATION, AND YOU ARE AUTHORIZING ESRI TO ISSUE AN INVOICE FOR THE ITEMS INCLUDED IN THE ABOVE QUOTE IN THE AMOUNT OF $___________, PLUS SALES TAXES IF APPLICABLE. DO NOT USE THIS FORM IF YOUR ORGANIZATION WILL NOT HONOR AND PAY ESRI'S INVOICE WITHOUT ADDITIONAL AUTHORIZING PAPERWORK.

Please check one of the following:
___ I agree to pay any applicable sales tax.
___ I am tax exempt, please contact me if exempt information is not currently on file with Esri. ___________________________________________ ________________________ Signature of Authorized Representative Date ___________________________________________
Name (Please Print)
___________________________________________
Title
_________________________________________________________________________________________________________________________________ The quotation information is proprietary and may not be copied or released other than for the express purpose of system selection and purchase/license. This information may not be given to outside parties or used for any other purpose without consent from Environmental Systems Research Institute, Inc. (Esri).

Any estimated sales and/or use tax reflected on this quote has been calculated as of the date of this quotation and is merely provided as a convenience for your organization's budgetary purposes. Esri reserves the right to adjust and collect sales and/or use tax at the actual date of invoicing. If your organization is tax exempt or pays state tax directly, then prior to invoicing, your organization must provide Esri with a copy of a current tax exemption certificate issued by your state's taxing authority for the given jurisdiction.

For questions contact:

Natalie Carter
Email:
[email protected]
Phone:
(909) 793-2853 x7419

"
#

%&'(

#

"

"

)

*

"

+

#

)
"

,(-

,(

.

-&/011

$2(&-

( (

(

"""

&

"

$

&

,

"

"

3

-454

,(&
CARTERN This offer is limited to the terms and conditions incorporated and attached herein.

Attachment "1"
38 Item5.

STAFF REPORT

June 25, 2025
File Number 0170-57

SUBJECT

APPROVAL OF CALPERS INDUSTRIA L DISABILITY RETIREM ENT FOR POLICE SERGEANT CHRISTOPHER LESO

DEPARTMENT
Human Resources

RECOMMENDATION
Request the City Council adopt Resolution No. 202 5-16, approving the California Public Employees’ Retirement System (CalPERS) Industrial Disability Retirement for Police Sergeant Christopher Leso.

FISCAL ANALYSIS
None

PREVIOUS ACTION
None

BACKGROUND
Sergeant Christopher Leso filed for Industrial Disability Retirement on May 21, 2025. He was employed by the City of Escondido for 20 years, prior to a Service Retirement Pending an Industrial Disability Retirement. His last day worked was on June 13, 2025. The basis for Sergeant Christopher Leso’s Service Pending Industrial Disability Retirement application is confirmed by the medical reports received from Dr. Richard Greenfield. Sergeant Christopher Leso’s condition is orthopedic in nature. Accordingly, Sergeant Fred Cheatham is incapacitated within the meaning of the Public Employees’ Retirement Law for performance of his usual and customary duties in the position of Police Sergeant. 39 Item6.

Under state law, CalPERS requires the City Council to adopt a resolution stating that com petent medical evidence supports the granting of an Industrial Disability Retirement. Based on medical evidence, staff recommends the City Council adopt Resolution No. 202 5-16, approving the CalPERS Industrial Disability Retirement for Sergeant Christopher Leso to be effective June 14, 2025.

RESOLUTIONS
a) Resolution No. 2025-16

40 Item6.

RESOLUTION NO. 2025-16

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, APPROVING THE CALPERS

INDUSTRIAL DISABILITY RETIREMENT FOR FORMER

POLICE SERGEANT CHRISTOPHER LESO

WHEREAS, the City of Escondido (the “City”) is a contracting agency of the California Public Employees’ Retirement System (“CalPERS”); and
WHEREAS, the California Public Employees’ Retirement Law (Government Code Section § 20000 et seq.) (“California law”) requires that the City determine whether an employee classified as a local safety member is disabled for purpose of the California law and whether such disability is “industrial” within the meaning of such law; and
WHEREAS, Christopher Leso (“Employee”) filed an application with CalPERS on May 21, 2025, for a service pending industrial disability retirement due to an orthopedic injury of the right knee; and WHEREAS, the Employee, was employed by the City in the position of Police Sergeant; and WHEREAS, the City Council of the City of Escondido has reviewed the medical and other evidence relevant to this industrial disability.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California:

1. That the above recitations are true.

2. That the City Council does hereby find and determine that Employee is incapacitated within the meaning of the California Public Employees’ Retirement Law for performance of his duties in the position of Police Sergeant.
41 Item6.

3. That the City Council certifies Resolution No. 2025-16 in accordance with Government Code Section § 21156, that this determination was made on the basis of competent medical opinion, and was not used as a substitute for the disciplinary process.

4. That the Employee had filed a Workers’ Compensation claim for his disabling condition. The City accepted the Employee’s Workers’ Compensation claim.

5. That neither Employee nor the City of Escondido has applied to the Worker’s Compensation Appeals Board for a determination pursuant to Government Code Section § 2116 6 whether such disability is industrial.

6. His last day on paid status was June 13, 2025; the employee was separated on June 14, 2025, effective date of retirement June 14, 2025.

7. That there is not a possibility of third-party liability.

8. That the City will not make any monthly advanced disability pension payments.

9. That the primary disabling condition is an orthopedic injury to his right knee, and arose out of and in the course of employment.

10. That there is competent medical opinion certifying the disabling condition to be permanent.

11. That based on information and belief, and on the information provided by City staff, the City Council certifies under penalty of perjury that all statements in this Resolution are true and correct.

42 Item6.

STAFF REPORT

June 25, 2025
File Number 0740-30

SUBJECT
MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ESCONDIDO AND TEAMSTERS LOCAL 986 – MAINTENANCE AND OPERATIONS (M&O) BARGAINING UNIT

DEPARTMENT
Human Resources Department

RECOMMENDATION
Request the City Council adopt Resolution No. 2025 -80, approving a three -year Memorandum of Understanding (“MOU”) between the City of Escondido ( “City”) and the Teamsters (“Teamsters”) – Maintenance and Operations (“M&O”) Bargaining Unit, commencing July 1, 2025, through June 30, 2028 and approve a budget adjustment appropriating $1,196,630 to account for the direct budget impacts in FY2025/26.

Staff Recommendation: Approval (Human Resources: Jessica Perpetua, Director of Human Resources) Presenter: Jessica Perpetua, Director of Human Resources ESSENTIAL SERVICE – Yes, internal requirement in support of Keep City Clean for Public Health and Safety; Land Use/Development; Clean Water; Sewer; Public Works/Infrastructure; Maintenance of Parks facilities/Open Spaces.

COUNCIL PRIORITY – Increase Retention and Attraction of People and Businesses to Escondido.

FISCAL ANALYSIS
The terms of the three-year labor agreement are detailed in the Background section below

PREVIOUS ACTION
On April 3, 2024, the City Council voted to adopt the MOU between Teamsters and the City, for a two - year term that expires on June 30, 2025.

BACKGROUND
The City Council provided policy and negotiating authority to the City Manager in closed session.

Thereafter, both City staff and Association representatives met quickly and efficiently to reach terms of 43 Item7.

an agreement. Both parties understand the importance of maintaining good labor relationships to serve the community.

The three-year contract provides: a 6 percent (6%) across-the-board increase for all classifications in year one; 5 percent (5%) across-the-board increase for all classifications in year two; and a 5 percent (5%) across-the-board increase for all classifications in year three; an increase in the compensatory time off maximum from 80 to 100 hours; an increase to tool maintenance allowance for Lead Mechanics and Equipment Mechanics to $1,200; an increase to training differential to $1.00 per hour; an annual review of labor market data for Utility classifications; an increase to safety shoe allowance to $300; establishing a an annual bereavement leave bank of 27 hours; addition of two (2) floating holidays; and release time for 8 members to attend one day of training. The contract also includes MOU language changes and re- opener language for healthcare.

Members of the Association voted in support of the terms and conditions of this agreement. L ikewise, City staff recommends approval.

RESOLUTIONS
a) Resolution No. 2025-80
b) Resolution No. 2025-80 – Exhibit “A”—Tentative Agreement

ATTACHMENTS
a) Attachment “1”— Budget Adjustment

44 Item7.

RESOLUTION NO. 2025-80

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING A T HREE-

YEAR MEMORANDUM OF UNDERSTANDING BETWEEN
THE CITY OF ESCONDIDO AND THE TEAMSTERS 9 86

MAINTENANCE AND OPERATIONS BARGAINING UNIT

WHEREAS, on April 3, 202 4, the Escondido City Council adopted Resolution No. 202 4-37, to complete a Memorandum of Understanding between the Teamsters Local 911 – Maintenance and Operations Unit (“Teamsters”) and the City of Escondido (“City”) for the period of J uly 1, 2023, and June 30, 2025 (“MOU”); and
WHEREAS, negotiating teams from the City and the Teamsters have been duly appointed and have met and conferred in good faith to address matters affecting both parties including wages, hours, and other terms and conditions of employment; and
WHEREAS, the City and the Teamsters agree the MOU promotes the continuation of the harmonious relationship between the City and the Teamsters and, at this time, a three-year MOU is in the best interest of the City and the Teamsters; and
WHEREAS, this City Council desires at this time and deems it to be in the best public interest to approve a three-year MOU.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California , as follows:

1. That the above recitations are true.
45 Item7.

2. That to implement the changes as provided in Resolution No. 202 5-80 Exhibit “A”, and is incorporated herein.

3. That the City Council authorizes the City’s negotiating team to execute the three-year MOU with a new term from July 1, 2025, through June 30, 2028.

46 Item7.

J une 12, 2025
1 City of Escondido
2025 Meet-and-Confer Process
Teamsters – Maintenance & Operations Unit
T
entative Agreement

1. Ter
m (TA)
T
hree-year contract.

July 1, 2025 – June 30, 2028
N
one of the terms are retroactive; all changes take effect upon the agreed upon effective date after the ratification by both parties.

3. C
ompensatory Time Off Bank (TA)
T
he City proposes increasing the maximum balance from 80 hours to 100 hours.

4. Tool Maintenance Allowance (TA)
The City proposes increasing the allowance for Lead Mechanics and Equipment Mechanic I/II’s from $800 to $1,200 annually.

5. Training Differential (TA)
The City proposes increasing training differential pay from $0.97 to $1.00 per hour for the time they are assigned training duties.

6. Utility Classification Equity Adjustments
The City proposes an annual review of labor market data for the duration of the term of this agreement. *Language to mirror prior 2021-2022 MOU agreements, based on market comparators defined by class and comp study.

Resolution No. 2025-80
Exhibit "A"

Page 1 of 18 ends

47 Item7.

J une 12, 2025
2 7. Safety Shoe Allowance (TA)
The City proposes increasing the safety shoe allowance from $225 to $300 annually.

8. Bereavement Leave (TA)
The City proposes establishing a be reavement leave bank valued at 27 hours of straight time (3 days, valued at 9 hours each day) annually.

9. Holiday (TA)
The City proposes adding an additional two floa ting holidays per fiscal year on July 1st, equal to nine hours of straight time for each day (18 hours total of new hours).

10. Release Time
The City proposes adding release time language to the MOU for once annual Teamster’s training for 8 members of Maintenance & Operations and 3 members of ACE for up to one full day of training at base pay; overtime is not authorized.

11. Health Care Re-Opener (TA)
The City will direct the Health Insurance Committee to promptly investigate, evaluate and produce a written report assessing potential options to i ncrease the quantity of City funded health plans. The HIC report shall specifically address participation rates and costs associated with each health care option in a written report to be completed by September 1, 2025. Part of this analysis will include a review of the insurance rebate.

12. Continue proposal discussion and MOU language
Resolution No. 2025-80
Exhibit "A"

Page 2 of 18 ends

48 Item7.
1 Teamsters M&O /ACE

City MOU Proposals – Tentative Agreement
Calendar Year 2025

Revised 6/16/25

Current MOU language (M&O 2023 – 2025) is provided in Time New Roman Font.

Proposed changes are provided in strike-out format and in Arial Font.

Resolution No. 2025-80
Exhibit "A"

Page 3 of 18 ends

49 Item7.
2 M&O UNIT 2023 –2025, page 10

M&O UNIT–2023 –2025
Article IV Compensation

Section 21

Employees assigned to emergency or unscheduled overtime have the option to receive a meal paid by the City if the actual time worked is a minimum of two hours, and the actual time worked during the overtime work period takes place in the course of normal meal times. Meals will be provided at City designated restaurants. Employees who meet the criteria have the option to be provided with a paid meal not to exceed the following dollar amounts, including tax and gratuity:

Breakfast - $15.00 Lunch - $15.00 Dinner - $35.00

Employees choosing a meal which costs more than the designated meal allowance shall pay the difference between the allowance and the cost of the meal, and shall submit an individual receipt to their supervisor on the following work day. Refer to the Emergency/Unscheduled Overtime Duty Meal Compensation Policy for more information.

Section 21R Meal Allowance Stipend

a. Eligibility: A bargaining unit member who works an extended day of two (2) additional unscheduled hours or more beyond a scheduled shift, of eight (8) hours or more, is eligible to receive a meal allowancestipend of thirty dollars ($30.00) and another allowance following every five (5) additional hours thereafter for the duration of the extended day. A bargaining unit member who reports to work for unscheduled hours that are not part of an extended day or reports to work on a scheduled day off and who works ten (10) five (5)four (4) hours or more shall also receive the same meal allowancestipend.

1) If the City provides reasonable notice of an overtime need or opportunity, the work will be considered scheduled. Reasonable notice is considered 15 hours the end of your scheduled shift.

City Proposal No. B Meal Stipend
City Rationale: Changes negotiated on Dec 2, 2024, based on Union Proposal to model Teamsters contract with County Water Authority. Side letter replaced former section 21 with new Section 21 R. Simplified process. Increased payments for breakfast and lunch meals. Addressed required IRS issue. Remove process from petty cash. Uncommon benefit in comparable agencies. Based continuing discussion with Teamsters, the City proposes the following changes.

Revised: GM 4/15/25

Resolution No. 2025-80
Exhibit "A"

Page 4 of 18 ends

50 Item7.
3 1)2) Scheduled overtime does not qualify a bargaining unit member for a meal stipend.

b. Concurrent to the right to a meal stipend, an eligible employee may be able to take a meal during the hours worked. Work conditions and operational impact may determine if the employee will take a break subject to department head or designee discretion.

b. Meal Break: Concurrent with entitlement to a meal allowance, an eligible bargaining unit member who works an extended day of two (2) additional hours shall receive a thirty (30) minute paid meal break at the overtime rate.

c. Meal Payment: The meal allowancestipend will be paid at the end of the pay period and included in the employee’s regular paycheck.

1) Th e allowance stipend is reportable to the IRS by the City and the employee.

2) The allowance stipend is not an increase in base pay and will not be included in calculations of salary increases or retirement benefits.

3) The City will not require meal receipts.
d. Meals Provided: In an emergency situation,If applicable, as declared by the City Manager or designee, the City may provide reasonable balanced meals for employees in lieu of a meal allowance.

2. The parties agree to meet and confer upon request to address any unknown effects of the changes list above.

3. The parties intend the terms of this side letter will be incorporated into the subsequent MOU.

4. Agreed upon on December 2, 2024.

ACE 2023-2025: N/A

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resolution No. 2025-80
Exhibit "A"

Page 5 of 18 ends

51 Item7.
4 M&O UNIT 2023 –2025, page 18

ARTICLE VIII VACATION

Section 1 Annual Vacation Leave

All probationary, permanent part-time, and permanent Maintenance and Operations employees shall be entitled to annual accrual of full or prorated vacation leave with pay.

Section 2 Earned Vacation

A. Each eligible employee shall accumulate annual prorated vacation and a maximum accrual from the date of hire at the rate applicable to their employment status as follows:

1-5 years of service = 3.68 hours a pay period for 26.0893 pay periods First five years of service 100 hours/year (3.84 hours per pay period), maximum accrual 200 hours

6-10 years of service = 5.21 hours a pay period for 26.0893 pay periods C. Topic: Describing Vacation Accrual in Annual Terms, adding Max Accrual
City Rationale: The use of the metric “26.0893 pay periods” reflects an attempt to translate the per pay period vacation accrual rate into an annual rate. But a fractional pay period does not exist. Instead pay periods straddle the calendar year and fiscal year. The use of this methodology also requires a manual (and hidden) calculation to determine the annual leave accrual.

And the use of the years of service does not clearly address when the transition between accrual rates occurs. For example, the MOU implies a 3.68 hour accrual in years 1-5 and a higher rate in years 6-10, but it leaves the accrual rate between year 5 and 6 unclear. In practice, the 6 year accrual rate applies on the fifth anniversary, not on the sixth anniversary as written in the MOU.

Thus, the proposed language more clearly addresses our actual leave accrual practices and have been incorporated into Workday and Benefits Summaries.

The proposal also adds the max accrual which has not been previously addressed in the MOU.

Historically the City has provided 4 hours of vacation time in November as a holdover from a former practice of providing Christmas shopping time off. In lieu of maintaining a separate process to add 4 hours of vacation time to some employees each November, the City proposes adding the four hours to the annual accrual, thus employees would experience a slight increase in vacation accrual in every pay period and not have to wait until November to access the additional hours. Thus 3.68 *26.0893 = 96 + 4 =100. Similarly, the maximum leave accrual would be increased accordingly.

R i d GM 4/11/25

Resolution No. 2025-80
Exhibit "A"

Page 6 of 18 ends

52 Item7.
5 5 to 10 years of service 1 40 hours/year (5.38 hours per pay period), maximum accrual 280 hours

11-15 years of service = 6.75 hours a pay period for 26.0893 pay periods 10 to 15 years of service 180 hours/year(6.92 hours per pay period), maximum accrual 360 hours

16 years & over = 8.280 hours a pay period for 26.0893 pay periods More than 15 years of service 220 hours/year (8.46 hours per pay period), maximum accrual 440 hours.

B. The City agrees to provide four hours of vacation time in lieu of the past practice of granting an informal four hours off during the holiday season. This additional vacation shall be added to the vacation balance of each employee on the first payday in October each year (including maximum accrual of +8 hours).

Section 3 Vacation Periods

Vacation may be taken the first day following the completion of six months and may never be used in units of less than one hour15-minute increments.

A. The times during an accrual year at which an employee may take their vacation shall be determined by the Department Head with due regard for the wishes of the employee and particular regard for the needs of the personnel system. Prior approval is required except in the case of an emergency. In such circumstances, the Department Head or designee must be notified of need for previously unapproved vacation.

B. No legal holiday that falls during an employee's vacation may be charged against the employee as vacation, and the leave shall be extended accordingly.

C. Employees who terminate shall be paid in a lump sum for all allowable accrued vacation leave earned prior to the effective date of termination.

ACE 2023 -2023
Article XVII, Vacation, page 12
The former ECEA ACE MOU language is not as comprehensive at the M&O language above. The City proposes modeling the ACE MOU after the agreed upon M&O vacation terms. This will provide more information to ACE members and will not impact any benefit levels.

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resolution No. 2025-80
Exhibit "A"

Page 7 of 18 ends

53 Item7.
6 City Rationale: The current language is dated. It requires a pregnant employee to provide a statement from her doctor assessing her ability to perform her job (Para A.).

This is obsolete patriarchal language and likely violates federal and state law. Likewise, women are not “permitted to work” they have a right to work until they and their doctor determine otherwise (Para B.). Frankly, this entire section could be deleted because state and federal law supersede any MOU language. However, the proposal maintains the MOU structure with minimal necessary changes an no loss in any benefit or practice.

M&O UNIT 2023 –2025, page 28

ARTICLE XIII MATERNITY/PATERNITY LEAVE/FAMILY MEDICAL LEAVE ACT (FMLA)/ CALIFORNIA FAMILY RIGHTS ACT (CFRA)/PREGNANCY DISABILITY

LEAVE (PDL)

Employees shall be granted Maternity Leave/FMLA/CFRA in accordance in accordance with federal and state law. with the following provisions:

A. In all cases of pregnancy, the employee (ifIf appropriate, due to the safety aspects of their position) an employee shall furnish the City a statement from her physician giving the anticipated date of delivery and the opinion of the physician as to her ability to perform her normal work assignment. Such statement shall be furnished as soon as practicable after a determination of the pregnancy has been made. When known, the employee shall provide to the Human Resources Benefits Division an expected return to work date, and shall keep Human Resources informed if the expected return to work date changes.

City Proposal No. D Disability Leave

City Rationale: No Change in Benefits. The current language is dated and contracts both our practice and state/federal law. It requires a pregnant employee to provide a statement from her doctor assessing her ability to perform her job (Para A.).

This is obsolete language likely violates federal and state law. Likewise, women are not “permitted to work” they have a right to work until they and their doctor determine otherwise (Para B.). Frankly, this entire section could be deleted because state and federal law supersede any MOU language. However, the proposal maintains the MOU structure with minimal necessary changes.

Revised: GM 4/11/25

Resolution No. 2025-80
Exhibit "A"

Page 8 of 18 ends

54 Item7.
7 B. A pregnant employee will be permitted to shall work as long as she is able to safely perform the duties of her position as recommended by the statement of her physician.

C. An employee will be permitted to return to work when she is able to safely perform the duties of her position as recommended by the statement of her physician. An employee must give notice two weeks prior to the date she wants to return to work. If she does not give two weeks’ notice prior to the date she wants to return to work, the department shall not be required to return her to work until two weeks after she has given such notice.

D. A pregnant employee shall be allowed to be absent for the period during which, in the opinion of her attending physician and where necessary, the City physician, A temporarily disabled employee because of pregnancy, miscarriage, abortion, childbirth, and recovery therefrom, in accordance with state and/or federal regulations.

E. The City may, at its option, and at City cost, require an independent medical opinion concerning the employee's ability to safely perform her duties.

F. A pregnant employee shall be entitled to use all accumulated paid leave time (sick leave, vacation) for maternity leave and such additional leave of absence without pay, seniority and accrual of benefits, in accordance with state and/or federal regulations.

G. In the case of adoption and paternity leave, up to a maximum of six months leave time may be approved in accordance with the City of Escondido Personnel Rules and Regulations, Rule 21, Section 6.

ACE 2023-2025, p 21

Article XXVIII, Maternity/Paternity/FMLA / CFRA/PDL Leave

The ACE MOU contains similar unlawful language as that found in the M&O MOU. The City proposes updating and aligning the language in both MOUs.

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resolution No. 2025-80
Exhibit "A"

Page 9 of 18 ends

55 Item7.
8 M&O UNIT 2023 –2025, page 26

ARTICLE XI MILITARY LEAVE/FAMILY MEDICAL LEAVE ACT (FMLA) MILITARY LEAVE

Section 1 Military Leave/FMLA Military Leave Military Leave/FMLA Military Leave shall be granted in accordance with the provisions of State and Federal law. All employees entitled to military leave shall give the City Manager an opportunity within the limits of military regulations to determine when such leave shall be taken.

City Proposal No. E Military Leave

City Rationale: The current language contains conflicting terms. In Section 2, Compensation, the MOU states that employees will be paid in accordance with state and federal law. As a general rule, state and federal law requires unpaid military leave leave. However, California law requires a public employer, under specific military orders, to pay their civilian pay for the first 30 days (x Hours) for a deployment of 180 days or less (regular drill weekends are not eligible). To be eligible an employee must also have 12 months of City service

But the MOU also contains language that requires the City to make up the difference between military pay and civilian pay if civilian pay is greater. This creates a significant administrative burden for the City to track both military and civilian pay during every pay period. This burden is mitigated by the fact that in the last 3 years, no City employee on military orders has met the differential pay criteria.

This benefit is primarily used by police officers and EPOA accepted this change.

The EFA also accepted the proposed change.

In the last three years, no Teamsters M&O or ACE (including ECEA time) have been eligible and used military leave in the previous three years.

Recommend deleting references to FMLA Military Leave because it is confusing and adequately addressed in Article V, Section 4, FMLA/CFRA Disability Leave and is required by federal and state law. This leave is rarely an option because requires an injured service member in need of care by a “family” member. It is also unpaid. Bottom line: no change in actual benefit to the employee and there is no need for a separate, unique sub-category of FMLA

Revised: GM 4/11/25
Resolution No. 2025-80
Exhibit "A"

Page 10 of 18 ends

56 Item7.
9 Upon verification of military orders, employees who are members of the military reserve or National Guard who have been called to active duty during national security, after the standard Military Leave Policy, shall receive the difference between the amount the employee would have received from their regular City gross biweekly wage (not including overtime) and the amount the employee receives from the military. Health benefits will be continued for the employee and family. An employee would continue to pay their respective portion of the benefit programs (including any premiums for family coverage), unless health benefits are waived. If the leave is longer than 12 months, no more than one uniform allowance will be paid upon return.

Section 2 Compensation Every employee ordered to take military leave who would have been required to work for and be paid by the City at the same time military leave is ordered shall receive their salary or compensation as an employee of the City in accordance with the provisions of State and Federal law.

ACE 2023-2025, p 21

Article XXVII Military Leave / FMLA Military Leave

Recommend the parties align language in both MOUs. Same issues.

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resolution No. 2025-80
Exhibit "A"

Page 11 of 18 ends

57 Item7.
10 M&O UNIT 2023 –2025, page 6
Article IV, Compensation Policy

Section 9 Safety shoe allowance for all represented classifications shall be $225.00 annually.

Section 10 Safety Shoe Replacement Effective July 1, 2008, the replacement of lost or damaged footwear prior to the completion of the employee’s one year shoe allowance period may be reimbursed if the employee can show reasonable cause for such loss or damage, and provided that the footwear to be replaced complies with the American Society for Testing and Materials (ASTM) safety standards.

All premature, unusual wear or damage must be reported to the Safety Office Representative and supervisor immediately.

The Safety Office Representative, in conjunction with the supervisor, will assess the shoe condition and, if warranted, will approve a reimbursement for replacement. The employee will need to supply a receipt of purchase to the Safety Office Representative to obtain reimbursement.

If footwear is replaced within three months prior to the employee’s anniversary date, the employee will not be eligible for their Safety Shoe Annual Allowance until the next anniversary date.

The employee will continue to be eligible for replacement of footwear due to unusual wear and tear under the policy. A Policy regarding Safety Shoe Replacement was developed in 2008.

December 2024 Update to repeal and replace Sections 9 and 10 as follows:

Section 9R Safety Shoe Allowance

a. Safety shoe allowance for all represented classifications shall be $225.00300.00 annually.

b. Upon implementation of Workday, the safety shoe allowance will be paid during the first pay period after hiring or promotion to an eligible classification and continue annually thereafter on July 1.

City Proposal No. F Safety Shoes

City Rationale: In December 2024 the parties agreed to update the Safe Shoe language as provided below. Thus this “proposal” does not required further discussion but is provided in the same format at the other proposals for thorough visibility of all changes.

Revised: GM 4/11/25

Resolution No. 2025-80
Exhibit "A"

Page 12 of 18 ends

58 Item7.
11 c. If initially eligible or when footwear is replaced, within three months prior to July 1, the employee will not be eligible for their Safety Shoe Annual Allowance until July 1 of the next year.

d. This compensation is not included in the MOU rate of pay.

e. The City shall pay for safety shoe toe capping upon request by the employee.

f. The replacement of lost or damaged footwear prior to the completion of the employee’s one-year shoe allowance period may be reimbursed if the employee can show reasonable cause for such loss or damage, and provided that the footwear to be replaced complies with the American Society for Testing and Materials (ASTM) safety standards. The Safety shoes shall meet ASTM-F2413-6 standards.

g. All premature, unusual wear or damage must be reported to the Safety Office Representative and supervisor immediately.

h. T he Safety Office Representative, in conjunction with the supervisor, will assess the shoe condition and, if warranted, will approve a reimbursement for replacement.

i. The employee will need to supply a receipt of purchase to the Safety Office Representative to obtain reimbursement.

j. The employee will continue to be eligible for replacement of footwear due to unusual wear and tear under the policy.

ACE 2023-2025, p 31

Article XXXIII

In December 2024, the parties negotiated the following changes to the ACE MOU:

Article XXXIII-R Safety Shoe Allowance

a. Safety shoe allowance for eligible classifications, as listed in Exhibit “C” of this MOU, shall be $225.00 annually.

c. If initially eligible or when footwear is replaced, within three months prior to July 1, the employee will not be eligible for their Safety Shoe Annual Allowance until July 1 of the next year.

d. This compensation is not included in the MOU rate of pay.

Resolution No. 2025-80
Exhibit "A"

Page 13 of 18 ends

59 Item7.
12 e. The City shall pay for safety shoe toe capping upon request by the employee.

f. The replacement of lost or damaged footwear prior to the completion of the employee’s one-year shoe allowance period may be reimbursed if the employee can show reasonable cause for such loss or damage, and provided that the footwear to be replaced complies with the
American Society for Testing and Materials (ASTM) safety standards. The Safety shoes shall meet ASTM-F2413-6 standards.

g. All premature, unusual wear or damage must be reported to the Safety Office Representative and supervisor immediately.

h. The Safety Office Representative, in conjunction with the supervisor, will assess the shoe condition and, if warranted, will approve a reimbursement for replacement.

i. The employee will need to supply a receipt of purchase to the Safety Office Representative to obtain reimbursement.

j. The employee will continue to be eligible for replacement of footwear due to unusual wear and tear under the policy.

Tentative Agreement Date____________ City N/A Teamsters N/A

Resolution No. 2025-80
Exhibit "A"

Page 14 of 18 ends

60 Item7.
13 M&O UNIT 2023 –2025, page 19

ARTICLE VII TUITION POLICY

Within budgetary limitations, and subject to the criteria and limitations listed below, the City will reimburse tuition and related expenses, up to $2,500 per employee per fiscal year for tuition fees.

A maximum of $8,000 will be allotted each fiscal year for the use of tuition reimbursement for all Bargaining Unit employees, as outlined within this Article.

A. Eligibility Criteria [No Changes]

B. Tuition and Related Expenses
The following are eligible expenses within the meaning of "Tuition and Related Expenses":

1. Tuition and/or class fees and/or registration fees charged by an educational institution;

2. Books required for the course;

3. Miscellaneous mandatory charges such as health service and/or identification cards (parking charges are not considered required expenses and will not be reimbursed);

4. Mileage reimbursement: a. When private vehicles are used and attendance is required by the City, mileage shall be paid at the rate established by the Internal Revenue Service.

C. Approval Process Upon submittal, the Department Head will note the recommendation and forward the appli-cation to the Human Resources Department for approval.

City Proposal No. G Tuition Reimbursement

City Rationale: The proposes minor administrative changes to align MOU language with our actual practices (as incorporated into Workday). Employees should see no change in benefits. Seek to align MOU with Workday practices.

Deletes obsolete procedures that do not exist in practice.

Para B.4. Recommend deletion. Makes no sense. It mixes voluntary tuition reimbursement for individual education with city directed and funded training.

The City pays mileage for required training. It does not compensate mileage for voluntary classes. In fact, the IRS would consider such compensation as income not a reimbursable (tax free) expense.

Para D. Exception Review. Recommend deletion. This paragraph does not align with actual practice. No recent memory of any Exception Review. Tuition review committee does not exist.

Revised Para E describes the current practices.

Revised GM 4/11/25

Resolution No. 2025-80
Exhibit "A"

Page 15 of 18 ends

61 Item7.
14 D. Exception Review
Applications which are not approved by the Department Head and the Human Resources Manager may be submitted to the Tuition Review Committee. The Tuition Review Committee will consist of: City Manager or his/her designee Director of Human Resources Department Head One other Department Head (selected on a rotating basis) By special request, the above-mentioned committee may also be petitioned for 100 percent reimbursement.

E. Reimbursement Procedure
Upon preliminary approval and successful completion of approved courses, employees may request reimbursement as follows:

1. Complete tuition reimbursement form;

2. Submit proof of payment of reimbursable items;

3. Submit school transcript indicating the grade achieved for the completed course.

Pre-Approval and Approval Procedures

1) An employee shall complete the first section of the City’s Tuition Reimbursement form and send it to
the Department Head for approval.

2) Upon the Department Head’s approval, forward signed form to the Human Resources Benefits
Manager for further approval based on eligibility.

3) Upon preliminary approval and successful completion of approved courses, availability of funds, proof
of expense payment and a transcript showing success course completion, employees may request reimbursement through the Workday platform.

Follow the Expense Reporting and Reimbursement Job Aid on the City’s intranet site for submitting proof of payment and reimbursable items.

ACE 2023-2025, page 9

Article XV Tuition Reimbursement

Recommend the parties align language in both MOUs. Same issues.

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resolution No. 2025-80
Exhibit "A"

Page 16 of 18 ends

62 Item7.
15 M&O 2023-2025, page 5

Article IV Compensation
Section 8 Rincon Power Plant Relief Operator Compensation

A. Relief Operators will be housed in a City-owned facility at the Rincon Power Plant site. The duty schedule for a Relief Operator will begin at 8:00 a.m. on Sunday of the relief week and conclude at 8:00 a.m. on Friday. Relief Operators may be required to adjust their work week (reschedule a Dark Friday) dependent upon the week in which they are assigned the relief duty.

The normal workday for the Relief Operator is from 8:00 a.m. until 10:00 p.m. Unpaid meal breaks during the workday are authorized for 30 minutes each (noon meal and dinnertime).

Overtime during the Relief Operator work schedule consists of the following: Sunday: 4 hours Monday, Tuesday and Wednesday: 5.5 hours Thursday: 6.5 hours Friday: 1.5 hours

B. An unpaid sleep period is authorized during each 24-hour work period; such sleep period shall extend from 10:00 p.m. until 6:00 a.m. If a response to an alarm is required during the sleep period, Relief Operators will be compensated for overtime as follows:

1. If interruption occurs three hours or less into the sleep period or within three hours or less of the end of the sleep period, the overtime will be paid for three hours at time and one-half.

2. If interruption occurs after three hours but before five hours has elapsed into the sleep period, the overtime will be paid for all eight hours at time and one-half.

ACE 2023-2025: N/A

Tentative Agreement Date____________ City _______________ Teamsters _______________

City Proposal No. H Rincon Power Plant

City Rationale: Recommend deleting this term as obsolete. The City has not provided relief operators at a Rincon Power Plant site in many years.

Revised GM 4/11/25

Resolution No. 2025-80
Exhibit "A"

Page 17 of 18 ends

63 Item7.
16 ACE 2023-2025

Exhibit B Side Letter to the Current Memorandum of Understanding Relation to Agency Shop Provisions

M&O 2023-2025: N/A

City Proposal No. J ACE Personnel Board Side Letter – Exhibit “A”

City Rationale: The parties agreed to this side letter in 1983. The document addresses the process to challenge the impartiality of a board member. However, the parties also agreed to abolish the Personnel Board in 2018 and have agreed to the use of a state Administrative Law Judge for personnel hearings. State law provides procedures to ensure any hearing is conducted in a fair and impartial matters. Since this side letter no longer applies, the City recommends deletion.

Revised GM 4/11/25

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resolution No. 2025-80
Exhibit "A"

Page 18 of 18 ends

64 Item7.

APPROVALS

DEPARTMENT HEAD
6/18/2025
FINANCE 6/18/2025
Docusign Envelope ID: 041624A4-05E2-4FF3-94D2-F9E01597837C E
xplanation of Request

CITY OF ESCONDIDO
Budget Adjustment Request
Budget Adjustment Information
Description Fund Cost Center Spend Category
Amount of
Increase /
(Decrease)
Personnel Services General Fund Recreation Regular Full-Time $ 6,180 Personnel Services General Fund Park Maintenance Regular Full-Time $ 119,090 Personnel Services General Fund Street Maintenance Regular Full-Time $ 214,470 Personnel Services Water Fund Water Regular Full-Time $ 361,820 Personnel Services Water Fund Lakes Regular Full-Time $ 32,910 Personnel Services Wastewater
Fund Wastewater Regular Full-Time $ 318,200
Personnel Services Wastewater
Fund Recycled Water Regular Full-Time $ 15,070
Personnel Services Building
Maintenance
Building
Maintenance Regular Full-Time $ 67,750
Personnel Services Fleet Services Fleet Services Regular Full-Time $ 61,140 Memorandum of Understanding between the City of Escondido and Teamsters Local 986 - Maintenance and Operations (M&O) Bargaining Unit
Department Human Resources Department
Department Contact Jessica Perpetua
City Council Meeting Date June 25, 2025
Attachment "1"
65 Item7.

STAFF REPORT

June 25, 2025
File Number 0740-30

SUBJECT
MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ESCONDIDO AND TEAMSTERS LOCAL 986 – ADMINISTRATIVE, CLERICAL, ENGINEERING (ACE) BARGAINING UNIT

DEPARTMENT
Human Resources Department

RECOMMENDATION
Request the City Council adopt Resolution No. 2025 -81, approving a three -year Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Teamsters (“Tea msters”) – Administrative, Clerical, Engineering (“ACE”) Bargaining Unit, commencing July 1, 2025, through June 30, 2028 and approve a budget adjustment appropriating $454,010 to account for the direct budget impacts in FY2025/26.

COUNCIL PRIORITY – Increase Retention and Attraction of People and Businesses to Escondido.

FISCAL ANALYSIS
The terms of the three-year labor agreement are detailed in the Background section below.

PREVIOUS ACTION
On April 3, 2024 , the City Council voted to adopt the MOU between Teamsters ACE and the City, for a two-year term that expires on June 30, 2025.

BACKGROUND
The City Council provided policy and negotiating authority to the City Manager in closed session.

Thereafter, both City staff and Association representatives met quickly and efficiently to reach terms of 66 Item8.

an agreement. Both parties understand the importance of maintaining good labor relationships to serve the community.

The three-year contract provides: a 6 percent (6%) across-the-board increase for all classifications in year one; 5 percent ( 5%) across-the-board increase for all classifications in year two; and a 5 percent (5%) across-the-board increase for all classifications in year t hree; an increase in the compensatory time off maximum from 80 to 1 00 hours; an annual review of labor market data for U tility classifications ; an increase to safety shoe allowance to $300; establishing an annual bereavement leave bank of 27 hours; addition of two floating holidays; an increase to Standby Pay for Fire Prevention to $300, including the value of a holiday during standby to $50; and release time for 3 members to attend one day of training .

The contract also includes MOU language changes and re-opener language for healthcare.

Members of the Association voted in support of the terms and conditions of this agreement. Likewise, City staff recommends approval.

RESOLUTIONS
a) Resolution No. 2025-81
b) Resolution No. 2025-81 – Exhibit “A”—Tentative Agreement

ATTACHMENTS
a) Attachment “1”—Budget Adjustment

67 Item8.

RESOLUTION NO. 2025-81

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING A T HREE-

YEAR MEMORANDUM OF UNDERSTANDING BETWEEN
THE CITY OF ESCONDIDO AND THE TEAMSTERS 9 86

ADMINISTRATIVE, CLERICAL, ENGINEERING

BARGAINING UNIT

WHEREAS, on April 3 , 202 4, the Escondido City Council adopted Resolution No. 202 4-38, to complete a Memorandum of Understanding between the Teamsters Local 911 (“Teamsters”) – Administrative/Clerical/Engineering Unit (“ACE”) and the City of Escondido (“City”) for the period of J uly 1, 2023, and June 30, 2025 (“MOU”); and
WHEREAS, negotiating teams from the City and the Teamsters have been duly appointed and have met and conferred in good faith to address matters affecting bo th parties including wages, hours, and other terms and conditions of employment; and
WHEREAS, the City and the Teamsters agree the MOU promotes the continuation of the harmonious relationship between the City and the Teamsters and, at this time, a three-year MOU is in the best interest of the City and the Teamsters; and
WHEREAS, this City Council desires at this time and deems it to be in the best public interest to approve a three-year MOU.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the Ci ty of Escondido, California , as follows:

1. That the above recitations are true.
68 Item8.

2. That to implement the changes as provided in Resolution No. 202 5-81 Exhibit “A”, and is incorporated herein.

3. That the City Council authorizes the City’s negotiating team to execute the two-year MOU with a new term from July 1, 2025, through June 30, 2028.

69 Item8.

June 12, 2025
1 City of Escondido
2025 Meet-and-Confer Process
Teamsters – Administrative, Clerical, Engineering (ACE) Unit Ten
tative Agreement

1. Term (TA)
Three-year contract.

July 1, 2025 – June 30, 2028
None of the terms are retroactive; all changes take effect upon the agreed upon effective date after the ratification by both parties.

3. Compensatory Time Off Bank (TA)
The City proposes increasing the maximum balance from 80 hours to 100 hours.

4. Utility Classification Equity Adjustments
The City proposes an annual review of labor market data for the duration of the term of this agreement. *Language to mirror prior 2021-2022 MOU agreements, based on market comparators defined by class and comp study.

5. Safety Shoe Allowance (TA)
The City proposes increasing the safety shoe allowance from $225 to $300 annually.

The City proposes adding Code Compliance Officer I /II as an eligible classification.

6. Bereavement Leave (TA)
The City proposes establishing a
bereavement leave bank valued at 27 hours of straight
time (3 days, valued at 9 hours each day) annually.

Resoltion No. 2025-81
Exhibit "A"

Page 1 of 18 ends

70 Item8.

June 12, 2025
2 7. Holiday (TA)

The City proposes adding an additional two floating holidays per fiscal year on July 1st, equal to nine hours of straight time for each day (18 hours total of new hours).

8. Fire Prevention Standby Pay (TA)

The City proposes increasing the value of weekly standby from $200 to $300.

The City proposes increasing the value of a holiday that falls during standby rotation from $25 to $50.

9. Release Time

The City proposes adding release time language to the MOU for once annual Teamster’s training for 8 members of Maintenance & Operations and 3 members of ACE for up to one full day of training at base pay; overtime is not authorized.

10. Health Care Re-Opener (TA)

The City will direct the Health Insurance Committee to promptly investigate, evaluate and produce a written report assessing potential options to increase the quantity of City funded health plans. The HIC report shall specifically address participation rates and costs associated with each health care option in a written report to be completed by September 1, 2025. Part of this analysis will include a review of the insurance rebate.

11. Continue proposal discussion and MOU language

Resoltion No. 2025-81
Exhibit "A"

Page 2 of 18 ends

71 Item8.
1 Teamsters M&O /ACE

City MOU Proposals – Tentative Agreement
Calendar Year 2025

Revised 6/16/25

Current MOU language (M&O 2023 – 2025) is provided in Time New Roman Font.

Proposed changes are provided in strike-out format and in Arial Font.

Resoltion No. 2025-81
Exhibit "A"

Page 3 of 18 ends

72 Item8.
2 M&O UNIT 2023 –2025, page 10

M&O UNIT–2023 –2025
Article IV Compensation

Section 21

Breakfast - $15.00 Lunch - $15.00 Dinner - $35.00

Section 21R Meal Allowance Stipend

1) If the City provides reasonable notice of an overtime need or opportunity, the work will be considered scheduled. Reasonable notice is considered 15 hours the end of your scheduled shift.

Revised: GM 4/15/25

Resoltion No. 2025-81
Exhibit "A"

Page 4 of 18 ends

73 Item8.
3 1)2) Scheduled overtime does not qualify a bargaining unit member for a meal stipend.

c. Meal Payment: The meal allowancestipend will be paid at the end of the pay period and included in the employee’s regular paycheck.

1) Th e allowance stipend is reportable to the IRS by the City and the employee.

2) The allowance stipend is not an increase in base pay and will not be included in calculations of salary increases or retirement benefits.

2. The parties agree to meet and confer upon request to address any unknown effects of the changes list above.

3. The parties intend the terms of this side letter will be incorporated into the subsequent MOU.

4. Agreed upon on December 2, 2024.

ACE 2023-2025: N/A

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resoltion No. 2025-81
Exhibit "A"

Page 5 of 18 ends

74 Item8.
4 M&O UNIT 2023 –2025, page 18

ARTICLE VIII VACATION

Section 1 Annual Vacation Leave

All probationary, permanent part-time, and permanent Maintenance and Operations employees shall be entitled to annual accrual of full or prorated vacation leave with pay.

Section 2 Earned Vacation

A. Each eligible employee shall accumulate annual prorated vacation and a maximum accrual from the date of hire at the rate applicable to their employment status as follows:

1-5 years of service = 3.68 hours a pay period for 26.0893 pay periods First five years of service 100 hours/year (3.84 hours per pay period), maximum accrual 200 hours

Thus, the proposed language more clearly addresses our actual leave accrual practices and have been incorporated into Workday and Benefits Summaries.

The proposal also adds the max accrual which has not been previously addressed in the MOU.

R i d GM 4/11/25

Resoltion No. 2025-81
Exhibit "A"

Page 6 of 18 ends

75 Item8.
5 5 to 10 years of service 1 40 hours/year (5.38 hours per pay period), maximum accrual 280 hours

11-15 years of service = 6.75 hours a pay period for 26.0893 pay periods 10 to 15 years of service 180 hours/year(6.92 hours per pay period), maximum accrual 360 hours

16 years & over = 8.280 hours a pay period for 26.0893 pay periods More than 15 years of service 220 hours/year (8.46 hours per pay period), maximum accrual 440 hours.

Section 3 Vacation Periods

Vacation may be taken the first day following the completion of six months and may never be used in units of less than one hour15-minute increments.

B. No legal holiday that falls during an employee's vacation may be charged against the employee as vacation, and the leave shall be extended accordingly.

C. Employees who terminate shall be paid in a lump sum for all allowable accrued vacation leave earned prior to the effective date of termination.

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resoltion No. 2025-81
Exhibit "A"

Page 7 of 18 ends

76 Item8.
6 City Rationale: The current language is dated. It requires a pregnant employee to provide a statement from her doctor assessing her ability to perform her job (Para A.).

M&O UNIT 2023 –2025, page 28

ARTICLE XIII MATERNITY/PATERNITY LEAVE/FAMILY MEDICAL LEAVE ACT (FMLA)/ CALIFORNIA FAMILY RIGHTS ACT (CFRA)/PREGNANCY DISABILITY

LEAVE (PDL)

Employees shall be granted Maternity Leave/FMLA/CFRA in accordance in accordance with federal and state law. with the following provisions:

City Proposal No. D Disability Leave

Revised: GM 4/11/25

Resoltion No. 2025-81
Exhibit "A"

Page 8 of 18 ends

77 Item8.
7 B. A pregnant employee will be permitted to shall work as long as she is able to safely perform the duties of her position as recommended by the statement of her physician.

E. The City may, at its option, and at City cost, require an independent medical opinion concerning the employee's ability to safely perform her duties.

G. In the case of adoption and paternity leave, up to a maximum of six months leave time may be approved in accordance with the City of Escondido Personnel Rules and Regulations, Rule 21, Section 6.

ACE 2023-2025, p 21

Article XXVIII, Maternity/Paternity/FMLA / CFRA/PDL Leave

The ACE MOU contains similar unlawful language as that found in the M&O MOU. The City proposes updating and aligning the language in both MOUs.

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resoltion No. 2025-81
Exhibit "A"

Page 9 of 18 ends

78 Item8.
8 M&O UNIT 2023 –2025, page 26

ARTICLE XI MILITARY LEAVE/FAMILY MEDICAL LEAVE ACT (FMLA) MILITARY LEAVE

City Proposal No. E Military Leave

This benefit is primarily used by police officers and EPOA accepted this change.

The EFA also accepted the proposed change.

In the last three years, no Teamsters M&O or ACE (including ECEA time) have been eligible and used military leave in the previous three years.

Revised: GM 4/11/25
Resoltion No. 2025-81
Exhibit "A"

Page 10 of 18 ends

79 Item8.
9 Upon verification of military orders, employees who are members of the military reserve or National Guard who have been called to active duty during national security, after the standard Military Leave Policy, shall receive the difference between the amount the employee would have received from their regular City gross biweekly wage (not including overtime) and the amount the employee receives from the military. Health benefits will be continued for the employee and family. An employee would continue to pay their respective portion of the benefit programs (including any premiums for family coverage), unless health benefits are waived. If the leave is longer than 12 months, no more than one uniform allowance will be paid upon return.

ACE 2023-2025, p 21

Article XXVII Military Leave / FMLA Military Leave

Recommend the parties align language in both MOUs. Same issues.

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resoltion No. 2025-81
Exhibit "A"

Page 11 of 18 ends

80 Item8.
10 M&O UNIT 2023 –2025, page 6
Article IV, Compensation Policy

Section 9 Safety shoe allowance for all represented classifications shall be $225.00 annually.

All premature, unusual wear or damage must be reported to the Safety Office Representative and supervisor immediately.

If footwear is replaced within three months prior to the employee’s anniversary date, the employee will not be eligible for their Safety Shoe Annual Allowance until the next anniversary date.

The employee will continue to be eligible for replacement of footwear due to unusual wear and tear under the policy. A Policy regarding Safety Shoe Replacement was developed in 2008.

December 2024 Update to repeal and replace Sections 9 and 10 as follows:

Section 9R Safety Shoe Allowance

a. Safety shoe allowance for all represented classifications shall be $225.00300.00 annually.

City Proposal No. F Safety Shoes

Revised: GM 4/11/25

Resoltion No. 2025-81
Exhibit "A"

Page 12 of 18 ends

81 Item8.
11 c. If initially eligible or when footwear is replaced, within three months prior to July 1, the employee will not be eligible for their Safety Shoe Annual Allowance until July 1 of the next year.

d. This compensation is not included in the MOU rate of pay.

e. The City shall pay for safety shoe toe capping upon request by the employee.

g. All premature, unusual wear or damage must be reported to the Safety Office Representative and supervisor immediately.

h. T he Safety Office Representative, in conjunction with the supervisor, will assess the shoe condition and, if warranted, will approve a reimbursement for replacement.

i. The employee will need to supply a receipt of purchase to the Safety Office Representative to obtain reimbursement.

j. The employee will continue to be eligible for replacement of footwear due to unusual wear and tear under the policy.

ACE 2023-2025, p 31

Article XXXIII

In December 2024, the parties negotiated the following changes to the ACE MOU:

Article XXXIII-R Safety Shoe Allowance

a. Safety shoe allowance for eligible classifications, as listed in Exhibit “C” of this MOU, shall be $225.00 annually.

c. If initially eligible or when footwear is replaced, within three months prior to July 1, the employee will not be eligible for their Safety Shoe Annual Allowance until July 1 of the next year.

d. This compensation is not included in the MOU rate of pay.

Resoltion No. 2025-81
Exhibit "A"

Page 13 of 18 ends

82 Item8.
12 e. The City shall pay for safety shoe toe capping upon request by the employee.

f. The replacement of lost or damaged footwear prior to the completion of the employee’s one-year shoe allowance period may be reimbursed if the employee can show reasonable cause for such loss or damage, and provided that the footwear to be replaced complies with the
American Society for Testing and Materials (ASTM) safety standards. The Safety shoes shall meet ASTM-F2413-6 standards.

g. All premature, unusual wear or damage must be reported to the Safety Office Representative and supervisor immediately.

h. The Safety Office Representative, in conjunction with the supervisor, will assess the shoe condition and, if warranted, will approve a reimbursement for replacement.

i. The employee will need to supply a receipt of purchase to the Safety Office Representative to obtain reimbursement.

j. The employee will continue to be eligible for replacement of footwear due to unusual wear and tear under the policy.

Tentative Agreement Date____________ City N/A Teamsters N/A

Resoltion No. 2025-81
Exhibit "A"

Page 14 of 18 ends

83 Item8.
13 M&O UNIT 2023 –2025, page 19

ARTICLE VII TUITION POLICY

A maximum of $8,000 will be allotted each fiscal year for the use of tuition reimbursement for all Bargaining Unit employees, as outlined within this Article.

A. Eligibility Criteria [No Changes]

B. Tuition and Related Expenses
The following are eligible expenses within the meaning of "Tuition and Related Expenses":

1. Tuition and/or class fees and/or registration fees charged by an educational institution;

2. Books required for the course;

3. Miscellaneous mandatory charges such as health service and/or identification cards (parking charges are not considered required expenses and will not be reimbursed);

4. Mileage reimbursement: a. When private vehicles are used and attendance is required by the City, mileage shall be paid at the rate established by the Internal Revenue Service.

C. Approval Process Upon submittal, the Department Head will note the recommendation and forward the appli-cation to the Human Resources Department for approval.

City Proposal No. G Tuition Reimbursement

Deletes obsolete procedures that do not exist in practice.

Para B.4. Recommend deletion. Makes no sense. It mixes voluntary tuition reimbursement for individual education with city directed and funded training.

The City pays mileage for required training. It does not compensate mileage for voluntary classes. In fact, the IRS would consider such compensation as income not a reimbursable (tax free) expense.

Para D. Exception Review. Recommend deletion. This paragraph does not align with actual practice. No recent memory of any Exception Review. Tuition review committee does not exist.

Revised Para E describes the current practices.

Revised GM 4/11/25

Resoltion No. 2025-81
Exhibit "A"

Page 15 of 18 ends

84 Item8.
14 D. Exception Review
Applications which are not approved by the Department Head and the Human Resources Manager may be submitted to the Tuition Review Committee. The Tuition Review Committee will consist of: City Manager or his/her designee Director of Human Resources Department Head One other Department Head (selected on a rotating basis) By special request, the above-mentioned committee may also be petitioned for 100 percent reimbursement.

E. Reimbursement Procedure
Upon preliminary approval and successful completion of approved courses, employees may request reimbursement as follows:

1. Complete tuition reimbursement form;

2. Submit proof of payment of reimbursable items;

3. Submit school transcript indicating the grade achieved for the completed course.

Pre-Approval and Approval Procedures

1) An employee shall complete the first section of the City’s Tuition Reimbursement form and send it to
the Department Head for approval.

2) Upon the Department Head’s approval, forward signed form to the Human Resources Benefits
Manager for further approval based on eligibility.

Follow the Expense Reporting and Reimbursement Job Aid on the City’s intranet site for submitting proof of payment and reimbursable items.

ACE 2023-2025, page 9

Article XV Tuition Reimbursement

Recommend the parties align language in both MOUs. Same issues.

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resoltion No. 2025-81
Exhibit "A"

Page 16 of 18 ends

85 Item8.
15 M&O 2023-2025, page 5

Article IV Compensation
Section 8 Rincon Power Plant Relief Operator Compensation

The normal workday for the Relief Operator is from 8:00 a.m. until 10:00 p.m. Unpaid meal breaks during the workday are authorized for 30 minutes each (noon meal and dinnertime).

Overtime during the Relief Operator work schedule consists of the following: Sunday: 4 hours Monday, Tuesday and Wednesday: 5.5 hours Thursday: 6.5 hours Friday: 1.5 hours

1. If interruption occurs three hours or less into the sleep period or within three hours or less of the end of the sleep period, the overtime will be paid for three hours at time and one-half.

2. If interruption occurs after three hours but before five hours has elapsed into the sleep period, the overtime will be paid for all eight hours at time and one-half.

ACE 2023-2025: N/A

Tentative Agreement Date____________ City _______________ Teamsters _______________

City Proposal No. H Rincon Power Plant

City Rationale: Recommend deleting this term as obsolete. The City has not provided relief operators at a Rincon Power Plant site in many years.

Revised GM 4/11/25

Resoltion No. 2025-81
Exhibit "A"

Page 17 of 18 ends

86 Item8.
16 ACE 2023-2025

Exhibit B Side Letter to the Current Memorandum of Understanding Relation to Agency Shop Provisions

M&O 2023-2025: N/A

City Proposal No. J ACE Personnel Board Side Letter – Exhibit “A”

Revised GM 4/11/25

Tentative Agreement Date____________ City _______________ Teamsters _______________

Resoltion No. 2025-81
Exhibit "A"

Page 18 of 18 ends

87 Item8.

Docusign Envelope ID: 5B3DD8E4-BC47-4F61-A1CF-5FE4BA2C537E E
xplanation of Request

CITY OF ESCONDIDO
Budget Adjustment Request
Budget Adjustment Information
Description Fund Cost Center Spend Category
Amount of
Increase /
(Decrease)
Personnel Services General Fund City Manager Regular Full-Time $ 4,760 Personnel Services General Fund City Treasurer Regular Full-Time $ 4,480 Personnel Services General Fund Finance Regular Full-Time $ 46,430 Personnel Services General Fund Recreation Regular Full-Time $ 2,250 Personnel Services General Fund Older Adult Services Regular Full-Time $ 4,080 Personnel Services General Fund Senior Nutrition
Center Regular Full-Time $ 5,650
Personnel Services General Fund Communications Regular Full-Time $ 9,190 Personnel Services General Fund Planning Regular Full-Time $ 16,350 Personnel Services General Fund Code Compliance Regular Full-Time $ 31,330 Personnel Services General Fund Building Regular Full-Time $ 37,000 Personnel Services General Fund Engineering Regular Full-Time $ 53,680 Personnel Services General Fund Police Regular Full-Time $ 12,200 Personnel Services General Fund Fire Regular Full-Time $ 38,040 Personnel Services CDBG CDBG Regular Full-Time $ 5,730
Memorandum of Understanding between the City of Escondido and Teamsters Local 986 - Administrative, Clerical, Engineering (ACE) Bargaining Unit Department Human Resources Department
Department Contact Jessica Perpetua
City Council Meeting Date June 25, 2025
Attachment "1"
88 Item8.

Docusign Envelope ID: 5B3DD8E4-BC47-4F61-A1CF-5FE4BA2C537E

6/18/2025

FINANCE
6/18/2025

DEPARTMENT HEAD

APPROVALS
Budget Adjustment Information

Description

Fund

Cost Center

Spend Category
Amount of
Increase /
(Decrease)

Personnel Services Successor Agency
Housing
Successor Agency
Housing

Regular Full-Time

$ 6,070
Personnel Services Water Fund Water Regular Full-Time $ 26,260 Personnel Services Water Fund Lakes Regular Full-Time $ 7,540 Personnel Services Wastewater
Fund Wastewater Regular Full-Time $ 73,650
Personnel Services Wastewater
Fund
Environmental
Programs Regular Full-Time $ 43,760

Personnel Services Recycling and
Waste Reduction
Recycling and
Waste Reduction

Regular Full-Time

$ 14,900
Personnel Services Building
Maintenance
Building
Maintenance Regular Full-Time $ 6,290
Personnel Services Warehouse Warehouse Regular Full-Time $ 4,370

Attachment "1"
89 Item8.

STAFF REPORT

June 25, 2025
File Number 0740-30

SUBJECT

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF ESCONDIDO AND THE ESCONDIDO POLICE OFFICERS’ ASSOCIATION – NON-SWORN BARGAINING UNIT

DEPARTMENT
Human Resources Department

RECOMMENDATION
Request the City Council adopt Resolution No. 2025 -82, approving a three -year Memorandum of Understanding (“MOU”) between the City of Escondido (“City”) and the Escondido Police Officers’ Association (“POA”) – Non-Sworn (“NSP”) Bargaining Unit, commencing July 1, 2025, through June 30, 2028, and approve a budget adjustment appropriating $281,360 to account for the direct budget impacts in FY2025/26.

COUNCIL PRIORITY – Improve Public Safety.

FISCAL ANALYSIS
The terms of the three-year labor agreement are detailed in the Background section below.

PREVIOUS ACTION
On June 19, 2024, the City Council voted to adopt the MOU between the POA-NSP Bargaining Unit and the City, for a one-year term that expires on June 30, 2025.

BACKGROUND
The City Council provided policy and negotiating authority to the City Manager in closed session.

Thereafter, both City staff and Association representatives met quickly and efficiently to reach terms of an agreement. Both parties understand the importance of maintaining good labor relationships to serve the community.

90 Item9.

The three-year contract provides: a 6 percent (6%) across-the-board increase for all classifications in year one; 5 percent (5%) across-the-board increase for all classifications in year two; and a 5 percent (5%) across-the-board increase for all classifications in year three; a market adjustment for the Property & Evidence Technician and Public Safety Dispatcher classifications; an increase in the compensatory time off maximum from 80 to 100 hours; addition of two floating holidays; ability for vacation cash out to a maximum of 80 hours per year; an increase to POST incentive pay for dispatch classifications to $150 for Intermediate and $300 for Advanced; adding the Property & Evidence Technician class series to the eligible classifications for Uniform Allowance; and establishing an annual bereavement leave bank of 27 hours. The contract also includes MOU language changes and re-opener language for healthcare.

Members of the Association voted in support of the terms and conditions of this agreement. Likewise, City staff recommends approval.

RESOLUTIONS
a) Resolution No. 2025-82
b) Resolution No. 2025-82 – Exhibit “A”— Tentative Agreement

ATTACHMENTS
a) Attachment “1”— Budget Adjustment

91 Item9.

RESOLUTION NO. 2025-82

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING A THREE-

YEAR MEMORANDUM OF UNDERSTANDING BETWEEN

THE CITY OF ESCONDIDO AND THE ESCONDIDO POLICE
OFFICERS’ ASSOCIATION – NON-SWORN BARGAINING
UNIT

WHEREAS, on June 1 9, 202 4, the Escondido City Council adopted Resolution No. 202 4-77, to complete a Memorandum of Understanding between the Escondido City Police Officers’ Association (“POA”) – Non-Sworn Unit (“NSP”) and the City of Escondido (“City”) for the period of July 1, 202 4, and June 30, 2025 (“MOU”); and
WHEREAS, negotiating teams from the City and the POA-NSP Bargaining Unit have been duly appointed and have met and conferred in good faith to address matter s affecting both parties including wages, hours, and other terms and conditions of employment; and WHEREAS, the City and the POA agree the MOU promotes the continuation of the harmonious relationship between the City and the POA and, at this time, a three-year MOU is in the best interest of the City and the POA; and
WHEREAS, this City Council desires at this time and deems it to be in the best public interest to approve a three-year MOU.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California , as follows:

1. That the above recitations are true.
92 Item9.

2. That to implement the changes as provided in Resolution No. 202 5-82 Exhibit “A”, and is incorporated herein.

3. That the City Council authorizes the City’s negotiating team to execute the three-year MOU with a new term from July 1, 2025, through June 30, 2028.

93 Item9.

J une 13, 2025
1 City of Escondido
2025 Meet-and-Confer Process
Escondido Police Officers’ Association – Non-Sworn Bargaining Unit T
entative Agreement

1. Ter
m
T
hree-year contract.

July 1, 2025 – June 30, 2028
N
one of the terms are retroactive; all changes take effect upon the agreed upon effective date after the ratification by both parties.

2. Co
mpensation
a. A
cross-the-board Increase
• Year 1 – 6.0% across-the-board increase for all classifications. • Year 2 – 5.0% across-the-board increase for all classifications. • Year 3 – 5.0% across-the-board increase for all classifications. b. M
arket Adjustments
P
rior to the July 6, 2025 ATB increase, adjust the following classifications to be within 5% of median:
• U
sing the Property & Evidence Technician I as a benchmark, adjust the series of II and Sr. proportionally.
• Using Public Safety Dispatcher, I as a benchmark, adjust the series of II and Supervisor proportionally.

3. C
ompensatory Time Off Bank
T
he City proposes increasing the maximum balance from 80 hours to 100 hours.

4. Holiday
The City proposes adding an additional two floating holidays per fiscal year on July 1st, equal to nine hours of straight time for each day (18 hours total of new hours).

The City proposes adding MOU clarification language for bank cap:
“An employee’s Banked Holiday Balance shall not exceed 109 hours.” Resolution No. 2025-82
Exhibit "A"

Page 1 of 3 ends

94 Item9.

J une 13, 2025
2 5. Vacation Buy Back
All employees will have the ability to cash out a maximum of 40 vacation hours in July and a maximum of 40 vacation hours in December, for a total of 80 vacation hours in a year. Employees must maintain a minimum balance of 80 hours of vacation leave after the requested payoff to ensure a sufficient balance to cover future planned time off requests.

6. Education Incentive
The City proposes modifying the following POST incentive pay for dispatch classifications:

Increasing Intermediate POST from $75 to $150
Increasing Advanced POST from $150 to $300

7. Uniform Allowance
The City proposes expanding uniform allowance of $800 annually (paid bi-weekly and reported to CalPERS in equal amounts each pay period) to include the classifications of Property & Evidence Technician I, Property & Evidence Technician II and Senior Property & Evidence Technician. In turn, as part of the uniform allowance, these classifications will be required to purchase and maintain safety boots that shall meet ASTM-F2413-6 standards.

The City proposes eliminating the following section from the NSP MOU:

4.6.9 Safety Shoe Allowance
a. The City agrees to provide an annual safety shoe allowance of $225 to Evidence Management Division employees in the following classifications:
• Property & Evidence Technician I
• Property & Evidence Technician II
• Se nior Property & Evidence Technician
b. The Safety boots shall meet ASTM-F2413-6 standards.
c. The safety shoe allowance will be paid during the first pay period after hiring or promotion to an eligible classification and continue annually thereafter. d. Reserved. e. This compensation is not included in the MOU rate of pay. f. Reserved. Police Non-Sworn MOU 2024 - 2025 40
Resolution No. 2025-82
Exhibit "A"

Page 2 of 3 ends

95 Item9.

J une 13, 2025
3 g. The City will pay for the repair or like replacement of safety shoes when damage is caused by work, at the Department Head’s sole discretion.

8. Bereavement Leave
The City proposes establishing a be reavement leave bank valued at 27 hours of straight time (3 days, valued at 9 hours each day) annually. Language to come.

9. Meal Breaks
The proposes adding language to t he MOU section 2.22, Section 4, new section C:
c. Due to the unique needs of a 911 center, there may be times when communications operators/supervisors will have to adjust rest break times or work through their breaks.

At an employee’s request and with supervisor approval, a 15-minute rest break may be combined in to a meal period not to exceed 45 minutes.

10. Health Care Re-Opener
The City will direct the Health Insurance Committee to promptly investigate, evaluate and produce a written report assessing potential options to increase the quantit y of City funded health plans. The HIC report shall specifically address participation rates and costs associated with each health care option in a written report to be completed by September 1, 2025. Part of this analysis will include a review of the insurance rebate.

11. Continue proposal discussion and MOU language
Resolution No. 2025-82
Exhibit "A"

Page 3 of 3 ends

96 Item9.
6/19/2025 FINANCE
6/18/2025 DEPARTMENT HEAD

APPROVALS
Docusign Envelope ID: 6D2BC70E-B050-4801-8F0B-A5ED19B6F9E7 E
xplanation of Request

CITY OF ESCONDIDO
Budget Adjustment Request
Budget Adjustment Information
Description Fund Cost Center Spend Category
Amount of
Increase /
(Decrease)
Personnel Services General Fund Police Department Regular Full-Time $ 281,360 Memorandum of Understanding between the City of Escondido and Escondido Police Officers' Association - Non-Sworn Bargaining Unit
Department Human Resources Department
Department Contact Jessica Perpetua
City Council Meeting Date June 25, 2025
Attachment "1"
97 Item9.

STAFF REPORT

June 25, 2025
File Number 0480-70

SUBJECT
CATALYST GRANT AWARD - $5,000

DEPARTMENT
Community Services/Library

RECOMMENDATION
Request the City Council adopt Resolution No. 2025-73 authorizing the Assistant Director of Community Services to receive a $5,000 grant from the Society of American Archivists Foundation on behalf of the Escondido Public Library.

Staff Recommendation: Approval (Public Works/Community Services: Joseph Goulart, Director of Public Works)
Presenter: Robert Rhoades, Assistant Director of Community Services ESSENTIAL SERVICE – No
COUNCIL PRIORITY –

FISCAL ANALYSIS
There will be no impact to the General Fund and does not require matching funds.

PREVIOUS ACTION
None

BACKGROUND
The Latinos in Escondido Oral History Project (“Project”), funded by the Society of American Archivists Foundation, aims to document and preserve the rich and often underrepresented history of the Hispanic and Latino community in Escondido. This initiative will be led by the Escondido Public Library’s Pioneer Room, in collaboration with the Escondido History Center and local partners, under the guidance of Ashley Hays, the Pioneer Room Ar chivist, and Cynthia Castaneda, Director of the Escondido History Center Museum.
98 Item10.

The Project’s primary goal is to conduct at least 20 in -depth oral history interviews with community members, encompassing topics such as migration, military service, education, and cultural contributions.

These interviews will be transcribed, digitized, and made available in both English and Spanish, ensuring broad accessibility and inclusivity. The final digital collection will be hosted on the Pioneer Room’s repository, in c ollaboration with California State University San Marcos ( "CSUSM), which will also offer internship or course credit opportunities for students engaged in the Project.

The Project aligns with the S ociety of American Archivists Foundation’s mission to suppo rt inclusive archival practices by actively engaging underrepresented voices. It also addresses the Pioneer Room’s strategic goals of expanding archival holdings related to the Hispanic and Latino communities and fostering community engagement through publ ic programming, workshops, and exhibitions.

Sustainability is a key focus, with a long-term commitment to preserving these materials and integrating them into academic and public history efforts.

Community outreach activities will begin upon acceptance of the grant award, with the primary interview phase anticipated through September 2025. Data processing and translation will occur through October, followed by final digitization and public access launch by December 2025. A final report will be submitted to summarize the Project’s achievements and outlining future plans for ongoing community collaboration and preservation.

The Escondido Public Library , with its deep roots in serving the diverse population of Escondido since 1898, will leverage this Project to amplify the voices of a community that represents more than half of the city’s population. Together with its partners, the Library is dedicated to ensuring that these stories become an integral part of the historical record, accessible to researchers, edu cators, and the broader public for generations to come.

RESOLUTIONS
a) Resolution No. 2025-73

ATTACHMENTS
a) Attachment “1”—Grant Award Letter
b) Attachment “2”—Grant Submission
c) Attachment “3”—Budget Adjustment

99 Item10.

RESOLUTION NO. 2025-73

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE

ASSISTANT DIRECTOR OF COMMUNITY SERVICES TO

RECEIVE, ON BEHALF OF THE ESCONDIDO PUBLIC
LIBRARY, A $5,000 GRANT AWARD FROM THE SOCIETY

OF AMERICAN ARCHIVISTS FOUNDATION

WHEREAS, the City of Escondido (“City”) is committed to preserving and promoting Escondido’s rich and cultural heritage; and
WHEREAS, the Escondido Public Library Pioneer room serves as a repository for local history including books, journals, photographs, and archival material. The family history research material primarily contains reference books; and
WHEREAS, the Society of American Archivists Foundation provides resources to enhance the work of the archival community that supports programs to enhance the performance of repositories; and WHEREAS, the Latinos in Escondido Oral History Project aims to document and preserve the rich and often underrepresented history of the Hispanic and Latino community in Escondido; and WHEREAS, this City Council deems it to be in the best public interest to accept this grant to fund the Latinos in Escondido Oral History Project adding to the diverse voices of the history of Escondido.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California , as follows:

1. That the above recitations are true.
100
Item10.

2. That the City Council authorizes the Assistant Director of Community Services, or his designee, to execute all necessary documents, in forms approved by the City Attorney’s Office, to accept all grant funds.

3. That the City Council approves of any necessary budget adjustments to expend funds received for the purposes stated herein.

4. The Community Services Department/Escondido Public Library shall expend $ 5,000 grant funds in accordance with the terms and requirements of the grant agreement.

101
Item10.

J
une 3, 2025
G
reetings, Ashley Hays
O
n behalf of SAA Foundation’s President, Lisa Mangiafico, and the Foundation’s Board of Directors, I am delighted to inform you that the Board has accepted the recommendation of the Grant Review Committee to fund the “Latinos in Escondido Oral History Project.” T
he project will be funded at $5,000.

P
lease confirm your acceptance by completing the acknowledgment link by June 10, 2025.

T
he SAA Foundation requires a W-9 form from all payees to comply with IRS regulations.

Please note that all funding awarded by the SAA Foundation is considered taxable income.

T
he final report is due by September 30, 2025.

U
se the provided link to submit your final report, including any promotional assets from your completed project that you wish to share.

W
e appreciate your participation in the SAA Foundation grant program and look forward to seeing the results of your project. If you have any questions, please get in touch with us at [email protected].
• C
atalyst Grant Acknowledgement: https://forms.office.com/r/dtEfwns9vU • Final Report: https://smr.to/p81240
B
est regards,
A
storia Edwards, MHA
Assistant Director, Foundation
SAA Foundation
cc: L
isa Mangiafico, SAA Foundation President
Nicolette Lodico, Chair, Grant Review Committee
Jacqualine Price Osafo, MBA, CAE, SAA Chief Executive Officer Society of American Archivists Foundation
17 North State Street, Suite 1425
Chicago, IL 60602
p: (312) 606 -0722 ext. 222
Attachment "1"
102
Item10.

Attachment “2”

Society of American Archivists Foundation
Catalyst Grant Submission
Project Title
Latinos in Escondido Oral History Project
Project Abstract
The Latinos in Escondido Oral History Project will capture the previously underrepresented shared history of the Hispanic and Latino community of Escondido through the collection of oral histories and related materials of community members.

Hosting Institution
Escondido Public Library Pioneer Room
Project methodology and work plan
Oral histories: The Pioneer Room and partner organizations are committed to abiding by Oral History Association and Baylor University best practice standards for oral history collections. Interviewees will participant in a screening interview, pre-interview, and final interview and will have access to plain language consent forms explaining their rights and access preferences. Additionally, all interviewees will have access to interview questions ahead of the final interview, and will be given the opportunity to edit transcripts created from the interview. Transcriptions will be made available in English and Spanish, and all interviews will be conducted in the interviewee’s preferred language.

Archival processing of related documents and media will follow DACS, and other archival standards.

Programming and marketing materials related to the project will be available in English and Spanish to support the community.

High-level timeline for project activities. Include project start, phases, key milestones/deliverables, wrap-up, and final report.

May 2025: Project Start & Planning Phase
• Begin outreach to potential interview participants and community members. • Oral History Training
May – June 2025: Community Outreach and Marketing
• Continue community outreach and marketing efforts to secure additional participants. • Begin collection of photographs, ephemera, and other related materials to complement oral histories
June – September 2025: Primary Interview and Collection Phase • Conduct the bulk of the oral history interviews, particularly focusing on gathering extensive narratives that align with the project’s thematic goals. • Mid-Project Evaluation
103
Item10.

Attachment “2”

• Begin initial transcription of interviews and preliminary processing of digital files September – October 2025: Data Processing and Community Engagement • Transcribe and translate completed interviews into English and Spanish to ensure accessibility. • Process and organize digital materials, preparing them for public access repositories • Community Events and Engagement
October – November 2025: Finalization and Digitization
• Complete transcription, digitization, and metadata entry for all interviews and materials. • Conduct final review of the digital collection for accessibility, accuracy, and alignment with archival standards
• Review and Final Adjustments
• Begin drafting content for the final project report and prepare materials for public presentation November – December 2025: Project Wrap-Up and Reporting • Complete and submit a detailed report documenting project achievements, challenges, community feedback, and next steps.
• Include an assessment of California State University San Marcos student involvement and the impact of community events on public awareness
• Launch the digital collection online and announce its availability to the public through events and community partnerships.
• Host final project events to celebrate participant contributions and highlight project outcomes Role to be performed by key project leaders. Briefly describe the role of all key project leaders rather than listing their qualifications. Please upload full CVs below to demonstrate key project team leaders' qualifications.

Ashley Hays, Pioneer Room Archivist, will facilitate the oral history project and coordinate all interviews, supervise transcription and metadata standards, and maintain products of the oral history interviews in perpetuity.

Cynthia Castaneda, Escondido History Center Museum Director, will conduct oral history interviews in English and Spanish, coordinate with Spanish-speaking participants, and oversee transcription work for Spanish language interviews.

Description of the sponsoring body

ESCONDIDO PUBLIC LIBRARY
The Escondido Public Library has proudly served as the municipal public library for the City of Escondido since 1898. With an average monthly footfall of approximately 20,000 and an annual attendance of around 237,522, the library serves as a dynamic hub for the community. The library campus includes the Main Library, the Pioneer Room (located at the Mathes Center), and the Literacy Center.

The Escondido Public Library provides equal access to information and educational experiences that inspire learning and foster participation in a thoughtful, diverse society. In the past year alone, 104
Item10.

Attachment “2”

Escondido Library hosted an impressive 736 events, drawing a total attendance of 23,625 community members. These events serve as ideal platforms to spotlight an oral history program focusing on the Latino and Hispanic community of Escondido.

PIONEER ROOM LOCAL HISTORY ARCHIVES
The Escondido Public Library Pioneer Room serves as the primary center for historical research in the Escondido community. Its main objective is to identify, collect, preserve, and provide access to a collection of records, manuscripts, and other significant resources that have lasting historical, legal, administrative, and fiscal value.

The Pioneer Room houses a non-circulating collection of documents, photographs, and reference materials, which are available to researchers looking to explore different local history topics. These topics include historical homes and properties, biographies of people and families native to Escondido, and events that have played a role in the development of both the city and the surrounding region.

ESCONDIDO HISTORY CENTER
The second largest history museum in San Diego County, the Escondido History Center was founded as the Escondido Historical Society on February 3, 1956 and incorporated on June 28. In 1975, Heritage Walk was established, incorporating the barn, a windmill, wagon, and blacksmith shop. In 1978, a Victorian house from Ivy St. was moved here, but it was lost to arson in 1979 and in 1980, the Hoffman House was donated to replace it. In 2006, our name was changed to the Escondido History Center.

Collections include thousands of photographs, ephemera, artifacts, directories, and books related to Escondido and the surrounding area. Exhibits in our five buildings and Pullman train car provide a view of history dating back hundreds of years in the Hidden Valley.

Project purpose and goals
• Increase the Pioneer Room’s archival holdings contributed by or directly related to the Hispanic and Latino community of Escondido.
• Conduct oral history interviews with Hispanic and Latino residents or their families with topics including migration, labor, military service, business, entertainment, education, sports, clubs, events, or others identified as of interest about life in Escondido, California. • Digitize collected oral histories and related materials to create accessible digital collections. • Provide internships or credit to students at California State University San Marcos in archival practices and oral history methodologies during the 2025 Fall semester.

Advancement of SAA goals and benefits to the profession This project aligns with the SAA Foundation’s mission to enhance the archival profession by:
• Preserving the voices and experiences of underrepresented communities. • Providing a model for inclusive community-based oral history projects. • Collaborating with academic institutions to engage future professionals in hands-on archival work.
105
Item10.

Attachment “2”

It advances the SAA’s strategic goal to foster diversity and inclusion in archival collections and practices by:
• Increasing the Pioneer Room’s archival holdings contributed by or directly related to the Hispanic and Latino community of Escondido.
• Conducting oral history interviews with Hispanic and Latino residents or their families, focusing on migration, labor, military service, business, entertainment, education, sports, clubs and events.
• Digitizing collected oral histories and related materials to create accessible digital collections. • Providing internships or credit to students at California State University San Marcos in archival practices and oral history methodologies.

Benchmarks
• Completion of at least 20 oral history interviews, including transcriptions and digital preservation.
• Creation of publicly accessible digital collection on the Pioneer Room’s online digital repository or in partnership with California State University San Marcos. • Engagement with and anticipated attendance of 50 members of the community through programming and outreach, including interviewer and narrator presentations, oral history workshops, oral history exhibits, and a memory board for increased use in the Pioneer Room.

Assessment criteria
• Number of interviews and materials added to the archive. • Feedback from participants, students, and attendees at public events. • Usage statistics from the digital repository.

Dissemination plan
Online access: Interviews and related materials will be accessible to the public through the Pioneer Room’s online digital repository and in partnership with California State University San Marcos.

Materials on these sites will be searchable and include bilingual descriptions to enhance accessibility.

Programming: Community events will be held to educate the public about oral history, exhibition of oral history content, and passive programming including memory boards located in the Escondido Public Library inviting visitors to share their own memories of Escondido.

Events: Working with the Escondido History Center Museum for outreach during major festivals and local events in Escondido to invite attendees to participate in the oral history program.

Local media and cultural organizations: We will partner with the Times-Advocate and local Spanish language outlets to raise awareness of the collection. We will partner with the Escondido History Center to assist with outreach, programming, and exhibitions related to the collection. We will partner with California State University San Marcos to host the oral histories on their website. Additionally, we will work with the Escondido Union School District to inform students about oral history and provide resources to foster future oral historians.
106
Item10.

Attachment “2”

Academic engagement: An online student showcase will be featured on the California State University San Marcos site to promote the collection. The collection will be integrated into coursework on public history, anthropology, and archival studies.

Sustainability measures
The Latinos in Escondido History Project is designed with a clear framework for ensuring the long-term relevance and accessibility of the collection. Sustainability measures address technical preservation, future community engagement, and integration into professional practice. These measures align with SAA’s best practices, including long-term preservation planning, accessibility, and community involvement.
• Digital preservation: All materials, including oral histories, transcripts, photographs, and other records, will be preserved in the Pioneer Room’s online repository with additional copies maintained on cloud storage and local servers to ensure redundancy and minimized risk of data loss. Regular file integrity checks will be performed to ensure ongoing accessibility. • Metadata standards: Metadata will be created following DACS and Dublin Core schemas to support discoverability and interoperability with other archival systems. • Maintenance and growth: Partnerships with California State University San Marcos will provide a steady flow of new content and perspectives to sustain the collection’s relevance over time, and oral histories will be used in coursework. Feedback gathered through public events and surveys will shape future directions for the project, ensuring it remains relevant to the community and the field.
• Professional contributions: This project will serve as a case study for community-based oral history collections and will be documented to share lessons learned with the archival profession, including on inclusive collection development and bilingual interviewing techniques.

Budget and resources
Our goal is to enhance the Pioneer Room’s collections by focusing on the Latino and Hispanic communities in Escondido. We are seeking funding for collection expansion, outreach initiatives, and a comprehensive oral history project. This effort will illuminate the historical contributions of our Hispanic and Latino populations to the community, covering economic, social, cultural, educational, and military subjects. By gathering these narratives, we aim to amplify the voices of our diverse community, which constitutes about 52% of our population, ensuring that the Pioneer Room's collections truly reflect our rich community.

To foster collaboration with Latino and Hispanic residents, we have partnered with Arcadia Publishing and the Escondido History Center, the second-largest history museum in San Diego County, to co-author a book. This endeavor will compile photographs, personal stories, records, and oral histories, documenting the Latino experience in Escondido throughout the 20th century. This book will serve as a crucial record for future generations, preserving the invaluable contributions made by the Hispanic and Latino community.

We are requesting a total funding of $5,000 to support an oral history program at the Pioneer Room.

Working alongside the Escondido History Center, the Pioneer Room Friends 501(c)3 organization, local historian Alexa Clausen, community liaison Teddy Borja, and the Special Collections team at California 107
Item10.

Attachment “2”

State University San Marcos, we are committed to developing a sustainable oral history collection strategy that prioritizes the Hispanic and Latino communities. With support from the SAA Foundation, we intend to establish an infrastructure to facilitate ongoing collection effort, outreach, and programming. Additionally, we plan to create internships or course credits through CSUSM, allowing students to gain valuable experience conducting, transcribing, and digitizing oral histories. CSUSM has generously agreed to host these interviews digitally and assist in course development, contributing significantly to this project.
108
Item10.

BUDGET ADJUSTMENT

REQUEST
Department: Community Services/Library
For Finance Use Only
BA # ____________
Fiscal Year ________
Department Contact: Robert Rhoades
City Council Meeting Date:
(attach staff report) 06/25/2025

EXPLANATION OF REQUEST
Acceptance of $ 5,000 grant funding from the Society of American Archivists Foundation . The grant will document and preserve the rich and often underrepresented history of the Hispanic and Latino community in Escondido as an oral history led by the Escondido Public Library’s Pioneer Room.

BUDGET ADJUSTMENT INFORMATION
Project/Account Description Account Number
Amount of
Increase
Amount of
Decrease
Miscellaneous Agencies
4121-401-NEW
PROJECT $5,000
Society of American Archivists
Foundation
0000-401-NEW
PROJECT $5,000

APPROVALS

DEPARTMENT HEAD DATE FINANCE DATE
Docusign Envelope ID: EE2FC2B7-123C-4E7D-B1F9-8EF30BE0054B 6/13/2025
6/16/2025
Attachment "3"
109
Item10.

ORDINANCE NO. 2025-05

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AMENDING ESCONDIDO
MUNICIPAL CODE CHAPTER 16, ARTICLE 8, TO

REGULATE SHORT-TERM RENTALS

WHEREAS, the City of Escondido (“City”) has experienced an increase in the number of residential units being used as short-term rentals; and
WHEREAS, on January 29, 2025, the City Council adopted Ordinance No. 2024 -07R establishing the Short-Term Rental Pilot Program and adopting Escondido Municipal Code Chapter 16 (Licenses and Business Regulations), Article 8, regulating short-term rentals, and Escondido Municipal Code Chapter 25 (Taxation), for collection of Transient Occupancy Tax; and WHEREAS, the City has found that amendments to the short-term rental ordinance will cause the ordinance to better align with the intent of the City in enacting the ordinance.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California , as follows:

1. That the above recitations are true.

2. That Escondido Municipal Code Chapter 16, Article 8, regulating short -term rentals, is hereby amended as set forth in Exhibit “A” to t his Ordinance, which is attached to this Ordinance and incorporated by this reference as though fully set forth herein.

3. That Ordinance No. 2024-07R, adopted by the City Council on January 29, 2025, will go into effect on July 1, 2025, except for those amendments set forth in Exhibit “A,” which will go into effect 30 days after the second reading of this Ordinance.
110
Item11.

June 25, 2025

Public Hearing Item No. 13:

CITYWIDE ENERGY ROADMAP PROGRAM

 This Public Hearing item has been continued to
August 27, 2025 Council Meeting at 5:00 P.M.

111
Item12.

STAFF REPORT

June 25, 2025
File Number 0870-11

SUBJECT
FISCAL YEAR (“FY”) 2025 -2029 FIVE-YEAR CONSOLIDATED PLAN AND FY 2025 -2026 ANNUAL ACTION PLAN FOR DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (“HUD”) FUNDING FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT (“CDBG”) AND HOME INVESTMENT PARTNERSHIP (“HOME”) PROGRAMS

DEPARTMENT
Development Services; Housing and Neighborhood Services Division

RECOMMENDATION
Request the City Council conduct a public hearing to s olicit and consider citizen input on the FY 202 5- 2029 Consolidated Plan and Annual Action Plan for the use of CDBG and HOME funds; and adopt Resolution No. 2025-69 approving FY 2025-2029 Consolidated Plan and FY 2025-2026 Annual Action Plan for the use of CDBG and HOME funds, conditionally commit funds to projects, authorize the Director of Community Development to execute contracts as appropriate and approve the submittal of the FY 2025- 2029 Consolidated Plan and the FY 2025-2026 Annual Action Plan to HUD.

Staff Recommendation: Approval (Development Services: Chris McKinney, Deputy City Manager/ Interim Director of Development Services)
Presenter: Danielle Lopez, Housing and Neighborhood Services Manager ; Dulce Salazar, Management Analyst; and Norma Olquin, Management Analyst
ESSENTIAL SERVICE – Yes Keep City Clean for Public Health and Safety; Land Use/Development; Public Works/Infrastructure; Maintenance of Parks facilities/Open Spaces COUNCIL PRIORITY – Improve Public Safety; Increase Retention and Attraction of People and Businesses to Escondido; Encourage Housing Development

FISCAL ANALYSIS
The City of Escondido (“City”) receives an annual federal entitlement from HUD for community development and housing activities. On May 13, 2025, HUD announced that the City will receive allocations of $1,341,561 in CDBG and $590,369 in HOME funds for FY 2025-2026. CDBG funds will be used to support community development priorities, funding City -sponsored and community -based organizations in public services, capital, and neighborhood improvement projects. HOME funds will be used for the provision of affordable housing. HUD funds must assist the low - and moderate -income residents of Escondido and may not be used to supplant City f unds. Funds may also be used to pay for 112
Item13.

administrative and planning services, subject to regulatory limitations. The City was not awarded Emergency Solution Grant funds (“ESG”) in FY 2025-2026, which is a funding stream dedicated to funding activities like homeless outreach, emergency shelter, homelessness prevention, and rapid re-housing.

CDBG projects and administrative costs will be funded solely by grant money and will not negatively impact the General Fund. HOME projects and administrative costs will be funded with both HOME and Successor Housing Agency funds, and no General Funds will be used for these projects.

PREVIOUS ACTION
On May 20, 2020, the City Council held a public hearing and approved the FY 2020 -2024 Consolidated Plan. The Consolidated Plan established priorities for the use of CDBG, ESG and HOME funds over the five- year period ending June 30, 2025, to benefit low -income residents and neighborhoods in the City of Escondido.

On April 16, 2025, the City Council held the first of two public hearings associated with the FY 2025-2029 Consolidated Plan and the FY 2025 -2026 Annual Action Plan where they reviewed and approved the community development and housing priorities proposed for the 2025-2029 Five-Year Consolidated Plan and approved an allocation process that provides for the maximum allowable amounts for administrative costs and public service allocations.

BACKGROUND
The City of Escondido is considered an entitlement jurisdiction and receives an annual allocation from HUD for the operations of its CDBG and HOME programs. The funding is determined by a formula calculated by HUD , based on population, age of the city and poverty levels. The City’s allocation can fluctuate year-to-year causing funding to increase or decrease in various programs.

As a recipient of the federal funds, the City is required to submit a five-year Consolidated Plan, an Annual Action Plan that is required for each year of the Consolidated Plan period, and a Consolidated Annual Performance and Evaluation Report (“CAPER” ) to monitor its progress, outcomes, and expenditures for the program year.

The Consolidated Plan is intended to provide a comprehensive, strategic framework for a community to establish a unified vision and Action Plan to address the needs of low -income individuals, families and neighborhoods. The goals of CDBG, HOME, and ESG programs covered by the Consolidated Plan are to provide decent housing, provide services to households experiencing homelessness, provide a suitable living environment, and expand economic opportunities.

HUD requirements for the development of the Consolidated Plan include a community assessment of the City’s housing and community development needs, including homeless and non -homeless needs; the development of a comprehensive citizen participation plan; the development of a five-year strategic plan; 113
Item13.

the identification of priorities to benefit low -income individuals; and the development of a one -year Action Plan to address the established priorities.

CDBG
The CDBG program is a block grant program that provides communities with resources to address a wide range of unique community development needs. The CDBG program works to ensure decent affordable housing and neighborhoods, to provide services to the most vulnerable in our communities, and to create jobs through the expansion and retention of businesses. Each CDBG activity must meet one of the following national objectives and one of the Consolidated Plan priorities. Historically, Escondido projects have focused on the first national objective of benefiting low- and moderate-income persons.

HUD National Objectives
• Benefit low- and moderate-income persons;
• Aid in the elimination of slums or blight; or
• Meet a particular urgent community need because existing conditions pose a serious threat and no other source of funds is available. This national objective is rare and is designated only for activities that alleviate emergency conditions, e.g., fire, flood, earthquake Based on the community needs assessments and public participation, City staff have identified four overarching priorities for the 2025 -2029 Consolidated Plan period. These priorities reflect community development, housing, and homeless needs. Each year, prior to the adoption of the One-Year Action Plan, the City Council will be asked to review and reaffirm the priorities and may choose to adopt changes at that time.

FY 2025-2029 CDBG and HOME Priorities as approved on April 16, 2025 • Support the development and preservation of affordable rental and homeownership opportunities.
• Expand access to supportive services to prevent and reduce homelessness, promote housing stability, and foster long-term solutions.
• Promote safe and healthy communities by improving public facilities, upgrading infrastructure, and supporting neighborhood revitalization efforts. • Deliver essential public services to vulnerable populations, including youth, families, and seniors with low to moderate incomes and individuals with special needs.

The one-year Action Plan, required for each year of the Consolidated Plan period, will determine the goals, objectives and performance benchmarks for activities for a single year and will specify how CDBG and HOME entitlement funds are spent. This year an RFP was released on March 21, 2025, with applications due May 13, 2025. The City of Escondido received 18 proposals for Fiscal Year 2025-2026 CDBG funding. 114
Item13.

The RFP was posted to the City’s website, advertised on BidNet, and emailed to the CDBG mailing list consisting of 41 service providers.

Proposals were analyz ed and scored by Housing and Neighborhood Services staff on a 100 -point scale based on agency information, capacity, and experience, project description, and financial information.

These recommendations were presented to the Homeless Subcommittee on June 17, 2025, for feedback and funding recommendations. The Subcommittee provided comments and direction on which proposals to recommend to the City Council for inclusion in the 2025-2026 Annual Action Plan.

HOME
The HOME Investment Partnerships Program (HOM E) is a federal block grant program that provides funding to states and localities to create and preserve affordable housing. The program primarily targets low-income and extremely low -income families, including those experiencing homelessness or with disabilities. HOME funds can be used for a variety of affordable housing activities, including:
• New Construction of Owner-Occupied and Rental Housing: Building new affordable housing units for both homeownership and rental.
• Rehabilitation of Owner -Occupied and Rental Housing: Repairing and upgrading existing housing units.
• Tenant-Based Rental Assistance (TBRA): Providing direct rental assistance to low -income individuals and families.
• Assistance to Homebuyers: Supporting ho meownership through down payment assistance, closing costs, etc.
• Community Housing Development Organizations (‘CHDOs”): Providing funding to support the work of CHDOs, which are nonprofit organizations that work to create affordable housing.

States and l ocal governments receiving HOME funds are generally required to match a portion of the federal funds with non-federal resources. The City does this through the use of Housing Successor Agency funding.

Citizen Participation and Public Outreach
Citizen participation is a primary requirement for the preparation of the Consolidated Plan and Annual Action Plan. In accordance with the Citizen Participation Plan, the City must conduct two public hearings to solicit and consider citizen input on the Annual Action Plan. The first public hearing was held on April 16, and the second will be held on June 25. The City Council actions on June 25, will identify specific programs and activities to be undertaken with FY 2025-2026 funds and will conditionally commit funding to specific organizations . Final commitment is dependent on HUD’s acceptance of the Action Plan, completion of a National Environmental Policy Act (“NEPA”) environmental review, receipt of 115
Item13.

environmental clearance from HUD, provision of appropriate insurance verification, and acceptance of City contract terms.

City staff along with RSG, the consultant team assisting with the development of the Consolidated Plan , hosted three public meetings in 2024: one on a Tuesday midday, one on a Tuesday evening, and one on a Thursday evening. A total of 22 community members attended the three meetings. Staff also present ed at a Neighborhood Leadership Forum meeting and two CAFÉ (Community Advocates for Escondido) meetings. In addition to attending the CAFÉ meeting, an email requesting feedback was sent to Café’s list serve of approximately 300 service providers. An online community survey and stakeholder survey were also conducted. The City received 164 responses to the community survey and 12 responses to the stakeholder survey. Data collected through this public participation and needs assessment were used to determine the proposed new priorities for 2025-2029.

To further encourage participation, the City released a public notice in the Escondido Times Advocate, on May 1, 2025, noticing a 30-day public comment period on the draft 2025-2029 Consolidated Plan for CDBG and HOME funds. Additionally, staff posted a copy of the draft Consolidated Plan on the Housing and Neighborhood Services Department website and made hard copies available at the front counter in City Hall. Lastly, a 10 -day public notice was released in the E scondido Times Advocate prior to each of the public hearings, reminding the public of their opportunity to attend and provide feedback on the Plan. At the time of this report, City staff received one public comment that was received prior to and discussed at the first public hearing.

Proposals
For FY 2025-2026, the City received 18 proposals for CDBG funds. The recommended agencies and funding amounts are found in the table below, and a more detailed list of proposed projects can be found in Attachment 2:

CDBG Funding Allocations for FY 2025-2026
$1,341,561

Administration CDBG Administration
(20% Cap) 268,312.20

Public Service Applicants Project Name
Recommended
for funding
Yes/No
Funds Requested (15%
Cap $201,234.15)
Mama's Kitchen Medically Tailored Meal Service Yes $10,000 Community Services Mobile Recreation Program Yes $8,600 116
Item13.

Community Services Senior Cares Program Yes $19,500
Voices for Children Transitional Age Youth CASA
Program
No $10,000
Project Next (Legal Name: The
San Marcos Promise)
Focused Futures at Escondido
High School
Yes $30,000
Legal Aid Society of San Diego,
Inc.

Fair Housing Services Yes $35,000
Interfaith Community Services,
Inc.

Basic needs and supportive
services for the Escondido
community
No $60,000
Center for Community Solutions Hidden Valley House No $35,000 Operation HOPE Steps to Independence Program Yes $30,000 United Way of San Diego County STEM-to-Careers No $172,525 Palomar Family Counseling
Services
Early Childhood Success: Todos
los Niños
Yes $75,000 Recommend:
$35,000
CSA San Diego County Fair Housing Services No $33,900
Alabaster Jar Project Critical Services to survivors of human trafficking
Yes $50,000 Recommend:
$33,000
$569,525 Recommend:
$201,100
Capital Applicants Project Name
Recommended
for funding
Yes/No
Funds Requested
Public Works Department Historic Structure Assessments Yes $200,000 Housing and Neighborhood
Services
Neighborhood Cleanup Yes $50,000
Urban Corps of San Diego
County
Urban Corps Escondido Recycling
Center ADA restroom expansion
and remodeling
Yes $104,000
Housing and neighborhood
Services
Sidewalk Infill Yes $204,000
WeeCare, Inc. (DBA Upwards) BOOST (Business Operation and Optimization Support Tools)
Yes $314,000
$864,000 Recommend:
$872,000

117
Item13.

HOME Allocations for FY 2025-2026
$590,369

Priority Project Allocation
Administration HOME Administration (10% Cap) $59,036.90 CHDO Community Housing Development Organization (15%) $88,555.35 Conservation and
Expansion of
Affordable
Homeownership
Senior Rental Subsidy Program for 30 households at $200 a month $72,000
Preservation of
Affordable Housing
Release an RFP for the provision of long-term affordable Housing development/first time home buyer opportunities within the City of Escondido. $370,777

Conclusion

Staff recommends the City Council approve the HUD Annual Action Plan for FY 2025-2026 and authorize staff to submit the same to HUD. The deadline for the City to submit the FY 2025-2026 Annual Action Plan to HUD is July 11, 2025.

RESOLUTIONS
a) Resolution No. 2025-69
b) Resolution No. 2025-69—Exhibit “A”— CDBG Budget
c) Resolution No. 2025-69—Exhibit “B”— HOME Budget
d) Resolution No. 2025-69—Exhibit “C”— CDBG Agreement

ATTACHMENTS
a) Attachment “1” —Budget Adjustment
b) Attachment “2”—Proposed Project Descriptions
c) Attachment “3” —CDBG Eligible Area Map
118
Item13.

RESOLUTION NO. 2025-69

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, ADOPTING THE CDBG AND
HOME BUDGETS FOR FISCAL YEAR 2025 -2026 AND

AUTHORIZING THE COMMUNITY DEVELOPMENT

DIRECTOR TO CONDITIONALLY COMMIT FUNDS TO

AND EXECUTE AGREEMENTS FOR USE OF CDBG AND
HOME FUNDS; AND ADOPTING THE CITY OF
ESCONDIDO FY 2025 -2029 FIVE -YEAR CONSOLIDATED
PLAN, AND THE FY 2025 -2026 ANNUAL ACTION PLAN
FOR CDBG, ESG AND HOME FUNDS; AND APPROVING

SUBMITTAL TO THE DEPARTMENT OF HOUSING AND

URBAN DEVELOPMENT

WHEREAS, the City is a recipient of Community Development Block Grant (“CDBG”) and HOME Investment Partnerships Program (“HOME”) funds from the United States Department of Housing and Urban Development (“HUD”); and
WHEREAS, the City desires at this time a nd deems it to be in the best interest to adopt the FY 2025-2029 Five-Year Consolidated Plan and the FY 2025-2026 Annual Action Plan for CDBG, ESG and HOME funds;
WHEREAS, a total of 20 percent of CDBG funds received by the City may be used for administration and the remaining funds may be used for public service activities and capital improvements; and WHEREAS, a total of 15 percent of HOME funds received by the City must be used for the provision of affordable housing by eligible Community Housing Development Organizations (“CHDOs”), 10 percent of the HOME funds received by the City may be used for administration, and the remaining HOME funds (75 percent) received by the City may be used for Housing Development; and

119
Item13.

WHEREAS, the City Council desires at this time, and deems it to be in the best public interest, to adopt both CDBG and HOME budgets for FY 202 5-2026, which are attached as Exhibits “A” and “B” respectively, and which are incorporated by this reference; and WHEREAS, the CDBG and HOME budgets reflect the work program for the coming year based on the City’s Action Plan for FY 2025-2026, which identifies the goals and priorities, established in the 2025- 2029 Consolidated Plan; and
WHEREAS, the City Council also desires to authorize City officials, including the Director of Community Development as appropriate to conditionally commit funding and execute agreements to provide for the use of CDBG, HOME funds.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California , as follows:

1. That the above recitations are true.

2. The City Council approves the adoption of the FY 202 5-2029 Five-Year Consolidated Plan and the FY 2025-2026 Annual Action Plan for CDBG, ESG, and HOME funds.

3. That the City Council authorizes the CDBG and HOME budgets and administration of programs for the period of July 1, 202 5, through June 30, 202 6 inclusive, contained in the FY 202 5-2026 CDBG and HOME Budget Documents, attached as Exhibits “A” and “B” are hereby adopted.

4. That the Director of Community Development can authorize non-substantial changes to the CDBG, ESG, or HOME budgets within 25 percent, whether above or below the projected allocation; and the allocation may be proportionally dispersed to current distributions. 120
Item13.

5. That the Community Development Director or other approved City officials are hereby authorized to execute contracts with specific providers for use of CDBG funds in the amounts set forth in Exhibit “A,” provided such agreements have been approved as to form by the City Attorney, and provided such agreements are substantially in the form as that attached in Exhibit “ C” which is incorporated by this reference.

6. The City Council approves the submittal of the FY 202 5-2029 Five-Year Consolidated Plan and the FY 2025-2026 Annual Action Plan to HUD.

121
Item13.

Resolution No. 2025-69
Exhibit “A”

Page 1 of 1 ends

City of Escondido, Fiscal Year 2025-2026
CDBG Allocations
2025 HUD Allocation: $1,341,561

Administration - 20% cap of allocation ($268,312.20 max.)

116-109 CDBG Administration $ 268,312

Total $ 268,312

Public Service - 15% cap of allocation ($201,234.15 max.)

351259 Fair Housing $ 35,000
351419 Senior CARES $ 19,500
351693 Mobile Recreation $ 8,600
351676 Mama’s Kitchen $ 10,000
351686 Project NEXT $ 30,000
New Palomar Family Counseling Services $ 35,000 New The Alabaster Jar Project $ 33,000
New Operation HOPE $ 30,000

Total $ 201,100

Uncapped Capital Improvement & Other Neighborhood
Revitalization Activities - (No max.)

351688 WeeCARE $ 314,000
351687 Neighborhood Cleanup $ 50,000
Sidewalk Infill $ 204,000
New Historic Structure Assessments $ 200,000 New Urban Corps Escondido Center- Restroom Expansion $ 104,000

Total $ 872,000

Total CDBG Allocations $ 1,341,412
122
Item13.

Resolution No. 2025-69
Exhibit “B”

Page 1 of 1 ends

HOME INVESTMENT PARTNERSHIPS PROGRAM
FY 2025

SUMMARY OF HOME FUNDING CATEGORIES

FUNDING CATEGORY AMOUNT AVAILABLE
2025 Allocation

$590,369
TOTAL AVAILABLE FUNDS $590,369
10% of Allocation
10% of Program Income
City’s Administrative Cost
$59,036
$0
$59,036
Mandatory
CHDO Set-Aside (15% of allocation)

$88,555

Housing Development $370,777
TOTAL EXPENDITURES $590,369
123
Item13.

Subrecipient Agreement 1 CAO: 03/02/2024

SUBRECIPIENT AGREEMENT
between

CITY OF ESCONDIDO
and

NONPROFIT NAME
for

PROJECT TITLE
This SUBRECIPIENT AGREEMENT (“Agreement”) is made and entered into as of the last signature date set forth below (“Effective Date”) by and between the City of Escondi do, a California municipal Corporation ( “Grantee”) and [ NONPROFIT NAME/ENTITY DESIGNATION] (“Subrecipient”). (The City and Subrecipient may each individually be referred to herein as a “Party” and collectively as the “Parties.”)
WHEREAS, the Grantee has applied for and received funds from the United States Government under Title I of the Housing and Community Development Act of 1974, as amended (HCD Act), Public Law 93-383; and
WHEREAS, the Grantee wishes to engage the Subrecipient to assist the Grantee in utilizing such funds.

NOW, THEREFORE, the Parties mutually agree as follows:

I. SCOPE OF SERVICE
A. Activities. The Subrecipient shall be responsible for administering a Community Development Block Grant (“CDBG”) Year [_____] program titled, [Project Title] in a manner satisfactory to the Grantee and consistent with any standards required as a condition of provid ing these funds.

Such program shall include the activities eligible under the CDBG program that are specified in Exhibit A, which is attached hereto and incorporated herein by this reference (“Activities”).

B. National Objectives.

1. All activities funded with CD BG funds must meet one of the CDBG program’s National Objectives: benefit low - and moderate-income persons; aid in the prevention or elimination of slums or blight; or meet community development needs having a particular urgency, as further described in 24 C.F.R. § 570.208.

2. The Subrecipient certifies that the Activities carried out under this Agreement will meet the National Objective of [________________].

C. Levels of Accomplishment – Goals and Performance Measures. The levels of accomplishment may include such measures as units rehabilitated, persons or households assisted, or meals Resolution No. 2025-69
Exhibit “C”

Page 1 of 28 ends

124
Item13.

Subrecipient Agreement 2 CAO: 03/02/2024
served, and should include periods for performance. The Subrecipient agrees to provide certain levels of program services, as set forth in Exhibit A.

D. Staffing. Subrecipient shall be responsible for staff and time to be allocated to each of the Activities, as set forth in Exhibit A.

E. Performance Monitoring. The Grantee will monitor the performance of the Subrecipient against the goals and performance standards stated within this Agreement. Substandard performance as determined by the Grantee sha ll constitute noncompliance with this Agreement. If the Subrecipient does not take action to correct such substandard performance within 30 days after being notified by the Grantee, Grantee may suspend or terminate this Agreement pursuant to the procedures described herein.

II. TIME OF PERFORMANCE
A. The Subrecipient’s performance of the Activities shall commence on [________________] and end on [_______________].

B. The term of this Agreement shall be extended to cover any additional time period during which the Subrecipient remains in control of CDBG fun ds or other CDBG assets, including any program income as defined by 24 C.F.R. § 570.500 (“Program Income”).

III. BUDGET
A. Subrecipient shall adhere to the budget specified in Exhibit B, which is attached hereto and incorporated herein by this reference (“Budget”).

B. Any indirect costs charged must be consistent with the conditions of Paragraph IX(C)(2) of this Agreement.

C. The Grantee may require a more detailed Budget breakdown than what is contained in Exhibit B, and the Subrecipient shall provide such supplementary Budget information in a timely fashion in the form and content prescribed by the Grantee. Any changes to the Budget may only be made by written amendment signed by both the Grantee and the Subrecipient IV. PAYMENT
A. The total amount to be paid by the Grantee under this Agreement shall not exceed [_________________].

B. Drawdowns for the payment of eligible expenses shall be made against line items specified in the Budget and in accordance with Subrecipient’s performance of the Activiti es. Expenses for general administratio n shall also be paid against line items specified in the Budget and in accordance with Subrecipient’s performance of the Activities.

C. Payments to the Subrecipient are contingent upon the U.S. Department of Housing and Urban Development’s (“HUD”) delivery of payment to the Grantee.

Resolution No. 2025-69
Exhibit “C”

Page 2 of 28 ends

125
Item13.

Subrecipient Agreement 3 CAO: 03/02/2024
D. Payments to the Subrecipient may be contingent upon certification of the Subrecipient’s financial management system in accordance with the standards specified in 2 C.F.R. § 200.302.

V. NOTICES
A. All notices required by this Agreement shall be in writing and delivered to the appropriate Party via mail (postage prepaid), commercial courier, or personal delivery, or sent by e-mail.

B. All communications and details concerning this Agreement shall be direct ed to the following representatives:

If to the Grantee
City of Escondido
201 N. Broadway
Escondido, CA 92025
Attn: Holly Nelson
[email protected]
760-839-4518
If to the Subrecipient
[______________
_______________
_______________
_______________
_______________
_______________]
VI. GENERAL CONDITIONS
A. General Compliance.

1. The Subrecipient shall comply with the requirements of 24 C.F.R. Part 570 (HUD regulations concerning CDBG), including Subpart K of such regulations, except that (1) the Subrecipient does not assume the recipient’s environmental responsibilities described in 24 C.F.R. § 570.604 and (2) the Subrecipient does not assume the recipient’s responsibility for initiating the review process under the provisions of 24 C.F.R. Part 52.

2. The Subrecipient shall comply with all applicable federal, state, and local laws, regulations, and policies governing the funds provided under this Agreement.

3. The Subrecipient shall utilize funds available under this Agreement to supplement rather than supplant funds otherwise available.

B. Independent Contractor . Nothing contained in this Agreement is intended to, or shall be construed in any manner, as creating or establishing the relationship of employer/employee between the P arties. The Subrecipient is an independent contractor and no agency or employment relationship, either express or implied, is created by the execution of this Resolution No. 2025-69
Exhibit “C”

Page 3 of 28 ends

126
Item13.

Subrecipient Agreement 4 CAO: 03/02/2024
Agreement. The p erformance of the Activities is an integral part of the regular business operations of the Subrecipient. The Subrecipient shall have exclusive control over all work performed by its employees and the manner in which it is performed and shall determine the method, details, and means of performing the Activities. In addition to any other indemnification required by the Subrecipient under this Agreement, the S ubrecipient indemnifies Grantee for any claims, losses, costs, fees, liabilities, damages, or injuries suffered by the Grantee arising out of the Subrecipient’s breach of this section.

C. Grantee Recognition. The Subrecipient shall insure recognition of the role of the Grantee in the Subrecipient’s performance of the Activities through this Agreement. Any activity, facilit y, or item utilized pursuant to this Agreement shall be prominently labeled as to its funding source. In addition, the Subrecipient shall include a reference to the support provided in this Agreement in all publications made possible with funds made available under this Agreement.

D. Amendment.

1. The Grantee or the Subrecipient may amend this Agreement at any ti me provided that such amendment makes specific reference to this Agreement ; is executed in writing and signed by a duly authorized representative of each Party; and is approved by the Grantee’s governing body.

2. The Grantee may, in its discretion, amend this Agreement to co mply with federal, state, or local laws, regulations, guidelines, or policies, except that if any such amendment results in a change in the funding or the Activities under this Agreement , such amendment may be made only by written amendment signed by both the Grantee and the Subrecipient as otherwise required by this Agreement.

VII. INDEMNIFICATION, BONDING, INSURANCE
A. Indemnification, Duty to Defend, and H old Harmless . The Subrecipient (including the Subrecipient’s agents, employees, and subcontractors, if any) shall hold harmless, defend, and indemnify the Grantee, its officials, officers, agents, employees, and volunteers from and against any and all claims, demands, actions, causes of action, proce edings (including but not limited to legal and administrative proceedings of any kind), suits, fines, penalties, judgments, orders, levies, costs, expenses, liabilities, losses, damages, or injuries, in law or equity, including without limitation the payme nt of all consequential damages and attorney’s fees and other related litigation costs and expenses (collectively, “Claims”), of every nature caused by, arising out of, or in connection with the Subrecipient’s (including the Subrecipient’s agents, employees, and subcontractors, if any) performance of the Activities or its failure to comply with any of its obligations contained in this Agreement, except where caused by the active negligence, sole negligence, or willful misconduct of the Grantee . This provision shall survive the termination of this Agreement.

B. Bonding. The Subrecipient shall comply with the bonding requirements of 2 C.F.R. § 200.325.

The Subrecipient as a minimum shall purchase a blanket fidelity bond covering all employees in an amount equal to cash advances from the Grantee.

C. Insurance.

Resolution No. 2025-69
Exhibit “C”

Page 4 of 28 ends

127
Item13.

Subrecipient Agreement 5 CAO: 03/02/2024

1. The Subrecipient shall comply with the insurance requirements of 2 C.F.R. §§ 200.310 and 200.447.

2. The Subrecipient shall carry sufficient insurance coverage to protect contract assets from loss due to theft, fraud, and undue physical damage.

3. The Subrecipient shall procure and maintain, at its own cost, during the entire term of this Agreement, insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the Activities, and the results of such work, by the Subrecipient, its agents, representatives, employees, or subcontracts.

Insurance coverage shall be at least as broad as the following:
a. Commercial General Liability . Insurance Services Office (“ISO”) Form CG 00 01 covering Commercial General Liability on an “occurrence” basis, including products and completed operations, property damage, bodily injury, and personal & advertising injury, with limits no less than $2,000,000 per occurrence, $4,000,000 general aggregate. b. Automobile Liability . ISO Form CA 00 01 covering any auto (Code 1), or if the Subrecipient has no owned autos, hired (Code 8) and non -owned autos (Code 9), with limits no less than $1,000,000 per accident for bodily injury and property damage, unless waived by the Grantee and approved in writing by the Grantee’s Risk and Safety Division.
c. Workers’ Compensation. Workers’ Compensation as required by the state of California, with Statutory Limits, and Employer’s Liab ility Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease.
d. Professional Liability (Errors and Omissions) . Professional Liability (Errors and Omissions) appropriate to the Subrecipient’s professions, with limits no l ess than $2,000,000 per occurrence or claim, $2,000,000 aggregate. e. If the Subrecipient maintains broader coverage and/or higher limits than the minimums otherwise required by this Agreement, the Grantee requires and shall be entitled to the broader coverage and/or the higher limits maintained by the Subrecipient.

4. Each insurance policy required by this Agreement must be acceptable to the Grantee’s City Attorney and shall meet the following requirements:
a. Acceptability of Insurers. Insurance coverage must be provided by an insurer authorized to conduct business in the state of California with a current A.M. Best’s rating of no less than A-:VII, or as approved by the Grantee.
b. Additional Insured Status . Both the Commercial General Liability and the Automobi le Liability policies must name the Grantee (including its officials, officers, agents, employees, and volunteers) specifically as an additional insured under the policy on a separate endorsement page. The Commercial General Liability additional insured endorsement shall be at least as broad as ISO Form CG 20 10 11 85, or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38, and CG 20 37 Resolution No. 2025-69
Exhibit “C”

Page 5 of 28 ends

128
Item13.

Subrecipient Agreement 6 CAO: 03/02/2024
if a later edition is used. The Automobile Liability endorsement shall be at least as broad as ISO Form CA 20 01.
c. Primary Coverage. The Subrecipient’s insurance coverage shall be primary coverage at least as broad as ISO CG 20 01 04 13 with respect to the Grantee, its officials, officers, agents, employees, and volunteers. Any insuran ce or self-insurance maintained by the Grantee, its officials, officers, agents, employees, or volunteers shall be in excess of the Subrecipient’s insurance and shall not contribute with it. d. Notice of Cancellation . Each insurance policy shall provide tha t coverage shall not be canceled, except with prior written notice to the Grantee. e. Subcontractors. If applicable, the Subrecipient shall require and verify that all subcontractors maintain insurance meeting all the requirements stated within this Agreement, and the Subrecipient shall ensure that the Grantee (including its officials, officers, agents, employees, and volunteers) is an additional insured of any insurance required from a subcontractor.
f. Waiver of Subrogation. The Subrecipient hereby grants t o the Grantee a waiver of any right to subrogation that any insurer of the Subrecipient may acquire against the Grantee by virtue of the payment of any loss under such insurance. The Subrecipient agrees to obtain any endorsement that may be necessary to a ffect this waiver of subrogation, but his subsection shall apply regardless of whether or not the Grantee has received a waiver of subrogation endorsement from the insurer. Any Workers’ Compensation policy required by this Agreement shall be endorsed with a waiver of subrogation in favor of the Grantee for all work performed by the Subrecipient, its agents, representatives, employees, and subcontractors.
g. Self-Insurance. The Subrecipient may, with the Grantee’s prior written consent, fulfill some or all o f the insurance requirements contained in this Agreement under a plan of self-insurance. The Subrecipient shall only be permitted to utilize such self -insurance if, in the opinion of the Grantee, the Subrecipient’s (i) net worth and (ii) reserves for payment of claims of liability against the Subrecipient are sufficient to adequately compensate for the lack of other insurance coverage required by this Agreement. The Subrecipient’s utilization of self -insurance shall not in any way limit the liabilities assumed by the Subrecipient pursuant to this Agreement. h. Self-Insured Retentions. Self -insured retentions must be declared to and approved by this Grantee.

5. Verification of Coverage . At the time the Subrecipient executes this Agreement, the Subrecipient sh all provide the Grantee with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effecting the insurance coverage required by this Agreement), which shall meet all requirements under this Agreement. The Grantee reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by this Agreement, at any time.

Resolution No. 2025-69
Exhibit “C”

Page 6 of 28 ends

129
Item13.

Subrecipient Agreement 7 CAO: 03/02/2024

6. Special Risks or Circumstances . The Grantee reserves the right, at any point during the term of this Agreement, to modify the insurance requirements in this Agreement, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

7. No Limitation of Obligations . Th e insurance requirements in this Agreement, including the types and limits of insurance coverage the Subrecipient must maintain, and any approval of such insurance by the Grantee, are not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Subrecipient pursuant to this Agreement, including but not limited to any provisions in this Agreement concerning indemnification.

8. Failure to comply with any of the insurance requirements in this Agreement, in cluding but not limited to a lapse in any required insurance coverage during the term of this Agreement, shall be a material breach of this Agreement. In the event that the Subrecipient fails to comply with any such insurance requirements in this Agreemen t, in addition to any other remedies the Grantee may have, the Grantee may, at its sole option, (i) immediately terminate this Agreement, or (ii) order the Subrecipient to stop work under this Agreement and/or withhold any payment that becomes due to the S ubrecipient until the Subrecipient demonstrates compliance with the insurance requirements in this Agreement.

VIII. TERMINATION
A. Suspension or Termination . The Grantee may suspend or terminate this Agreement if the Subrecipient materially fails to comply with any terms of this Agreement, which may include (but is not limited to) the following:

1. Failure to comply with any of the federal, state, or local law s, regulation s, executive orders, HUD guidelines, policies, or directives referred to herein, or any feder al, state, or local laws, regulations, executive orders, HUD guidelines, policies, or directives that may become applicable to this Agreement at any time;

2. Failure, for any reason, of the Subrecipient to fulfill in a timely and proper manner its obligations under this Agreement, as determined by Grantee in its sole discretion;

3. Ineffective or improper use of funds provided under this Agreement; or

4. Submission by the Subrecipient to the Grantee a report that is incorrect or incomplete in any material respect.

B. The Grantee shall have the right to terminate this Agreement immediately or withhold payment of invoice for failure of the Subrecipient to comply with the terms and conditions of this Agreement. If the Grantee decides to terminate this Agreement, after a full evaluation of all circumstances has been completed, the Subrecipient shall, upon written request, have the right to an appeal process. The Grantee shall attach a copy of the appeal process to any termination notice.

C. If the Grantee finds that the Subrecipient has violated any term or condition of this Agreement, the Subrecipient shall be required to:

Resolution No. 2025-69
Exhibit “C”

Page 7 of 28 ends

130
Item13.

Subrecipient Agreement 8 CAO: 03/02/2024

1. Repay all monies received from the Grantee under this Agreement; and

2. Transfer possession of all materials and equipment purchased with grant mo ney to the Grantee.

D. In the case of early termination, the Grantee may make a final payment to the Subrecipient upon receipt of a Final Report and invoices covering eligible costs incurred prior to such termination. The total of all payments, including th e final payment, shall not exceed the amount specified in this Agreement.

E. Termination for Convenience. This Agreement may be terminated for convenience by either Party, in whole or in part, by setting forth the reasons for such termination, the effective date of such termination , and, in the case of partial termination, the portion to be terminated.

However, if in the case of a partial termination, the Grantee determines that the remaining portion of the award will not accomplish the purpose for which th e award was made, the Grantee may terminate the Agreement in its entirety. Grantee and Subrecipient agree to provide written notice to the other party within 30 days prior to the effective date of any termination for convenience . In the event that HUD wi thdraws any portion of th e City’s CDBG funds, the City shall not be obligated to reimburse the Subr ecipient for any activity expense incurred and may recover reimbursed amounts already paid. The Grantee shall notify the Subrecipient if such event by HUD occurs.

IX. ADMINISTRATIVE REQUIREMENTS
A. Financial Management.

1. Accounting Standards . The Subrecipient shall comply with 2 C.F.R. Part 200 and shall adhere to the accounting principles and procedures required therein, including following Generally Accepted Accounting Principles (GAAP) as defined in 2 C.F.R. § 200.49. The Subrecipient shall utilize adequate internal controls and maintain necessary source documentation for all costs incurred.

2. Cost Principles. The Subrecipient shall administer its program in conformance with 2 C.F.R.

Part 200, Subpart E. These principles shall be applied for all costs incurred, whether charged on a direct or indirect basis.

B. Documentation and Record Keeping.

1. Records to Be M aintained. The Subrecipient shall mai ntain all records required by the regulations specified in 24 C.F.R. § 570.506 that are pertinent to the activities to be funded under this Agreement. Such records shall include but shall not be limited to:
a. records providing a full description of each activity undertaken; b. records demonstrating that each activity undertaken meets one of the National Objectives of the CDBG program;
c. records required to determine the eligibility of activities; Resolution No. 2025-69
Exhibit “C”

Page 8 of 28 ends

131
Item13.

Subrecipient Agreement 9 CAO: 03/02/2024
d. records required to document the acquisition, improvement, use, or disposition of real property acquired or improved with CDBG assistance;
e. records documenting compliance with the fair housing and equal opportunity components of the CDBG program;
f. financial records as required by 24 C.F.R. § 570.502; and g. other records necessary to document compliance with Subpart K of 24 C.F.R. Part 570.

2. Retention. The Subrecipient shall retain all financial records, supporting documents, statistical records, and all other records pertinent to the Agreement for a period of four (4) years. The retention period begins on the date of the submission of the Grantee’s annual performance and evaluation report to HUD in which the activities assisted under the Agreement are reported on for the final time. Notwithstanding the above, if t here is litigation, claims, audits, negotiations , or other actions that involve any of the records cited and that have started before the expiration of the four -year period, then such records must be retained until completion of the actions and resolution of all issues, or the expiration of the four-year period, whichever occurs later.

3. Client Data. The Subrecipient shall maintain client data demonstrating client eligibility for services provided. Such data shall include, but shall not be limited to, client name, address, income level , or any other basis for determining eligibility, and description of service provided. Such information shall be made available to the Grantee monitors or their designees for review upon request.

4. Disclosure. The S ubrecipient understands that client information collected under this Agreement is private and the use or disclosure of such information, when not directly connected with the administration of the Grantee’s or Subrecipient’s responsibilities under this Agreement, may be prohibited by state and federal law unless written consent is obtained from such person receiving service and, in the case of a minor, that of a responsible parent/guardian.

5. Close-outs. The Subrecipient’s obligation to the Grantee sh all not end until all close -out requirements are completed. Close-out requirements shall include, but are not limited to:
making final payments ; disposing of program assets (including the return of all unused materials, equipment, unspent cash advances, Program Income balances, and accounts receivable to the Grantee); and determining the custodianship of records. Not withstanding the foregoing, the terms of this Agreement shall remain in effect during any period that the Subrecipient has control over CDBG funds, including program income.

6. Audits & Inspections . All Subrecipient records with respect to any matters covered by this Agreement shall be made available to the Grantee, grantor agency, and the Comptroller General of the United States , or any of their authorized representatives, at any time during normal business hours, as often as deemed necessary, to audit, examine, and make excerpts or transcripts of all relevant data. Any deficiencies noted in audit reports must be fully cleared by the Subr ecipient within 30 days after receipt by the Subrecipient. Failure of the Subrecipient to comply with the audit requirements within this Agreement shall constitute Resolution No. 2025-69
Exhibit “C”

Page 9 of 28 ends

132
Item13.

Subrecipient Agreement 10 CAO: 03/02/2024
a violation of this Agreement and may result in the withholding of future payments. The Subrecipient hereby agrees to have an annual agency audit conducted in accordance with current Grantee policy concerning subrecipient audits and 2 C.F.R. Part 200, Subpart F.

7. Additional Documentation . The Subrecipient shall provide further documentatio n as the Grantee may request in relation to the requirements of this Agreement.

C. Reporting and Payment Procedures.

1. Program Income . The Subrecipient shall report quarterly all Program Income . The Subrecipient may use such Program I ncome during t he term of the Agreement for the Activities and shall reduce requests for additional funds by the amount of any such Program Income balance on hand. All unexpended Program Income shall be returned to the Grantee at the end of the term of the Agreement, or as otherwise provided herein if the Agreement is terminated early. Any interest earned on cash advances from the U.S. Treasury and from funds held in a revolving fund account is not Program Income and shall be remitted promptly to the Grantee. The use of Program Income by the Subrecipient shall comply with the requirements set forth in 24 C.F.R. § 570.504.

2. Indirect Costs. If indirect costs are charged, the Subrecipient shall develop an indirect cost allocation plan for determining the Subrecipient’s appropriate share of administrative costs and shall submit such plan to the Grantee for approval, in a form specified by the Grantee.

3. Payment Procedures. The Grantee shall pay to the Subrecipient funds available under this Agreement based upon informat ion submitted by the Subrecipient and consistent with the approved Budget and Grantee policy concerning payments. With the exception of certain advances, payments shall only be made for eligible expenses actually incurred by the Subrecipient, and not to e xceed actual cash requirements. Payments shall be adjusted by the Grantee in accordance with advance fund and Program Income balances available in Subrecipient accounts. In addition, the Grantee reserves the right to liquidate funds available under this Agreement for costs incurred by the Grantee on behalf of the Subrecipient.

4. Progress Reports. The Subrecipient shall submit regular progress reports to the Grantee in the form, content, and frequency required by the Grantee.

D. Procurement.

1. Compliance. The Subrecipient shall comply with current Grantee policy concerning the purchase of equipment, including but not limited to any such policies articulated in Chapter 10 of the Escondido Municipal Code , and shall maintain inventory records of all non - expendable personal property as defined by such policy as may be procured with funds provided under this Agreement . All program assets ( e.g., unexpended Program Income, property, equipment) shall revert to the Grantee upon termination of this Agreement.

2. Standards. Unless specified otherwise within this Agreement, the Subrecipient shall procure all materials, property, or services in accordance with the requirements of 2 C.F.R. §§ 200.318-326.

Resolution No. 2025-69
Exhibit “C”

Page 10 of 28 ends

133
Item13.

Subrecipient Agreement 11 CAO: 03/02/2024

3. Travel. The Subrecipient shall obtain written approv al from the Grantee for any travel outside the metropolitan area with funds provided under this Agreement.

E. Use and Reversion of Assets.

1. The use and disposition of real property and equipment under this Agreement shall be in compliance with the requirements of 24 C.F.R. §§ 570.502-504, as applicable.

2. The Subrecipient shall transfer to the Grantee any CDBG funds on hand and any accounts receivable attributable to the use of funds under this Agreement at the time of expiration, cancellation, or termination.

3. Real property under the Subrecipient’s control that was acquired or improved, in whole or in part, with funds under this Agreement in excess of $25,000 shall be used to meet one of the CDBG National Objectives until five (5) years after expi ration of this Agreement , or such longer period of time as the Grantee approves in writing . If the Subrecipient fails to use CDBG-assisted real property in a manner that meets a CDBG National Objective for the prescribed period of time, the Subrecipient s hall pay the Grantee an amount equal to the current fair market value of the property less any portion of the value attributable to expenditures of non-CDBG funds for acquisition of, or improvement to, the property. Such payment shall constitute Program Income to the Grantee. The Subrecipient may retain real property acquired or improved under this Agreement after the expiration of the five -year period, or such longer period of time as the Grantee approves in writing.

4. In all cases in which equipment acquired, in whole or in part, with funds under this Agreement is sold, the proceeds shall be Program Income (prorated to reflect the extent that funds received under this Agreement were used to acquire the equipment). Equipment not needed by the Subrecipient for activities under this Agreement shall be (a) transferred to the Grantee for the CDBG program or (b) retained after compensating the Grantee , an amount equal to the current fair market value of the equipment less the percentage of non -CDBG funds used to acquire the equipment.

X. RELOCATION, REAL PROPERTY ACQUISITION, AND ONE -FOR-ONE HOUSING

REPLACEMENT
A. The Subrecipient agrees to comply with (a) the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended, and its implementing regulations at 49 C.F.R. Part 24 and 24 C.F.R. § 570.606(b); (b) the requirements of 24 C.F.R. § 570.606(c) governing the Residential Anti -displacement and Relocation Assistance Plan under section 104(d) of the HCD Act; and (c) the require ments in 24 C.F.R. § 570.606(d) governing optional relocation policies.

B. The Subrecipient shall provide relocation assistance to displaced persons, as defined in 24 C.F.R. § 570.606(b)(2), whom are displaced as a direct result of acquisition, rehabilitatio n, demolition, or conversion for a CDBG-assisted project. The Subrecipient also agrees to comply with any applicable Grantee ordinances, resolutions, and policies concerning the displacement of persons from their residences.

XI. PERSONNEL & PARTICIPANT CONDITIONS
Resolution No. 2025-69
Exhibit “C”

Page 11 of 28 ends

134
Item13.

Subrecipient Agreement 12 CAO: 03/02/2024
A. Civil Rights.

1. Compliance. The Subrecipient agrees to comply with local and state civil rights laws and regulations, including but not limited to the Unruh Civil Rights Act, California Civil Code § 51, and the Fair Employment and Housing A ct, California Government C ode section 12900 et seq. The Subrecipient also agrees to comply with Title VI of the Civil Rights Act of 1964, as amended; Title VIII of the Civil Rights Act of 1968, as amended; Section 104(b) and Section 109 of Title I of the Housing and Community Development Act of 1974, as amended (“HCDA”); Section 504 of the Rehabilitation Act of 1973; the Americans with Disabilities Act of 1990; the Age Discrimination Act of 1975; Executive Order 11063 , as amended ; Executive Order 11246, a s amended, and of the rules, regulations, and relevant orders of the United States Secretary of Labor.

2. Nondiscrimination. The Subrecipient agrees to comply with the non -discrimination in employment and contracting opportunities laws, regulations, and exe cutive orders referenced in 24 C.F.R. § 570.607, as revised by Executive Order 13279. The applicable non-discrimination provisions in Section 109 of the HCDA are still applicable.

3. Land Covenants . This Agreement is subject to the requirements of Title VI of the Civil Rights Act of 1964 (P.L. 88 -352) and 24 C.F.R. §§ 570.601 and 570.602. In regard to the sale, lease, or other transfer of land acquired, cleared, or improved with assistance provided under this Agreement, the Subrecipient shall cause or requ ire a covenant running with the land to be inserted within the deed or lease for such transfer, prohibiting discrimination as herein defined, in the sale, lease, or rental, or in the use or occupancy of such land, or in any improvements erected or to be er ected thereon, providing that the Grantee and the United States are beneficiaries of and entitled to enforce such covenants. The Subrecipient, in undertaking its obligation to carry out the program assisted hereunder, agrees to take such measures as are n ecessary to enforce such covenant, and will not itself so discriminate.

4. Section 504. The Subrecipient agrees to comply with all federal regulations issued pursuant to compliance with Section 504 of the Rehabilitation Act of 1973 (29 U.S.C. § 794), which prohibits discrimination against the individuals with disabilities or handicaps in any federally assisted program. The Grantee shall provide the Subrecipient with any guidelines necessary for compliance with that portion of the regulations in force during the term of this Agreement.

5. Executive Order 11246 (Nondiscrimination Provisions) . During the performance of this Agreement, the Subrecipient agrees as follows:
a. The Subrecipient will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity or expression, national origin, age, disability, or an individual’s status in any group or class protected by applicable federal, state, or local laws . The Subrecipient will take affir mative action to ensure that applicants are employed , and that employees are treated during employment, without regard to their race, color, religion, sex, sexual orientation, gender identity or expression, national origin, age, disability, or an individua l’s status in any group or class protected by applicable federal, state, or local laws . Such action shall Resolution No. 2025-69
Exhibit “C”

Page 12 of 28 ends

135
Item13.

Subrecipient Agreement 13 CAO: 03/02/2024
include, but not be limited to the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termina tion; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The Subrecipient agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the contracting officer setting forth the provisions of this nondiscrimination clause.
b. The Subrecipient will, in all solicitations or advancements for employees placed by or on behalf of the Subrecipient, state that all qualified applicants will receive consideration fo r employment without regard to race, color, religion, sex, sexual orientation, gender identity or expression, national origin, age, disability, or an individual’s status in any group or class protected by applicable federal, state, or local laws. c. The Subr ecipient will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee’s essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigati on conducted by the employer, or is consistent with the Subrecipient’s legal duty to furnish information.
d. The Subrecipient will send to each labor union, or representative of workers with whom the Subrecipient has a collective bargaining agreement or othe r contract or other understanding, a notice, to be provided by the agency contracting officer, advising the labor union or worker's representative of the Subrecipient’s commitments under Section 202 of Executive Order 11246, as amended, and any other commi tments hereunder, and shall post copies of the notice in conspicuous places available to employees and applicants for employment.
e. The Subrecipient will comply with all provisions of Executive Order No. 11246 of September 24, 1965, as amended, and of the r ules, regulations, and relevant orders of the United States Secretary of Labor.
f. The Subrecipient will furnish and cause each of its own subrecipients or subcontractors to furnish all information and reports required by Executive Order 11246, as amended; the rules, regulations, and relevant orders of the United States Secretary of Labor; and any such information or reports otherwise required hereunder, and will permit access to its books, records, and accounts by the Grantee, HUD or its agent, the United St ates Secretary of Labor, or other authorized federal officials for purposes of investigation to ascertain compliance with such rules, regulations, and orders, and the provisions stated herein.
g. In the event of the Subrecipient’s noncompliance with the nond iscrimination clauses of this Agreement or with any of such rules, regulations, or orders, this Agreement may be cancelled, terminated, or suspended in whole or in part and the Subrecipient may be Resolution No. 2025-69
Exhibit “C”

Page 13 of 28 ends

136
Item13.

Subrecipient Agreement 14 CAO: 03/02/2024
declared ineligible for further Government contracts in acc ordance with procedures authorized in Executive Order 11246 of September 24, 1965, as amended, and such other sanctions may be imposed and remedies invoked as provide in Executive Order 11246 of September 24, 1965, as amended, or by rule, regulation, or or der of the United States Secretary of Labor, or as otherwise provided by law. h. The Subrecipient will include the provisions of Section XI(A)(5)(a) -(h) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the United Sta tes Secretary of Labor issued pursuant to Section 204 of Executive Order 11246 of September 24, 1965, as amended, so that such provisions will be binding upon each subcontractor or vendor. The Subrecipient will take such action with respect to any subcontract or purchase order as may be directed by the United States Secretary of Labor as a means of enforcing such provisions including sanctions for noncompliance.

Provided, however, that in the event the Subrecipient becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction, the Subrecipient may request the United States to enter into such litigation to protect the interests of the United States.

B. Affirmative Action.

1. Approved Plan. The Subrecipient agrees that it shall be committed to carry out pursuant to the Grantee’s specifications an Affirmative Action Program in keeping with the principles as provided in President’s Executive Order 11246 of September 24, 196 5, as amended . The Subrecipient shall submit a plan for an Affirmative Action Program for approval prior to the award of funds, consistent with the Affirmative Action Program P olicy articulated in Exhibit C, which is attached hereto and incorporated herein by this reference.

2. Women- and Minority-Owned Businesses. The Subrecipient will use its best efforts to afford small businesses, minority business enterprises, and women’s business enterprises the maximum practicable opportunity to participate in the performance of this Agreement. As used in this Agreement, the term “small business” shall mean a business that meets the criteria set forth in section 3(a) of the Small Business Act, as amended (15 U.S.C. § 632), and the terms “minority business enterprise” and “women’s business enterprise” shall mean a business at least 51% owned and controlled by minority group members or women, as further defined in 15 U.S.C. § 632(n). For the purpose of this definition, “minority group members” are such groups including but not limited to African America ns, Hispanic Americans, Native Americans, Indian tribes, Asian Pacific Americans , Native Hawaiian Organizations, and other minorities . The Subrecipient may rely on written representations by a business regarding its status as a women’s business enterprise or minority business enterprise in lieu of an independent investigation.

3. Prior Discrimination. The Subrecipient shall comply with 24 C.F.R. §§ 570.506, 570.602, and 24 C.F.R. Part 6, with respect to affirmative action necessary to overcome the effects of prior discrimination , if any, and such affirmative action shall be incorporated into the Subrecipient’s Affirmative Action Program.

Resolution No. 2025-69
Exhibit “C”

Page 14 of 28 ends

137
Item13.

Subrecipient Agreement 15 CAO: 03/02/2024
C. Employment Restrictions.

1. Prohibited Activity . The Subrecipient is prohibited from using funds provided herein or personnel employed in the administration of the program for political activities, inherently religious activities, lobbying, political patronage, and nepotism activities.

2. Labor Standards.
a. The Subrecipient shall comply with the requirements of the Secre tary of Labor in accordance with the Davis -Bacon Act, as amended; the provisions of Contract Work Hours and Safety Standards Act (40 U.S.C. § 327 et seq.); and all other applicable federal, state, and local laws and regulations pertaining to labor standard s insofar as those acts apply to the performance of this Agreement. The Subrecipient shall comply with the Copeland Anti -Kick Back Act (18 U.S.C. § 874 et seq.) and its implementing regulations of the U.S. Department of Labor at 29 C.F.R. Part 5. The Sub recipient shall maintain documentation that demonstrates compliance with hour and wage requirements of this part. Such documentation shall be made available to the Grantee for review upon request.
b. The Subrecipient, except with respect to the rehabilitati on or construction of residential property containing fewer than eight (8) units, all contractors engaged under contracts in excess of $2,000 for construction, renovation, or repair work financed in whole or in part with assistance provided under this Agre ement, shall comply with federal requirements adopted by the Grantee pertaining to such contracts and with the applicable requirements of the regulations of the Department of Labor, under 29 C.F.R. Parts 1, 3, 5, and 7 governing the payment of wages and ra tio of apprentices and trainees to journey workers; provided that, if wage rates higher than those required under the requlations are imposed by state or local law, nothing hereunder is intended to relieve the Subrecipient of its obligation, if any, to req uire payment of the higher wage. The Subrecipient shall cause or require to be inserted in full, in all such contracts subject to such regulations, provisions meeting the requirements of this paragraph. c. Workers’ Compensation and Safety. The Subrecipient shall comply with all federal and state workers’ compensation and safety laws , including but not limited to the applicable provisions of Divisions 4 and 5 of the California Labor Code and all amendments thereto, and all similar and applicable state or federal acts or laws.

3. “Section 3” Clause.
a. Compliance.
(i.) Where the Subrecipient receives CDBG funds for work arising in connection with housing rehabilitation, housing construction, or other public improvements, compliance with the provisions of Section 3 of the HUD Act of 1968 , 12 U.S.C. § 1701u, as amended (“Section 3”), and as implemented by the regulations set forth in 24 C.F.R. Part 75, and all applicable rules and orders issued hereunder prior to the execution of this Agreement, shall be a condition of the federal financial assistance provided under this Agreement and binding upon the Grantee, the Subrecipient, and any of the Subrecipient’s subrecipients and subcontractors.

Resolution No. 2025-69
Exhibit “C”

Page 15 of 28 ends

138
Item13.

Subrecipient Agreement 16 CAO: 03/02/2024
Failure to fulfill these requirements shall subject the Grantee, the Subreci pient, and any of the Subrecipient’s subrecipients and subcontractors, and their successors and assigns, to those sanctions specified by the agreement through which federal assistance is provided. The Subrecipient certifies and agrees that no contractual or other disability exists that would prevent compliance with these requirements. (ii.) The purpose of Section 3 is to ensure that employment and other economic opportunities generated by HUD assistance or HUD -assisted projects covered by Section 3 shall, to t he greatest extent feasible, be directed to low - and very low - income persons, particularly persons who are recipients of HUD assistance for housing.
(iii.) The Subrecipient shall comply with the “Section 3” requirements referenced in this Agreement and shall inc lude the following language in all subcontracts executed under this Agreement:
“The work to be performed under this Agreement is a project assisted under a program providing direct federal financial assistance from HUD and is subject to the requirements o f Section 3 of the Housing and Urban Development Act of 1968, as amended (12 U.S.C. § 1701). Section 3 requires that, to the greatest extent feasible, opportunities for training and employment be given to low- and very-low-income residents of the project area, and that contracts for work in connection with the project be awarded to business concerns that provide economic opportunities for low- and very -low-income persons residing in the metropolitan area in which the project is located.”
(iv.) The Subrecipient shall ensure that opportunities for training and employment arising in connection with a housing rehabilitation (including reduction and abatement of lead-based paint hazards), housing construction, or other public construction project are given to low- and very-low-income persons residing within the metropolitan area in which the CDBG -funded project is located; where feasible, shall give priority to low- and very -low-income persons within the service area of the project or the neighborhood in which the pro ject is located, and to low - and very -low-income participants in other HUD programs; and shall award contracts for work undertaken in connection with a housing rehabilitation ( including reduction and ab atement of lead-based paint hazards), housing construction, or other public construction project to business concerns that provide economic opportunities for low - and very -low- income persons residing within the metropolitan area in which the CDBG -funded project is located; where feasible, shall give priority to business concerns that provide economic opportunities to low- and very-low-income residents and very-low- income participants in other HUDG programs.
(v.) The Subrecipient certifies and agrees that any vacant employment positions, including training position s, that are filled (1) after the Subrecipient is selected but before this Agreement is executed, and (2) with persons other than those to whom the regulations of 24 C.F.R. Part 75 require employment opportunities to be directed, were not filled to circumvent the Subrecipient’s obligations under 24 C.F.R.

Part 75.

Resolution No. 2025-69
Exhibit “C”

Page 16 of 28 ends

139
Item13.

Subrecipient Agreement 17 CAO: 03/02/2024
(vi.) The Subrecipient certifies and agrees that no contractual or other legal incapacity exists that would prevent compliance with these requirements. b. Notifications. The Subrecipient shall send to ea ch labor organization or repre sentative of workers with whom the Subrecipient has a collective bargaining agreement or other contract or understanding, if any, a notice advising such labor organization or worker’s representative of its commitments under th is Section 3 clause and shall post copies of the notice in conspicuous places available to employees and applicants for employment or training.
c. Subcontracts. The Subrecipient shall include thi s Section 3 clause in every sub contract and shall take appropr iate action pursuant to the subcontract upon a finding that the subcontractor is in violation of regulations issued by the grantor agency. The Subrecipient shall not subcontract with any entity where the Subrecipient has notice or knowledge that the entity has been found in violation of regulations under 24 C.F.R. Part 75 and shall not let any subcontract unless the entity has first provided the Subrecipient with a preliminary statement of ability to comply with the requirements of these regulations.

D. Conduct.

1. Assignability. The Subrecipient shall not assign or transfer any interest in this Agreement without the Grantee’s prior written consent; provided, however, that claims for money due or to become due to the Subrecipient from the Grantee under this Agreement may be assigned to a bank, trust company, or other financial institution without such approval. Notice of any such assignment or transfer shall be furnished promptly to the Grantee.

2. Subcontracts.
a. Approvals. The Subrecipient shall not ent er into any subcontracts with any agency or individual in the performance of this Agreement without the Grantee’s prior written consent.
b. Monitoring. The Subrecipient shall monitor all subcontracted services on a regular basis to assure contract complianc e. Results of monitoring efforts shall be summarized in written reports and supported with documented evidence of follow -up actions taken to correct areas of noncompliance.
c. Content. The Subrecipient shall cause all of the provisions of this Agreement in its entirety to be included in and made a part of any subcontract executed in the performance of this Agreement.
d. Selection Process. The Subrecipient shall undertake to ensure that all subcontracts let in the performance of this Agreement shall be awarde d on a fair and open competition basis in accordance with applicable procurement requirements. Executed copies of all subcontracts shall be forwarded to the Grantee along with any documentation concerning the selection process.

Resolution No. 2025-69
Exhibit “C”

Page 17 of 28 ends

140
Item13.

Subrecipient Agreement 18 CAO: 03/02/2024

3. Hatch Act. The Subrecipient agrees that no funds provided, nor personnel employed under this Agreement, shall be in any way or to any extent engaged in the conduct of political activities in violation of Chapter 15 of Title V of the U.S.C.

4. Conflict of Interest. The Subrecipient shall abide by the provisions of 24 C.F.R. § 570.611, which include (but are not limited to) the following:
a. The Subrecipient shall maintain a written code or standards of conduct that shall govern the performance of its officers, employees, or agents enga ged in the award and administration of contracts supported by federal funds. b. No employee, officer, or agent of the Subrecipient shall participate in the selection, award, or administration of a contract supported by federal funds if a conflict of interest , real or apparent, would be involved.
c. No covered persons who exercise or have exercised any functions or responsibilities with respect to CDBG -assisted activities, or who are in a position to participate in a decision-making process or gain inside inform ation with regard to such activities, may obtain a financial interest in any contract, or have a financial interest in any contract, subcontract, or agreement with respect to the CDBG -assisted activity, or with respect to the proceeds from the CDBG-assisted activity, either for themselves or those with whom they have business or immediate family ties, during their tenure or for a period of one (1) year thereafter. For purposes of this paragraph, a “covered person” includes any person who is an employee, ag ent, consultant, officer, or elected or appointed official of the Grantee, the Subrecipient, or any designated public agency.

5. Lobbying. The Subrecipient hereby certifies that:
a. No federal appropriated funds have been paid or will be paid, by or on behalf of the Subrecipient, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any fed eral contract, the making of any federal grant, the making of any federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any federal contract, grant, loan, or cooperative agreement;
b. If any funds other than federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this federal contract, grant, loan, or cooperative agreement, the Subrecipient will complete and submit Standard Form -LLL, “Disclosure Form to Report Lobbying,” in accordance with its instructions; and c. The Subrecipient will require that the certification language expressed in subparagraph (d) be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly:

Resolution No. 2025-69
Exhibit “C”

Page 18 of 28 ends

141
Item13.

Subrecipient Agreement 19 CAO: 03/02/2024
d. Lobbying Certification. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31 U.S.C. § 1352. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

6. Copyright. If this Agreement results in the creation or production of any copyrightable work, material, or invention, the Grantee and grantor agency reserves the right to a royalty -free, non-exclusive, and irrevocable license to reproduce, publish, or ot herwise use, and to authorize others to use, such work, material, or invention for governmental purposes.

7. Religious Activities . The Subrecipient agrees that funds provided under this Agreement shall not be utilized for inherently religious activities pro hibited by 24 C.F.R. § 570.200(j), such as worship, religious instruction, or proselytization.

XII. ENVIRONMENTAL CONDITIONS
A. Air and Water . The Subrecipient agrees to comply with the following requirements insofar as they apply to the performance of this Agreement:

1. Clean Air Act, 42 U.S.C. § 7401 et seq., as amended, and all regulations and guidelines issued thereunder;

2. Federal Water Pollution Control Act, 33 U.S.C. § 1251 et seq., as amended, and all regulations and guidelines issued thereunder, including but not limited to the requirements within 33 U.S.C. § 1318 relating to inspection, monitoring, e ntry, reports, and information; and

3. Environmental Protection Agency (EPA) regulations pursuant to 40 C.F.R. Part 50, as amended.

B. Flood Disaster Protection. In accordance with the requirements of the Flood Disaster Protection Act of 1973 (42 U.S.C. § 4001), the Subrecipient shall ensure that for activities located in an area identified by the Federal Emergency Management Act (FEMA) as having special flo od hazards, flood insurance under the National Flood Insurance Program is obtained and maintained as a condition of financial assistance for acquisition or construction purposes (including rehabilitation).

C. Lead-Based Paint. The Subrecipient agrees that any construction or rehabilitation of residential structures with assistance provided under this Agreement shall be subject to HUD Lead -Based Paint Regulations at 24 C.F.R. § 570.608, and 24 C.F.R. Part 35, Subpart B. Such regulations pertain to all CDBG -assisted housing and require that all owners, prospective owners, and tenants of properties constructed prior to 1978 be properly notified that such properties may include lead-based paint. Such notification shall point out the hazards of lead -based paint and explain the symptoms, treatment, and precautions that should be taken when dealing with lead - based paint poisoning and the advisability and availability of blood lead level screening for children under seven. The notice should also point out that if l ead-based paint is found on the property, abatement measures may be undertaken. The regulations further require that, Resolution No. 2025-69
Exhibit “C”

Page 19 of 28 ends

142
Item13.

Subrecipient Agreement 20 CAO: 03/02/2024
depending on the amount of federal funds applied to a property, paint testing, risk assessment, treatment, and/or abatement may be conducted.

D. Historic Preservation . The Subrecipient agrees to comply with the Historic Preservation requirements set forth in the National Historic Preservation Act of 1966, 16 U.S.C. § 470, as amended, and the procedures set forth in 36 C.F.R. Part 800, insofa r as they apply to the performance of this Agreement. In general, this requires concurrence from the State Historic Preservation Officer for all rehabilitation and demolition of historic properties that are 50 years old or older, or that are included on a federal, state, or local historic property list.

XIII. MISCELLANEOUS
A. Severability. This Agreement shall be performed and shall be enforceable to the full extent allowed by applicable law, and the illegality, invalidity, waiver, or unenforceability o f any provisions of this Agreement shall not affect the legality, validity, applicability, or enforceability of the remaining provisions of this Agreement.

B. Merger Clause . This Agreement, together with its attachments or other documents described or incorporated herein, if any, constitutes the entire agreement and understanding of the Parties concerning the subject of this Agreement and supersedes and replaces all prior negotiations, understandings, or proposed agreements, written or oral, except as otherwise provided herein. In the event of any conflict between the provisions of this Agreement and any of its attachments or related documents, if any, the provisions of this Agreement shall prevail.

C. Governing Law . This Agreement and all rights and obligati ons arising out of it shall be construed in accordance with the laws of the State of California. Venue for any action arising from this Agreement shall be conducted only in the state or federal courts of San Diego County, California.

D. Anti-Waiver Clause . None of the provisions of this Agreement shall be waived by the Grantee because of previous failure to insist upon strict performance, nor shall any provision be waived because any other provision has been waived by the Grantee, in whole or in part.

E. Attorney’s Fees and Costs . In any action to enforce the terms and conditions of this Agreement, the prevailing party shall be entitled to reasonable attorney’s fees and costs.

F. Multiple Copies of Agreements/Counterparts . This Agreement may be executed on separate counterparts, each of which shall be an original and all of which taken together shall constitute one and the same instrument. Delivery of an executed signature page of this Agreement by electronic means, including an attachment to an email, shall b e effective as delivery of an executed original. An electronic signature shall be acceptable and deemed to have the same legal effect as a handwritten signature.

G. Provisions Cumulative. The provisions in this Agreement are cumulative to, in addition to, and not in limitation of any other rights or remedies available to the Grantee.

Resolution No. 2025-69
Exhibit “C”

Page 20 of 28 ends

143
Item13.

Subrecipient Agreement 21 CAO: 03/02/2024
H. Business License. The Subrecipient shall obtain a City of Escondido Business License prior to execution of this Agreement and shall maintain such Business License throughout the term of this Agreement.

I. Compliance with Laws, Permits, and Licenses . The Subrecipient shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances, regulations, rules, and other legal requir ements in effect during the term of this Agreement, including but not limited to any such laws, statutes, codes, ordinances, regulations, and other legal requirements expressly referenced in this Agreement. The Subrecipient shall obtain any and all permit s, licenses, and other authorizations necessary to perform the Activities. Neither the Grantee, nor any elected or appointed boards, officers, officials, employees, or agents of the Grantee, shall be liable, at law or in equity, as a result of any failure of the Subrecipient to comply with this paragraph.

J. Effective Date. Unless a different date is provided in this Agreement, the effective date of this Agreement shall be the latest date of execution set forth by the names of the signatories below.

IN WITNESS WHEREOF, th is Agreement is executed by the Parties or their duly authorized representatives as of the Effective Date.

CITY OF ESCONDIDO
Date: __________________ ___________________________________ [____________]
Director of Community Development
[SUBRECIPIENT COMPANY NAME]
Date: __________________ ___________________________________ Signature
___________________________________
Name & Title (please print)
APPROVED AS TO FORM:

OFFICE OF THE CITY ATTORNEY
MICHAEL R. MCGUINNESS, City Attorney
By:________________________________
THE CITY OF ESCONDIDO DOES NOT DISCRIMINATE AGAINST QUALIFIED PERSONS WITH DISABILITIES.

Resolution No. 2025-69
Exhibit “C”

Page 21 of 28 ends

144
Item13.

Subrecipient Agreement 22 CAO: 03/02/2024

EXHIBIT A
Scope of Activities
Resolution No. 2025-69
Exhibit “C”

Page 22 of 28 ends

145
Item13.

Subrecipient Agreement 23 CAO: 03/02/2024

EXHIBIT B
Budget
Resolution No. 2025-69
Exhibit “C”

Page 23 of 28 ends

146
Item13.

Subrecipient Agreement 24 CAO: 03/02/2024

EXHIBIT C
Affirmative Action Program Policy
Resolution No. 2025-69
Exhibit “C”

Page 24 of 28 ends

147
Item13.

Subrecipient Agreement 25 CAO: 03/02/2024

AFFIRMATIVE ACTION PLAN
SUBRECIPIENT: ______________________________________________________________ STREET ADDRESS: ___________________________________________________________ CITY, STATE, ZIP: ____________________________________________________________ TELEPHONE NUMBER: _______________________________________________________ IRS/ID: ______________________________________________________________________

1. The Subrecipient named above is committed to a policy of Affirmative Action to ensure Equ al Employment Opportunity in re sponse to Executive Order s 10925, 1 1114, and 11246 , as amended, and relevant requirements adopted by the City , including all provisions of the Subrecipient Agreement concurrently entered into between the Subrecipient and the City.

2. The official designated by the Subrecipient to be Equal E mployment Officer is:
_______________________________.

3. The Subrecipient will document fully its affirmative actions , which will be at least as extensive as the following:
a. The Subrecipient will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity or expression, national origin, age, disability, or an individual’s status in any group or class protected by applicable federal, state, or local laws. The Subrecipient will take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, sexual orientation, gender identity or expression, national origin, age, disability, or an individual’s status in any group or class protected by applicable federal, state, or local laws. Such action 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.
b. The Subrecipient will e nsure and maintain a working environment free of harassment, intimidation, and coercion at all sites and in all facilities at which the Subrecipient's employees are assigned to work. The Subrecipient, where possible, will assign two (2) or more women to each construction project. The Subrecipient shall specifically ensure that all foremen, superintendents, and other on -site supervisory personnel are aware of, and carry out, the Subrecipient's obligation to maintain such a working environment, with specific attention to minority or female individuals working at such sites or in such facilities.

Resolution No. 2025-69
Exhibit “C”

Page 25 of 28 ends

148
Item13.

Subrecipient Agreement 26 CAO: 03/02/2024
c. The Subrec ipient will e stablish and maintain a current list of minority and female recruitment sources and provide written notification to minority and female recruitment sources and to community organizations when the Subrecipient or its unions have employment opportunities available and maintain a record of the organizations' responses. d. The Subrecipient will m aintain a current file o n the names, addresses , and tele phone numbers of each minority and female off-the-street applicant and minority organization and of what action was taken with respect to each such individual. If such individual was sent to the union hiring hall for referral and was not referred back to the Subrecipient by the union or, if referred, not employed by the Subrecipient, this shall be documented in the file with the reason therefore, along with whatever additional actions the Subrecipient may have taken.
e. The Subrecipient will p rovide immediate written notification to the Director of Office of Federal Contract Compliance Programs when t he union or unions with which the Subrecipient has a collective bargaining agreement has not referred to the Subrecipient a minority person or woman sent by the Subrecipient, or when the Subrecipient has other information that the union referral process ha s impeded the Subrecipient 's efforts to meet its obligations.
f. The Subrecipient will d evelop on -the-job training opportunities and/or participate in training programs for the area that expressly include minorities and women, including upgrading programs and apprenticeship and trainee programs relevant to the Subrecipient 's employment needs, especially those programs funded or approved by the Department of Labor. The Subrecipient shall provide notice of these programs to the sources compiled under subsection (b) above.
g. The Subrecipient will d isseminate the Subrecipient 's Equal Employment Opportunity policy by providing notice of the policy to unions and training programs and requesting their cooperation in assisting the Subrecipient in meeting its Equal Employment Opportunity obligations; by including the policy in any policy manual and collective bargaining agreement; by publicizing the policy in the company newspaper, annual report, and similar publications ; by specific review of the policy with a ll management personnel and with all minority and female employees at least once a year ; and by posting the policy on bulletin boards accessible to all employees at each location where construction work is performed.
h. The Subrecipient will r eview, at le ast annually, the company's Equal Employment Opportunity Policy and Affirmative Action obligations with all employees having any responsibility for hiring, assignment, layoff, termination , or other employment decisions , including specific review of these i tems with on -site supervisory personnel including but not limited to superintendents and general foremen, prior to the initiation of construction work at any job site. A written record shall be made and maintained identifying the time and place of these meetings, persons attending, subject matter discussed, and disposition of the subject matter.

Resolution No. 2025-69
Exhibit “C”

Page 26 of 28 ends

149
Item13.

Subrecipient Agreement 27 CAO: 03/02/2024
i. The Subrecipient will d isseminate the Subrecipient's Equal Employment Opportunity policy externally by including it in any advertising in the news media, speci fically including minority and female news media and providing written notification to and discussing the Subrecipient's Equal Employment Opportunity policy with other Subrecipients and Contractors with whom the Subrecipient does, or anticipates doing , business.
j. The Subrecipient will d irect its recruitment efforts, both oral and written, to minority, female, and community organizations, to schools with minority and female students , and to minority and female recruitment and training organizations servin g the Subrecipient's recruitment area and employment needs. Not later than one (1) month prior to the date for the acceptance of applications for apprenticeship or other training by any recruitment source, the Subrecipient shall send written notification to organizations such as the above, describing the openings, screening procedures, and tests to be used in the selection process. k. The Subrecipient will e ncourage present minority and female employees to recruit other minority persons and women and wher e reasonable, provide after -school, summer , and vacation employment to minority and female youth, both on the site and in other areas of a Subrecipient's workforce.
l. The Subrecipient will v alidate all tests and other selection requirements where there i s an obligation to do so.
m. The Subrecipient will c onduct, at least annually, an inventory and evaluation at least of all minority and female personnel for promotional opportunities and encourage these employees to seek or to prepare for, through appropriate training, such opportunities. n. The Subrecipient will ensure that seniority practices, job classifications, work assignments , and other personnel practices do not have a discriminatory effect by continually monitoring all personnel and employment -related activities to ensure that the Equal Employment Opportunity policy , Affirmative Action policy, and the Subrecipient's related obligations are being carried out.
o. The Subrecipient will e nsure that all facilities and company activities are non -segregated except that separate and single -user toilet and necessary changing facilities shall be provided to assure privacy between the sexes.
p. The Subrecipient will d ocument and maintain a record of all solicitations of offers for subcontracts from minority and female construction contractors and suppliers, including circulation of solicitations to minority and female contractor associations and other business associations.
q. The Subrecipient will c onduct a review, at least annually, of all supervisors' ad herence to and performance under the Subrecipient's Equal Employment Opportunity policy and Affirmative Action obligations.

Resolution No. 2025-69
Exhibit “C”

Page 27 of 28 ends

150
Item13.

Subrecipient Agreement 28 CAO: 03/02/2024

4. Subrecipients, subcontractors, and related c ontractors shall maintain all required records for a period of three years, or until audited, and permit access by the City to all such records.

Signed: _____________________________ Signed: ____________________________ Equal Employment Officer Authorized Officer/Title
Print: _______________________________ Print: ______________________________ Dated: ______________________________ Dated: _____________________________ Resolution No. 2025-69
Exhibit “C”

Page 28 of 28 ends

151
Item13.

BUDGET ADJUSTMENT

REQUEST

Department: Development Services/HNS
For Finance Use Only

BA # ____________

Fiscal Year ________
Department Contact: Dulce Salazar
City Council Meeting Date:
(attach staff report) 6/25/2025

EXPLANATION OF REQUEST

The City will receive allocations of $ 1,341,561 in CDBG and $590,369 in HOME funds in Fiscal Year (“FY”) 2025-2026. Below is a list of recommended projects for the CDBG and HOME Programs in FY 2025-26.

BUDGET ADJUSTMENT INFORMATION
Project/Account Description Account Number
Amount of
Increase
Amount of
Decrease
CDBG Administration 116-109 $268,312.20
Mama’s Kitchen 115-109-351676 $10,000
Senior Cares 115-109-351419 $19,500
Legal Aid 115-109-351259 $35,000
Palomar Family Counseling 115-109-NEW $35,000
Operation HOPE 115-109-NEW 30,000
Project Next 115-109-351686 $30,000
Neighborhood Cleanup 115-109-351687 $50,000
Alabaster Jar 115-109-NEW $33,000
Historic Structure Assessment 115-109-NEW $200,000
Attachment “1”
152
Item13.

Mobile Recreation 115-109-NEW 8,600
WeeCARE 115-109-351688 $314,000
Sidewalk Infill 115-109-351664 $204,000
Urban Corp 115-109- NEW $104,000

HOME Administrative 284-084 $59,036.09
Rental Subsidy Program 284-084-NEW $72,000

APPROVALS

DEPARTMENT HEAD DATE FINANCE DATE

153
Item13.

Attachment “2”

City of Escondido, Fiscal Year 2025-2026
Anticipated CDBG Allocations: $1,341,561

Administration - 20% cap of allocation ($268,312 max)
Total Administration $268,312

Mama’s Kitchen Home Delivered Meal Service: Escondido ($10,000) Mama’s Kitchen Home -Delivered Meal Service provides medically tailored meals to low -to-moderate income Escondido residents who are living with serious heal th conditions, including but not limited to cancer, type 2 diabetes, congestive heart failure and chronic kidney disease. The program meets the HUD national objective of benefitting low- and moderate -income (LMI) persons/households on a limited clientele basis. Funding would allow Mama’s Kitchen to expand its program within the Escondido community, improving health outcomes and food security for eligible residents. This program addresses the Consolidated Plan priority of providing essential public services to vulnerable populations, including youth, families, and seniors with low to moderate incomes, and individuals with special needs and meets the HUD national objective of benefitting LMI persons/households on a limited clientele basis.

Senior Cares ($19,500)
Senior Cares provides services for LMI senior residents in Escondido. The program operates a dedicated resource center with trained staff. Staff connect customers to essential resources such as transportation, meal programs, social services, and other support systems that promote housing stability and overall well- being. Th is program addresses the Consolidated Plan priority of providing essential public services to vulnerable populations, including seniors, families, youth, and individuals with special needs. It meets the HUD national objective of benefiting LMI persons/households on a limited clientele basis.

Mobile Recreation Program ($8,600)
The Mobile Recreation Program is a summer camp initiative hosted at Grove Park that increases access to recreational opportunities in safe outdoor environments for youth living in lower socioeconomic neighborhoods of Escondido. Recreational activities include arts and crafts, games, sports, outdoor explorative experiences, and themed special events. The program addresses the Consolidated Plan priority of providing essential public services to vulnerable populations, including youth, families, and seniors with low to moderate incomes and individuals with special needs and HUD national objective of benefitting LMI persons/households.

Project Next (formerly San Marcos Promise) ($30,000)
The Future Ready program, by Project Next , provides services to assist LMI high school students in Escondido by establishing a future center at a high school in Escondido to create drop-in services, financial counseling, skill-building, and networking opportunities for college and career readiness. The program receives referrals from schools and social workers. The requested funding would enable the program to expand services in Escondido High School. The program addresses the Con solidated Plan priority of providing essential public services to vulnerable populations, including youth, families, and seniors with low to moderate incomes and individuals with special needs and the HUD national objective of benefitting 154
Item13.

Attachment “2”
LMI persons/households on a limited clientele basis.

Legal Aid Society of San Diego ($35,000)
The Legal Aid Society of San Diego (LASSD) enforces fair housing rights and helps Es condido residents to maintain housing stability. The program provides the following services to Escondido residents : (1) education and outreach regarding rights and responsibilities under the Fair Housing Act and related State laws; (2) legal education, re ferral, advice and/or representation; (3) testing to detect fair housing discrimination from housing providers. The program meets the HUD fair housing requirement and benefits a limited clientele of LMI Escondido residents. The program addresses the Con solidated Plan priority of expanding access to supportive services to prevent and reduce homelessness, promote housing stability, and foster long -term solutions and the HUD national objective of benefitting LMI persons/households on a limited clientele basis.

Center for Community Solutions ($35,000)
The Center for Community Solutions (“CCS”) operates Hidden Valley House, a domestic violence shelter, located in Escondido that was previously funded through CDBG funds in Fiscal Year (FY) 2024-2025. For FY 2025-2026, CCS is requesting continued CDBG funding to support the lease and maintenance of the shelter. Hidden Valley House provides emergency and supportive services for approximately 45 households (120 adults and children), delivering a combined total of 3,000 nights of safe housing/shelter and supportive care. Requested funds will support utility expenses, computers, and other capital needs essential to operations. The CCS proposal for CDBG funding addresses the C onsolidated Plan priority of expanding access to supportive services to prevent and reduce homelessness, promote housing stability, and foster long-term solutions and the HUD national objective of benefitting LMI persons/households on a limited clientele basis.

Voices for Children ($10,000)
Advocacy services are provided to Escondido foster youth through individual assessment and case liaison programs. Funding will support the assignment of a Court Appointed Special Advocate (CASA) to help ensure that participating youth are placed in safe, stable homes and have access to needed resources .

These funds will provide advocacy services to four transitional age youth in foster care for an entire year.

This project addresses the Consolidated Plan priority of providing essential public services to vulnerable populations, including youth, families, and seniors with low to moderate incomes and individuals with special needs and HUD national objective of benefitting LMI persons.

Interfaith Community Services Inc. ($60,000)
Provide essential public services to vulnerable populations including low-income individuals, families, and seniors in Escondido. Services will include safety net services including food, shelter, and other public needs amid escalating economic uncertainty and rising costs of living. Proposal includes to enroll low-income Escondido residents through the Inland Services Center and provide supportive service, facilitate 1,200 basic needs support, achieve a minimum of 200 successful service connections, and support 50 low-income residents to increase income and/or complete Financial Literacy Training.

This project addresses the Consolidated Plan to expand access to supportive services to prevent and reduce homelessness, promote housing stability, and foster long-term solutions and HUD national objective of benefitting LMI persons/households.

Alabaster Jar Project ($50,000)
The program provides shelter and therapeutic services for survivors of human trafficking who are experiencing or at-risk of becoming homeless. Funding will provide staffing to deliver therapeutic and 155
Item13.

Attachment “2”
housing services for 3 -5 survivors of human trafficking. The program addresses the Con solidated Plan priority of expanding access to supportive services to prevent and reduce homelessness, promote housing stability, and foster long -term solutions and the HUD national objective of benefitting LMI persons/households on a limited clientele basis.

CSA San Diego County ($33,900)
CSA p rovides fair housing and landlord tenant outreach and education, counseling, and mediati on of housing disputes. The proposed project will also include dissemination of literature and materials, workshops, presentations, and attending local events to reach the community and provide assistance.

They also provide technical assistance to the city to develop and maintain regional resources and utilize best practices. The program aims to serve 260 unduplicated Escondido residents, with at least 208 (80%) expected to be low -to-moderate-income. The program addresses t he Consolidated Plan priority of expanding access to supportive services to prevent and reduce homelessness, promote housing stability, and foster long-term solutions and the HUD national objective of benefitting LMI persons/households on a limited clientele basis.

Palomar Family Counseling Services, Inc ($75,000)
Todos Los Niños, is a program that is a vital initiative designed to integrate evidence-based mental health interventions into early childhood education centers in Escondido. This program is entering its third year and targets low-income families to enhance children’s social -emotional development and school readiness, addressing critical community needs. The project proposes to serve up to 80 children (ages 2- 5), improve parenting skills of up to 20 parents, and enhance educator s ‘s skills. The program addresses the Consolidated Plan priority of providing essential public services to vulnerable populations, including youth, families, and seniors with low to moderate incomes and individuals w ith special needs and the HUD national objective of benefitting LMI persons/households on a limited clientele basis.

United Way of San Diego County ($172,525)
The STEAM -to-Careers program will develop the next generation of leaders by preparing low -income, inner city high school students to become more confident, connected, and engaged in STEAM curriculum and workforce opportunities after high school. Student participation takes place during an 11-week after- school program (serving up to 110 students at Escondido High School) where students select a STEAM- connected career pathway and attend weekly sessions related to that pa thway. Additionally, a select group of students will participate in a four-week paid summer career exploration program (serving up to 30 Escondido High School Students) , where they learn valuable career readiness skills and dive deeper into STEAM career opportunities. The program addresses the Consolidated Plan priority of providing essential public services to vulnerable populations, i ncluding youth, families, and seniors with low to moderate incomes and individuals with special needs and the HUD national objective of benefitting LMI persons/households on a limited clientele basis.

Operations HOPE- North County Inc ($30,000)
Steps to Independence is a trauma informed, client-centered program that provides critical support to families and single women experiencing homelessness. One hundred percent of the clients served fall below 80% of AMI. It offers a safe and stable emergency shelter, along with comprehensive services that address the immediate needs of those facing housing insecurity, while laying the foundation for long-term self-sufficiency. The program anticipates serving approximately 150 individuals annually, with more than half of the participants being children. The program addresses the Consolidated Plan priority of providing access to supportive services to prevent and reduce homelessness, promote housing stability, and foster long-term solutions and the HUD national objecti ve of benefitting LMI persons/households on a limited 156
Item13.

Attachment “2”
clientele basis.

CAPITAL PROJECTS:

WeeCare ($314,000)
This program would help expand economic opportunities for approximately 39 in-home, family child care providers in Escondido, by training them on how to use essential tools to make their business operations more efficient. The program will increase child care providers’ income, expand the providers’ capacity to serve more children and create s 12 new jobs . The project meets the Consolidated Plan priority of providing essential public services to vulnerable populations, including youth, families, and seniors with low to moderate incomes and individuals with special needs and the HUD national objective of benefitting LMI persons/households.

Urban Corps Escondido Recycling ADA Compliant Restroom Expansion & Remodeling Project ($104,000) The Urban Corps Recycling Center in Escondido serves as the training and education venue for LMI young adults ages 18 -26 to attend Urban Corps Charter School while learning job skills. In response to the Escondido community’s needs to provide more career r eadiness programs and education opportunities to the most under-resourced populations, we plan to expand the Urban Corps work -study dual purpose program to increase the recruitment of our Corps members from 15 to 50 in FY25-26. Currently, we have only two small 8x8 single-occupancy restrooms onsite which is inadequate for our staff, Corps members and the public to use. Our project aims to expand and remodel the restrooms so that each will be 8x20 in size. The one for males will have two urinals and 2 separa te stalls with toilets in them while the one for females will have three private stalls with toilets. Both will have sinks, taps, mirrors and other standard amenities installed. This project addresses the Consolidated Plan priority of promoting safe and healthy communities by improving public facilities and upgrading infrastructure and meets the HUD national objective of aid the prevention or elimination of slum or blight.

Neighborhood Cleanup ($50,000)
Escondido Neighborhood Services staff arrange CDGB-funded neighborhood cleanups in order to beautify Escondido communities and improve the appearance of neighborhoods within the city . City staff coordinate 14-18 neighborhood cleanups annually throughout LMI communities in Escondido and facilitate quart erly Neighborhood Leadership Forums. These forums provide a valuable platform for residents to engage with the leaders and address community issues. The project is scheduled to start in July 2025 and end June 30, 2026. Neighborhood cleanups meet the Consolidated Plan priority of promoting safe and healthy communities by improving public facilities, upgrading infrastructure, and supporting neighborhood revitalization efforts and the HUD national objective for the elimination of slum and blight on an area basis.

Historic Structure Assessments ($200,000)
Historic and Structural Assessment Report for the Escondido History Center and Women’s Club buildings.

The scope of this project includes drafting and publishing an RFP for a Historic Structure Assessment Reports (HSAR); selecting a firm to complete the assessments , and developing a work plan to complete renovation/restoration of the Historic buildings in Grape Day Park as well as the Women’s Club Building.

This project addresses the Consolidated Plan priority of promoting safe and healthy communities by improving public facilities and upgradi ng infrastructure, and meets the HUD national objective of aiding the prevention or elimination of slum or blight.

157
Item13.

Attachment “2”
Sidewalk Infill ($204,000)
This project will provide additional funding to the existing CDBG Sidewalk Infill Project, to provide safe pedestrian travel and improve walkability in CDBG-eligible areas. This project addresses the Consolidated Plan priority of promoting safe and healthy communities by improving public facilities and upgrading infrastructure, and supporting neighborhood revitalization efforts and meets the HUD national objective of aiding the prevention or elimination of slum or blight.

158
Item13.

Attachment “3”

Map of CDBG Eligible Census Blocks

159
Item13.

STAFF REPORT

June 25, 2025
File Number 0110-20

SUBJECT

FIRE DEPARTMENT EMS PROGRAM ANALYSIS, AMBULANCE TRANSPORTATION FEE STUDY, COMMUNITY RISK ASSESSMENT: STANDARDS OF COVERAGE STUDY

DEPARTMENT
Fire Department

RECOMMENDATION
Request the City Council receive and file the Fire Department's Standards of Coverage Study as presented by AP Triton and provide direction or feedback
Staff Recommendation: Receive and File (Fire Department: John Tenger, Fire Chief) Presenter: John Tenger, Fire Chief, Kurt Latipow, CEO, AP Triton ESSENTIAL SERVICE – Yes, Fire/EMS Services
COUNCIL PRIORITY –Improve Public Safety

FISCAL ANALYSIS
There is no immediate fiscal impact from receiving and filing the Standards of Coverage Study. However, future recommendations that are implemented as a result of the study may have budgetary implications, which will be brought back to Council for consideration as part of the annual budget process or separate project proposals.

PREVIOUS ACTION
The last Standards of Coverage Study for the Escondido Fire Department was completed in 2000. Based on the findings and recommendations of that study, the City took significant steps to enhance emergency response capabilities. This included the addition of a seventh fire station to improve geographic coverage and response times, as well as the deployment of a third ambulance to address increasing demand for emergency medical services. These actions have played a key role in supporting the department’s ability to meet service expectations over the past two decades.

160
Item14.

BACKGROUND
The Escondido Fire Department retained AP Triton to perform a comprehensive EMS Program Analysis, Ambulance Transportation Fee Study, Community Risk Assessment ( “CRA”) Standards of Coverage (“SOC”) Study to assess our current deployment model, response capabilities, and community risk profile.

The study incorporates national best practices for fire service delivery.

The SOC Study provides a detailed evaluation of the department’s ability to meet community expectations and operational performance objectives related to fire suppression, emergency medical services (“EMS”), and special operations.

The studies revealed the following key findings and recommendations:

EMS PROGRAM KEY FINDINGS
 Leadership Capacity is Overextended: EMS oversight is combined with training functions, limiting strategic focus; a dedicated EMS Division Chief is needed.  Improved Dispatch Partnership: Contract with North Comm enhances EMD capabilities and provides opportunity for future tiered response models.

EMS PROGRAM KEY RECOMMENDATIONS:
 Expand EMS Administrative Support with a Division Chief  Strategically Implement an Additional Rescue Ambulance (“RA”)  Strategic Expansion of Ambulance Response Capacity

AMBULANCE TRANSPORTATION FEE STUDY KEY FINDINGS
 Fee Structure Misalignment: Current transport fees were below regional benchmarks and did not reflect true service costs.
 Rising Costs & Workforce Challenges: Wage increases and staffing shortages are putting pressure on EMS sustainability.

AMBULANCE TRANSPORTATION FEE STUDY RECOMMENDATIONS:
 Increase the Charges for Ambulance Transportation Services—IMPLEMENTED  Consider Implementing a First Responder Fee (“FRF”)
 Enhance Documentation and Billing Practices

161
Item14.

CRA-SOC KEY FINDINGS
 Gaps in Infrastructure & Fleet: No active capital or fleet replacement plan is in place—though one was previously developed, it lacked con sistent funding and was frequently used to cover general fund deficits. Fire Stations 2 and 5 require significant maintenance and modernization due to aging infrastructure and deferred capital investment.
 Staffing & Reporting Deficiencies: Insufficient administrative staffing and no formal reporting process for operational performance.
 Performance & Utilization Pressures: Turnout/travel times exceed NFPA guidelines; Engines 131, 132, and 137 have high utilization.

CRA-SOC KEY RECOMMENDATIONS
 Implement an apparatus and light vehicle replacement program for the fire department fleet.  Provide additional administrative staffing and oversight.  Develop a monthly, quarterly, and annual report.
 Increase operational staffing.
 Research the location for an additional station(s).
 Develop a capital program for fire station renovations.

ATTACHMENTS
a) Attachment “1”—Standard of Care Study
162
Item14.

City of Escondido
Fire Department
California
Fire & EMS Study
May 2025
Attachment "1"
163
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
i
Contents
Contents .......................................................................................................................................... i Acknowledgments ........................................................................................................................ v Executive Summary ..................................................................................................................... vi PHASE I: EMERGENCY MEDICAL SERVICES PROGRAM ANALYSIS ................................... 1 EMS System Overview ................................................................................................................... 2 Governance and Lines of Authority ........................................................................................ 2 Foundational Policy Documents ............................................................................................. 3 EMS Budget ................................................................................................................................ 4 Service Delivery ......................................................................................................................... 4 EMS Administration and Medical Direction ............................................................................ 5 Other System Components ...................................................................................................... 5 EMS Program Financial Overview................................................................................................ 6 Escondido Fire Department Budget ........................................................................................ 6 Emergency Medical Services Budget ..................................................................................... 8 EMS Program Management Components ................................................................................ 13 Management Overview ......................................................................................................... 13 EMS Program Staffing & Personnel ............................................................................................. 16 Administrative Support Staffing .............................................................................................. 17 Operational Staffing Levels .................................................................................................... 17 Emergency Communications Center ................................................................................... 18 Staff Scheduling Methodology .............................................................................................. 19 Development & Mentorship ................................................................................................... 20 Firefighter/EMS Staff Distribution ............................................................................................ 21 EMS System Support Programs ................................................................................................... 24 Ambulance Deployment and Resource Allocation ........................................................... 24 Supply Chain Management .................................................................................................. 24 Vehicle Maintenance and Readiness .................................................................................. 24 Communication Infrastructure ............................................................................................... 25 Facility Logistics ........................................................................................................................ 25 Medical Control and Oversight ............................................................................................. 25 Quality Assurance/Quality Improvement ............................................................................. 27 System Integrity & Credentialing ........................................................................................... 27 Public Education ..................................................................................................................... 28 Community Health Programs ................................................................................................. 29 Training & Continuing Education ........................................................................................... 31 EMS & Ambulance Transport ...................................................................................................... 33 Ambulance Service Overview ............................................................................................... 33 Attachment "1"
164
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
ii

EMS Service Delivery & Performance ........................................................................................ 44 Research Information.............................................................................................................. 44 EMS Service Demand .............................................................................................................. 45 Spatial Analysis ........................................................................................................................ 52 Reliability Study ........................................................................................................................ 57 Response Performance .......................................................................................................... 61 Incident Data Issues ................................................................................................................ 64 Call Processing ......................................................................................................................... 66 Turnout Time ............................................................................................................................. 67 Distribution & Initial Arrival Unit Travel Time ........................................................................... 68 First Arriving Unit Response Time ............................................................................................. 69 Total Response Time ................................................................................................................ 70 Population Growth Projections & Future EMS Service Demand ............................................. 71 EMS Program Findings & Observations ..................................................................................... 76 Key Findings & Observations .................................................................................................. 76 EMS Program Recommendations .............................................................................................. 78 EMS Program Short- and Mid-Term Strategies Overview .................................................... 78 EMS Program Long-Term Strategies Overview ..................................................................... 79 Detailed EMS Program Recommendations .......................................................................... 80 PHASE II: AMBULANCE TRANSPORTATION FEE STUDY ..................................................... 89 Ambulance Transportation Services Overview........................................................................ 90 Ambulance Transportation Services Cost Analysis ................................................................. 93 Personnel Cost Analysis ........................................................................................................... 93 Equipment and Supplies Cost Analysis ................................................................................. 93 Vehicle Cost Assessment ........................................................................................................ 94 Technology and Support Services Evaluation...................................................................... 95 Liability Cost Analysis ............................................................................................................... 96 Total Cost Summary ................................................................................................................ 97 Ambulance Fee Study Considerations ..................................................................................... 98 Fee Structure Methodologies ................................................................................................. 98 Current Cost Recovery Policies .............................................................................................. 98 Fee Amounts ............................................................................................................................ 99 Collections Processes ............................................................................................................ 102 Current EMS Fees ................................................................................................................... 108 Value of the Current System ................................................................................................ 108 Fee Survey .............................................................................................................................. 109 Five-Year Revenue Projections ............................................................................................ 110

Attachment "1"
165
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
iii

Key Findings ............................................................................................................................... 113 Strategies & Recommendations .............................................................................................. 114 Ambulance Services Options & Strategies ......................................................................... 114 Additional Cost Recovery Opportunities & Strategies ...................................................... 115 Other Recommendations .................................................................................................... 117 PHASE III: COMMUNITY RISK ASSESSMENT-STANDARDS OF COVER............................ 119 Community Overview ............................................................................................................... 120 City of Escondido .................................................................................................................. 120 San Diego County ................................................................................................................. 121 Department Overview .............................................................................................................. 123 History of the Escondido Fire Department .......................................................................... 123 Financial Review ....................................................................................................................... 131 Escondido Fire Department Budget .................................................................................... 131 Capital Facilities & Equipment ................................................................................................. 135 Capital Facilities and Apparatus ......................................................................................... 135 Capital Apparatus & Equipment ......................................................................................... 146 Apparatus Maintenance & Replacement Planning ......................................................... 151 Description & Review of Services Provided ............................................................................ 155 Emergency Medical Services .............................................................................................. 157 Fire Suppression ..................................................................................................................... 157 HazMat Responses ................................................................................................................ 157 Technical Rescues ................................................................................................................. 158 Vehicle Extrication ................................................................................................................. 158 Critical Tasking Analysis ......................................................................................................... 158 Community Characteristics ..................................................................................................... 178 Demographics ....................................................................................................................... 178 Additional Demographics .................................................................................................... 182 Environmental Risks ................................................................................................................... 191 Weather Conditions .............................................................................................................. 191 Physical Hazards ....................................................................................................................... 198 Critical Infrastructure................................................................................................................. 205 Land Use ..................................................................................................................................... 219 Physical Assets Protected ......................................................................................................... 222 Structural Risks ........................................................................................................................ 222 Risk Classification ...................................................................................................................... 233 Risk Assessment Methodology ............................................................................................. 233 Probability .............................................................................................................................. 235 Consequence ........................................................................................................................ 235 Impact .................................................................................................................................... 236 Attachment "1"
166
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
iv

Fire Response ......................................................................................................................... 237 Emergency Medical Services Response ............................................................................. 238 Technical Rescue Response ................................................................................................ 239 Hazardous Materials Response ............................................................................................ 240 Wildland Fire Response ......................................................................................................... 241 Comparison of Fire Risks in Other Communities .................................................................... 242 Fire Loss ................................................................................................................................... 242 Historical System Performance ................................................................................................ 244 Service Demand .................................................................................................................... 244 Temporal Analysis .................................................................................................................. 248 Spatial Analysis ...................................................................................................................... 252 Resource Distribution ............................................................................................................. 257 Response Reliability ............................................................................................................... 263 Response Performance Analysis .......................................................................................... 268 Projected Population Growth & Future Service Demand ...................................................... 278 Population Growth Projections ............................................................................................ 278 Service Demand Projections ................................................................................................ 279 Community Expectations & Performance Goals ................................................................... 282 Emergency Medical Services .............................................................................................. 284 Performance Goals ............................................................................................................... 285 Plan Overview............................................................................................................................ 287 Records Management Systems ........................................................................................... 287 Quality Control of Data ........................................................................................................ 288 CRA-SOC Findings & Recommendations ............................................................................... 290 Findings ................................................................................................................................... 290 Recommendations ............................................................................................................... 291 Appendix A: Risk Classifications ............................................................................................. 296 Fire ........................................................................................................................................... 296 EMS Risks ................................................................................................................................. 296 Technical Rescue .................................................................................................................. 297 Hazardous Materials .............................................................................................................. 298 Wildland Urban Interface ..................................................................................................... 299 Appendix B: Strategic Partners—Stakeholder Interviews ..................................................... 300 Introduction to the Stakeholder Interviews ........................................................................ 300 Appendix C: Community Survey Results ................................................................................ 317 Topics Covered ..................................................................................................................... 317 Description of Question Types .............................................................................................. 318 Key Findings ........................................................................................................................... 319 Key Recommendations ........................................................................................................ 320 Appendix D: Table of Figures ................................................................................................... 342 Attachment "1"
167
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
v

And thank you to each of the Firefighters, Engineers,
Captains, Battalion Chiefs, and support staff who daily serve the citizens and visitors of the City of Escondido and the surrounding communities they serve.

Acknowledgments
AP Triton wishes to extend its sincere appreciation to each of those individuals whose contributions and assistance made this project possible.

City of Escondido
Dane White
Mayor
Consuelo Martinez
Deputy Mayor
Christian Garcia
Councilmember
Joe Garcia
Councilmember
Judy Fitzgerald
Councilmember
Sean McGlynn
City Manager
Christine Holmes
Director of Finance
City of Escondido Fire Department
John Tenger
Fire Chief
Jeff Sargis
Deputy Chief
Tyler Batson
Division Chief
Laura Costello
Admin. Services Manager
LaVona Koretke
Deputy Fire Marshal
Britt Matthews
Battalion Chief
Brian Salazar
Battalion Chief
Kevin Beverly
Battalion Chief
Jeff Murdock
Disaster Manager

Our sincere appreciation is extended to each of you!
Attachment "1"
168
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
vi

Executive Summary
The Escondido Fire Department (EFD) is a well-established, all-hazards response agency with a proud history dating back to the 1890s. It has evolved from a volunteer organization into a modern, professionally staffed department delivering fire suppression, emergency medical services (EMS), rescue operations, fire prevention, and public education to the growing community of Escondido, California.

As of January 2024, the City of Escondido serves a population of approximately 150,000, with a projected 46% increase in service demand by 2035. The EFD operates from seven fire stations, deploying eight frontline apparatus and one command unit across three shifts.

Despite its operational efficiency, the department's staffing ratio of 0.64 firefighters per 1,000 residents falls below national benchmarks, with certain apparatus and units experiencing high utilization rates that contribute to personnel fatigue and strain on service delivery.

The EFD is organized into four divisions—Fire Operations, Fire Prevention, Administration, and Training/EMS—under the leadership of the Fire Chief. From FY 2019 to FY 2023, the department’s total expenditures grew from $25.4 million to $30.9 million, driven primarily by personnel costs, which account for 87% of the budget. Ambulance transport revenue, managed by Wittman Enterprises, has grown significantly, although the payer mix has shifted toward Medi-Cal, indicating financial pressure on EMS cost recovery.

The department’s facilities are generally in good condition, though Fire Stations 2 and 5 require significant upgrades. A long-term capital improvement and maintenance plan is needed to preserve infrastructure and support operational readiness. Fleet condition is a critical concern, with eight of thirteen frontline engines and all reserve fire apparatus rated as “Poor.” NFPA guidelines recommend replacement of aging units, and the development of a structured fleet replacement program is essential.

Community risk indicators—including higher-than-average rates of disability, poverty, limited English proficiency, and uninsured residents—underscore the need for accessible, equitable emergency services. Environmental risks such as wildfires, earthquakes, drought, and flooding further complicate Escondido’s risk profile, requiring sustained all-hazards preparedness and mitigation efforts.

Attachment "1"
169
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
vii

From 2019 to 2023, EFD experienced an 11% increase in total calls, including a 66% rise in fire incidents. While most areas of the city are within NFPA-recommended response times, gaps remain, particularly in turnout time and effective response force (ERF) availability during periods of high call concurrency. Station reliability also varies significantly, with some units unable to meet local demand consistently.

In conclusion, while the Escondido Fire Department provides essential, high-quality emergency services to the community, growing service demand, aging infrastructure, under-resourced apparatus, and key staffing challenges highlight the need for strategic investments. Addressing these issues through targeted capital improvements, fleet modernization, personnel expansion, and data-driven planning will ensure continued safety, resilience, and operational effectiveness in the years ahead.

Attachment "1"
170
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
1 PHASE I: EMERGENCY MEDICAL

SERVICES PROGRAM ANALYSIS
Attachment "1"
171
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
2 EMS System Overview
The Escondido Fire Department (EFD) is an all-hazard organization that responds to all types of human-caused and naturally occurring emergencies. EFD’s Emergency Medical Services (EMS) system is a vital component of the city’s public safety and healthcare delivery, working alongside hospitals, law enforcement, and public health services to provide life-saving care to the community. The EMS system provides pre-hospital care and transportation to the residents and visitors of Escondido. EFD is part of the greater San Diego County EMS system, which provides emergency medical care to residents and visitors of the region.

Today, the department operates seven fire stations staffed by highly trained professionals who respond to over 14,000 calls for service annually. The EFD operates five ambulances staffed with paramedics and EMTs and responds to 9-1-1 calls for medical emergencies.

The EFD also has seven fire engines and a truck equipped with advanced life support (ALS) capabilities and can provide first response and patient stabilization.

The EFD works with other fire agencies, communication centers, and hospitals to ensure the timely and coordinated delivery of EMS services. The EFD follows the medical oversight and protocols of the San Diego County EMS Office, which is the county’s designated Local EMS Agency (LEMSA).

Governance and Lines of Authority
The EFD provides EMS to the residents and visitors of Escondido, California. The EFD provides local EMS system oversight and regulation and operates under the medical oversight and coordination of the San Diego County EMS Office, which is the Local EMS Agency (LEMSA) designated by the Board of Supervisors. In addition to the LEMSA, the North Zone Medical Directors oversee the North San Diego County agencies. The EFD is part of the San Diego County EMS system, which includes communication centers, first responders, ambulance providers, air rescue and air ambulance programs, and a network of hospitals that offer specialized services.

Attachment "1"
172
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
3 Local management responsibilities of the EFD’s EMS system fall under the leadership of an administrative division chief, who also oversees EFD’s training division and is supported by a battalion chief. In addition to the division chief, EFD employs a full-time EMS coordinator who manages the daily operations and administration of the EMS system and liaisons with other agencies and stakeholders. EFD contracts with the North Zone Medical Directors to coordinate with all North Zone agencies, including Escondido. EFD pays a base percentage fee for this service, totaling between $18,000 and $19,000 annually.

Foundational Policy Documents
The foundational policy documents for the EFD’s EMS system encompass a range of protocols and guidelines that ensure the delivery of efficient and effective emergency medical services. These documents typically include operational procedures, response strategies, training requirements, and quality assurance measures. They serve as the backbone for the department’s paramedic and ambulance services, guiding the actions of EMS personnel in various emergency scenarios. Additionally, these policies are periodically reviewed to adapt to new challenges and incorporate advancements in emergency medical care.

The foundation policy documents for the EFD’s EMS system are:
• The EMS Protocols specify the clinical guidelines and procedures for assessing, treating, and transporting patients by the EMS personnel. • The EMS Policies and Procedures define the operational rules and expectations for the EMS personnel and address various aspects of the EMS system, such as safety, communication, documentation, equipment, quality improvement, etc.

These documents are reviewed and updated periodically to ensure that they reflect the best current practices and standards of care in EMS to meet the community’s needs and expectations.

Attachment "1"
173
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
4 EMS Budget
The EFD’s EMS Operating budget is critical in ensuring high-quality emergency medical services delivery to the community. Typically, this budget encompasses all costs associated with personnel, training, equipment, and supplies necessary for maintaining readiness and responding effectively to medical emergencies. The allocation of funds is carefully planned to meet the city’s growing demands, though budget constraints often limit the adoption of the latest medical technology and practice advancements. The department’s commitment to fiscal responsibility and operational excellence is reflected in its strategic approach to budgeting, aiming to maximize resource efficiency while maintaining the highest standards of patient care.

Like many cities of similar size and governance, Escondido adopts an annual budget with a fiscal year running from July 1 to June 30 each year. EFD’s budget is divided into several Programs such as Operations, Training, Administration, and EMS. Within the EMS program, funding, medical supplies, pharmaceutical supplies, and professional contracts account for a large portion of expenditures. Funding Programs like Public Provider-Ground Emergency Medical Transportation (PP-GEMT) bring in revenue for the city but are allocated to the City’s general fund.

Since EFD owns and operates its ambulance service, it must account for rising health insurance, maintenance, fuel costs, ambulance replacement costs, and health insurance billing complexities. Finally, EFD contracts with Wittman Enterprises to facilitate its billing for ambulance services. Contracting with third-party vendors such as Wittman Enterprises is common and recommended due to the many billing complexities in the medical insurance industry. EFD pays Wittman 4.5% of net collections, which is customary with other city contracts where Wittman provides billing services.

Service Delivery
The EFD is an all-hazard, all-risk agency renowned for its exceptional Emergency Medical Services (EMS), providing rapid and skilled response to medical emergencies within the community. Well-equipped fire engines, a truck company, and ambulances staffed with highly trained personnel ensure that critical care is available. The EMS teams work closely with local hospitals to provide seamless patient transitions from on-site care to hospital- based treatment. Continuous training and adherence to the latest protocols in emergency medicine enable the EFD to maintain high service delivery standards, reflecting their commitment to safeguarding the health and well-being for all of Escondido’s residents.

Attachment "1"
174
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
5 The EFD responds from seven fire stations strategically located throughout the city, providing service to over 150,000 residents within approximately 48 square miles. With 36 members on duty each day, the department staffs seven ALS-equipped fire engines, one BLS-equipped truck company, five ALS-equipped ambulances, and one battalion chief.

EFD provides ALS-level ground emergency medical transport (GEMT), with Mercy Air and Reach Air providing rotary wing (helicopter) air medical transport. Should the need arise, automatic aid is provided by the surrounding agencies.

EMS Administration and Medical Direction
The EFD’s EMS administration ensures that emergency medical services are delivered efficiently and effectively. With a dedicated team of professionals, the department oversees the coordination of medical protocols, training programs, and quality assurance processes. Medical direction is provided by experienced physicians who guide clinical practices, ensuring that the highest standards of patient care are met. They work closely with paramedics and EMTs to develop comprehensive emergency response strategies that address the community’s unique needs. The collaboration between administrative leaders and medical directors is pivotal in fostering an environment of continuous improvement and excellence in pre-hospital emergency care.

Other System Components
In coordination with the Escondido Police Department, EFD has nine firefighter/paramedics who support the police department as Tactical EMS (TEMS) Paramedics. TEMS paramedics are specialized healthcare professionals who render critical medical care during high- threat law enforcement operations where traditional EMS and fire services cannot safely respond. These individuals undergo rigorous training to work alongside SWAT teams, providing immediate on-site medical support during training exercises and actual deployments. Their role is vital in situations such as active shooter incidents, where they must deliver emergency medical care in hostile and unpredictable environments. Tactical Paramedics are equipped to handle various medical emergencies, from trauma injuries to life-saving interventions, often under extreme conditions that require a unique blend of medical expertise and tactical awareness. The evolution of tactical medicine has been shaped by historical military experiences and the need for rapid, effective medical response during law enforcement operations, leading to improved survival rates in situations where every second counts.

Attachment "1"
175
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
6 EMS Program Financial Overview
Escondido Fire Department Budget
The City of Escondido operates on a July 1 through June 30 Fiscal Year. Each May, the City Manager submits a proposed budget to the City Council; the City Council holds budget hearings in June and adopts the final budget prior to June 30. In addition to the annual operating budget, the City adopts a Five-Year Capital Improvement Program. Funds are appropriated for the plan’s first year, with years two through five included for planning purposes. Funds are appropriated on a project basis and are carried over until expended or the project is closed.

The City’s General Fund supports the EFD’s operations. Actual revenues and expenses, grouped by major category, for Fiscal Year (FY) 2019 through FY 2023 are shown in the following figure.

Attachment "1"
176
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
7 Figure 1: Escondido Fire Department Actual Revenue and Expenses (FY 2019–FY 2023) Revenue/Expenses 2019
Actual
2020
Actual
2021
Actual
2022
Actual
2023
Actual
Plan Check/Permits $330,447 $385,038 $421,381 $483,144 $302,614 Fire Fees (Rincon) 2,228,659 2,248,224 2,199,249 2,449,082 2,573,360 GEMT/QAF 335,061 194,615 362,770 (87,606) 401,108
Ambulance Fees 6,052,181 6,685,927 6,175,945 6,312,556 7,936,455 Mutual Aid/Other 1,055,327 431,853 1,235,245 1,069,300 653,622 TOTAL REVENUE: $10,001,675 $9,945,657 $10,394,590 $10,226,476 $11,867,159 Salaries & Wages 10,697,733 11,135,343 11,583,681 11,921,237 12,652,486 Benefits 6,942,093 7,746,858 8,515,345 9,165,428 9,732,463 Overtime 4,491,730 3,758,185 4,214,300 4,916,020 4,583,629 Total Salaries & Benefits: $22,131,556 $22,640,386 $24,314,326 $26,002,685 $26,968,578 Equipment & Supplies 931,337 711,821 787,021 891,802 1,197,744 Services 570,996 581,763 583,871 647,928 1,271,360
Utilities 234,537 242,713 253,721 293,010 400,447
Total Maintenance & Ops $1,736,870 $1,536,297 $1,624,613 $1,832,740 $2,869,551 Capital Outlay $31,870 $93,744 — $34,402 $115,954
Internal Services $2,318,765 $2,300,930 $1,848,320 $2,378,570 $3,322,130 Allocations Out ($745,780) ($853,734) ($1,648,101) ($857,000) ($2,362,632) TOTAL EXPENSES: $25,473,381 $25,717,623 $26,139,158 $29,391,397 $30,913,581

Ambulance fees are EFD’s largest source of revenue, totaling nearly $8 million in FY 2023.

EFD’s contract with the Rincon Fire District also generated over $2.5 million in revenue in FY 2023. Total revenues for EFD were over $11.8 million in FY 2023, an increase of 18% from FY 2019.

Personnel costs (under $27 million) account for 87% of all EFD expenses. Other significant costs include maintenance and operations ($2.8 million in FY 2023) and internal services charges, including fleet, technology, and insurance ($3.3 million in FY 2023). Total actual expenses have increased from $25.4 million in FY 2019 to $30.9 million in FY 2023, an increase of 21%.

Attachment "1"
177
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
8 Emergency Medical Services Budget
The following Figure 2, displays actual revenue and expenses for EFD’s Emergency Medical Services (EMS) Program from FY 2019 through FY 2023. While actual revenues were derived directly from reports provided by EFD, most expenses are not tracked at the division or program level. This required AP Triton to develop and apply various allocation methodologies to build a comprehensive EMS budget with input from EFD.

EMS personnel costs were derived from the annual budget reports supplied by EFD and EFD’s annual Ground Emergency Medical Transportation (GEMT) Program’s cost reports.

These sources provided the number of FTEs involved in providing EMS for the EFD and the costs of salaries and benefits associated with each. Constant staffing/overtime costs for each year were calculated by multiplying the total constant staffing amount by the EMS Firefighter/Paramedics ratio to the total number of constant staffing positions.

Maintenance and Operations costs, such as equipment, supplies, and contractual services, are recorded at the program level and derived directly from EFD’s reports.

Internal services costs include fleet, telecommunications, radio communications, network and systems administration, and insurance, which are recorded at the departmental level.

Therefore, the following allocation methodologies were used: Fleet costs were calculated by identifying the cost of each EMS vehicle from department-wide reports that showed the cost of maintenance, fuel, repairs, and other services provided to all EFD vehicles; Telecommunications, Network & Systems Administration, and Insurance costs were all applied based on the proportion of EMS FTEs to total EFD FTEs; and Radio Communications charges were applied based on the proportion of EMS vehicles to total EFD vehicles.

Attachment "1"
178
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
9 Figure 2: Emergency Medical Services Budget (FY 2019–FY 2023) Revenue/Expenses 2019
Actual
2020
Actual
2021
Actual
2022
Actual
2023
Actual
Ambulance Fees $6,052,181 $6,685,927 $6,175,945 $6,312,556 $7,936,455 GEMT/QAF 335,061 194,615 362,770 (87,606) 401,108
TOTAL REVENUE: $6,387,242 $6,880,542 $6,538,715 $6,224,932 $8,337,564 Salaries & Wages 3,878,702 3,851,416 4,313,887 4,502,138 4,712,350 Benefits 1,525,681 1,624,121 1,854,339 1,759,264 1,882,654 Overtime 2,168,017 1,806,870 2,166,716 2,347,063 2,020,636 Other Pay 295,053 266,143 269,458 269,458 286,515
Total Personnel Costs: $7,867,453 $7,548,550 $8,604,400 $8,877,923 $8,902,155 Total Maintenance
and Operations $646,903 $686,641 $766,716 $816,648 $1,308,950 Internal Services $410,328 $393,226 $409,796 $461,274 $615,865 TOTAL EXPENSES: $8,924,684 $8,628,417 $9,780,912 $10,155,845 $10,826,970

EMS revenue is comprised of ambulance transport fees and GEMT/GEMT Quality Assurance Fees (QAF) and totaled over $8.3 million in FY 2023, an increase of $2 million (30%) since FY 2019.

Personnel costs account for approximately 82% of the EMS budget and total $8.9 million in FY 2023. Maintenance and Operations costs were $1.3 million in FY 2023; major cost drivers were EMS Supplies ($335,903) and GEMT/Intergovernmental Transfer (IGT) costs ($817,706).

Attachment "1"
179
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
10 EMS Fees
EMS fees were analyzed and updated as part of the Ambulance Transportation Fee Study conducted by AP Triton. This comprehensive analysis evaluated the department’s fee structure in relation to service costs, regional benchmarks, and cost recovery objectives. As a result of the study, updated fee recommendations were implemented to better reflect the true cost of service delivery. For further details, please refer to the Ambulance Transportation Fee Study (2025).

Billing and Collections
Wittman Enterprises (Wittman) has a contract agreement with EFD to provide medical billing and collection services for ambulance transport and related services. Under the agreement, Wittman provides the following billing services, prepares all invoices; gathers insurance information from the patient; prepares invoices and electronically conveys them to Medicare and Medi-Cal fiscal intermediaries; bills all secondary and coinsurance billing; bills private insurance, supplemental insurance, and Workers’ Compensation according to specific requirements—Wittman contacts patients with claims aging over 45 days for payment arrangements over the telephone. Follow-up continues until payment in full is received or the City dismisses the account to an outside collection agency. Wittman coordinates the receipt of payments and deposits monies daily into the City of Escondido’s bank account and provides detailed electronic notifications. Additionally, Wittman performs month-end closing procedures that result in monthly financial reports.

Under the contract agreement, EFD pays Wittman 4.5% of net collections for transports, not exceeding $275,000 annually.

Attachment "1"
180
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
11 Annual EMS Billing Summary
EFD and Wittman provided annual billing information on a calendar year basis. Figure 3, below, shows this information from 2019 through 2023.

Figure 3: Annual EMS Billing Summary
2019 2020 2021 2022 2023
Charges $21,159,066 $18,854,609 $20,521,416 $21,124,393 $21,787,061 Write Downs 12,870,999 11,868,699 12,717,997 13,176,927 10,492,296 Net Charges 8,288,067 6,986,910 7,803,419 7,947,466 11,294,765 Payments 6,181,093 5,890,702 6,172,409 5,968,699 8,050,235 Refunds 58,404 49,731 125,269 76,284 34,243
Net Payments $6,122,689 $5,840,971 $6,047,140 $5,892,415 $8,015,992 Bad Debt Write-Off 1,740,389 1,472,582 1,450,027 1,205,424 2,689,552 Adjustments (43,515) (53,980) (84,131) (144,095) (97,778) New Balance A/R 3,566,820 3,185,197 3,407,317 4,112,850 4,604,293

From 2019 to 2023, total charges increased from $21,159,066 to $21,787,061. After a significant reduction in 2020, charges began to increase steadily. Net payments represent the ambulance transport revenue EFD received after write-downs and refunds. This amount has also steadily increased. In 2019, net payments were $6,122,689, and $8,015,992 in 2023, an increase of 30%. At the end of the calendar year 2023, the accounts receivable amount was just over $4.6 million.

Payer Mix
The payer mix includes four primary entities that account for most of the transport reimbursement. These payers are Medicare, Medi-Cal, private commercial insurance, and private pay.

Medicare is the primary healthcare coverage for individuals over 65. Medi-Cal, a component of the federal Medicaid program, provides coverage for specific qualified individuals and families, primarily those with incomes at or below 138% of the national poverty level. Commercial insurance is most commonly associated with employer- provided benefits but may also be purchased independently. Finally, private pay refers to individuals who do not have insurance coverage.

The payer mix for EFD from 2019 through 2023 is shown in the following figure, derived from information provided by Wittman and EFD.

Attachment "1"
181
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
12 Figure 4: Payer Mix Percentages for EFD (2019–2023)
Payer 2019 2020 2021 2022 2023
Medicare 53% 52% 51% 55% 54%
Medi-Cal 27% 29% 30% 26% 26%
Commercial Insurance 13% 12% 12% 10% 10%
Private Pay 7% 7% 7% 9% 10%
Totals 100.00% 100.00% 100.00% 100.00% 100.00%
Attachment "1"
182
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
13 EMS Program Management Components
Management Overview
Effective EMS program management is crucial for fire departments, and the EFD is no exception. It involves a comprehensive approach that includes several key components:
coordination of EMS functional areas, public access, Automated External Defibrillator (AED) programs, inter-agency EMS collaboration, and continuous training and education for personnel. An administrative Division Chief and EMS Program Coordinator oversee these components, ensuring that paramedic and ambulance services are delivered as efficiently and effectively as the department is able. This coordination is essential for maintaining high standards of emergency medical care and successfully integrating EMS services within the broader emergency response framework of San Diego County. This includes communication centers, first responders, and a network of hospitals providing specialized care. The EFD’s commitment to excellence in EMS program management is reflected in its detailed record-keeping and administration practices, including pre-hospital run sheets, controlled substance inventory, and employee immunization records.

The Emergency Medical Services (EMS) Division has administrative and operational responsibility for designing and delivering all EMS system activities, including certifying all uniformed personnel. In addition to operational oversight, the Division is responsible for training and certifying all personnel and ensuring services are delivered per adopted standards.

The EMS Division Chief and EMS Coordinator assist with EMS administrative duties. EFD is an approved continuing medical education (CME) provider and schedules monthly CME training in accordance with local laws and state statutes.

Mission and Vision Statements
EFD has adopted the following mission statement:
“The mission of the Escondido Fire Department is to serve the public and to safeguard the community from the impact of fire, medical, and environmental emergencies through education, emergency services, and enforcement.”
EFD’s vision encompasses a proactive approach to fire prevention and response, ensuring that the safety and well-being of Escondido’s residents are paramount. The EFD strives to deliver professional and courteous service that exceeds the expectations of those it serves through its apparatus, facilities, and highly trained and dedicated personnel.

Attachment "1"
183
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
14 The Emergency Medical Service Authority of California (EMSA) mission statement is: “EMSA is responsible for the equitable coordination, administration, and integration of the statewide emergency medical services system to reduce suffering and save lives throughout California.”
EMSA’s vision is: “EMSA envisions an equitable, effective, and innovative emergency medical services system throughout California that delivers optimal patient-centered care.”
The mission statement of the County of San Diego EMS Office (LEMSA) is: “Provide coordinated, sustainable, and equitable fire protection and emergency medical services to save lives, protect property, and promote the highest quality of living.”1 The LEMSA’s Vision Statement is: “San Diego County will have the finest system of fire protection and emergency medical care through regional leadership, collaboration, and innovation.”
Essentially, the Mission, Vision, and Values outlined earlier in this report by EFD are in harmony with those of the local EMSA and the State EMSA, all of which aim to deliver professional and timely services to their respective communities.

Planning and Goals
The Escondido Fire Department has embarked on a deep dive into every aspect of their organization. They have committed to analyzing their EMS Operations (this report), Community Risk Assessment (CRA), and Standards of Cover (SOC). The last SOC completed in 2002 lacks current information that is crucial to ensure the organization is equipped and prepared for current conditions. Additionally, this will be the first year they provide a Strategic Plan document to serve as a roadmap to future goals and objectives.

EFD sets goals by division, outlining target dates, lead personnel or groups, and status updates. These goals provide clear guidance and details, and are monitored and updated monthly. In EMS, for example, goals include purchasing narcotics tracking software and replacing keypads on narcotics safes.

1 https://www.sandiegocounty.gov/content/dam/sdc/ems/plans/CoSD%20EMS%20Office%20Strategic%20Plan% 202023-2027.pdf.

Attachment "1"
184
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
15 EFD has identified the following critical issues:
• First critical issue: Budget/Finance
• Second critical issue: Employee Health and Wellness
• Third critical issue: Staffing levels
• Fourth critical issue: Infrastructure
• Fifth critical issue: Succession planning
Records Management
Comprehensive documentation of activities is critical to ensuring the safe, effective, and efficient delivery of emergency services. Quality data is required to ensure sound management decisions and support the department’s effective and efficient operation. In addition, proper recordkeeping is essential to ensure compliance with legal, regulatory, and industry best practices.

EFD utilizes the ImageTrend records management system (RMS) to document EMS incident response data. Multiple computers are available in the fire stations; each apparatus is assigned a tablet and can access the RMS for documentation.

A specific city government process is in place for all public records requests. Documents may be accessed and viewed via the city’s online services website.

Document Control & Security
EMS agency facilities, equipment, and medications represent a significant investment of public tax dollars and require proper security. Properly securing an organization’s records is also critical for compliance with legal and regulatory mandates.

Fire station security depends on each station’s location. Fire and EMS units co-located at agency fire stations are secured by keypad combination locks. Administrative staff offices have lockable doors, which are utilized along with computer locking methods required by City IT policy.

Fleet operations apparatus is secured inside fire stations except for take-home vehicles assigned to administrative officers, which use typical key locks. Hard copy files, personnel files, and confidential medical information are secured in locked offices. City IT employees back up electronic computer files.

Attachment "1"
185
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
16 EMS Program Staffing & Personnel
The following section outlines the EFD’s current staffing levels and their relevance to EMS delivery. Any staffing recommendations based on this review will be in the Recommendations section of this report.

The size and structure of a fire department’s staff depend on their specific needs. These must directly correlate to the community’s needs and funding capacity, and a structure that works for one department may not necessarily work for another. EFD’s staffing is critical to delivering safe and efficient services as an all-hazard emergency response department.

Several national organizations recommend standards to address staffing issues. The Occupational Safety & Health Administration (OSHA) Respiratory Protection Standard and National Fire Protection Association (NFPA) Standard 1710 are frequently cited as authoritative documents. The Center for Public Safety Excellence (CPSE) publishes benchmarks on the number of personnel recommended on the emergency scene for various risk levels. The staffing and personnel needs depend heavily on the type of system, call volume, and overall needs of the department and community.

Organizations must commit to consistency, fairness, safety, and growth opportunities. These values will be the foundation of the overall organizational culture. As organizations grow, there are always challenges. Leadership and staff will face ambiguity, an environment of change, and the need for collaboration. Creating a positive culture is an opportunity to build a long-term sustainable organization.

One essential component of a healthy organization is balancing administration, support staff, and operational resources. This EMS Study and Analysis will review the current ratio for each part of the organization and provide recommendations for a combined staffing model. Staffing considerations could improve service delivery. This process will evaluate various organizational charts and provide a framework for future staffing.

Attachment "1"
186
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
17 Administrative Support Staffing
The following figures illustrate the non-uniformed and uniformed administrative support staffing. All these positions were funded as of FY 2023–24.

Figure 5: Non-Uniformed Administrative Support Staffing Position Title FTE Hours
Worked/Week
Work
Schedule
Administrative Assistant 1 30 hours 3/4 time
Office Manager 1 40 hours Full-time
Administrative Coordinator 1 40 hours Full-time
Permit Technician 1 40 hours Full-time
Total: 4

Figure 6: Uniformed Administrative & Support Staff
Position Title FTE Hours
Worked/Week
Work
Schedule
Fire Chief 1 40 hours Full-time
Deputy Chief 1 40 hours Full-time
Division Chief 1 40 hours Full-time
Fire Inspectors 5 40 hours Full-time
Department Specialists 2 20 hours Part-time
EMS Program Coordinator 1 40 hours Full-time
Total: 10

Operational Staffing Levels
Organizational success is based on a safe working environment, equitable treatment, the opportunity for input, and recognition of the workforce’s commitment and sacrifice.

Organizational priorities should correlate to the community. This section overviews EFD’s current staffing configuration, particularly in delivering EMS.

The operational staff is typically the face of any fire service organization due to its increased interaction with the citizens they serve. This group is involved with nearly every facet of the organization’s operations.

Attachment "1"
187
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
18 For EFD, this includes fire suppression, emergency medical response, technical rescue, vehicle equipment extrication, fire investigations, fire safety inspections, public education, burn permits, building plan reviews, and hazardous materials response.

The following figure summarizes EFD’s budgeted operations staff positions. This includes full- time and part-time employees who are primarily assigned to provide emergency services at the operational level.

Figure 7: Uniformed Operational Staff
Position Title FTE
Division Chief (Counted in Uniformed Administrative) 1
Battalion Chief 3
Captains 24
Engineer/Apparatus Operators 24
Firefighter/Paramedics 42
EMS Single-Role Paramedic/EMT 15
Total: 108

Emergency Communications Center
Until April 2024, EFD managed its own emergency communications center before contracting the service to the North County Dispatch Joint Powers Agreement (North Comm). North Comm is responsible for providing administrative oversight to the Emergency Communications Center (ECC). North Comm handles all 911 calls and dispatches fire and medical units to Escondido and several surrounding San Diego County agencies. North Comm dispatchers undergo extensive emergency medical dispatcher (EMD) training through the International Academy of Emergency Dispatchers (IAED). Being EMD certified is a value-added service where dispatchers can coach 911 callers to initiate life-saving measures until fire-based EMS resources and personnel arrive and take over patient care.

Attachment "1"
188
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
19 Staff Scheduling Methodology
Staff scheduling refers to creating a schedule for employees to work, including determining the days and times each employee will work and their tasks and duties. There are several different staff scheduling methodologies that organizations can use, including:
• Fixed schedule
• Rotating schedule
• Flexible schedule
• On-call scheduling
• Part-time scheduling
The current staff scheduling uses fixed shifts when dealing with fire and EMS resources. EFD staffs seven fire stations, housing seven engine companies, one truck company, and five rescue ambulances. Each fire station has one fire engine, and the truck company is located at Station 1. The department has several apparatuses that are cross staffed (CS).

For example, some stations house a patrol unit, a brush unit, or a Type 3 OES unit; in this case, the staff at that station CS the apparatus.

EFD staffs seven fire stations 24 hours daily, every day of the year, with a minimum of one Battalion Chief, eight Captains, eight Engineers, 14 Firefighters/paramedics, and five non- safety EMTs. With minimum staffing, EFD provides at least three members per fire engine, four members on the truck company, which is equipped and staffed to provide ALS care with firefighter/paramedics, and one firefighter/paramedic and one non-safety EMT on each of the five rescue ambulances. EFD utilizes a three-shift system, A-Shift, B-Shift, and C- Shift; the shifts work what is referred to as a 4, 4, and 6 schedule on a 24-day FLSA cycle.

Shifts begin at 8:00 a.m. and end at 8:00 a.m. the following day.

Many departments nationwide are dealing with increased call volumes with similar staffing.

In November 2021, the Fire Chief of Wausau County, Wisconsin, Bob Bartek , went in front of city officials to ring the alarm bells. “The public needs to be aware of the weaknesses inside the Wausau Fire Department,” he said. In 2020, the department received 6,318 calls, compared to 2,138 in 1970. But over that same period, the department gained only two staff.

Attachment "1"
189
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
20 Fire companies across the country are in similar situations: Workloads are increasing but staff and funding are not. From Wisconsin to San Diego to Virginia, there are not enough firefighters.

This leaves communities vulnerable to fires and other kinds of emergencies. Fire departments have come to serve as crucial EMS first responders. According to the Federal Emergency Management Agency (FEMA), cross -trained firefighters make up 38 percent of EMS first responders in the U.S.

The U.S. Forest Service – which is responsible for managing wildfires on federal lands, which comprise about 8.5% of the total land area of the U.S. – is also warning of dangerously low numbers of firefighters in their ranks. This is deeply worrying. Clima te change has turned “fire season” into “fire years,” said Forest Service Chief Randy Moore in a testimony to the House in the fall. Last year, California had its worst fire season in recorded history. More firefighters are needed not just to contain the f ires but to undertake preventative measures like trimming undergrowth that can mitigate the severity of the blazes once they start.2 No matter which staffing or scheduling methodology an organization uses, it is essential to consider factors such as the organization’s needs, employee preferences, increasing call volumes, and legal or regulatory requirements when creating schedules. It is also encouraged to reevaluate the programs routinely to adapt to industry changes and meet the community’s needs. Peak-hour staffing would be an example of adapting to the community’s conditions.

Development & Mentorship
As stated previously, the personnel are an organization’s greatest asset. A comprehensive training program is a significant factor in ensuring the delivery of safe and effective emergency services. Firefighters, officers, and EMS providers must acquire and maintain appropriate initial training, ongoing training, and continuing medical education (CME) to effectively meet their mission.

Well-trained personnel contribute directly to improved emergency incident outcomes and community services. Without necessary training, personnel and citizens could be exposed to preventable dangers, and the fire department could be liable.

2 www.fireandemsfund.com/fire-departments-face-staffing-shortages/.

Attachment "1"
190
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
21 Setting up the department for future success means investing in the development and training of the individual. EFD currently uses Vector Solutions (formerly Target Solutions) for online training and completes in-person training daily. Probationary firefighters must be basic fire academy graduates, and then EFD facilitates their internal academy once hired.

Probationary firefighters are evaluated daily with routine testing throughout probation. EFD requires skill performance evaluations at all ranks and schedules daily exercises, quarterly multi-company drills, and semi-annual night drills. EFD company and chief officers must complete the 80-hour Blue Card command training, annual refresher training, and simulation lab. EFD recognized that succession planning is crucial for the organization’s ongoing success, as it facilitates engineer and captain academies to prepare future leaders.

In addition to the annual Blue Card refresher training and as an all-hazard department, EFD achieves at least 160 training hours annually. This training covers several topics and specialties, including, but not limited to, incident command, personnel accountability, formal Standard Operating Guidelines (SOG), training safety, special rescue, hazardous materials, wildland firefighting, vehicle extrication, defensive driving, small tools use, and care, radio communications to name a few. According to information gathered from the department, most training for the department is conducted and evaluated at the company level by the company officer.

Keeping current on the newest medical policies and procedures is essential. EMS training follows a minimum standard of 48 hours biannually for paramedics and 24 hours for all EMTs. Various speakers, including fire personnel, video trainers, and EMS educators, perform this training. Currently, the company officer tracks all company-level training daily on Vector Solutions, and the individual tracks all personnel training, mostly dealing with EMS education.

Firefighter/EMS Staff Distribution
The EFD utilizes firefighters for both suppression and EMS rescue functions. The size and complexity of a city can present unique challenges, and Escondido has addressed these by strategically allocating its resources. The department operates seven fire stations, seven engine companies, one truck company, and five rescue ambulances, with additional resources cross-staffed as needed.

The current deployment model prioritizes rapid response by the most qualified personnel.

This approach ensures that highly trained responders arrive quickly at the scene, providing seamless patient care, particularly as EFD operates its own ambulances.

Attachment "1"
191
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
22 First Battalion
The Battalion Chiefs oversee all seven fire stations. EFD is equipped with seven engine companies, one truck company, and five rescue ambulances. Additionally, the following fire apparatus are cross-staffed:
• One patrol unit
• Three brush units
• One Type III OES unit
The following figure illustrates the distribution of these resources.

Attachment "1"
192
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
23 Figure 8: Battalion 1 Staffing Model
Unit BC Captain Engineer Firefighter/
Paramedic Non-Safety EMT
Battalion Chief 3
Station 1
Engine 3 3 3
Truck 3 3 6
Rescue Ambulance 1 1
Station 2
Engine 3 3 3
Rescue Ambulance 1 1
Patrol (CS)
Station 3
Engine 3 3 3
Rescue Ambulance 1 1
Brush (CS)
Station 4
Engine 3 3 3
Brush (CS)
Station 5
Engine 3 3 3
Rescue Ambulance 1 1
Brush (CS)
Station 6
Engine 3 3 3
Type 3 OES (CS)
Station 7
Engine 3 3 3
Rescue Ambulance 1 1
Reserve Engine

Attachment "1"
193
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
24 EMS System Support Programs
EFD’s EMS Division provides crucial support and logistical services to ensure an efficient and effective emergency medical response.

Ambulance Deployment and Resource Allocation
The EMS Division coordinates the deployment of ambulances strategically across the city.

This involves:
• Monitoring Call Volume: Tracking the frequency and nature of emergency medical calls to allocate resources effectively.
• Ambulance Availability: Ensuring that ambulances are available and strategically positioned to minimize response times.
• Resource Allocation: Managing the distribution of ambulances based on real-time demand.

Supply Chain Management
The logistics team oversees the supply chain of durable medical equipment, medications, and consumables. This includes:
• Inventory Control: Regularly assess stock levels and replenish supplies as needed. • Vendor Coordination: Collaborating with suppliers to maintain a steady flow of essential items.
• Quality Assurance: Ensuring that medical supplies meet safety and quality standards.

Vehicle Maintenance and Readiness
Ambulances must be in optimal condition to respond swiftly. The logistics team handles or directs others to perform:
• Routine Maintenance: Scheduling regular checks, oil changes, and repairs. • Emergency Repairs: Addressing unexpected vehicle issues promptly. • Equipment Functionality: Verifying that medical equipment inside ambulances is functional.

Attachment "1"
194
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
25 Communication Infrastructure
Effective communication is vital during emergencies. The logistics section manages:
• Radio Systems: Ensuring reliable communication between EMS personnel and dispatch.
• Mobile Data Terminals: Maintaining data connectivity for real-time updates. • Comm Backup Systems: Having redundant communication channels in case of failures.

Facility Logistics
The EMS Division operates from various facilities. Logistics handles the following facility duties:
• Facility Maintenance: Keeping EMS stations operational and safe. • Equipment Storage: Organizing storage for medical gear, uniforms, and administrative supplies.
• Security Measures: Implementing security protocols for EMS facilities.

Remember that these logistical efforts are essential for seamless emergency medical services, allowing the EFD to serve the community effectively.

Medical Control and Oversight
The County EMS Agency (LEMSA) provides medical directions for paramedics and EMTs in most California counties. The EMS Director for Escondido is covered by the North Zone Medical Directors of the San Diego County LEMSA, with medical direction provided by Dr.

Christian Sloan and Dr. Gary Vilke, respectfully. The Medical Directors collaborate with all Medical Directors in San Diego County and are paid through a participating agreement with other fire departments in the North Zone. At the time of this study, EFD’s participation amount is $18,340 annually. This practice is common with other departments in California. It offers enhanced EMS support and provides services for Escondido’s medical personnel.

Attachment "1"
195
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
26 Off-Line Medical Control
Off-line medical control occurs when paramedics function within the parameters of standing protocols or orders developed by the EMS Authority and administered by the San Diego County EMSA Medical Director. Standing orders enable EMS providers to initiate immediate patient care without contacting their base station.3 In Escondido, all patients who require an Advanced Life Support (ALS) escort to the emergency room require base contact to determine a destination. Basic Life Support (BLS) transports by EMTs may contact receiving centers directly for destinations.

Off-line medical control can also involve refining and developing quality improvement programs and other innovative aspects to improve an EMS delivery system.

Online Medical Control/Base Stations
Online medical control is provided to prehospital providers via voice communication from qualified base station hospital personnel (MICN or Base Physician). Patient information is communicated to the receiving hospital to notify the facility of a pending patient’s arrival.

EFD’s primary online medical control site is located at Palomar Hospital which is a level 1 trauma center. Although Palomar Hospital is the main point of contact in the field, other bases, such as Sharp Memorial Hospital, might be used for a pediatric patient transported to Rady Children’s Hospital. In addition, UC San Diego Hillcrest Hospital is a Level 1 Trauma Center, stroke and ST Elevation Myocardial Infarction (STEMI) receiving facility, and the Base Hospital.

Online medical control has evolved over the last 30 years. In the early days of paramedicine in California, there was constant communication between field personnel and the base hospitals that served them. Over the last 10–15 years, constant communication has been reduced through several “Standing Order” changes.4 These protocols are updated yearly and trained by all Escondido paramedics, enabling EMS personnel to provide critical patient care and contact the base station for transportation to the appropriate hospital. Base station notification is essential to prepare the receiving hospital for trauma, STEMI, or stroke patients. After notification to the receiving hospital, patients can be directly admitted with a diagnosed STEMI or developing stroke.

3 https://ems.acgov.org/ems-assets/docs/Documents-
Forms/LEMSA%20Role%20and%20Responsibilities%202018%20White%20Paper%20(002).pdf. 4 https://www.sandiegocounty.gov/content/dam/sdc/ems/Policies_Protocols/2023/2023- 2024%20Protocol%20Changelog.pdf.

Attachment "1"
196
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
27 Quality Assurance/Quality Improvement
The EMS Quality Improvement (QI) Cadre, which wholly consists of line personnel performing these additional duties which may include overtime compensation, regularly facilitates EMS quality improvement at Escondido and reviews the field providers’ electronic patient-care records (ePCR). These “chart reviews” aim to ensure protocol compliance and evaluate time on the scene, transport times, hospital turnaround times, etc. This peer-driven cadre comprises chiefs, captains, and paramedics. This group establishes goals and performance based on the findings in their QI review. The team meets monthly and meets with clinical emergency department staff as needed. The QI/QA process is typically completed on a percentage of calls basis. For instance, a patient with a disposition Against Medical Advice (AMA) tends to be one of the more difficult calls emergency workers will respond to. An AMA patient is one whom the Paramedics recommend be seen at the emergency room, but they refuse. The EFD QI Cadre reviews these calls at a 25% rate.

The Committee provides written feedback to EMS providers, asking the provider to examine specific areas of deficiencies (with suggested improvements) and providing commentary feedback if the call was well managed. Participation in these feedback sessions earns Continuing Medical Education (CME) credits.

The EMS QI Committee reviews the ePCR narratives to ensure the content is factual and provides an accurate picture of patient care and management. The committee also reviews all documentation regarding treatment and transport refusals to ensure the patient is competent and conscious and has signed the document appropriately. Quarterly reports are completed for the county, and surveys are sent out to a percentage of patients who have been transported.

System Integrity & Credentialing
Escondido budgets for 93 Firefighter Paramedics and 15 full-time single-role paramedics. .

The city also employs five to ten part-time EMTs, which can fluctuate as the EMTs are hired in full-time to paramedic roles. The city allows single-role EMTs to be eligible for promotion to paramedic and then to firefighter when they complete an approved Paramedic and Fire Academy training program. Each PM/EMT is responsible for their own licenses and County accreditation. The EMS Coordinator updates the licensure records and advises supervisors when expiration dates are close.

Attachment "1"
197
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
28 Public Education
EFD actively engages in public education to enhance community safety and preparedness. Here are some of their initiatives:

1. Community Emergency Response Team (CERT) Training:
▪ The department offers CERT training to residents.
▪ Participants learn to respond effectively during emergencies, ensuring their safety, families, and neighborhoods.
▪ CERT training covers topics such as disaster preparedness, basic medical aid, fire safety, and light search and rescue.5

2. Spanish-Language Disaster Preparedness Classes:
▪ The city hosts disaster preparedness classes in Spanish. ▪ These classes equip Spanish-speaking residents with essential knowledge of handling disasters and emergencies.
▪ The goal is to empower individuals to protect themselves and their loved ones during a crisis.6

3. Fire and Life Safety Information:
▪ The Fire Prevention Division provides educational materials on fire safety. ▪ They educate the public about fire prevention, smoke alarms, escape plans, and safe practices at home and in public spaces.

4. Public CPR Training:
▪ A cadre of Firefighters participate in the “Love Your Heart” program, teaching at public CPR events.

5. Public Information Campaigns:
▪ Escondido Fire disseminates information through various channels, including social media, community events, and workshops.
▪ Topics include fire safety, emergency preparedness, and health and safety practices.

5 Escondido Fire announces the... - Escondido Fire Department | Facebook. 6 Home - Escondido Fire Department.

Attachment "1"
198
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
29 Community Health Programs
Introduction to Mobile Integrated Healthcare (MIH)
Mobile Integrated Healthcare (MIH) is an alternative approach for handling low-acuity calls. It is on the leading edge of fire-based EMS and should be considered the future of emergency medical services (EMS). Rising call volumes require utilizing alternative treatment modes and transport options. Using MIH programs, firefighters and other responders are equipped with additional training and medical equipment to better treat and, therefore, possibly defer the rising number of low-acuity calls that have plagued numerous systems nationwide.

AP Triton will discuss four avenues with viable solutions for integrating mobile healthcare into a community in California and, specifically, the City of Escondido. Fire departments nationwide are experiencing a drastic increase in response to patients experiencing homelessness and psychiatric (behavioral) emergencies. Although these call types are not explicitly considered when developing an MIH program, there are potential options that can assist in addressing this growing problem. Current California law requires the LEMSA to first offer the provision of any of these services to a local government public safety agency.

Although many variations of provider-led responses are currently being used, the following four programs in California and surrounding states have proven successful options:
• Community Paramedicine
• Advanced Practice Provider Care Units
• Responder-led Telemedicine
• Behavioral Health Response Units
Each of these programs has unique qualities that can serve the residents of Escondido in different ways while maintaining excellent patient care, flexibility, and sustainability. These programs are also not exclusive, and many departments in California have adopted multiple programs to address the needs of diverse populations. Other departments in San Diego are currently participating in these programs, including the very successful program in the City of San Diego.7 The following briefly describes each model and provides an example of current departments with working programs.

7 https://www.sandiegocounty.gov/content/sdc/ems/Community_Paramedicine.html.

Attachment "1"
199
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
30 Community Paramedicine
A Community Paramedicine (CP) program would free up emergency response units to be available for higher acuity calls while addressing the community’s needs. CP programs should be considered the next step in delivering cost-effective, efficient, patient-centered care.

The concept trains Paramedics working in the field to safely treat and care for patients with non-acute illnesses or injuries. It requires them to develop strategies for getting the patient to the most appropriate receiving center for their condition (e.g., Urgent Care Facility, Behavioral Health evaluation facility, etc.).

Advanced Practice Provider Care Unit
Advanced Practice Provider (APP) Care Units are a viable and successful alternative in several California fire departments, including Anaheim, Beverly Hills, and Los Angeles City.

These programs combine Advanced Practice Providers (Nurse Practitioners or Physician Assistants) with first responders to low acuity medical aids to “treat and release” or “treat and refer” the patients.

A significant difference between an APP unit and a Community Paramedic unit is the ability to make physician-level decisions in the field, such as writing prescriptions, referring to other physicians, referring to alternate destinations, and completing follow-up visits when necessary. An APP could respond to a low acuity injury, suture the patient, prescribe antibiotics, leave the patient with care instructions, and make a follow-up appointment to remove the sutures in five days.

First Responder Telemedicine
First Responder-led Telemedicine is a newer option that became popular in multiple agencies during the COVID-19 pandemic. Under specific guidelines, after the initial assessment, the patient could have a Telemedicine appointment with a medical practitioner in an emergency dispatch center or be contracted as an on-call service. With the nation adapting to virtual meetings (Zoom, Teams, and other video conferencing mediums), talking to a medical professional on an iPad or similar device does not seem as foreign as it would have been three years ago.

Attachment "1"
200
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
31 Behavioral Health Response Unit
Behavioral Health units are being used in multiple areas in California and surrounding states. Most units are associated with Police departments and used to curb the over-use of police resources for psychiatric and homeless calls. There are many variations of this model, including the CAHOOTS (Crisis Assistance Helping Out on The Streets) model being used in Eugene, Oregon:
“CAHOOTS provides support for EPD personnel by taking on many social services type calls for service, including crisis counseling. CAHOOTS personnel often provide initial contact and transport for people who are intoxicated, mentally ill, or disoriented, as well as transport for necessary non-emergency medical care.”8 Other models have various connections to public and private organizations in the local areas they serve, such as P.E.R.T (Psychiatric Emergency Response Team), used in Orange and LA Counties, and Be Well, a private organization working with cities to deploy mental health professionals to deal with the overwhelming number of psychiatric emergencies encountered by police and fire units.

Training & Continuing Education
General Training
All EFD Firefighters are certified or licensed as Paramedics. The EMS Coordinator along with assistance from neighboring agencies to include a Battalion Chief and the EMS cadre provides continuing education utilizing feedback from skills in the field, patient care records, and an approved curriculum provided by the San Diego EMS Agency.

EFD has an educational CME audit with San Diego County EMS for a four-year renewal period, and training is monitored for compliance. The Department maintains a database of EMS recertification dates and compliance for its qualified employees. EFD documents CME contact hours through its QA/QI process and utilizes the online EMS CME programs, pre- pandemic skills evaluations, and in-person training classes.

EMS-related calls constitute 79% of the EFD’s emergency responses. The Division Chief of Training/EMS manages the Training Division.

8 https://www.eugene-or.gov/4508/CAHOOTS.

Attachment "1"
201
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
32 Program Goals and Objectives
The Division Chief leads the EMS training section. The department has qualified internal and external instructors who help keep the department’s EMTs and Paramedics trained in the latest EMS standards. The department offers a minimum of 24 hours per year for continuing education.

Training Administration
The overall department budget is roughly $32,000,000, of which $40,000 is estimated for the training budget. Additional funds are available through the Urban Area Security Initiative (UASI), approximately $30,000 annually. The training staff trains approximately 120 firefighters annually. This equates to 35,000 hours total, broken down into over 26,000 hours in fire training and 2,700 hours related to EMS training. An additional 5,000 plus hours are spent on other training.

Support and Training Records
Like many other departments, EFD utilizes Vector Solutions for fire and EMS training. This platform allows for a central repository for all training and tracking of continuing education for EMS.

Attachment "1"
202
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
33 EMS & Ambulance Transport
Ambulance Service Overview
EFD has provided administrative and operational oversight of ambulance transportation for many years and retains its Health and Safety Code—HSC §1797.201 rights. Health and Safety Code 1797.201 is a significant statute in the state of California that outlines the rights and responsibilities of fire departments and other agencies providing prehospital emergency medical services (EMS). According to this code, if a city or fire district provided EMS ambulance transport as of June 1, 1980, they shall continue at that service level until they enter into a written agreement with the County regarding these services. The code ensures that EMS is continued at no less than the existing level until an agreement is reached. Moreover, they retained the administration of EMS by cities and fire districts that were providing such services. However, the level of EMS may be reduced if deemed necessary by the city council after a public hearing. This code section is crucial for maintaining the continuity and quality of emergency medical services, as it protects the interests of local agencies that have historically provided these services.

The Public Provider Ground Emergency Medical Transportation (PP-GEMT) program is a significant initiative developed in response to Assembly Bill (AB) 1705, enacted to enhance the reimbursements for ground emergency medical transport provided by eligible public entities not contracted with the government. This program is designed to apply an add-on increase to the base fee schedule rate for emergency medical transport services, thereby ensuring that public providers can recover a more significant portion of the costs associated with delivering these critical services. The PP-GEMT program is vital as it addresses the financial gap between the cost of providing emergency medical transportation and the reimbursements received, which often do not cover the full price.

By offering an add-on increase, the program aims to support the sustainability of emergency medical services provided by public entities such as state, city, county, or tribal organizations. The program’s implementation reflects a broader commitment to improving the infrastructure of emergency medical services, which are essential for public health and safety.

Attachment "1"
203
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
34 The PP-GEMT program is a testament to the ongoing efforts to ensure that emergency medical providers have the necessary resources to continue delivering high-quality care to the community, especially in times of dire need. It underscores the value placed on these services and the providers who dedicate themselves to this vital work. The program’s structure and the financial support it provides are crucial for the continued operation and enhancement of emergency medical transportation services, which form the backbone of immediate medical care and response systems. The PP-GEMT program is not just a financial mechanism but a recognition of the indispensable role that public providers play in the healthcare system, particularly in emergency medical scenarios. It is a step towards acknowledging and addressing these providers’ economic challenges, ensuring they can maintain and improve upon the essential services they offer to the public. Overall, the PP- GEMT program represents a thoughtful approach to healthcare funding that considers the actual costs of emergency medical services and seeks to bridge the gap between those costs and the funding typically available to public providers.

Operationally, EFD staffs five ambulances 24 hours a day, 365 days a year, with one non- safety paramedic or EMT and one safety firefighter/paramedic. The rescue ambulances respond to all medical aid calls, including traffic accidents and fire incidents, as medical support and staff to mitigate emergencies. On medical aids, once it is determined that a patient requires ground transportation to the hospital, the non-safety paramedic or EMT and firefighter/paramedic transport them to a local area hospital equipped and staffed to take over patient care. The rescue ambulance returns to service after a patient is transferred to a higher level of care (registered nurse or physician). If a patient’s status is critical and requires additional personnel to assist, a firefighter/paramedic from another crew may join the ambulance crew to assist in patient treatment while transporting to a local area hospital.

Patient documentation is crucial in detailing the patient’s status, treatment, and medication administration. EFD documentation is done by a third-party vendor, ImageTrend, using an electronic pad device like an iPad. All third-party vendors must be NEMSIS 3.5 compliant and can electronically transfer patient records to other ambulances, fire department units, and hospitals. EFD has identified staff members who review these electronic patient care reports (ePCRs) and provide crew feedback to ensure they comply with quality assurance best practices.

Attachment "1"
204
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
35 911 Call Routing, Screening, and EMD
North Comm JPA is a Primary Safety Answering Point (PSAP), which means the initial 911 call is received in the North Comm Center and transferred to the appropriate agency for police, fire, or medical. Beginning on April 29, 2024, North Communications Center began providing dispatch services for the EFD using the call identifier of North Comm. Established in July 1984, North Comm provides dispatch services to:
• Rancho Santa Fe Fire Protection District
• North County Fire Protection District
• Carlsbad
• Encinitas
• Oceanside
• San Marcos
• Solana Beach
• Vista
• Escondido
North Comm provides fire and EMD services to most city fire departments in North San Diego County. Services include answering 911 emergency calls, providing EMD instructions, managing the Computer Aided Dispatch (CAD) system that includes call information to field units and technical support.

Upon initiating a 911 call, North Comm determines if a response is needed and dispatches fire/EMS agencies 24/7, 365 days a year.

EMD and Medical Priority Dispatching System (MPDS) play a crucial role in the pre-hospital care of patients. It involves the coordination of resources and the appropriate allocation of emergency medical services (EMS) to patients in need. EMD is the initial point of contact between patients needing emergency medical assistance and the EMS system. The EMD process involves receiving emergency calls, assessing the nature and severity, and dispatching the appropriate resources to the scene. As emergency units are en route, North Comm uses the ProQA software to guide dispatchers through post-dispatch and pre- arrival instructions to the caller to begin treating the patient.

EMD’s speed and accuracy can significantly impact the outcome of a medical emergency, making it a critical component of the EMS system.

Attachment "1"
205
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
36 EMD begins the lifesaving process by providing pre-arrival instructions to the caller, converting the caller into a first responder. The International Academy of Emergency Dispatch defines response determinants in non-linear response levels based on capability (BLS vs. ALS), single vs. multiple resources, and response priorities based on the general acuity of the patient and the resources needed.9
North Comm dispatchers are trained and certified by the IAED. With a membership exceeding 70,000 emergency dispatchers across 50 countries, IAED emphasizes a science- based, standardized approach to handling emergency calls, ensuring a consistent and effective response. They offer comprehensive training, certification, and education programs, fostering a community of well-prepared professionals ready to tackle the challenges of emergency dispatch.

Medical Priority Dispatch System
EMD and MPDS play a crucial role in patient pre-hospital care. This involves coordinating resources and appropriately allocating emergency medical services (EMS) to patients in need.

The IAED defines response determinants as non-linear response levels based on capability (BLS vs. ALS), single vs. multiple resources, and response priorities based on the patient’s general acuity and resources needed.10
Response levels, on the other hand, are categorized based on information obtained during the call screening process. The six levels (Omega, Alpha, Bravo, Charlie, Delta, and Echo) are commonly called the MPDS categories. Although North Comm provides MPDS to many contract cities, it is not used when dispatching Escondido Fire units as they do not deploy BLS ambulances. In essence, being that Escondido sends ALS units on every call, the determinant codes are limited in determining if a unit will respond Code 2(no lights and siren) or Code 3 (with lights and siren). The following figure illustrates the determinant codes specific to MPDS.

9 Monterey County EMS System Policy.
10 Monterey County EMS System Policy.

Attachment "1"
206
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
37 Figure 9: Current Approved MPDS Determinant Codes

Attachment "1"
207
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
38 Due to EFD staffing paramedics on every fire apparatus and rescue ambulance, every Escondido citizen is provided early ALS treatment that is seamless throughout the call. To that end, as an additional layer of flexibility, with the rescue ambulances staffed with a firefighter/paramedic and a paramedic or EMT, the firefighter/paramedic will accompany the patient in the ambulance while communicating with the base station hospital (Palomar). If the patient only requires BLS treatment and intervention, the EMT will accompany the patient in the ambulance while communicating with the receiving hospital. If a patient is in critical status, EFD can add a paramedic to assist in transporting the patient to the hospital. In this scenario, a fire engine staffed with a paramedic will experience a longer out-of-service time due to staffing.

Since EFD provides ALS on all rescue ambulances, the following figure illustrates the ratio of ALS and BLS ambulance transports. This data was pulled from ePCR documentation.

Figure 10: ALS vs. BLS Ambulance Transports (2021–2023)

The following figures illustrate ALS versus BLS Transports individually for the years 2021, 2022, and 2023. The percentages of ALS versus BLS transports are consistent with statewide agencies’ statistics. An anomaly was noted in 2021, likely due to the pandemic. 969
6,443 6,357
1,267
7,523
7,894
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2021 2022 2023

ALS BLS
Attachment "1"
208
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
39 Figure 11: ALS vs. BLS Transports (2021)

Figure 12: ALS vs. BLS Transports (2022)

69%
13%
18%
None ALS BLS
0%
46%
54%
None ALS BLS
Attachment "1"
209
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
40 Figure 13: ALS vs. BLS Transports (2023)

Patient outcome data is usually tracked by the receiving hospitals and not routinely shared with fire and rescue agencies unless requested on a case-by-case basis. EFD is surrounded by several hospitals, which positively affect ambulance transport times by minimizing out- of-service times. The following figure illustrates patient transport performance by initial dispatch acuity at the 90th percentile.
0%
45%
55%
None ALS BLS
Attachment "1"
210
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
41 Figure 14: Transport Performance by Initial Dispatch Patient Acuity— 90th Percentile (2021–2023)

The following figure illustrates ambulance turnaround performance by initial dispatch patient acuity at the 90th percentile.

Figure 15: Turnaround Performance by Initial Dispatch Patient Acuity— 90th Percentile (2021–2023)

0 5
10 15
20 25
30 35
40 All Calls Critical Emergent Lower Acuity
2021 2022 2023
0 10
20 30
40 50
60 70
All Calls Critical Emergent Lower Acuity
2021 2022 2023
Attachment "1"
211
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
42 EFD does not provide interfacility transports; therefore, this section is not covered.

EFD is surrounded by several hospitals that are designated as paramedic receiving centers or specialty centers, such as trauma centers or burn units. The following figure illustrates the local receiving centers and the frequency of transport to each hospital.

Figure 16: Paramedic Receiving Centers and Frequency

The following figure illustrates the receiving centers and frequency in another form to highlight Palomar Medical Center’s activity.
0 50 100 150 200 250
Kaiser Foundation Hospital San Marcos
Rady Children's Hospital
Sharp Memorial Hospital
Pomerado Hospital
Scripps Memorial Hospital La Jolla
UCSD Thornton Hospital
Scripps Memorial Hospital Encinitas
UCSD Medical Center
Tri-City Medical Center
Kaiser Permanente Zion Medical Center
Kaiser Permanente Medical Center-San Diego
Alvarado Hospital
Sharp Mary Birch Hospital
Paradise Valley Hospital
VA San Diego Healthcare
Scripps Green Hospital
Temecula Valley Hospital (Riverside County)
Desert Regional Hospital Palm Springs (Riverside…
Kaiser Clnc San Marcos
Attachment "1"
212
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
43 Figure 17: Paramedic Receiving Center Destination Frequency (2023)

0 2,000
4,000
6,000
8,000
10,000
12,000
Attachment "1"
213
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
44 EMS Service Delivery & Performance
This section will give the EFD a general understanding of relevant response information for the EMS program. It is developed to assist the department with identifying its recent performance and creating a baseline performance expectation. EFD, county, community, and other political leaders can then use this information to understand how their decisions, policies, and outside pressures affect performance.

Research Information
The information within this section was developed from various sources provided by EFD.

Detailed information was provided between January 1, 2019, and December 31, 2023, from the Records Management System (RMS). In addition, the Emergency Communications Department (ECD) provided comprehensive total incident volumes from the Computer Aided Dispatch System (CAD) between January 1, 2019, and December 31, 2023, to identify long-term trends. CAD data was used to evaluate performance, and RMS data was used to analyze patient transport and hospital turnaround times.

Statistics Discussion
This analysis is designed to quantify and analyze available information. Mathematical and technological methodologies must be used judicially to evaluate something as complex as an emergency incident response. Unfortunately, there are instances of incorrect evaluations leading to severe consequences. However, the agency should use it as a starting place as it seeks to improve performance.

Statistical Tools
This section was created using various statistical analytical tools. The fundamental tools were categorization, percentile, and regression analysis. These tools help paint a picture of historical performance and make some inferences that may help leaders identify positive and negative performance trends.
90th Percentile
The time performance measures for this report use the 90th percentile. While discussing the mathematics behind this measure is outside the scope of this report, it is helpful to understand why it is utilized.

Attachment "1"
214
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
45 The emergency response industry has adopted this measure, which is the most common reason for using it. If a fire agency wishes to judge its performance against standards or other agencies, it must use the 90th percentile. For example, the NFPA utilizes the 90th percentile measure in most of its standards. In addition, the Commission on Fire Accreditation International requires reporting performance measures at the 90th percentile.

Data Discussion
Detailed data were provided from EFD’s primary incident reporting software (RMS) and the CAD system. As described previously, these different database tables were used for differing purposes. AP Triton used proven data engineering techniques to analyze the data sets.

Data Error Handling
Data collection within the various data sets has the potential for significant errors. Although there can be many reasons for incorrect information, these errors are typically a combination of human input and collection errors. Various methods exist to manage these errors, including statistical exclusion, real-time exclusion, formula manipulation, and logic testing.

For EFD, some information in the data fields was error-prone. Therefore, much of the data requires statistical intervention and limitations. The specific rules of a performance indicator will be defined within that portion of the performance evaluation. The formula applied excluded some data. For example, the time segment math utilized a logic tree to eliminate harmful and null sets.

EMS Service Demand
The City of Escondido experiences unique challenges and demands regarding Emergency Medical Services (EMS). The need for EMS services in Escondido is influenced by various factors, including the city’s urban nature, aging population, and the prevalence of agricultural activities. The City’s heavily populated areas can result in longer response times, making it crucial for the EMS system to be well-equipped and efficiently organized.

Additionally, the aging demographic in the City of Escondido may contribute to an increased need for medical assistance, as older individuals often require more frequent medical attention. The agricultural activities in the region also pose potential risks, with accidents and injuries occurring on farms, further emphasizing the need for a robust and responsive EMS service.

Attachment "1"
215
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
46 Despite the challenges, the demand for EMS services in Escondido also underscores the importance of community engagement and preparedness. The City’s residents, local authorities, and healthcare providers play a pivotal role in ensuring the effectiveness of the EMS system. Education and outreach programs can help raise awareness about emergency services, promote preventive measures, and empower the community to respond effectively in times of need.

Collaborative efforts between emergency responders, healthcare institutions, and the community are essential for meeting the unique demands of the City of Escondido, ultimately contributing to a safer and healthier environment for its residents.

The following figures show the workload from 2019–2023, a five-year study period. EMS responses in the study area increased by about 11% from 2019 to 2023. However, service demand tended to decrease in most communities during 2020 as a likely result of the COVID-19 pandemic. The following figure displays the historical demand for service in the EFD service area.

Figure 18: EMS Service Demand (2019–2023)

12,643
11,976
13,325
13,801
14,020
10,500
11,000
11,500
12,000
12,500
13,000
13,500
14,000
14,500
2019 2020 2021 2022 2023
Total Medical Calls Linear (Total Medical Calls)
Attachment "1"
216
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
47 The following figure shows that “Code 321 – EMS Call Excluding Vehicle Accident with Injury” makes up the majority of the EMS call responses. In 2019, Code 321 calls were 93% of the call volume. In 2020, it increased to 94% and stayed there for 2021 and 2022. In 2023, it dropped slightly to 93.5%.

Figure 19: EMS Call Volume by Code & Description (2019–2023)

2019 2020 2021 2022 2023
372 - Trapped by power lines 0 0 0 0 1
356 - High-angle rescue 0 0 1 0 0
341 - Search for person on land 0 0 1 0 0
360 - Water & ice-related rescue,
other 0 1 1 0 0
354 - Trench/below-grade rescue 0 0 1 0 1
351 - Extrication of victim(s) from
building/structure 0 0 0 0 2
363 - Swift water rescue 1 1 0 0 1
350 - Extrication, rescue, other 0 0 1 1 3
352 - Extrication of victim(s) from
vehicle 0 3 2 2 0
311 - Medical assist, assist EMS crew 1 0 3 10 16
300 - Rescue, EMS incident, other 5 2 10 10 4
320 - Emergency medical service,
other 4 4 12 14 18
381 - Rescue or EMS standby 0 3 12 27 11
331 - Lock-in (if lock out , use 511 ) 13 8 18 18 16
353 - Removal of victim(s) from
stalled elevator 19 13 13 15 11
323 - Motor vehicle/pedestrian
accident (MV Ped) 77 64 51 62 64
324 - Motor vehicle accident with
no injuries. 150 112 149 110 151
322 - Motor vehicle accident with
injuries 581 457 524 575 607
321 - EMS call, excluding vehicle
accident with injury 11,792 11,308 12,526 12,957 13,114 0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Attachment "1"
217
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
48 Temporal Variation
Demand for services can occur in cyclical patterns. A temporal variation of incidents reveals when the most significant service demand occurs. The following figures show how activity and demand change based on various time measurements for EFD. The analysis was based on 2019 through 2023 data provided by EFD. The results are based on the total number of calls per year.

The following figure illustrates the monthly service demand for EFD during the 5-year study period.

Figure 20: EMS Service Demand by Month (2019–2023)

Average service demand remains relatively consistent throughout the year, with only a

1.3% variation. The lowest volume of service demand is in February and April, with averages of 7.8% and 7.8%, respectively. Peak service demands of 9.1% are seen in December, so there may be a need for seasonal up-staffing.

The next figure shows the service demand by day of the week from 2019 through 2023.

Typically, service demand decreases on weekends as more activity occurs during the workweek based on an increase in the transient population tied to the labor force, depending on the area studied. However, service demand remained relatively consistent on Sundays and Saturdays at 13.3% and 13.9%, respectively, with only about a ½ percent difference.
0 200
400
600
800
1,000
1,200
1,400
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
2019 2020 2021 2022 2023 Average
Attachment "1"
218
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
49 Figure 21: EMS Service Demand by Day of Week (2019–2023)

On average, Fridays were the busiest day for EFD, accounting for 14.9% of service demand, while Sundays were the slowest with 13.3%. The average for the days of the week remained relatively consistent, with a difference of only 1.6%. This pattern allows training and other required duties to be scheduled anytime during the week.

The following figure illustrates the service demand by hour of the day from 2019 through 2023. The pattern shows a specific increase in service demand in the middle of the day with peak periods between 11:00 a.m. and 3:00 p.m.
0 500
1,000
1,500
2,000
2,500
Sun Mon Tues Wed Thur Fri Sat
2019 2020 2021 2022 2023 Average
Attachment "1"
219
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
50 Figure 22: EMS Service Demand by Hour of Day (2019–2023)

Like many communities, service demand is highest between 0900 and 1900 (9 am–6 pm).

On average, service demand peaked at 1200 (12 p.m.) and was lowest at 0400 (4 am).

Focusing on future service demand, the following figure captures the busiest consecutive periods. This information can be used to identify periods for increased staffing or placing additional ambulances in service. The period between 10:00 a.m. and 8:00 p.m. appears to be an opportunity for future service delivery.

Figure 23: Busiest Consecutive Service Delivery Periods Periods 8-Hour 10-Hour 12-Hour
Hours 1000–1800 0900–1900 0800–2000
Percent of Total: 46% 57% 66%

Charting the temporal demands for service by both day and time is valuable. The following is a figure that compares the average demand for each day and each hour to one another to show the relative values as depicted by color. The darker greens show lower demand, and the highest is shown as the darker reds.
0 100
200
300
400
500
600
700
800
900
1,000
2019 2020 2021 2022 2023 Average
Attachment "1"
220
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
51 Figure 24: EMS Service Demand by Day & Hour (2019–2023) Hour Sun Mon Tue Wed Thu Fri Sat
00 (Midnight) 3.4% 2.6% 2.2% 2.2% 2.4% 2.3% 2.8%
100 2.9% 2.1% 2.1% 2.0% 1.9% 1.9% 2.7%
200 2.4% 1.9% 1.7% 1.8% 1.8% 1.9% 2.2%
300 2.3% 1.9% 1.7% 1.9% 1.7% 1.6% 2.3%
400 1.9% 1.7% 1.7% 1.6% 1.8% 1.8% 2.1%
500 2.1% 1.8% 2.2% 1.7% 1.9% 2.0% 2.0%
600 2.6% 2.6% 3.1% 3.1% 2.5% 2.6% 2.5%
700 3.2% 3.7% 4.0% 3.6% 3.8% 3.8% 3.1%
800 4.3% 4.7% 4.8% 4.8% 5.0% 4.3% 4.3%
900 5.1% 5.8% 6.0% 5.8% 5.8% 5.2% 4.9%
1000 5.2% 5.8% 5.6% 6.1% 6.0% 5.4% 5.5%
1100 5.2% 6.0% 6.2% 6.5% 5.9% 6.1% 5.5%
1200 (Noon) 5.8% 6.6% 6.6% 6.0% 6.1% 5.9% 5.8%
1300 5.6% 5.9% 5.3% 5.9% 6.2% 5.7% 5.4%
1400 5.3% 5.9% 5.9% 6.1% 5.8% 5.9% 5.6%
1500 5.2% 5.4% 6.1% 6.3% 5.6% 6.3% 5.6%
1600 5.1% 5.5% 5.3% 5.5% 5.4% 6.1% 5.5%
1700 5.9% 5.8% 5.7% 5.7% 5.5% 5.5% 4.9%
1800 5.3% 5.4% 5.2% 4.7% 5.5% 5.7% 5.6%
1900 5.4% 4.5% 4.5% 4.7% 4.8% 4.6% 5.1%
2000 4.6% 4.3% 4.2% 4.1% 4.8% 4.8% 4.7%
2100 4.7% 4.1% 4.1% 3.8% 4.1% 4.2% 4.5%
2200 3.6% 3.4% 3.1% 3.6% 2.9% 3.5% 3.9%
2300 3.1% 2.7% 2.8% 2.4% 2.7% 3.0% 3.4%

As noted, 1200 hours (noon) coincided with the highest average daily demand in the service demand by hour of the day; the additional analysis in the preceding figure depicts that the demand during the 1100- and 1200-hour periods is highest on Mondays and Tuesdays relative to the other days and times.

Attachment "1"
221
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
52 Spatial Analysis
In addition to the temporal analysis, AP Triton examined the geographic distribution of EMS service demand, resource distribution, and population distribution throughout each jurisdiction.

Geographic Service Demand
A call density analysis is helpful when reviewing the best location for ambulance placement and evaluating where the prevention programs may have the most impact.

Agencies will typically respond to some locations much more frequently than others. This is true for EFD. For example, community service facilities account for many single-location responses. Responses are most often recorded at senior and assisted living facilities.

Figure 25: Frequent EMS Service Demand Locations (2019–2023) Rank Address Occupancy Type Count
1 715 BROADWAY Senior Living 950
2 1325 LAS VILLAS Assisted Living 736
3 1255 BROADWAY Senior Living 727
4 500 VALLEY Senior Living 715
5 3012 BEAR VALLEY Senior Living 650
6 1351 WASHINGTON Senior Living 634
7 225 E 2ND AVE Medical Facility 622
8 930 MONTICELLO Senior Living 602
9 550 WASHINGTON Community Services 578
10 1261 WASHINGTON Senior Living 569

It is not surprising to see the volume of calls in the types of facilities and occupancies listed above. This is especially true since they are typically high EMS demand facilities. In addition, evaluating the EMS call density further shows the service demand created by these occupancies. The following figure shows the breakdown of total EMS call density and shows the “hot spots” of EMS incidents.

The various colors correspond to the differing number of incidents per square mile. The relationship between station locations and the higher intensity of service demand is visible on this map.

Attachment "1"
222
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
53 Figure 26: Total EMS Service Demand Density (2019–2023)

Because of the size and changing demographic and geographic conditions throughout the response area, it is unsurprising to see the primary density within populated corridors.

Service demand is distributed widely throughout the city with a higher incident density near busier intersections. As can be expected, areas of high incident density are typically linked to areas of higher population counts and higher daytime “work” populations.

Attachment "1"
223
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
54 EFD has five Rescue Ambulance units. The following figure shows the specific call volume per ambulance and the station they are housed at. In 2023, Rescue Ambulance 131 at Station 1 experienced the highest number of calls, averaging 9.61 calls per day, and as the density maps highlight, Station 1 is near hot spots of historical service demand.

Figure 27: EMS Incidents Per Ambulance (2023)
Unit Total Calls Average/Day
RA131 – Station 1 3,509 9.61
RA137 – Station 7 3,122 8.55
RA132 – Station 2 2,777 7.61
RA135 – Station 5 2,330 6.38
RA133 – Station 3 2,230 6.11

The following figures show the density of EMS service demand during the daytime (0800– 1759) and nighttime (1800–0759).

Attachment "1"
224
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
55 Figure 28: Daytime EMS Density (2019–2023)

Daytime service demand is distributed widely throughout the central part of the city with a higher incident density in the southern half of the City of Escondido. As expected, areas of high incident density are typically linked to areas of higher population counts and daytime “work” populations.

Attachment "1"
225
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
56 The following figure is the incident density for EMS incidents at night within the study period.

This indicates a strong correlation between the EMS incidents and the total call volume.

While this may give a general idea of where to focus medical prevention efforts, Figure 29: Nighttime EMS Density (2019–2023)

Attachment "1"
226
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
57 The following figures show the yearly count of EMS incidents EFD responded to and their respective response areas.

Figure 30: EMS Incidents by Response Area (2019–2023)
Fire Department 2019 2020 2021 2022 2023 Overall
City of Poway 0 0 0 0 1 1
City of San Marcos 31 35 62 39 53 220
Deer Springs FPD 23 23 39 37 37 159
Elfin Forest FPD 1 1 0 3 6 11
Escondido 11,986 11,299 12,535 12,981 13,218 62,019
Poway FPD 0 0 0 0 0 0
Ramona 0 1 0 0 0 1
Rancho Santa Fe 3 9 2 0 2 16
Rincon 511 524 592 646 610 2,883
San Diego 24 26 38 52 30 170
San Marcos FPD 19 17 14 9 11 70
San Pasqual FPD 0 0 1 0 0 1
Valley Center FPD 10 4 0 3 3 20
Outside Response Area 35 37 42 31 50 195
Grand Total 12,643 11,976 13,325 13,801 14,021 65,766

Reliability Study
This section provides an overview of unit utilization. It shows three types of analyses: unit utilization based on call volume, concurrent requests for services, and unit hour utilization.

Unit Workload Analysis
Units that are very busy or already out when a second call occurs can increase response times from available remote units. The following figures show the number of calls for each response unit in 2019 through 2023.

Attachment "1"
227
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
58 Figure 31: Unit Hour Utilization (2019–2023)
Unit 2019 2020 2021 2022 2023 Overall
6615 — — — 7 3 10
8334 — — 4 9 8 21
AD1381 — — — — 1 1
B131 293 234 225 220 238 1,210
BR133 4 7 11 8 6 36
BR134 4 3 2 1 1 11
BR135 — — — 5 3 8
E131 3,685 3,511 3,739 3,636 3,879 18,450
E131R 1 — — 1 — 2
E132 2,784 2,703 3,003 3,124 3,098 14,712
E133 1,869 1,651 1,830 2,049 2,092 9,491
E134 983 936 990 1,114 1,080 5,103
E135 1,456 1,256 1,388 1,521 1,538 7,159
E136 1,400 1,238 1,495 1,572 1,632 7,337
E137 2,903 2,880 3,356 3,486 3,279 15,904
E137R — 30 — — — 30
P1351 4 7 25 14 3 53
P1352 4 11 13 15 6 49
P1353 6 11 16 14 15 62
P1354 15 15 15 16 5 66
P1355 12 18 — 3 9 42
P1357 — — 1 — — 1
PT131 — — — 12 8 20
RA131 — 3,107 3,306 3,408 3,509 13,330
RA132 2,504 2,370 2,592 2,813 2,777 13,056
RA133 2,119 1,841 2,020 2,140 2,230 10,350
RA135 2,134 1,936 2,334 2,316 2,330 11,050
RA137 2,759 30 503 3,210 3,122 9,624
T131 712 424 457 438 390 2,421
U131 12 — 14 2 — 28
Attachment "1"
228
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
59 The busiest units can be identified from the previous figure. Engine 131 and Engine 137 are the most active fire suppression units and may require periodic move-ups from other stations to maintain adequate coverage. Rescue Ambulance 131 and Rescue Ambulance 132 are the busiest EMS transport units, responding to approximately 20% more calls than the other rescue ambulances.

Concurrent Incidents
Assessing EMS resource reliability includes analyzing the frequency of simultaneous incidents within the same timeframe. The following figure illustrates the number of instances where one or more units were assigned to medical calls concurrently.

The data indicates that 2023 experienced the highest frequency of overlapping medical incidents, with 78% of dispatched medical calls coinciding with another medical call. This trend can extend response times, particularly when multiple incidents occur within the same station response zone.

The following figure presents the number and percentage of concurrent medical calls for each year in the study period.

Figure 32: EMS Calls Unit Concurrency Percentages (2019–2023) Incidents in Progress 2019 2020 2021 2022 2023
Single Incident 26% 31% 24% 27% 22%
Two Incidents 28% 28% 25% 25% 25%
Three Incidents 20% 19% 20% 19% 20%
Four Incidents 13% 11% 13% 13% 14%
Five Incidents 7% 6% 8% 8% 9%
More than Five Incidents 6% 5% 10% 8% 10%
Total EMS Concurrent Calls: 9,351 8,283 10,146 10,071 10,953 Total EMS Calls Count: 12,643 11,976 13,325 13,801 14,020

Unit Hour Utilization
Unit Hour Utilization (UHU) is a key metric used to assess apparatus response engagement and workload. It measures the total duration an ambulance is committed to incidents, from dispatch to the time it becomes available for the next response.

Attachment "1"
229
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
60 UHU is calculated by dividing the total time a unit is engaged in incidents over a year by the total annual operational hours. Expressed as a percentage, UHU indicates the proportion of time a unit is unavailable for new incidents due to existing commitments. A higher UHU suggests greater utilization, which may impact unit availability and response capacity for additional incidents.

The following figure presents the UHU for EFD rescue ambulances from 2019 to 2023, showing each unit’s percentage of total annual hours committed to incidents alongside its average time per call. Notably, RA131, RA132, and RA137 demonstrate the highest UHU values, exceeding 30%, reflecting their significant engagement in emergency responses.

Figure 33: Ambulance Unit Hour Utilization (2019–2023)
Primary Unit 2019 2020 2021 2022 2023 Average
RA131 — 31.5% 38.6% 36.6% 40.1% 36.7%
RA132 29.6% 27.6% 33.2% 32.0% 34.9% 31.5%
RA133 22.9% 18.9% 24.6% 26.0% 27.7% 24.0%
RA135 25.4% 21.6% 27.2% 24.0% 29.1% 25.5%
RA137 30.9% 0.3% 6.4% 34.2% 37.0% 21.8%
OVERALL 27.2% 20.0% 26.0% 30.6% 33.8% 27.9%

In 2019, EFD’s rescue ambulances had an average Unit-Hour Utilization (UHU) of 27.2%. By 2023, this figure had risen to 33.8%, representing a 25% increase over the study period. In comparison, neighboring agencies of a similar scale report an average ambulance UHU of 20%. If this exponential growth continues, projections indicate that UHU could exceed 40% in the coming years, further straining EMS resources.

Benchmarking Against Industry Metrics
Formal performance benchmarks for UHU are scarce; however, in May 2016, the Henrico County Division of Fire (VA) published an analysis of its EMS workload, establishing a commitment factor scale for unit sustainability and operational efficiency.

The following figure summarizes these commitment factors:

Attachment "1"
230
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
61 Figure 34: Commitment Factors as Developed by Henrico County (VA) (2016) Factor Assessment Impact on NFPA 1710 Standards
16%–24%
Ideal
Commitment
Range
Personnel can maintain training requirements and
physical fitness, and response time benchmarks
are consistently achieved. Units remain available
for service more than 75% of the day.
25% System Stress
Unit sustainability remains stable, and first-due units respond to their assigned community 75% of the
time. Response benchmarks are rarely missed.
26%–29% Evaluation
Range
The community experiences delayed incident
responses. With nearly 30% of the day spent
unavailable, neighboring responders must
frequently provide coverage, impacting response
time goals.
30%
“Line in the
Sand”—Not
Sustainable
Immediate relief is necessary. The likelihood of
timely emergency response drops below 70%,
leading to increased personnel fatigue, burnout,
and risk of errors. Training and fitness requirements
are often not met.

The current workload of EFD’s rescue ambulances exceeds sustainable levels based on these industry guidelines. With UHU levels surpassing the 30% commitment threshold, there is a high risk of response delays, operational fatigue, and burnout among personnel.

To address these concerns, leadership should consider adding an additional ambulance to distribute the workload more evenly and ensure adequate service coverage for the community.

Response Performance
An emergency services delivery system’s most publicly visible component is response performance. Policymakers and citizens want to understand how quickly they can expect emergency services to arrive. AP Triton recommends that the City adopt national standards or develop specific benchmarks for response performance based on local conditions. Setting response standards based on averages is generally a poor indicator of performance, as it can be skewed by outliers. Most organizations measure performance at the 90th percentile, in alignment with NFPA standards. To support informed decision- making regarding response performance, jurisdictions must record and report the various components of their response performance data.

Attachment "1"
231
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
62 In analyzing response performance, AP Triton utilized percentile measurements, aligning with industry best practices established by the Center for Public Safety Excellence (CPSE) in their Standard of Cover document and the National Fire Protection Association (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.

The term "average" (mean) is a widely recognized statistical measure. However, its application in performance standards can be problematic, as it may fail to accurately represent the entire dataset, particularly in smaller data sets, where a single outlier can significantly affect the result.

The "median" provides an alternative approach to performance analysis by identifying the middle value of a dataset, thereby minimizing the influence of extreme values.

Percentile measurements offer a more accurate and robust performance metric, as they indicate the level of performance achieved by most of the dataset. The 90th percentile, for example, means that 90% of response times are at or below a given threshold, with only the slowest 10% exceeding it. This facilitates a direct comparison with established performance objectives and helps determine whether response targets are being met.

As this analysis of performance progresses, it is important to recognize that each component of response performance is evaluated independently, rather than cumulatively, with the percentile calculated within each distinct dataset.

Response Time Continuum
The response time continuum spans from the moment a caller dials 9-1-1 to the arrival of emergency assistance and includes several key components:
• Call Processing Time: The time interval from the receipt of the alarm at the Primary Public Safety Answering Point (PSAP) until the transmittal of the response information—via voice or electronic means—to emergency response facilities and emergency response units (ERUs) in the field.
• Turnout Time: The time interval beginning when the emergency response facility and ERUs are notified via audible alarm, visual annunciation, or both and ending when the unit starts travel to the incident.
• Travel Time: The time interval beginning when a unit is en route to an emergency incident and ending upon arrival at the scene.

Attachment "1"
232
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
63 • Response Time: A combination of turnout time and travel time, this is the most commonly used measure of fire department response performance. • Total Response Time: According to NFPA 1710, Total Response Time is defined as the time interval from the receipt of the alarm at the dispatch center to the moment the first emergency response unit initiates action or intervenes to control the incident.

For the purposes of this report, Total Response Time will be measured from the moment the dispatch center receives the alarm to the moment the first emergency response unit initiates an action or intervention to control the incident.

Figure 35: Response Time Continuum

Call
Turnout
Travel Time
Response Time
Total Response Time
Attachment "1"
233
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
64 NFPA 1710 Standards for EMS Responses
The National Fire Protection Association (NFPA) 1710 establishes performance benchmarks for emergency medical services (EMS) response times. The following figure outlines the response time standards measured at the 90th percentile:

Figure 36: NFPA 1710 Standards for EMS Responses
Response Interval NFPA 1710
Call Processing 1 minute or less at 90%
Turnout Time 1 minute or less at 90%
Travel Time (1st Arriving Unit) 4 minutes or less at 90% Travel Time (2nd Arriving Unit at fire suppression incident) 6 minutes or less at 90% Travel Time for full first alarm other than high-rise 8 minutes or less at 90% Travel Time for full first alarm for a high-rise 10.1 minutes or less at 90%

Incident Data Issues
The Escondido Fire Department (EFD) provided call records extracted from its Computer- Aided Dispatch (CAD) system. Each record included timestamps for key response intervals, including date, hour, minutes, and seconds.

However, some records were excluded from the percentile calculations due to missing timestamps in essential fields. This may have occurred due to:
• Canceled en route calls, where the unit was dispatched but later stood down. • Incomplete timestamp data, where a time entry was not properly captured.

The following figures illustrate EFD’s overall response performance for all EMS incidents from 2019 through 2023.

Figure 37: EFD EMS Calls Response Performance 90th Percentile (2019–2023) Call Processing Turnout Time Travel Time Response Time Total Response Time
00:43 Seconds 02:09 Minutes 06:33 Minutes 07:56 Minutes 08:22 Minutes

Attachment "1"
234
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
65 Figure 38: EMS Incidents Response Performance—90th Percentile (2019–2023)

The 90th percentile response times for turnout, travel, response, and total response time consistently exceed NFPA standards across all measured years. The following five figures break down the above performance measurements by time of the day and number of incidents.

0:01:00 0:01:00
0:04:00
0:06:00
0:00:00
0:02:00
0:04:00
0:06:00
0:08:00
0:10:00
Alarm Time Turnout Time Travel Time Response Time Total Response Time
2019 2020 2021 2022 2023 Benchmark
Attachment "1"
235
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
66 Call Processing
The call processing phase consists of two measurable performance metrics. The first, ring time, represents the interval from when the phone begins ringing at the dispatch center until it is answered. Since the majority of emergency incidents are reported via telephone to 911 centers, ring time serves as an indicator of staffing adequacy. Extended ring times may suggest that call takers are overwhelmed, potentially delaying the processing of subsequent emergency calls. NFPA Standard 1221 recommends that 911 calls be answered within 15 seconds at least 90% of the time and within 20 seconds at least 95% of the time. However, this metric is not typically recorded in modern Computer-Aided Dispatch programs, and as a result, data for this component was not available for analysis.

The second metric, call processing time, measures the interval from when a call is answered to the moment response information is transmitted to emergency response units.

The following figure presents an analysis of EFD’s call processing times from 2019 to 2023.

Figure 39: EFD Call Processing Time Analysis (2019–2023)

0:00:00
0:00:09
0:00:17
0:00:26
0:00:35
0:00:43
0:00:52
0:01:00
0:01:09
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Incident Count Call Processing Time
Attachment "1"
236
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
67 Turnout Time
The turnout time phase is fully within EFD’s control and begins when the dispatch center notifies personnel of an emergency. It ends when responders and apparatus begin moving toward the incident location. During this interval, personnel must don appropriate protective equipment, assemble on the response vehicle, and initiate travel.

Efficient training programs and well-designed fire stations play a crucial role in minimizing turnout time. Proper station layout, optimized gear placement, and consistent training on rapid mobilization procedures can significantly reduce delays and improve overall response performance.

Figure 40: EFD Turnout Time Analysis (2019–2023)

0:00:00
0:00:43
0:01:26
0:02:10
0:02:53
0:03:36
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Incident Count Turnout Time
Attachment "1"
237
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
68 Distribution & Initial Arrival Unit Travel Time
Travel time is often the longest phase of the response continuum. The distance between the fire station and the emergency location is the primary factor influencing this phase.

However, additional elements such as road connectivity, traffic congestion, driver training, geography, and environmental conditions can also impact travel time.

This phase begins when the response unit initiates movement toward the incident location and ends when personnel and apparatus arrive on scene. NFPA 1710 establishes a performance goal of 4 minutes for the first arriving unit at an emergency.

Figure 41: EFD Travel Time Analysis (2019–2023)

As illustrated in the previous figure, EFD’s 90th percentile travel time performance averages 6 minutes, 37 seconds, exceeding the NFPA 1710 benchmark. Given the current station distribution and call volume, the only viable solution to improve travel performance is to increase the number of rescue ambulance units to reduce response gaps and improve coverage.

0:05:28
0:05:46
0:06:03
0:06:20
0:06:37
0:06:55
0:07:12
0:07:29
0:07:47

0.00 500.00
1,000.00
1,500.00
2,000.00
2,500.00
3,000.00
3,500.00
4,000.00
4,500.00
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Incident Count Travel Time
Attachment "1"
238
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
69 First Arriving Unit Response Time
Response time is the period between the moment the dispatch center notifies response personnel of an emergency and the arrival of the first fire department unit at the incident scene. This phase encompasses both turnout time and travel time, making it one of the most critical measures of emergency response effectiveness.

According to NFPA 1710, the established performance goal for response time varies depending on the nature of the incident. For fire and special operations incidents, the target is to arrive within 5 minutes, 20 seconds, 90% of the time. For all other priority incidents, the standard is set at 5 minutes, 90% of the time.

Figure 42: EFD Response Time Analysis (2019–2023)

0:00:00
0:01:26
0:02:53
0:04:19
0:05:46
0:07:12
0:08:38
0:10:05
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Incident Count Response Time
Attachment "1"
239
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
70 Total Response Time
From the customer’s perspective, response time begins the moment an emergency occurs.

Their first interaction with emergency services happens when they call for help, typically by dialing 911. The received-to-arrival time phase encompasses the entire response process, including call processing, turnout, and travel times.

According to NFPA 1710, when these individual phases are combined, the total response time for all priority incidents should be within 6 minutes, 90% of the time.

Figure 43: EFD Total Response Time Analysis (2019–2023)

Multi-Phase Fire & EMS Study Escondido Fire Department
71 Population Growth Projections & Future EMS Service Demand Note on Population Data Sources
While this report uses U.S. Census Bureau and California Department of Finance estimates for historical population data and applies an exponential growth model to forecast population through 2035, the San Diego Association of Governments (SANDAG) also provides projections for the City of Escondido. A comparison of our forecast and SANDAG’s projection shows close alignment over the next decade, with both sources indicating modest population growth. For example, SANDAG projects a 2035 population of 153,726, while this analysis forecasts 153,623—an inconsequential difference of less than 0.1%. The purpose of the population forecast in this report is to inform fire service planning and service demand modeling, rather than to guide land use or housing policy. Both forecasts reinforce the need to plan for increasing service demand, even amid modest population growth.

According to the U.S. Census Bureau and the State of California Department of Finance, the City of Escondido had an estimated population of 150,002 as of January 1, 2024. Over the five-year study period (2019–2023), Escondido experienced a slight population decline of approximately 1,309 residents, representing a 0.8% decrease.

Annual population estimates for January 1, 2022, and January 1, 2023, showed back-to- back declines of 0.54% and 0.17%, respectively. The COVID-19 pandemic and its socioeconomic impacts on residents were likely contributing factors to this temporary population loss. However, as of January 1, 2024, Escondido recorded a 0.14% increase, aligning with California’s overall trend of slight population growth in 2024.

To ensure an accurate long-term projection of future EMS service demand, historical population data spanning 30 years (1995–2024) was analyzed. This approach allowed for a balanced forecast model that accounts for recent declines without distorting long-term growth trends. After evaluating multiple forecasting methodologies, the Exponential Growth Model proved to be the best fit for Escondido’s unique population fluctuations.

Exponential growth occurs when a population expands by a consistent percentage or factor over equal time intervals. The following figure presents a ten-year population projection, derived from historical data and past growth patterns, offering insights into future EMS service demands as Escondido’s population evolves.

Attachment "1"
241
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
72 Figure 44: EFD Population Projections (2025–2035)

Based on the above analysis, Escondido Fire Department (EFD) could experience a 2.4% population increase over the next 10 years, equating to approximately 3,621 additional residents. However, natural changes (births and deaths) and migration trends could influence this projection.

Service Demand Projections
To forecast future service demand, AP Triton utilized population projections within the city.

Historically, population size has been a strong indicator of emergency service demand, as EMS call volume typically correlates with population density and demographics.

Service demand projections assume that future demographic characteristics will remain consistent with current trends. To estimate future needs, the current service demand per 1,000 residents was calculated by dividing the annual number of responses by the population (in thousands).

The following figure presents service demand projections based on Escondido’s estimated 2035 population of 153,623 residents, providing insights into anticipated EMS response needs over the next decade.
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Historical Forecasted Exponential Growth
Attachment "1"
242
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
73 Figure 45: Minimum Projected Service Demand (2035)
NFIRS Incident Type 2023 Calls/1,000
Population
Projected
Call
Volume
2035
300—Rescue, EMS incident, other 4 0.03 4
311—Medical assist, assist EMS crew 16 0.11 16
320—Emergency medical service, other 18 0.12 18
321—EMS call, excluding vehicle accident with injury 13,114 87.43 13,431 322—Motor vehicle accident with injuries 607 4.05 622
323—Motor vehicle/pedestrian accident (MV Ped) 64 0.43 66 324—Motor vehicle accident with no injuries. 151 1.01 155 331—Lock-in (if lock out, use 511) 16 0.11 16
350—Extrication, rescue, other 3 0.02 3
351—Extrication of victim(s) from building/structure 2 0.01 2 353—Removal of victim(s) from stalled elevator 11 0.07 11 354—Trench/below-grade rescue 1 0.01 1
363—Swift water rescue 1 0.01 1
372—Trapped by power lines 1 0.01 1
381—Rescue or EMS standby 11 0.07 11
Totals: 14,020 93.47 14,358

Figure 45 illustrates a slight increase in projected EMS call volume per 1,000 residents, driven by forecasted population growth. However, historical trends indicate that service demand has increased despite a slight population decline during the study period (2019–2023).

If projections are based solely on the rate of service demand growth observed from 2019 to 2023, EFD could experience a 40% increase in EMS service demand over the next decade. This would result in a forecasted annual call volume of 19,564 medical calls by 2035, as shown in Figure 46.

Factors beyond population growth, such as an aging population, increased healthcare needs, and evolving community dynamics, may contribute to higher EMS demand, requiring strategic resource planning to maintain service efficiency and response performance.

Attachment "1"
243
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
74 Figure 46: Forecasted Service Demand (2024–2035)

This forecast is based strictly on historical service demand trends, past performance, and a linear projection model extending 10 years into the future. While EFD’s current fire station distribution is sufficient to accommodate future population growth, the overall service demand volume projection suggests that additional ambulances and personnel may be required to maintain effective response times and service levels as demand increases.

Mutual & Automatic Aid Projections
In 2023, Escondido relied on automatic and mutual aid agencies for 295 medical calls.

When these mutual and automatic aid responses are factored into the projected call volume, the forecasted service demand growth increases to 36%, as illustrated in the following figure.
12,643
11,976
13,325
13,801
14,020
14,527
14,985
15,443
15,900
16,358
16,816
17,274
17,732
18,190
18,648
19,106
19,564
0 5,000
10,000
15,000
20,000
25,000
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Historical Projected Linear Growth
Attachment "1"
244
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
75 Figure 47: Automatic & Mutual Aid Medical Calls Growth (2019–2034)

Transport action only occurred in a small number of these automatic and mutual aid calls.

Figure 48: Automatic & Mutual Aid Transport Calls (2019–2023) 2019 2020 2021 2022 2023 Total
Transport Calls 6 5 1 0 0 12

190 198
294
246
295 322 348 374 399 425 451 477 503 528 554 580
0 100
200
300
400
500
600
700
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Automatic & Mutual Aid Calls Projcted Calls Linear Growth Attachment "1"
245
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
76 EMS Program Findings & Observations
The EMS program is a critical component of the Escondido Fire Department’s public safety mission, ensuring the health and well-being of the community. As part of our comprehensive analysis, we conducted an in-depth evaluation of EMS operations, service delivery, and system performance. This review aimed to identify both strengths and areas for improvement to support future strategic planning and decision-making.

Our findings and observations are based on a thorough assessment of various data sources, including:
• Response time performance
• Resource allocation
• Stakeholder feedback
Additionally, EFD’s EMS operations were benchmarked against industry standards and best practices, providing a comparative perspective on system efficiency and effectiveness.

This section outlines key findings, observations, and recommendations to enhance the EMS program’s effectiveness and long-term sustainability. By addressing identified gaps and leveraging existing strengths, EFD can continue providing high-quality EMS services to the community.

Key Findings & Observations
• EMS Leadership & Oversight: A Division Chief oversees EMS and the training division, with support from a Suppression Battalion Chief and an EMS Coordinator. Since EMS comprises the majority of emergency responses, the oversight workload could be delegated to a single full-time position or supported by additional staff. EFD would benefit from hiring a Division Chief to focus on strategic planning for EMS and have the EMS Coordinator to continuing managing medical education (CME) and ensuring participation in a comprehensive quality improvement (QI) program. • Certifying Entity Status: EFD is a certifying entity, allowing it to certify paramedics in- house. To maintain this status, EFD adheres to strict state and local EMS guidelines, ensuring that all paramedics meet or exceed established training and certification requirements.

Attachment "1"
246
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
77 • EMS Policy & Documentation: EFD’s EMS foundation policy documents are comprehensive and reviewed occasionally to ensure their relevance and accuracy in alignment with evolving EMS protocols.
• Specialized Tactical EMS Capabilities: In collaboration with the Escondido Police Department, EFD has nine firefighters/paramedics trained as tactical paramedics.

These personnel provide critical medical care during high-threat law enforcement operations, enhancing public safety response capabilities. • Emergency Communications System: EFD recently contracted with the North County Dispatch Joint Powers Agreement (North Comm) for emergency communications center services. This partnership enhances emergency medical dispatch (EMD) services and provides opportunities for future tiered response models or alternative deployment strategies.
• Health & Safety Code §1797.201 Rights: EFD retains its administrative rights under HSC §1797.201, allowing it to control all EMS service delivery, including ground emergency medical transportation services. This authority is crucial for maintaining local EMS oversight, including response models and staffing decisions. • Advanced Life Support (ALS) Availability: EFD staffs paramedics on every fire apparatus and rescue ambulance, ensuring that all Escondido residents receive early ALS intervention during EMS incidents. This model provides seamless, high- quality care and maximizes life-saving treatment capabilities throughout the city.

These findings and observations serve as a foundation for future EMS system improvements, ensuring that EFD remains well-positioned to address growing service demands while maintaining high standards of patient care and operational efficiency.

Attachment "1"
247
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
78 EMS Program Recommendations
The following recommendations are grounded in a comprehensive analysis of the data provided, the expertise of AP Triton’s team in developing optimal solutions, and strict adherence to applicable national standards and best practices.

EMS Program Short- and Mid-Term Strategies Overview
AP Triton developed recommendations for improving EMS service delivery and system efficiency prior to implementing the short- and mid-term strategies in areas such as:

EMS Program Management & Organization
• The EFD should work with the City of Escondido’s Human Resources Department to begin the development of a scope of work and associated Knowledge, Skills, and Abilities (KSAs) to hire an EMS Division Chief for additional EMS program management which would include but is not limited to assisting with the overall CQI, continuing education and advanced training programs
EMS Staffing & Personnel Deployment
• The EFD should begin a recruitment process for a 24-hour additional ambulance for the community to reduce any auto and mutual aid requests from adjacent jurisdictions, and capture missed revenues from unavailable current EFD transport resources.
• The EFD should begin procurement for an additional ambulance, gurney, and associated durable medical equipment and supplies to be implemented into service once funding has been secured and additional non-sworn personnel can be hired.

EMS Service Delivery Methods
The EFD should use technology to monitor trends, response time analysis, and growth projections for its EMS transport program closely. Software products, such as those from FirstWatch, are readily available and can be interfaced with the current communications center. Based on a review of recent procurements in similar agencies, EFD could expect to pay approximately $150,000 for implementation and $30,000 for each subsequent year of support and maintenance.

Attachment "1"
248
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
79 EMS Program Long-Term Strategies Overview
AP Triton developed comprehensive long-range strategies for resource deployment aimed at enhancing the EFD’s EMS program to meet and exceed identified performance objectives and targets. The recommendations are structured to address key areas of improvement, including administration, staffing, and oversight while aligning with industry best practices:

Administration, Policies, Processes, and Deployment Model • EFD should routinely evaluate administrative policies and processes every two years to ensure alignment with evolving healthcare delivery systems and reimbursement models.
• EFD should utilize a data analytics platform like FirstWatch to provide annual updates on call volume growth, response time management, and overall system performance. This data should guide future deployment model enhancements to meet community needs effectively.

Operational Staffing and Supervision
• EFD should address critical gaps in field staffing, supervision, and span of control by adding one EMS Division Chief to allow the EMS Coordinator to provide additional staffing.
• Staff an additional Rescue ambulance to improve operational capacity and clinical care.

Oversight and Administration of the EMS Program
• EFD should add an EMS Division Chief to strengthen its ability to meet regulatory requirements, oversee training, manage clinical education programs, and provide strategic planning the EMS program. This role would ensure compliance with continuing medical education mandates and address key administrative gaps.

Identification of Unfulfilled Critical and Important Functions • EFD should identify vital functions and tasks currently unmet due to staffing limitations.

These recommendations focus on enhancing the EFD’s EMS program by adopting industry best practices, improving resource allocation, and fostering a more efficient, compliant, and effective service delivery system.

Attachment "1"
249
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
80 Detailed EMS Program Recommendations
EMS Recommendation I-1: Expand EMS Administrative Support with a Division Chief Description: EFD’s EMS system is managed by a Division Chief (EMS & Training) with support from an EMS Coordinator and a suppression Battalion Chief. Given that 82% of EFD’s call volume involves EMS, leadership is overburdened with operational, administrative, and compliance responsibilities.

To alleviate this burden, EFD should consider splitting the current Division Chief into two positions. One for EMS and another for Training. This approach would:
• Reduce administrative strain on the current organizational structure of a Division Chief and Battalion Chief, allowing them to focus on strategic planning and high- level EMS system improvements.
• Enhance training and compliance oversight without committing to a full-time position.

Outcomes:
• Increased leadership capacity: EMS leadership can dedicate more time to strategic initiatives.
• Enhanced training and compliance: Dedicated personnel for EMS training, quality assurance, and system improvements.

Estimated Cost: The annual cost for an EMS Division Chief is approximately $255,187 annually.

Outcomes:
• A new Division Chief overseeing the program will allow the EMS Coordinator to complete the following:
▪ Improved patient care: Ensures continuous monitoring, feedback, and refinement of EMS operations.
▪ Enhanced compliance and infection control: A dedicated officer ensures EFD meets Cal/OSHA and public health standards.
▪ Stronger partnerships with healthcare agencies: Improved coordination with hospitals, the Medical Director, and public health entities.

Attachment "1"
250
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
81 EMS Recommendation I-2: Strategically Implement an Additional Rescue Ambulance (RA) Description: AP Triton has identified a growing demand for EMS transport services. To address increasing system pressure and optimize resource availability, the City may wish to consider the strategic addition of a transport-capable ambulance unit. This unit could be phased in as the demand increases. At this time, the additional unit should be deployed as an Advanced Life Support (ALS) resource to fit within the current deployment model. In the future, as demand continues to increase, the City may consider the introduction of Basic Life Support (BLS) units, depending on operational and staffing capacity, call acuity patterns, and dispatch capabilities.

Data supports the need for additional transport capacity to reduce out-of-service time for Ambulance units, improve system resilience, and ensure readiness for high-acuity incidents.

Outcomes:
• Improved ALS Ambulance Availability: Lowers Unit Hour Utilization, improving unit availability and employee workload, which can improve employee health and wellbeing.
• Enhanced System Capacity: Expands transport capabilities to meet rising EMS demand (11% increase over five years).
• Operational Flexibility: Phased-in approach allows for scalable deployment based on needs.
• Increased Revenue Retention: Reduces dependence on mutual/automatic aid, allowing for greater cost recovery through in-house billing. • Enhanced Service Reliability: Provides a consistent staffed ambulance to meet peak demand periods.

Estimated Cost: The following figure outlines the annual costs for a daily 24-hour rescue ambulance. Estimated costs are provided for ALS.

Attachment "1"
251
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
82 Figure 49: Estimated Annual Costs for 24-hour Ambulance (ALS) Item Cost for 24-Hour ALS Unit
Staffing 750,760
Equipment and Supplies 109,600
Operating Costs 93,700
Total Costs $954,060
Staffing costs assume a Firefighter Paramedic and Single-Function Paramedic plus benefits and constant staffing overtime, as detailed in Figure 58: Ambulance Staffing Costs.

Equipment and supplies include cardiac monitors, CPR devices, gurneys, and medical supplies, which are detailed in Figure 59: Equipment & Supply Costs. Ambulance operating costs include vehicle costs, insurance, fuel, maintenance costs, and data connections.

These costs are detailed in Figure 60: Ambulance Operating Costs.

The following figure outlines a rescue ambulance’s estimated one-time purchase and start- up costs.

Figure 50: Estimated Ambulance One-Time Costs
Item One-Time Cost
Ambulance $400,000
Cardiac Monitor 60,000
Gurney 28,000
Ambulance Set-up 15,000
CPR Device 25,000
Data Tablet 3,000
Total Costs $531,000

Attachment "1"
252
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
83 EMS Recommendation I-3: Strategic Expansion of Ambulance Response Capacity Description: EFD’s current ambulance utilization levels indicate a growing strain on available resources. Unit Hour Utilization (UHU) analysis shows that RA131, RA132, and RA137 consistently experience the highest UHU levels, with RA131 exceeding 40% and RA132 and RA137 projected to surpass 40% in the coming years. Sustained UHU levels above this threshold are not operationally sustainable and may lead to staff fatigue, increased response times, and reduced system reliability.

To address rising call volumes and improve response efficiency, EFD should implement an additional ambulance unit, bringing the total to six units in service. Strategic placement of this unit requires analyzing travel times from current stations and identifying clusters of longer travel time calls to ensure optimal deployment.

Analysis of 2023 EMS call data reveals that:
• Station 3 (69.9%) and Station 5 (61.4%) have the highest percentage of calls requiring 5 minutes or more of travel time.
• Heat maps of travel times indicate large clusters of extended response calls around Station 1, fire department headquarters (PAFH), and north of Station 5. • Only 18.5% of the EFD service area is currently reachable within 4 minutes, and total city coverage with five ambulances is 77% within 12 minutes.

Deploying an ambulance would provide significant relief to all stations, reducing response times and increasing overall system efficiency. With the addition of a sixth ambulance:
• 4-minute response coverage would improve from 18.5% to 20.8% of the city. • 5-minute and 6-minute response areas would expand, improving service delivery, particularly in the southern part of the city.

Attachment "1"
253
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
84 Outcomes:
• Improved Response Times: Reduces overall travel times, particularly for high- demand areas.
• Reduced Strain on Existing Units: Alleviates high UHU levels for RA131, RA132, and RA137, preventing resource depletion.
• Enhanced Service Coverage: Expands reach of timely EMS response, particularly for areas experiencing 5-plus-minute delays.
• Increased Operational Sustainability: Mitigates staff fatigue, improves system reliability, and maintains emergency readiness.

Estimated Cost: The estimated costs for implementing a 24-hour ALS ambulance are outlined in Figure 49, and additional one-time purchases and setup costs are included in Figure 50.

Supporting Analytics—EMS Recommendation I-3
The following figure shows the percentage of calls for each station with their travel times for 2023. It is a goal to reach the call location in 4 minutes, 90% of the time; therefore, everything 4 minutes or less is grouped when examining the travel times. After this, it is broken into 1-minute increments until 8 minutes are reached. Anything over 8 minutes was grouped due to the low incident count of calls with exceptionally long travel times. Next, only those calls within the EFD service area were included. Anything outside the area was excluded from this analysis.

Figure 51: EMS Calls Travel Times Percentages (2023)
Incidents in Progress Station 1 Station 2 Station 3 Station 5 Station 7 4 Minutes 51.5% 51.8% 30.1% 38.6% 49.0%
5 Minutes 25.3% 22.7% 30.8% 24.9% 25.2%
6 Minutes 14.1% 12.1% 20.1% 18.9% 14.6%
7 Minutes 4.7% 5.3% 8.6% 9.8% 5.5%
8+ Minutes 3.4% 7.7% 9.9% 7.1% 5.0%
Unable to calculate 1% 0.4% 0.5% 0.7% 0.7%
Total EMS Calls: 3,067 2,381 1,669 1,178 2,873

Station 3 and Station 5 have the highest percentage of calls with 5 minutes or more travel times, with 69.9% cumulative and 61.4% cumulative, respectively.

Attachment "1"
254
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
85 A heat map of calls with 5 minutes or more travel time, detailed in the following figure, shows the greatest density of calls with longer travel times.

Figure 52: 5-Minute or More Travel Time Calls (2023)

The map displays large clusters of longer travel times around Station 1 and fire department headquarters (PAFH) and north of Station 5.

Attachment "1"
255
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
86 A closer examination of the hot spots with an overlay of calls categorized by the call travel times shows many calls in the 7-minute and 8-minute categorization in the following figure.

Figure 53: 5-Minute or More Travel Time Calls—Zoom In (2023)

A closer examination of the hot spots with an overlay of calls by travel times shows many calls in the 7-minute and 8-minute categorizations. Adding a rescue ambulance reduces overall travel times, particularly for high-demand areas.

Attachment "1"
256
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
87 With the five fire stations having an ambulance, only 18.5% of the EFD service area is reachable in 4 minutes. However, as detailed in the following figure, the total coverage of the city with five ambulances is 77% within 12 minutes.

Figure 54: EMS Stations Travel Time Areas

Attachment "1"
257
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
88 AP Triton acknowledges that while Station 6 may not be able to house an ambulance, deploying an ambulance in the Station 6 area is advantageous. The following map displays the travel times with six fire stations having an ambulance, which increases the EFD service area that is reachable in 4 minutes to 20.8%. The 5-minute and 6-minute travel areas also increase. This further increases emergency ambulance general coverage in the southern part of the city.

Figure 55: Proposed Station 6 EMS Travel Times

Attachment "1"
258
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
89 PHASE II:

AMBULANCE TRANSPORTATION

FEE STUDY
Attachment "1"
259
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
90 Ambulance Transportation Services Overview
The EFD’s ambulance transportation services, in our assessment, stand as a paragon of medical response, delivering an exemplary blend of effectiveness, efficiency, and strict adherence to standards. With a steadfast commitment to excellence, the department ensures rapid response times, which is a critical factor in patient outcomes. The department's dedication to high standards is evident in its rigorous training programs and investment in basic equipment to provide these services. This dedication not only meets but often exceeds the stringent requirements set by healthcare and emergency service regulators. The Escondido Fire Department's ambulance services are a testament to their unwavering commitment to the community, providing a service and a lifeline to those in need. However, this study will outline the organization’s struggles with maintaining critical EMS services with rising call volumes, limited additional City fiscal support and the need for new state of the art equipment to meet ever increasing service demands. The Escondido Fire Department's ambulance services are more than a mere transport mechanism; they are vital to the City's emergency response system, ensuring that every call for help is answered with speed, competence, and care.

In California, the staffing models for ambulance services are diverse and adapted to the unique demands of each community. The state has seen a variety of approaches, including the traditional fire-based EMS systems, which often employ 24-hour shifts to ensure reliable response times. Additionally, there is a move towards more flexible models, such as the tiered deployment, where Advanced Life Support (ALS) and Basic Life Support (BLS) units are deployed according to the severity of the call. Some agencies have adopted this model in response to the EMS workforce shortage and the need to maintain patient care without sacrificing service quality.

The economic and operational challenges faced by EMS agencies have led to significant changes in staffing configurations. For instance, some agencies have transitioned from dual to single paramedic deployment (like EFD), allowing for more cost-effective resource use while still providing necessary care. Moreover, alternate response units for low-acuity calls have been integrated to optimize resource allocation.

The financial aspect of these staffing models is also critical. With overall costs increasing across all categories and projected similar cost increases for the coming years, agencies are adapting their staffing models to balance budget constraints with the need for effective emergency response. The rise in wage costs has significantly influenced these changes.

Attachment "1"
260
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
91 The staffing models for ambulance services in California are evolving in response to economic pressures, workforce challenges, and the overarching goal of providing timely and quality patient care. Agencies are exploring and implementing various configurations, from traditional models to innovative approaches, to navigate the complexities of EMS service delivery in the state. These adaptations are crucial for the resilience and effectiveness of emergency medical services in California. EFD, however, reports a robust local hiring process for both new EMTs and Paramedics with a built-in career path to Firefighter/Paramedic and is a leader in modern recruitment efforts among their peer agencies.

EFD’s ambulance staffing model includes one dual-role Firefighter/Paramedic and one non-safety EMT or one non-safety Paramedic. Each fire apparatus, engine, truck, and ambulance staff at least one paramedic daily. The efficiency of deployable resources is found in the fact that an ALS provider (paramedic) arrives as early as the first fire unit on the scene. As mentioned, there is no panacea when it comes to ambulance staffing models. To that end, agency administrators evaluate the data to determine what ambulance model is efficient and effective in deploying fire-based EMS resources with the goal of early ALS medical intervention by ensuring resources are strategically located throughout the city and quick transport times to local area hospitals. Since Escondido is a full-service City surrounded by progressive communities, many nearby hospitals can be found, thus strengthening the efficiency and effectiveness of EFD’s ambulance transportation service and overall EMS response and delivery. The following figures illustrate ambulance response times and transport times to area hospitals.

Figure 56: Ambulance Response Times Percentages (2023)
Response Times RA131 RA132 RA133 RA135 RA137
4 Minutes or less 21.4% 28% 10.7% 16% 21.8%
5 Minutes 18.3% 21.3% 14.2% 12.2% 19.7%
6 Minutes 19.8% 17.1% 20.5% 15.3% 20.2%
7 Minutes 15% 10.7% 17.9% 15.1% 13.8%
8 Minutes or more 25.5% 22.9% 36.7% 41.4% 24.5%
Total Calls: 3,509 2,777 2,230 2,330 3,122

Attachment "1"
261
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
92 Figure 57: Ambulance Transportation Times—90th Percentile (2023)

Based on the data analysis of this study, EFD ambulances averaged in 2023, a transport time of 19 minutes from arrival on scene to arrival at a hospital facility with a patient. 0:19:00
0:24:00
0:21:00
0:19:00
0:00:00
0:03:00
0:06:00
0:09:00
0:12:00
0:15:00
0:18:00
0:21:00
0:24:00
Emergent
(Immediate
Response)
Emergent
Downgraded to Non-
Emergent
Non-Emergent Non-Emergent
Upgraded to
Emergent
Attachment "1"
262
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
93 Ambulance Transportation Services Cost Analysis
Personnel Cost Analysis
Most EMS delivery systems are similar when it comes to personnel costs. Employee costs, including salaries and benefits, are the most significant contributing factor to any system's costs. A change in hourly or yearly compensation for EMTs and Paramedics who typically staff EMS systems can drastically affect the overall cost recovery available to the system.

Understanding the costs associated with staffing is very straightforward, but each system's staffing requirements are unique. Typically, a 24-hour ambulance requires six full-time personnel working a regular fire department schedule. A 12-hour ambulance system requires eight full-time employees to have the same coverage. The personnel costs below are based on Escondido’s current staffing configuration of one safety Firefighter/Paramedic and one non-safety EMT or non-safety Paramedic on each of their five ambulances that operate 24 hours a day.

Based on Escondido’s current staffing model and personnel costs provided by the City (FY 23 Budget), it costs an estimated $3,753,800 to staff the five ambulances annually. The following figure outlines these costs. This equates to $750,760 per ambulance each year.

Figure 58: Ambulance Staffing Costs
Position Salaries and
Benefits
Constant Staffing
Overtime
Total Personnel
Costs
Firefighter/Paramedics
(safety) $2,143,023 $753,822 $2,896,845
EMT/Paramedics (non-
safety) $796,255 $60,700 $856,955
Totals $2,939,278 $814,522 $3,753,800

Equipment and Supplies Cost Analysis
Equipment and supply costs can vary based on a system’s dynamics and call volume.

Some basic costs are typical in the industry for an EMS system, specifically an ambulance transport system. The most significant costs, not including vehicles, are primarily with cardiac monitors, CPR devices, gurneys, and ALS and BLS supplies. The following figure gives an example of these costs from other similar systems in California. These costs are estimates only and can vary depending on the area, contracts, call volumes, and manufacturers. Where appropriate, these costs are depreciated over a five-year period.

Attachment "1"
263
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
94 Figure 59: Equipment & Supply Costs
Item Estimated Cost per
Ambulance per Year Total Costs
Cardiac Monitors $8,000 $40,000
CPR Devices $3,000 $15,000
Gurney $5,600 $28,000
Medical Supplies $87,600

Vehicle Cost Assessment
Vehicle costs depend on the manufacturer, type, extras, and contracts. Escondido is encouraged to work with their finance department to secure the best price for these higher-cost vehicles. In estimating the life span of ambulances, AP Triton typically uses five years of service for a frontline unit. After five years of frontline service, the unit can be placed in reserve based on overall unit conditions. EFD is encouraged to work closely with their City yard to determine a realistic lifespan/replacement plan for each unit. The following figure displays some basic cost estimates for ambulance operating costs as estimates only. The costs have depreciated over a five-year span where appropriate and are estimates of similar systems in California.

Figure 60: Ambulance Operating Costs
Item Estimated Cost per
Ambulance per Year Total Costs
Ambulance Vehicle Costs $50,000 $250,000
Ambulance Insurance $2,500 $12,500
Fuel/Maint./Mech./Licensure $40,000 $200,000
Data Connections $1,200 $6,000

Attachment "1"
264
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
95 Technology and Support Services Evaluation
Technology has been responsible for some of the most significant changes in EMS over the last decade. Introducing new technology in Cardiac monitoring, Automatic Chest Compression Devices (ACCDs), and Electronic Patient Care Reports (ePCR) are just a few of the most significant changes in recent years. With the introduction of Artificial Intelligence, these systems could see additional changes over the next few years.

Technology costs are charged department-wide, not directly to the EMS program.

Therefore, technology costs were allocated using the following methodologies:

Telecommunications and Network & Systems Administration costs were applied based on the proportion of EMS FTEs to total EFD FTEs. Radio Communications charges were applied based on the proportion of EMS vehicles to total EFD vehicles.

Support costs include a professional services agreement for a Medical Director, a full-time EMS Program Coordinator, and 0.50 FTE of a Fire Division Chief. Together, these positions and independent contractors provide medical direction, quality assurance, and management oversight of EFD’s EMS Program.

Dispatch Services were provided by Escondido Police and Fire Dispatch. Though the City of Escondido did not directly charge EFD for these services, the proportionate share of costs equated to $866,629 for the Fire Department in FY 2023. In future years, North County Dispatch Joint Powers Authority (North Comm) will provide fire and EMS dispatch services to EFD at an annual cost of approximately $1.2 million. If approximately 78% of all calls are medical in nature, annual dispatch costs attributed to the EMS Program, going forward, will be approximately $936,000.

For billing services, EFD contracts with Wittman Enterprises. Current contracted costs are

4.5% of net collections, not to exceed $275,000 per year.

The following figure outlines EFD’s technology and support services costs.

Attachment "1"
265
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
96 Figure 61: Technology and Support Services Costs
Item/Position Estimated Cost Year
Telecommunications $15,015
Network & Systems Administration 52,135
Radio Communications 40,146
Medical Director (Contractor) 20,800
EMS Program Coordinator 97,651
Division Chief (0.50 FTE) 129,238
Dispatch Contract 1,200,000
Billing Contract (Wittman) 275,000
Total Technology and Support Costs $1,829,985

Liability Cost Analysis
There are many potential liabilities associated with the provision of EMS. One such liability is the potential for employee injuries and illnesses while carrying out EMS-related duties.

Workers’ Compensation costs of approximately $262,474 are included in the personnel costs outlined in Figure 58. Additionally, due to the nature of EMS, there is a large potential for lawsuits arising from allegations of negligence, insufficient/improper training, or deficiencies in patient care. For these reasons, EMS training and quality assurance programs are critical to reducing liability. The allocated annual costs for both general liability and property insurance are $139,876.

Figure 62: Liability Costs
Item/Position Estimated Cost per Year
General Liability and Property Insurance 139,876
Total Liability Costs $139,876

Attachment "1"
266
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
97 Total Cost Summary
The following figure summarizes all the previously discussed costs to provide annual estimates of the EFD’s ambulance transportation system.

Figure 63: Total Annual Ambulance Transportation Costs
Cost Category Total Annual Cost
Ambulance Staffing $3,753,800
Equipment and Supplies 521,000
Ambulance Operating Costs 468,500
Technology and Support 1,729,985
Liability Costs 139,876
Total EFD Ambulance Transportation Costs $6,613,161

Attachment "1"
267
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
98 Ambulance Fee Study Considerations
Fee Structure Methodologies
As noted previously in this report, EFD’s EMS Program operates at an annual cost of $10,826,970. In addition to the expenses listed in Figure 63, total EMS Program costs include the costs to staff each engine and truck with one Firefighter/Paramedic daily. This does not include fire suppression costs, which, if allocated to the EMS Program based on call volume and time on task, would equate to significant additional costs. This section explores the revenue side of EFD’s EMS Program, with special attention to billing and collections, the current payer mix, and overall system valuation. EFD has not adjusted its Ambulance Transport Fees since 2016 and has asked AP Triton to make recommendations for these fees.

Current Cost Recovery Policies
EFD does not have written cost recovery policies regarding ambulance billing. These services are contracted to Wittman Enterprises (Wittman). In discussions with EFD’s Wittman representative, the following information was obtained relative to the billing and collections process:
• Disputes regarding ambulance bills are directed to Wittman, who then forwards it to EFD for review and resolution.
• Wittman LLC will consider economic hardships. If granted, the amount due is not reduced or written off; rather, a payment plan is established. • Regarding collections, after all avenues for billing are exhausted, Wittman sends the account back to EFD for collection. This is done through the City’s collections contractor.

Attachment "1"
268
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
99 Fee Amounts
Demographics of the Healthcare Payer Mix
The sustainability of the healthcare system is dependent upon the payer mix within any given geographic location. More specifically, for the Emergency Transportation System, the payer mix, and the number of transports will determine the sustainability of the overall healthcare system. Understanding how the payer mix impacts reimbursements will allow for the determination of the system's value. With the payer demographics determined, an estimate of reimbursement can be made. There are four primary cost centers for reimbursement of medical charges by responding agencies: Medicare, Medicaid (Medi- Cal in California), commercial insurance, and private pay (self-pay or uninsured). Each demographic component will have a different percentage of participants, and the number of system users from each component will determine the potential reimbursement that can be realized. For instance, if a system had a heavy concentration of people with commercial insurance, the projected cost recovery would be higher than without insurance. A breakdown for each major payer is further detailed below:
• Medicare: The primary health care coverage for persons over 65. • Medicaid (Medi-Cal in California): A component of the federal Medicaid program that is provided for qualified individuals and families (primarily low-income at 138% of the national poverty level).
• Commercial Insurance: It is Commonly associated with benefits provided by employers to their employees but may also be purchased independently. • Private Pay: Generally, it applies to those without insurance or who elect to self-pay for services.

Numerous subcategories used for reimbursement, such as workers’ compensation, liability, and auto insurance, are within these categories, which will not be discussed in this report but are typically included in Commercial or Medicare rates for reimbursement.

Attachment "1"
269
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
100

Medicare
Medicare typically makes up the most significant portion of a system’s payer mix because it covers everyone over 65 by federal law. In Escondido, Medicare holds the top spot, with 54% of the transported patients having some form of Medicare. There is a cap on what can be billed for Medicare patients, and currently, that cap is $652.00, which Medicare usually pays 80%, or a total of $521.60. An additional co-pay usually can be collected at about a 30% rate from the patient or via supplemental insurance. This means that if a system average charge for service is $2,000, Medicare will pay $521.60 (plus mileage), and the patient will have a small co-pay of about $130.00. If the system were to charge $5,000, the payments and co-pays for the patient would be the same, so most rate increases by the EFD would not affect this payer mix.

Medi-Cal
Medicaid or Medi-Cal in California is the insurance designed for those who live under the federal poverty line or with significant disabilities. Some elderly people can have Medicare and Medicaid insurance, called Medi-Medis. Like Medicare, there is a cap on what Medicaid will pay regardless of what is charged; that amount currently is about $118.00.

Fortunately, additional federal enhancements are offered, bringing the reimbursement to over $1,100 for public ambulance transport entities. This program will be discussed later in this section. Medi-Cal is the second most significant portion of the patients transported in Escondido, with a percentage of 26%.

Commercial Insurance
This payer mix category comprises those with medical insurance through employment, private purchase, or other means. Commercial insurance typically does not dispute the fees for ambulance transportation and first response. For this reason, reimbursement is estimated at 80%. Commercial insurance pays a usual and customary payment based on what is charged. For instance, Escondido has an average ALS transport charge of $1,800 which most commercial insurance will pay at least 80% or $1,440. If the City were to raise its rates by 5%, it would see an estimated $138,450 in additional cost recovery annually.

Attachment "1"
270
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
101

Private Pay
This payer mix category comprises those who do not meet the threshold needed to receive Medi-Cal or who have failed to apply and do not have commercial insurance. Because this group includes a wide population range, it will consist of those with minimal income and well above-average income levels. In the past, the most common demographic was those employed by smaller companies that did not provide insurance to their workers or those who were self-employed. As a result, this payer mix comprises those who can afford the total ambulance transportation costs and first responder fees and those who cannot afford to pay any part of the fee. Within those parameters are those who can afford to make payments and agreements to take a settlement for a partial amount.

Because this group comprises such economic diversity as a combined group, it is typical to see an aggregate reimbursement rate of 5% of the complete collection for this payer mix.

However, with the implementation of the ACA and Covered California, this demographic is continuing to transition to the insured category. The impact on the overall collection rate is still unknown as many of the plans through Covered California have higher deductibles.

The following figure shows EFD’s estimated payer mix and transport volumes, utilizing 2023 information provided by Wittman.

Figure 64: Calculated Transports and Payer Mix
Cost Center Percent of Transports Number of Transports
Medicare/Medicare HMO 54% 5,983
Medi-Cal/Medi-Cal HMO 26% 2,881
Commercial Insurance 10% 1,108
Private-Pay 10% 1,108
Total 100% 11,080

Attachment "1"
271
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
102

Collections Processes
Numerous factors impact the value of an EMS system. The monetary value of the system essentially refers to how much revenue can be recognized from the given number of transports in the system. There are no special or secret methods for collecting payment from an EMS system. A fixed amount of money is available to all providers regardless of their public or private status; this is often called the cap. There is some disparity in the revenue collected amongst various providers because of two main areas: billing and collections. Some agencies are better at procuring monies in these areas than other agencies. Often, an agency bases its success on its collection rate. However, this is an inaccurate method for evaluating success since collection rates are just one aspect of the successful management of a system. Key factors affecting the success of billing and collections are the billing policy, collections policy, transport rates, documentation accuracy, billing contractor’s level of effort, number of transports, and the payer mix.

The value of Escondido’s system will be based on several items the EFD controls and a few items they do not. The City can control and manage the following items dealing with system valuation:
• Billing Policy
• Collection Rate
• Transport Rates
• Documentation
• Billing Collector's Level of Effort
The City does not have control over the following items that make up the total value of the system:
• Number of Transports
• Payer Mix
AP Triton has considered all seven items when determining the system's total valuation. A question commonly asked is, “Can the system's value be changed or increased?” The answer to this question is yes. Maximizing the efforts EFD can control can significantly increase the cost recovery available in the system. For example, if EFD elects to increase the average transport charge in the system, it could translate into additional annual cost recovery. With an estimated 10% in commercial insurance transports, the system in Escondido is heavily affected by the increase or decrease in average charges.

Attachment "1"
272
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
103

Billing Policy
Establishing a billing policy is one of the primary steps a provider needs to accomplish to get the most monetary value from the system. When a service is provided, there is an assumption that there will be a charge. Numerous factors will determine what is included in the patient billing policy—the more aggressive the billing policy, the more potential to collect. There are, however, areas with a fixed rate attached, which will create a fixed cap on the maximum potential collections available within the system. There will also be a set number of calls for service in each period; therefore, adding additional ambulances to the system does not equate to being able to respond to more calls or transport more patients.

The expectation is that all the patients who request to be transported or whose medical condition requires it will be transported. There will be fluctuations in the call volume, but significant or seasonal changes in call volume are predictable. Based on the last four years of transport data from American Medical Response (AMR) nationwide, there is an expectation that there will likely be an annual increase in calls for service. This trend is also expected to play out in the City of Escondido. Reimbursement for some services based on the number of calls is relatively established and forecastable. It should be noted that an increase in call volume does not reflect a direct correlation to the rise in revenue. The billing policy areas determining payment are collection policy, transport policy, documentation accuracy, billing contractor level of effort, and understanding of Escondido’s payer mix.

Collection Policy
The collection policy is the most significant aspect of the collection process, affecting the revenue stream. Federal regulations that control billing require that every patient receive a bill for services rendered to prevent what is known as "cherry-picking," where only specific groups of patients are billed. How aggressive a company is with collecting those bills is a matter of business philosophy. Most private ambulance companies and hospitals have aggressive collection policies, while many public ambulance providers have less aggressive policies. The reason for this disparity is simple: private ambulance companies are in the business of generating revenue or profit. Sending patients to collections or placing them on a rigorous payment plan is the standard operating procedure for these companies. Conversely, political considerations and public relations concerns must be addressed in the public sector because most patients will also be taxpayers. A simple formula to consider is this: once the collection effort reaches a point where the return in either money or political consequences is less than the monetary gain, the collection process should cease.

Attachment "1"
273
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
104

Transport Rate
Determining the transport rate is a critical factor for any provider. This is the rate charged to every patient regardless of insurance status or ability to pay, and it is a standard billing practice required in the industry.

The percentage of transport to total responses also directly impacts the transport revenue receivable. Fewer transports result in less revenue, and with the current overcrowded healthcare system, constantly transporting the patient is not the most prudent thing to do.

As a public provider, Escondido does not have a profit margin to maintain like a private company, but it must maintain a sustainable system.

For illustrative purposes only, the non-transport of a single patient daily can cost a city hundreds of thousands of dollars. For example, if two ambulances in the system facilitate one non-transport for various reasons each shift, this equates to 730 non-transports per year. Using Medicare rates without a co-pay (estimated at $522) results in over $380,000 annually in lost income. There will always be a percentage of calls that will not result in transport—this is to be expected and can be projected as a percentage of the overall call volume.

Transport cost recovery is a large part of managing an efficient and cost-effective system but is not typically part of an organization’s core values. The revenue accumulated by transport should be secondary to the responder’s sound judgment and trained expertise.

The pressures of “wanting” or “not wanting” transport based on anything other than health needs can create public distrust if organizational transparency is questioned.

Many items can be charged for emergency transport to the hospital. These items and procedures are handled differently depending on the payer involved. For instance, the following figure shows a list of items that are estimated as allowable charges by Medicare and Medi-Cal which are reimbursable when billed.

Attachment "1"
274
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
105

Figure 65: Medicare and Medi-Cal Allowable Charges
Item Medicare Allowable Medi-Cal Allowable
ALS Rate $581.26* $1,158.10
BLS Rate $489.48* $1,158.10
Mileage $8.71 $3.19
Oxygen $0 $8.89
EKG $0 $14.46
Night Charge $0 $8.89
*This amount adds additional fees charged for mileage.

Although only a portion of what is billed by EFD is an allowable charge, due to insurance negotiated rates, this should not prevent EFD from increasing its charges or expanding the things it charges to improve sustainability. The permissible charges by Medicare and Medi- Cal only tell a portion of the story. Commercial Insurance is critical in most systems when creating a sustainable transport model. The percentage of commercial insurance transport in EFD’s EMS system is an estimated 10%, and increasing the average charge in the system could bring the City increased cost recovery without impacting elderly or low-income residents.

Documentation
Documentation using ePCR system also significantly affects a provider's collection rate.

Unfortunately, many transport agencies do not prioritize training on proper documentation as forcefully as needed to record patient assessment activities and the treatment paramedics provide accurately.

Attachment "1"
275
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
106

Appropriate documentation also captures the correct reimbursement rate and supplies used for billing. Reimbursement, mainly through Medicare and Medi-Cal, is based upon the patient’s needs and is not reimbursed because a patient desires transport to the hospital.

In other words, too many calls that should have been billed for and paid at an ALS rate are often reimbursed at the much lower BLS rate. Accurate documentation can, and usually does, result in a substantial increase in revenue where ALS service is already being provided. To illustrate, if only one ePCR per day was adequately documented and otherwise denied due to improper documentation by Wittman, the provider could realize $150,000 to $300,000 of additional revenue annually. While this may be a relatively small increase compared to the overall revenue collected, this amount alone would cover the cost of at least one full-time paramedic. With the introduction of the electronic patient care report, billing companies can have instant access to patient records, and billing can be streamlined in ways that were not possible 10 years ago. One of the challenges of contracting for first responders and ambulance services is the difficulty in overseeing both when it comes to documentation. Escondido must rely heavily on its billing agency's feedback to ensure the correct documentation is done. AP Triton has identified several things commonly missing in field documentation from other agencies in the State. Although this does not necessarily translate into missing revenue, it can delay reimbursement, sometimes by months.
• Missing patient signatures.
• Medical necessity for ambulance transport.
• Transport mileage.
• Use of billable items or procedures.

With an ePCR, paramedics complete and upload patient reports into the system while still in the field. This seamless and timely process enables third-party billers or provider’s staff to access billing information immediately. Given the importance of documentation, Escondido must utilize and refine its documentation compliance program as the service model is updated and modernized. AP Triton strongly advises the City to consider the importance of creating a full-time or part-time RN position to oversee the administrative responsibilities for all EMS billing activities, including:
• ePCR quality assurance reviews.
• Ensure compliance with billing policies.
• Public Provider-Ground Emergency Transport (PP-GEMT) program.

Attachment "1"
276
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
107

Additional information on this recommendation to add a full-time or part-time RN position can be found in the EMS Program study recommendations.

Billing Contractor's Level of Effort
Ambulance billing contractors are crucial in the revenue cycle management of EMS providers and local governments. Defining and understanding the effort expected from these contractors is essential to ensure efficient and effective ambulance billing processes.

Ambulance billing contractors should provide a comprehensive range of services related to ambulance billing, including data entry, claim submission, insurance verification, coding, claim follow-up, and appeals. Claims should be processed promptly and accurately to insurance providers, including all necessary information and documentation to facilitate efficient processing. Regular quality assurance checks and audits should be conducted to ensure accuracy. Contractors should maintain open and effective communication channels with the EMS provider and local government, respond to inquiries, and promptly address concerns.

Public providers use two standard billing methods for EMS or First Responder Fees. The first is to use a third-party billing company that manages billing on behalf of the provider. The second is to complete billing with “in-house” personnel at the City. Each of their ability to collect depends on several factors—the most significant being the billing policy outlined above. A relaxed or vague billing and collection policy will result in less revenue collection. Should a city contract with a third-party billing company, the expense should be included in the direct costs of the services.

Most third-party billing companies base their fees on a percentage of the monies they collect; however, some may charge based on a fixed rate for each bill submitted. Should a provider have a billing and collection policy or procedure that allows a reduced amount to be collected, the third-party billing agency may negotiate to charge a higher percentage rate to cover its profit margin. Escondido contracts with Wittman Enterprises, LLC, with a percentage-based system. At a 4.5% charge for billing, Escondido pays approximately $275,000 per year in fees to Wittman.

A fixed and finite amount of money is available in the EMS system, and many variables influence a provider’s ability to collect revenue. Establishing policies, training personnel, and closely monitoring the ambulance delivery system will pay forward in collecting revenue. The advertised percentage of collections by billing companies is irrelevant because it does not address all the facets of successful billing.

Attachment "1"
277
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
108

The effort expected from an ambulance billing contractor is critical to the success of Fire and EMS providers and local governments in managing their finances effectively. A thorough policy should outline the scope of services, timeliness, accuracy, and other factors contributing to a successful billing process. A strong partnership between the contractor and the local government EMS provider is vital to achieving the best possible outcomes in ambulance billing.

Current EMS Fees
Service charges are factored into the current EFD rates, as shown in the following figure. To attain an average patient charge, AP Triton uses half the oxygen charge and an average transport mileage of five miles for each transport to calculate these figures.

Figure 66: Current EFD Average Transport Billing
Fee Description Fee Amount
Base Rate—ALS $1,668.00
Base Rate—BLS $1,668.00
Oxygen at 50% $40.00
Mileage at 5 miles/Transport $92.50
Total Average Charge per ALS Transport: $1,800.50
Total Average Charge per BLS Transport: $1,800.50

Value of the Current System
The following figure outlines the value of EFD’s ambulance transportation, factoring in the current fee structure and amounts that are collectible for each cost center.

Figure 67: EFD System Value with Current Fees
Cost Center % of
Calls Gross Billing Adjustments Net Collections
Medicare/Medi-care HMO 54% $10,772,752 ($7,786,441) $2,986,311 Medi-Cal/Medi-Cal HMO 26% 5,186,880 (1,850,626) 3,336,254 Commercial Insurance 10% 1,994,954 (398,991) 1,595,963
Private Pay 10% 1,994,954 (1,895,206) 99,748
Totals 100% 19,949,540 (11,931,264) 8,018,276
Medicare Co-Pay 234,063
(PP-GEMT Payments) (1,192,421)
Total System Valuation $7,059,918
Attachment "1"
278
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
109

The total system valuation of $7,059,918 in the preceding figure includes a very conservative 30% collection on Medicare co-pays in an annual amount of $234,063. This valuation also includes the greater reimbursement from federal programs unavailable to private ambulance service providers, through the Public Provider Ground Emergency Medical Transportation Program Intergovernmental Transfer (PP-GEMT/IGT) Program as well as the costs associated with program participation.

Fee Survey
As part of this study, AP Triton conducted an informal fee study of Fire/EMS agencies in San Diego County. The following figure compares the average current County transport rates with EFD, in terms of ALS, BLS, oxygen, and mileage charges. In addition to the agencies in the figure, Vista, Coronado, and Poway were also surveyed. However, since their fees were well outside the average on the low end (Vista and Coronado) and the high end (Poway), their information was not included in this analysis.

Figure 68: Survey of Ambulance Transport Fees in San Diego County Fire/EMS Agency ALS Base
Charge
BLS Base
Charge Oxygen Mileage
EFD $1,668 $1,668 $80 $18.50
San Diego City 2,945 2,380 135 43
Chula Vista 2,800 2,800 105 42
Oceanside 2,310 1,860 50 38
Carlsbad 2,600 2,600 121 41
El Cajon 2,894 1,478 (not available) 52
San Marcos 2,306 1,846 73 34
Average Rate Charge
Differences (Excluding EFD) 2,642 2,161 97 42

As indicated in the previous figure, EFD’s fees are significantly lower than those of neighboring agencies. EFD’s current ALS fees of $1,668 are $974 below the average of $2,642, while EFD’s BLS fees, also at $1,668, are $493 below the average of $2,161. EFD’s rates charged for oxygen are $17 lower than average, and current mileage is significantly lower, by $23 per mile.

Attachment "1"
279
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
110

As noted in the EMS Overview section of this report, EFD’s total annual EMS Program costs are $10,826,970, while net Program revenue is $7,059,918.11 AP Triton recommends that EFD increase their ambulance transport fees, specifically transport fees for base charges for ALS and BLS, oxygen, and mileage charges to better cover their costs.

Five-Year Revenue Projections
The following figure provides estimates of an immediate 10% increase to the base rate for ambulance transport. AP Triton also recommends that EFD increase their mileage charges from $18.50 to $40.00 per mile and oxygen use charges from $80 to $100 per transport.

Additionally, annual adjustments to the fees should be based on the USCPIMC Index, which reflects the year-over-year change in the healthcare component of the U.S.

Consumer Price Index (currently estimated at 4%). As noted previously in the report, the average transport billing amount includes the base rate, 50% of oxygen costs, and an average mileage of five miles per transport. Because commercial insurance only comprises 10% of EFD’s payer mix, the impact of the fee increase is not great. However, the recommendations noted above would bring EFD’s ambulance transport fees closer to the average of surrounding fire agencies in San Diego and would help to improve cost recovery for the EMS Program. This figure does not account for the addition of EKG fees and Night Charges, which are discussed in the next section as additional revenue recommendations.

As noted in the following figure, with fee increases based on the above recommendations, the estimated value of the system could increase by approximately $513,000 by 2028.

11 These costs are significantly higher than those outlined in Figure 63, as they include direct and allocated costs associated with Firefighter/Paramedics who staff fire suppression apparatus and are also part of the EMS delivery system.

Attachment "1"
280
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
111

Figure 69: Estimated Five-Year System Value (2024–2028) Year Average ALS/BLS
Transport Billing
Estimated System
Value
Annual Increase in
System Value
2024 (Current) $1,800.50 $7,059,918
2025 $2,084.80 $7,327,672 $267,754
2026 $2,168.19 $7,406,211 $78,539
2027 $2,254.92 $7,487,891 $81,680
2028 $2,345.12 $7,572,838 84,947
Additionally, AP Triton recommends that EFD consider implementing both an EKG fee and a Night Charge. The EKG fee would be assessed on all ambulance transports in which personnel assess patients using an EKG. EKG fees of surveyed California cities ranged from $20 to $130, with an average of $56.19. An EKG fee of $55 is recommended. A Night Charge would be assessed on all calls between the hours of 7:00 p.m. and 7:00 a.m. Night Charges assessed by California agencies range from $30 to $130, with a state-wide average of $80.77, and a San Diego area average of $68.49. A $70 Night Charge is recommended.

The EKG and Night Charge could either be added to the base transportation rate or charged as separate fees. There are advantages and disadvantages to each of these options. First, if these fees are added to the base rate, then Medi-Cal will not provide reimbursement, since their reimbursement rate is capped at $1,158.10 per transport. This would reduce the impact of the fees by over $31,000. However, if the fees are charged separately, there is the possibility that commercial insurance providers would not pay the fees, potentially reducing a portion of the nearly $53,000 that could be realized from this payer. The figure below displays the potential amount that could be recovered by the addition of an EKG fee and a Night Charge if billed separately.

Figure 70: Estimated Revenues with addition of Night and EKG Charges Cost Center EKG
Charge($55)
Night Charge
($70)
Combined
Revenue
Medicare/Medi-care HMO $0 $0 $0
Medi-Cal/Medi-Cal HMO 18,740 12,806 31,546
Commercial Insurance 21,956 31,024 52,980
Private Pay 1,372 1,939 3,311
Totals $42,068 $45,769 $87,837
Attachment "1"
281
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
112

As shown in the previous figure, an annual amount of $87,837 could be realized through the implementation of an EKG fee and a Night Charge. The EKG fee of $55 would be assessed on ALS calls in which an EKG was used, estimated to be approximately 45% of all transports. While Medicare does not reimburse for this fee, Medicaid (Medi-Cal) reimburses in the amount of $14.46 per transport. Commercial Insurance revenue estimates are based on a collections rate of 80% and Private Pay amounts are based on a collections rate of 10%.

A Night Charge of $70 would be assessed on all ambulance transports between the hours of 8:00 p.m. and 8:00 a.m., estimated to be 50% of all calls. Like the EKG fee, Medicare does not reimburse for a Night Charge, though Medi-Cal reimburses at the rate of $8.89 per transport. Commercial Insurance and Private Pay revenue estimates are based on the same collections rates that are noted above (80% for Commercial Insurance and 10% for Private Pay). It is recommended that these fees be adjusted annually by the USCPIMC.

The following figure also provides a five-year estimate of the system value. These revenue amounts include the same 10% increase to the base rate, mileage, and oxygen in 2025.

However, these numbers differ from the above five-year estimate because they factor the amounts of the EKG fee and Night Charge into the base rate. Additionally, this figure includes separate columns for ALS and BLS fees, since the EKG fee is added to the ALS base rate but not the BLS rate. As noted above, none of the $31,546 in Medi-Cal revenue will be realized. However, commercial insurance providers may be more likely to pay for a higher bundled base rate and may deny the charges if billed separately.

Figure 71: 5 Year Revenue Projections with new Charges Structure Implemented Year
Average ALS
Transport
Billing
Average BLS
Transport
Billing
Estimated
System Value
Annual Increase in
System Value
2024 (Current) $1,800.50 $1,800.50 $7,059,918
2025 $2,174.80 $2,119.80 $7,383,945 $324,027
2026 $2,261.79 $2,204.59 $7,464,734 $80,789
2027 $2,352.26 $2,292.78 $7,548,755 $84,021
2028 $2,446.35 $2,384.49 $7,636,137 $87,382

Attachment "1"
282
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
113

Key Findings
• Exemplary Ambulance Transportation Services: Given budgetary constraints, EFD demonstrates a high level of effectiveness and efficiency in its ambulance transportation services, with a commitment to rapid response times and rigorous training, , leading to positive patient outcomes and strong community trust. • Diverse Staffing Models: California’s EMS agencies, including EFD, have adopted various staffing models, such as the dual-role Firefighter/Paramedic and non-safety EMT configuration used by EFD, to balance resource efficiency with high-quality patient care amidst economic and workforce challenges.
• Cost Pressures on EMS Services: Rising personnel costs, particularly due to wage increases, and the challenges of recruitment and retention in the EMS workforce are driving agencies like EFD to adapt their staffing and operational models to ensure sustainable service delivery.
• Financial Analysis of Ambulance Services: EFD's current ambulance staffing model costs an estimated $3,753,800 annually, with additional costs for equipment, supplies, vehicle operations, technology, support services, and liability, bringing the total annual cost to approximately $10.8 million.
• Impact of Medicare and Medi-Cal: The majority of EFD’s ambulance transports are covered by Medicare and Medi-Cal, which have fixed reimbursement caps, significantly impact the revenue recovery potential and necessitate careful consideration in fee structuring.
• Under-Collection of Fees: EFD’s current ambulance transport fees are significantly lower than those of neighboring agencies, resulting in a system valuation that falls short of covering the full costs of the EMS Program. Increasing fees could enhance cost recovery.
• Technology and Support Costs: The adoption of advanced technologies, such as electronic patient care reports (ePCR) and AI-driven systems, along with essential support services, represents a significant but necessary investment for maintaining high standards in EMS delivery.
• Billing and Collections Efficiency: The efficiency of EFD’s billing and collections processes is crucial to maximizing revenue, with potential improvements in documentation accuracy and billing practices identified as opportunities for increased cost recovery.

Attachment "1"
283
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
114

Strategies & Recommendations
Ambulance Services Options & Strategies
In this section, AP Triton provides recommended options and strategies for updating and/or implementing ambulance service fees. These recommendations are designed to enhance the financial sustainability of ambulance services while ensuring alignment with local needs, regulatory requirements, and best practices. By carefully considering each option, AP Triton aims to provide actionable strategies that can be effectively integrated into the broader emergency medical services framework.

Recommendation II-1: Increase the Charges for Ambulance Transportation Services Description: AP Triton recommends that EFD consider a rate increase in the overall charges for ambulance transportation services. Current patient charges are significantly lower than those in surrounding communities, across San Diego County, and below the statewide average. The proposed changes include:
• An immediate increase to $2,700.00in both the base ALS and BLS rates, effective January 1, 2025.
• An increase in mileage charges to $40.00 per mile.
• An increase in oxygen charges to $100.00 per transport. • Implementation of automatic annual increases based on the USCPIMC. • Implementation of a $55 EKG Charge per transport.
• Implementation of a $70 Night Charge per transport.

Consideration of the historical payer mix, which limits the impact of rate increases primarily to commercial insurance, historically accounting for 10% of the payer mix.

Outcome: The proposed rate adjustments will improve cost recovery and align EFD's ambulance transport fees with regional standards and increase revenues as estimated and outlined in Figure 71.

Estimated Cost: No direct cost is associated with implementing these rate increases.

However, potential revenue gains are detailed in Figure 71.

Attachment "1"
284
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
115

Additional Cost Recovery Opportunities & Strategies
In this section, AP Triton provides additional cost recovery opportunities available to the EFD. By exploring diverse avenues for financial optimization, AP Triton suggests strategies aimed at maximizing revenue potential without compromising service quality. These strategies are customized to align with the department's goals and operational realities, ensuring a sustainable and effective approach to cost recovery.

Recommendation II-2: Consider Implementing a First Responder Fee (FRF) Description: AP Triton recommends EFD consider implementing a First Responder Fee to recover costs for EMS, rescue, and extrication services provided outside of ambulance transport situations. The FRF should reflect the actual costs of providing these services, including dispatch, personnel, apparatus, equipment, and supplies. An initial estimate suggests a $400 FRF, consistent with fees charged by other California fire agencies.

Additionally, AP Triton recommends that EFD consider implementing an FRF Fee Waiver Policy, based on ability to pay, that outlines how and when the FRF should be waived.

Outcome: The implementation of a $400 FRF could generate an estimated gross revenue of $5,245,600 based on 2023 EMS incidents, with a conservative collection rate of 10% because neither Medi-Cal nor Medicare will reimburse for this charge, and many private payers will also not pay, leaving commercial insurance as the main payer for this reimbursement leading to a net revenue of approximately $524,560. The following figure outlines potential annual revenue from the implementation of a FRF.

Figure 72: Proposed Annual FRF Revenue
2023 EMS
Incidents
Gross
Revenue
Revenue
(Assuming 10% Collection Rate)
13,114 $5,245,600 $524,560

Estimated Cost: The cost of implementing an FRF will involve initial setup and calculation of the fee structure, which AP Triton could assist with in the future. Revenue from the FRF is estimated to generate $524,560 annually based on a 10% collection rate.

Attachment "1"
285
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
116

Recommendation II-3: Consider Implementing a Vehicle Accident Response Fee (VAF) Description: AP Triton recommends EFD consider implementing a Vehicle Accident Response Fee (VAF). This fee, which many California fire agencies charge, is assessed to vehicle operators who are responsible for traffic collisions on the city’s streets and highways. Vehicle accidents require a significant response from fire agencies, who provide services such as clearing the roads of debris, vehicle parts, and hazardous materials, such as motor oil and other fluids. The VAF would cover a portion of response costs associated with these services.

Like the FRF, the calculation of a VAF is beyond the scope of this study, but AP Triton could assist in this calculation in the future. To provide a general estimate of the potential revenue to be gained by implementing such a fee, a $400 fee is assumed, which is within the range of those charged by other fire agencies in California.

Outcome: The implementation of a $400 VAF could generate an estimated gross revenue of $303,200 based on 2023 motor vehicle accidents, with a 70% collection rate leading to a net revenue of approximately $212,240. The following figure outlines the potential annual revenue from implementing a VAF cost recovery program.

Figure 73: Proposed Annual VAF Program Revenue
2023 Motor Vehicle
Accidents
Gross
Revenue
Revenue
(Assuming 70%
Collection Rate)
758 $303,200 $212,240

Estimated Cost: The cost of implementing a VAF will involve initial setup and fee calculation, which AP Triton could assist with in the future. Revenue from the VAF is estimated to generate $212,240 annually based on a 70% collection rate.

Attachment "1"
286
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
117

Other Recommendations
Recommendation II-4: Enhance Documentation and Billing Practices Description: Accurate and thorough documentation is critical for maximizing revenue, especially in systems reliant on Medicare and Medi-Cal. AP Triton recommends strengthening documentation training for EMS personnel and establishing a dedicated team to oversee documentation quality and billing compliance.

Outcome: Improved documentation and billing practices will lead to faster reimbursement, maximization of allowable charges, and reduced delays in revenue collection.

Estimated Cost: Costs may include training expenses and potential staffing costs for a dedicated documentation and billing compliance team.

Recommendation II-5: Optimize Staffing Models
Description: With rising personnel costs and recruitment challenges, AP Triton recommends regularly reviewing and optimizing staffing configurations. This may include exploring flexible or tiered deployment models and further integrating technology to relieve strain on high-cost ALS resources.

Outcome: Optimized staffing models will help control costs while maintaining service quality, ensuring efficient use of resources.

Estimated Cost: Costs may involve staffing analysis and potential investments in technology or alternate response units.

Recommendation II-6: Leverage Technology for Efficiency Gains Description: Investments in technology, such as ePCR and AI-driven systems, are crucial for maintaining high standards of service. AP Triton recommends continuing to invest in and expand the use of advanced technologies that enhance service delivery and streamline operations.

Outcome: Enhanced service delivery and operational efficiency through the integration of advanced technologies.

Estimated Cost: Costs will depend on the specific technologies adopted and may include purchase, implementation, and training expenses.

Attachment "1"
287
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
118

Recommendation II-7: Reevaluate and Adjust Fee Structure Regularly Description: AP Triton recommends establishing a mechanism for regular review and adjustment of ambulance service fees based on the U.S. Health Care Inflation Rate (USHCIR) Index. This ensures fees remain adequate and competitive, securing long-term financial sustainability.

Outcome: Regular fee adjustments will help maintain financial stability and ensure the continued provision of high-quality services.

Estimated Cost: Costs associated with regular fee reviews, potentially offset by increased revenue from adjusted fees.

Recommendation II-8: Strengthen Cost Recovery Policies
Description: AP Triton recommends developing and implementing comprehensive cost recovery policies geared toward maximizing cost recovery.

Outcome: Improved financial health and operational sustainability.

Estimated Cost: Costs may include policy development, training, and quality assurance program expenses.

Recommendation II-9: Collaborate on Vehicle and Equipment Procurement Description: Vehicle and equipment costs are significant, and effective procurement strategies can lead to substantial savings. AP Triton recommends collaborating with the City’s finance and procurement departments and considering cooperative purchasing agreements or partnerships with neighboring agencies.

Outcome: Significant cost savings through effective procurement strategies and partnerships.

Estimated Cost: Potential cost savings, with minimal additional expenses related to procurement coordination.

Attachment "1"
288
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
119

PHASE III: COMMUNITY RISK

ASSESSMENT-STANDARDS OF COVER
Attachment "1"
289
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
120

Community Overview
City of Escondido
The City of Escondido is in a valley in the coastal mountains of Southern California, in San Diego County. Located in northeast San Diego County, Escondido is 13 miles inland from the coast, 30 miles northeast of downtown San Diego, and 100 miles south of Los Angeles.

Escondido means “hidden” or “hidden valley” in Spanish. This city offers a rich history, a unique blend of natural beauty, cultural diversity, and a vibrant community. The city has unique characteristics, including history, avocado and citrus groves, beautiful natural landscapes, two lakes, and local attractions such as the California Center for the Arts, a sculpture garden at Kit Carson Park, satellite Mingei International Museum, the History Center, San Diego Children’s Discovery Museum, and the nearby San Diego Zoo Safari Park. Throughout the year, Escondido has numerous events, festivals, and concerts for its citizens and visitors.

Native Americans originally inhabited the Escondido area approximately 4,000 years ago.

The Spanish established the first permanent settlement in the late 18th century to the early 19th century. Escondido became part of the Rancho Rincon del Diablo land grant in 1843.

In 1850, California became a state, increasing the number of settlers in Southern California.

A group of Los Angeles and San Diego investors purchased the grant in 1883 and sold it to the Escondido Company a year later. In 1886, the Escondido Land and Town Company acquired the land grant and developed plans for the valley. The valley was subdivided into small farms and a town site. Escondido was officially incorporated as a city on October 8, 1888.

Escondido experienced slow but steady growth throughout the late 19th and early 20th centuries. The California Southern Railroad contributed to the city’s growth and development, making it easier to transport people and goods. Agriculture has become a significant part of the local economy. The city was known for producing avocados, citrus fruits, and grapes. While agriculture was important, the city has diversified its economy.

Escondido has various industries, including healthcare, manufacturing, and technology.

Infrastructure improvements and the construction of Interstate 15 helped Escondido grow rapidly as a suburban community. The estimated population from the California Department of Finance in 2023 was 149,799, and the median household income in 2022 is $77,554.

Attachment "1"
290
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
121

The City of Escondido is a full-service general law city governed by a five-member city council. The mayor and the city treasurer are elected at large. The city has been divided into four districts, which shall be used for all regular elections of council members, the recall of any council member elected, the appointment of any new council member to fill a vacancy in the office of a member of the Council, and for any special election to fill a vacancy in the office of a member of the Council. The term of office for each council member is four years with staggered terms. The mayor is the presiding officer of the city council, and the city is a successor agency to the Community Development Commission, Mobile Home Rent Review Board, and Escondido Joint Powers Financing Authority.

San Diego County
San Diego County covers 4,207 square miles of land with diverse urban and rural communities, from coastal beachfront to mountains and deserts. The county's western portion features a coastline along the Pacific Ocean, and the county's eastern side transitions to rolling hills, valleys, mountains, and deserts. It borders Orange and Riverside County to the north, Mexico to the South, Imperial County to the East, and the Pacific Ocean to the West. San Diego County is the fifth most populated county in the United States and the second most populated county in California.12 The climate in San Diego County is Mediterranean, characterized by mild, wet winters and warm, dry summers. San Diego County has a diverse topography, leading to various microclimates. Coastal areas have milder temperatures, while inland valleys and mountainous regions can be hotter or cooler depending on the location. This county is prone to wildfires, especially during the summer months. According to the 2020 United States Census Bureau, the population in San Diego County was 3,298,634, the median household income was $96,974, and the poverty rate was 10.7%.

Population and Demographics
Population and demographics can influence the type of services provided in a community. The size and density of the population, at-risk population, social conditions, high-risk areas, and housing types can impact the service delivery provided by the Escondido Fire Department (EFD).

12 The Journal of San Diego History, 1963.

Attachment "1"
291
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
122

The population of the City of Escondido can directly affect the service its fire department delivers. The California Department of Finance data shows the city’s population was 143,911 in 2010, increased to 151,803 in 2020, and decreased to 149,799 in 2023. The city's population also fluctuates due to commuters and visitors. The population has steadily grown, driven by suburban expansion and regional economic opportunities.13 The City of Escondido is known for diversity based on the population's demographics. The ethnic composition includes a mix of Hispanic or Latino residents, White (non-Hispanic) residents, Asian residents, and African American residents, among others. Hispanic or Latino residents constitute a significant portion of the population. Like many cities in California, Escondido has a diverse age distribution. It has a mix of young families, working professionals, and retirees. The median age in Escondido is around the mid-30s, but this can vary across different neighborhoods and communities.

The economy in the City of Escondido is diverse. Industries such as healthcare, education, manufacturing, retail, and hospitality play significant roles. The city has a mix of small businesses and larger corporations contributing to its economic landscape. This vibrant and diverse community has a growing population and a range of cultural, educational, and economic opportunities.

13 Note on Population Data Sources: While this report uses U.S. Census Bureau and California Department of Finance estimates for historical population data and applies an exponential growth model to forecast population through 2035, the San Diego Association of Governments (SANDAG) also provides projections for the City of Escondido. A comparison of our forecast and SANDAG’s projection shows close alignment over the next decade, with both sources indicating modest population growth. For example, SANDAG projects a 2035 population of 153,726, while this analysis forecasts 153,623—an inconsequential difference of less than 0.1%. The purpose of the population forecast in this report is to inform fire service planning and service demand modeling, rather than to guide land use or housing policy. Both forecasts reinforce the need to plan for increasing service demand, even amid modest population growth.

Attachment "1"
292
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
123

Department Overview
History of the Escondido Fire Department
The EFD has a long history of serving the community with duty, courage, honor, and pride.

During the 1890s, volunteers protected the City of Escondido using a hand-drawn cart and garden hose to extinguish fires. In 1905, a Volunteer Fire Company was formed, and officers were elected. Escondido purchased its first fire truck in 1914, a Federal Chemical Wagon parked in a garage at the southwest corner of Ohio Avenue and Broadway. In 1924, the volunteer organization was organized into the EFD. The EFD transitioned from a volunteer to a paid fire department in 1930. Throughout the 20th century, the City of Escondido experienced significant population and urban development growth. In 1984, the Rincon Fire Protection District entered into a fire service agreement with the City of Escondido to provide services in the Escondido Valley. Additional fire stations were built and strategically placed to ensure effective response times to accommodate the city's growth. The EFD expanded its capabilities and infrastructure, incorporating advancements in firefighting and technology. The following figure displays the EFD’s service area map.

Attachment "1"
293
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
124

Figure 74: Escondido Fire Department Service Area Map

Attachment "1"
294
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
125

Fire Department Organizational Structure
The EFD is led by the fire chief, who manages the leadership of four divisions: Fire Prevention, Fire Operations, Fire Administration, and Training/Emergency Medical Services.

The fire chief also oversees Emergency/Disaster Preparedness. The following figure shows the EFD’s current organizational structure.

Figure 75: Escondido Fire Department Organization Chart (2025)

Attachment "1"
295
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
126

As shown in the preceding organizational chart, the deputy fire marshal manages the Fire Prevention Division, which has five fire prevention specialists/investigators, a permit technician, and two department specialists assigned to it. The Fire Operations Division is managed by a deputy fire chief, who manages a division chief and three battalion chiefs.

The administrative services manager oversees the Fire Administration Division, which has an administrative coordinator and one administrative assistant. The Emergency Disaster Preparedness Manager is responsible for issues related to emergency management.

Staffing and Personnel
The success of any fire department in fulfilling its obligations and mission hinges upon its ability to actively recruit, manage, and retain sufficient personnel. Maintaining appropriate levels of operational, administrative, and supervisory personnel and effectively allocating resources is paramount to the success of any agency.

The fire service categorizes roles within a department into two groups: administrative and operational. Both groups require adequate resources to accomplish their respective tasks, which enables the department to function optimally. Achieving a balance between administrative and operational areas when allocating resources may be challenging, but it is necessary to ensure adequate staffing levels.

Clear, consistent policies and procedures should be established to manage personnel effectively. This provides the framework for employees to understand their roles, responsibilities, professional development, and growth within the organization.

The staffing levels and deployment of personnel must align with the organization's specific needs and mission. Additional factors such as organizational structure, size, and legal requirements determine the policies and procedures. This section provides an overview of the Escondido Fire Department’s staffing structure.

Administrative and Support Staffing
Administrative and support roles have many tasks, often extending to organizational planning, asset management, program evaluation, and overall direction. These functions are typical for staff members in administrative and support positions. Some agencies operate as departments within larger organizations, sharing support responsibilities with other city departments or government agencies.

Attachment "1"
296
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
127

The fire chief is the department's executive administrator and reports to the city manager.

The following positions operate under the fire chief's leadership: the deputy fire marshal, deputy fire chief, administrative service manager, emergency disaster preparedness manager, and chaplain. This structure adheres to established best practices, with the fire chief overseeing five subordinates. Two non-sworn employees are responsible for providing administrative and support services for the EFD. Administrative staff operate during regular business hours—8:00 a.m. until 5:00 p.m., Monday through Friday.

Administrative Support
The EFD operates with non-sworn administrative support and receives support from the city’s Human Resources department. Non-sworn personnel assist in developing and managing the budget, accountability of department assets, general office and clerical support, record management, and prevention support. The city’s human resources staff provides application and recruitment processing, promotional testing, health, safety, and counseling services, maintains records and reports, and handles disciplinary processes.

Fire Prevention
The EFD Prevention Division provides public education and awareness, vegetation management, plan reviews and checks, permits, comprehensive inspections, fire code enforcement, and fire origins and causes investigations. The deputy fire marshal oversees the division, with five prevention specialists/investigators, a Permit Tech, and two department specialists.

Operations Staffing
Operations personnel are tasked with fulfilling emergency response objectives and also handle additional duties to support the mission. The deputy fire chief oversees the Training and Emergency Medical Services and Field Operations. The Training and Emergency Medical Services Division has a division chief and an emergency medical services coordinator. The Field Operations Division has three battalion chiefs, 24 fire captains, 24 fire engineers, 42 firefighters/paramedics, and 15 non-safety emergency medical technicians, staffing three shifts.

Attachment "1"
297
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
128

Staff Allocation
The EFD has an operational staffing level of 0.64 firefighters per 1,000 population served.

Comparing the Escondido Fire Department’s staffing levels against the most recent data from the National Fire Protection’s report states that most or all career firefighters per 1,000 population range from 1.54 to 1.81.14 This places the staffing levels for Escondido well below the average.

Firefighter Staff Allocation
Determining optimal operational staffing levels for a fire department is a complex endeavor. Leaders are tasked with assessing potential risks their crews encounter and gauging the acceptable risk threshold within the community. The Escondido Fire Department’s operational personnel are distributed evenly across the three shifts, except for the training and emergency medical services division chief, who works on an administrative schedule. Every day, operations personnel staff eight apparatus and one command vehicle out of seven fire stations. Five additional apparatus are cross-staffed based on the incident type and need, specifically during red flag conditions. Each engine has a minimum staffing level of a captain, an engineer, and a firefighter/paramedic. The truck has a minimum staffing level of a captain, an engineer, and two firefighter/paramedics. In the EFD, captains and engineers also have paramedic licenses.

The minimum staffing for the ambulances is a firefighter/paramedic and a non-safety emergency medical technician or non-safety paramedic. The EFD’s units provide advanced life support, except for the command vehicle. The on-duty battalion chief operates the command vehicle. The deputy fire chief and the training and emergency medical services division chief can respond to incidents for additional incident support.

14 NFPA, U.S. Fire Department Profile 2020 (September 2022).

Attachment "1"
298
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
129

Staff Scheduling Methodology
The EFD operates out of seven fire stations, ensuring continuous coverage 24 hours a day, 365 days a year. The minimum staffing requirement includes one battalion chief, eight captains, eight engineers, 14 firefighter/paramedics, and five non-safety emergency medical technicians or non-safety paramedics. Each station is equipped with units for fire suppression, mitigating all-hazard incidents, and providing advanced life support. Five of the seven stations have ambulances that transport patients to medical facilities. The EFD participates in mutual and automatic aid with neighboring agencies to reinforce emergency response capabilities when needed. There are three shifts to ensure consistent coverage: A-Shift, B-Shift, and C-Shift. The shift begins at 8:00 a.m. and ends at the same time 24 hours later. The shift works four days for 24 hours, every other day, then four consecutive days off. The shift works four days for 24 hours every other day, then has six consecutive days off.

The following figure provides the staffing allocation for EFD.

Attachment "1"
299
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
130

Figure 76: EFD Staffing Allocations
Position Title Number of Positions
Administration
Fire Chief 1
Emergency/Disaster Preparedness Manager 1
Volunteer Chaplain 1
Administrative Services Manager 1
Administrative Coordinator 1
¾ Administrative Assistant 1

Operations
Deputy Fire Chief 1
Training & EMS Division Chief 1
EMS Coordinator 1
Battalion Chief 3
Captains 24
Engineers 24
Firefighter/Paramedic 42
EMS Single-Role Paramedics 15

Fire Prevention
Deputy Fire Marshal 1
Fire Prevention Specialists/Investigator 5
Fire Permit Technician 1
Department Specialists - Part Time 2

Attachment "1"
300
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
131

Financial Review
Escondido Fire Department Budget
The City of Escondido operates on a fiscal year from July 1 through June 30. Each May, the City Manager submits a proposed budget to the City Council; the City Council holds budget hearings in June and adopts the final budget before June 30. In addition to the annual operating budget, the City adopts a Five-Year Capital Improvement Program.

Funds are appropriated for the plan's first year, with years two through five included for planning purposes. Funds are appropriated on a project basis and are carried over until expended or the project is closed.

The City’s General Fund supports the EFD’s operations. Actual revenues and expenses, grouped by major category for Fiscal Year (FY) 2019 through FY 2023, are shown in the following figure.

Attachment "1"
301
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
132

Figure 77: Escondido Fire Department Actual Revenue and Expenses (FY 2019–FY 2023) Revenue/Expenses 2019
Actual
2020
Actual
2021
Actual
2022
Actual
2023
Actual
Plan Check/Permits $330,447 $385,038 $421,381 $483,144 $302,614 Fire Fees (Rincon) 2,228,659 2,248,224 2,199,249 2,449,082 2,573,360 GEMT/QAF 335,061 194,615 362,770 (87,606) 401,108
Ambulance Fees 6,052,181 6,685,927 6,175,945 6,312,556 7,936,455 Mutual Aid/Other 1,055,327 431,853 1,235,245 1,069,300 653,622 TOTAL REVENUE: $10,001,675 $9,945,657 $10,394,590 $10,226,476 $11,867,159 Salaries & Wages 10,697,733 11,135,343 11,583,681 11,921,237 12,652,486 Benefits 6,942,093 7,746,858 8,515,345 9,165,428 9,732,463 Overtime 4,491,730 3,758,185 4,214,300 4,916,020 4,583,629 Total Salaries &
Benefits: $22,131,556 $22,640,386 $24,313,326 $26,002,685 $26,968,578 Equipment &
Supplies 931,337 711,821 787,021 891,802 1,197,744
Services 570,996 581,763 583,871 647,928 1,271,360
Utilities 234,537 242,713 253,721 293,010 400,447
Total Maintenance
and Operations $1,736,870 $1,536,297 $1,624,613 $1,832,740 $2,869,551 Capital Outlay $31,870 $93,744 — $34,402 $115,954
Internal Services $2,318,765 $2,300,930 $1,848,320 $2,378,570 $3,322,130 Allocations Out ($745,780) ($853,734) ($1,648,101) ($857,000) ($2,362,632) TOTAL EXPENSES: $25,473,381 $25,717,623 $26,139,158 $29,391,397 $30,913,581

Ambulance fees are EFD’s largest source of revenue, totaling nearly $8 million in FY 2023.

EFD’s contract with the Rincon Fire District also generated over $2.5 million in revenue in FY 2023. Total revenues for EFD were over $11.8 in FY 2023, an increase of 18% from FY 2019.

Personnel costs (just under $27 million) account for 87% of all EFD expenses. Other significant costs include maintenance and operations ($2.8 million in FY 2023) and internal services charges, including fleet, technology, and insurance ($3.3 million in FY 2023). Total expenses have increased from $25.4 million in FY 2019 to $30.9 million in FY 2023, an increase of 21%.

Attachment "1"
302
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
133

Billing and Collections
Wittman Enterprises (Wittman) has a contract agreement with EFD to provide medical billing and collection services for ambulance transport and related services. Under the agreement, Wittman provides the following services: prepares all invoices; gathers insurance information from the patient; prepares invoices and electronically conveys to Medicare and Medi-Cal fiscal intermediaries; bills all secondary and coinsurance billing; bills private, supplemental, and secondary insurance; and Workers’ Compensation according to specific requirements. Wittman also contacts patients with claims aging over 45 days for payment arrangements over the telephone. Follow-up continues until payment in full is received or the account is dismissed by the City and sent to an outside collection agency. Wittman coordinates the receipt of payments and deposits monies daily into the City of Escondido’s bank account and provides detailed electronic notification.

Additionally, Wittman performs month-end closing procedures that result in monthly financial reports.

Under the contract agreement, EFD pays Wittman 4.5% of net collections for transports. This amount shall not exceed $275,000 per year.

Annual EMS Billing Summary
EFD and Wittman provided annual billing information on a calendar year basis. The following figure shows this information from 2019 through 2023.

Figure 78: Annual EMS Billing Summary
2019 2020 2021 2022 2023
Charges $21,159,066 $18,854,609 $20,521,416 $21,124,393 $21,787,061 Write Downs 12,870,999 11,868,699 12,717,997 13,176,927 10,492,296 Net Charges 8,288,067 6,986,910 7,803,419 7,947,466 11,294,765 Payments 6,181,093 5,890,702 6,172,409 5,968,699 8,050,235 Refunds 58,404 49,731 125,269 76,284 34,243
Net Payments $6,122,689 $5,840,971 $6,047,140 $5,892,415 $8,015,992 Bad Debt Write-Offs 1,740,389 1,472,582 1,450,027 1,205,424 2,689,552 Adjustments (43,515) (53,980) (84,131) (144,095) (97,778) New Balance A/R 3,566,820 3,185,197 3,407,317 4,112,850 4,604,293

Attachment "1"
303
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
134

This amount has also steadily increased. In 2019, net payments were $6,122,689, and $8,015,992 in 2023, an increase of 30%. At the end of the calendar year 2023, the accounts receivable amount was just over $4.6 million.

Payer Mix
The payer mix includes four primary entities for most of the transport reimbursement. These payers are Medicare, Medi-Cal, private commercial insurance, and private pay, which is the term generally applied to those without insurance. Medicare is the primary health care coverage for persons over 65. Medi-Cal is a component of the federal Medicaid program and is provided for specific qualified individuals and families (primarily low-income at 138% of the national poverty level). Commercial insurance is most commonly associated with benefits provided by employers to their employees but may also be purchased independently. Finally, private pay is the term generally applied to those without insurance.

The following figure shows the payer mix for EFD from 2019 through 2023 and is derived from information provided by Wittman and EFD.

Figure 79: Payer Mix for EFD (2019 through 2023)
Payer 2019 2020 2021 2022 2023
Medicare 28.80% 28.97% 31.93% 36.40% 28.21%
Medi-Cal 23.22% 21.10% 16.78% 17.65% 42.20%
Commercial Insurance 38.31% 38.67% 41.73% 35.89% 23.42% Private Pay 9.62% 11.26% 9.56% 10.06% 6.17%
Other 0.05% — — — —
Totals 100.00% 100.00% 100.00% 100.00% 100.00%

The payer mix changed significantly during the five years from 2019 through 2023. Most notably, Medi-Cal comprised 23.22% of the payer mix in 2019 and increased to 42.20% in 2023. This increase was accompanied by a reduction in the percentage of commercial insurance payers, from 38.31% to 23.42% during the same period.

Attachment "1"
304
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
135

Capital Facilities & Equipment
Capital Facilities and Apparatus
Capital facilities and apparatus are essential for a fire department's mission. Regardless of how many firefighters and their competency, the EFD cannot effectively perform emergency duties without the proper capital resources for operations personnel. The key capital resources for emergency operations are facilities and apparatus. This section of the report evaluates EFD fire stations and apparatus.

Fire Station Features
Fire stations are crucial for a fire department to deliver emergency services to communities.

Their strategic location plays a significant role in response times. This can be the difference in saving a life from a cardiac arrest or confining a structure fire to one room instead of losing the entire structure. Fire stations must be designed to adequately accommodate personnel, equipment, and apparatus while meeting the needs of the organization and community. Fire station activities should be thoroughly evaluated to ensure the facility is appropriately sized and functional. Key functions to consider include:
• Kitchen facilities, appliances, and storage
• Residential living spaces and sleeping quarters for on-duty personnel (inclusive of all genders)
• Bathrooms and showers (inclusive of all genders)
• Areas for training and classrooms
• A fitness area for firefighters
• Spaces for housing and cleaning apparatus and equipment, including areas for decontamination and biohazard disposal
• Administrative and management offices, computer stations, and office facilities • Public meeting space
In gathering information from the EFD, AP Triton asked the fire department to rate the condition of its fire stations using the following figure's criteria. The results will be seen in the subsequent figures.

Attachment "1"
305
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
136

Figure 80: Fire Station Rating Criteria
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 10 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 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 potential structural defects, although not imminently dangerous or unsafe. Large, multiple full-thickness cracks and crumbling of concrete on apron may exist. The roof has evidence of leaking and/or 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/or major defects are evident. May not be well suited to its intended purpose. Age is typically greater than 40 years.

Attachment "1"
306
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
137

Figure 81: Fire Station 1
Station Name/Number: Fire Station 1
Address/Physical Location: 310 N. Quince St., Escondido, CA 92025

General Description:

Fire Station 1 is located on Quince Street, near
downtown Escondido. This station is a regional
training facility with a classroom, a four-story burn
tower, a roof prop, a vehicle fire prop, and a
confined space training prop. The EFD’s museum is
also located at Fire Station 1. The space and design
are sufficient for current and future modern
firefighting operations.

Structure
Date of Original Construction 10/2009
General Condition Good
Seismic Protection To Code
Auxiliary Power Yes/Diesel Generator
ADA Compliant 1st Floor
Number of Apparatus Bays Drive-Throughs 3 Back-Ins 7 Total Bays: 10 Total Square Footage 28,340
Facilities Available
Sleeping Quarters Bedrooms 19 Beds 19 Dorm Beds 19

Maximum Staffing Capability 19 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation Bathrooms 16 Showers 13 Bedrooms 19

Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms Yes
Washer/Dryer/Extractor Yes, to all
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes (Monitored Fire Alarm System)
Decon. & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes/Plymovent System
Attachment "1"
307
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
138

Figure 82: Fire Station 2
Station Name/Number: Escondido Fire Station 2
Address/Physical Location: 421 North Midway Dr., Escondido, CA 92027

General Description:

Fire Station 2 is located on North Midway Drive. The
response area is the eastern portion of the city. The
station is not ADA-compliant and does not have
gender segregation. It is in poor condition and will
need some improvements.

Structure
Date of Original Construction 1993
General Condition Poor
Seismic Protection To code
Auxiliary Power Yes/Diesel Generator
ADA Compliant No
Number of Apparatus Bays Drive-Throughs 4 Back-Ins 3 Total Bays: 7 Total Square Footage 10,140
Facilities Available
Sleeping Quarters Bedrooms 5 Beds 10 Dorm Beds 10

Maximum Staffing Capability 10 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation Bathrooms 4 Showers 4 Bedrooms 5

Exercise/Workout Facilities Yes, Primarily in one of the Back-In App. Bays Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered No
Smoke & CO Detection Yes
Decon. & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes/Plymovent System
Attachment "1"
308
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
139

Figure 83: Fire Station 3
Station Name/Number: Escondido Fire Station 3
Address/Physical Location: 1808 N. Nutmeg St, Escondido, CA 92026

General Description:

Fire Station 3 is located on N. Nutmeg Street in the
northwestern portion of the city. Its space and design
are sufficient to support modern firefighting
operations.

Structure
Date of Original Construction 7/2008
General Condition Good
Seismic Protection To code
Auxiliary Power Yes/Diesel Generator
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 3 Back-Ins Total Bays: 3 Total Square Footage 8,950
Facilities Available
Sleeping Quarters Bedrooms 7 Beds 7 Dorm Beds 7

Maximum Staffing Capability 7 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation Bathrooms 6 Showers 5 Bedrooms 7

Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes, to all
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes/Monitored Alarm
Decon. & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes/Plymovent System
Attachment "1"
309
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
140

Figure 84: Fire Station 4
Station Name/Number: Escondido Fire Station 4
Address/Physical Location: 3301 Bear Valley Pkwy, Escondido, CA 92025

General Description:

Fire Station 4 is located on Bear Valley Parkway. The
response area is the southern portion of the city. This station is ADA-compliant and gender capable. Its
space and design are sufficient to support modern
firefighting operations.

Structure
Date of Original Construction 11/2012
General Condition Good
Seismic Protection To code
Auxiliary Power Yes/Diesel Generator
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 3 Back-Ins Total Bays: 3 Total Square Footage 5,700
Facilities Available
Sleeping Quarters Bedrooms 5 Beds 5 Dorm Beds 5

Maximum Staffing Capability 5 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation Bathrooms 3 Showers 3 Bedrooms 5

Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes, to all
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes/Monitored alarm system
Decon. & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes/Plymovent
Attachment "1"
310
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
141

Figure 85: Fire Station 5
Station Name/Number: Escondido Fire Station 5
Address/Physical Location: 2319 Felicita Rd., Escondido, CA 92029

General Description:

Fire Station 5 is located on Felicita Road in the
southwest response area. It is in fair condition and will need some improvements because of its age.

Structure
Date of Original Construction 12/1999
General Condition Fair
Seismic Protection To code
Auxiliary Power Yes/Diesel generator
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 3 Back-Ins Total Bays: 3 Total Square Footage 7,560
Facilities Available
Sleeping Quarters Bedrooms 7 Beds 7 Dorm Beds 7

Maximum Staffing Capability 7 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation Bathrooms 2 Showers 3 Bedrooms 7

Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes, to all
Safety & Security
Station Sprinklered No
Smoke & CO Detection Yes
Decon. & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes/Plymovent System

Attachment "1"
311
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
142

Figure 86: Fire Station 6
Station Name/Number: Escondido Fire Station 6
Address/Physical Location: 1735 Del Dios Rd., Escondido, CA 92029

General Description:

Fire Station 6 is located on Del Dios Road. Its response area is the western portion of the city. Although this
station was only built to house four personnel, it has
enough bays to store additional apparatus. This may
be a staffing issue if additional resources and
personnel must be housed in the city's western
portion.

Structure
Date of Original Construction 10/2008
General Condition Good
Seismic Protection To code
Auxiliary Power Yes/Diesel generator
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 3 Back-Ins Total Bays: 3 Total Square Footage 7,360
Facilities Available
Sleeping Quarters Bedrooms 4 Beds 4 Dorm Beds

Maximum Staffing Capability 4 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation Bathrooms 4 Showers 4 Bedrooms 4

Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes, to all
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes/Monitored alarm system
Decon. & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes/Plymovent System

Attachment "1"
312
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
143

Figure 87: Fire Station 7
Station Name/Number: Escondido Fire Station 7
Address/Physical Location: 1220 North Ash St., Escondido, CA 92027

General Description:

Fire Station 7 is on North Ash Street and serves the
northeast portion of the city. It is in good condition, has ADA access, and is gender capable. The space
and design are sufficient to support modern
firefighting operations.

Structure
Date of Original Construction 09/2008
General Condition Good
Seismic Protection To code
Auxiliary Power Yes/Diesel generator
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 3 Back-Ins Total Bays: 3 Total Square Footage 8,950
Facilities Available
Sleeping Quarters Bedrooms 7 Beds 7 Dorm Beds 7

Maximum Staffing Capability 7 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation Bathrooms 6 Showers 5 Bedrooms 7

Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes, to all
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes/Monitored alarm system
Decon & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes/Plymovent System
Attachment "1"
313
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
144

Fire Stations Discussion
Only one of EFD’s fire stations was rated as “Poor” condition. Another fire station was rated as “Fair” condition, while the remaining five were rated in “Good” condition. The ages of the fire stations range from 12 to 31 years. The following figure summarizes the features of EFD’s fire stations.

Figure 88: Summary of EFD’s Fire Stations
Fire Station Square
Footage
Apparatus
Bays
Staffing
Capacity
General
Condition Station Age
Station 1 28,340 10 19 Good 15 years
Station 2 10,140 7 10 Poor 31 years
Station 3 8,950 3 7 Good 16 years
Station 4 5,700 3 5 Good 12 years
Station 5 7,560 3 7 Fair 25 years
Station 6 7,360 3 4 Good 16 years
Station 7 8,950 3 7 Good 16 years
The fire stations were evaluated based on the National Fire Protection Association's 1500 Standard on Fire Department Occupational Safety, Health, and Wellness Program and information provided by the EFD. A walk-through inspection of each facility was completed in early October 2024.

Fire Station 1
Fire Station 1 was built in 2009 and meets modern fire service needs. It provides separate spaces for turnout gear, individual showers, individual rooms, a gym, a training classroom, separate offices, and living spaces. EFD’s training center is located at Fire Station 1. The training center has multiple props, a tower, and sufficient space for most training evolutions. A classroom with audiovisual equipment and other specialized training props is also available.

Attachment "1"
314
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
145

Fire Station 2
Fire Station 2 was built in 1993 and requires some updates to meet modern fire service health and safety standards. Personal protective equipment (PPE) is stored inside the station, and crews must carry PPE through the living areas to a storage room. PPE storage areas are typically connected to the apparatus bay to avoid contaminating the living quarters. The workout area may not fully meet the crew's needs, and some equipment has been moved into the apparatus bay for reserve apparatus. The dorms, bathrooms, and locker rooms are open and do not provide gender privacy. However, there is a restroom with a shower available downstairs. Additionally, this station is not compliant with the Americans with Disabilities Act (ADA).

Fire Station 3
Fire Station 3 was built in 2008 and meets modern fire service needs. It provides separate spaces for turnout gear, individual showers, individual rooms, a gym, separate offices, and living spaces. The fire station does not have training or meeting rooms.

Fire Station 4
Fire Station 4 was remodeled in 2012 and meets modern fire service needs. It provides separate spaces for turnout gear, individual showers, individual rooms, a gym, separate offices, and living spaces. The fire station does not have training or meeting rooms. Some workout equipment has been moved into the apparatus bay, and the workout area may not fully meet the crew's needs.

Fire Station 5
Fire Station 5 was built in 1999 and requires some updates to meet modern fire service needs. The station provides individual rooms for personnel, but the bathrooms and locker rooms are open. A sliding partition door can be used to block off a portion of the bathroom and locker room.

Fire Station 6
Fire Station 6 was built in 2008 and meets modern fire service needs. It provides separate spaces for turnout gear, individual showers, individual rooms, a gym, separate offices, and living spaces. The fire station does not have training or meeting rooms, and there is no room for personnel to place an additional unit in service.

Attachment "1"
315
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
146

Fire Station 7
Fire Station 7 was built in 2008 and meets modern fire service needs. It provides separate spaces for turnout gear, individual showers, individual rooms, a gym, separate offices, and living spaces. The fire station does not have training or meeting rooms.

Facility Replacement and Improvements
Most of EFD’s fire stations are in good condition and meet the needs of modern fire services.

As the firefighting environment has evolved, so have the technology, equipment, and safety systems required to meet new demands. Older buildings often lack the space or engineered systems to accommodate these updated requirements. While all buildings require routine maintenance, fire stations need even more attention due to their continuous occupancy. Despite an active maintenance program, evidence shows that Fire Stations 2 and 5 will require maintenance and remodeling. Overall, the stations were clean and organized, suggesting that the crews take pride in maintaining their fire stations and facilities.

In 2008 and 2009, the EFD successfully replaced several older fire stations by constructing new ones. Fire Stations 2 and 5 are now the oldest and need upgrades. It is essential to have a maintenance schedule or capital improvement plan to address the necessary improvements for these two stations and maintain the others. Regular maintenance and the scheduled replacement of specialized equipment are critical to keeping the stations in good condition. Planning for updates and repairs to systems such as heating and air conditioning (HVAC), generators, roofs, driveways, parking areas, security gates, painting, carpet replacement, and small appliances can help control costs and extend the service life of the buildings. Additionally, establishing a facility replacement and maintenance plan allows the EFD to manage the ongoing needs of each station more efficiently.

Capital Apparatus & Equipment
Fire departments rely on their ability to safely transport personnel and equipment to the scene of an emergency incident. Fire apparatus, ambulances, command units, and other emergency response vehicles must be reliable enough to transport firefighters and equipment quickly and safely to the incident scene. Additionally, these vehicles must be properly equipped and fully functional to ensure the delivery of emergency services is not compromised. The equipment must be appropriate, serviceable, dependable, and ready to function when needed.

Attachment "1"
316
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
147

As part of this study, AP Triton requested that the EFD provide a complete inventory of its fleet (including suppression apparatus, ambulances, command and support vehicles, specialty units, etc.). For each vehicle listed, the EFD was asked to rate its condition using the criteria described in the following figure, which will be shown in the subsequent apparatus inventory figures.

Figure 89: Vehicle Condition Criteria
Evaluation Components Points Assignment Criteria
Age:

One point for every year of chronological age, based on in-service date.

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 (e.g., a pumper would be given a 5 since it is classified as severe duty service).

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 to a
vehicle in the shop on average of 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)

As requested, the EFD completed an evaluation of its apparatus and vehicles. The following figure is a detailed list of the frontline fire suppression apparatus and their condition.

Attachment "1"
317
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
148

Figure 90: EFD Frontline Fire Apparatus
Apparatus Type Manufacturer Year Condition Features
E131 Engine Pierce 2013 Poor 1,500 GPM/500 Gal.

E132 Engine Pierce 2006 Poor 1,500 GPM/500 Gal
E133 Engine Pierce 2006 Poor 1,500 GPM/500 Gal
E134 Engine Pierce 2009 Poor 1,500 GPM/500 Gal
E135 Engine Pierce 2006 Poor 1,500 GPM/500 Gal
E136 Engine KME 2003 Poor 1,500 GPM/500 Gal
E137 Engine Pierce 2013 Poor 1,500 GPM/500 Gal
T131 Truck Sutphen 2014 Good 100 Ft Aerial Ladder
PT131 Engine Ford 2016 Excellent 100 GPM/300 Gal
BR133 Engine KME 2013 Good 750 GPM/500 Gal
BR134 Engine International 1992 Poor 300 GPM/600 Gal
BR135 Engine International 2008 Good 750 GPM/500 Gal
OES 6615 Engine Ford 2020 Excellent 100 GPM/300 Gal
OES 8334 Engine HME 2014 Good 500 GPM/500 Gal

The EFD maintained 13 frontline engines and one 100-foot aerial ladder truck when this study was conducted. Two frontline engines were in “Excellent” condition, three were in “Good” condition, and eight were in “Poor” condition, while the aerial ladder truck was in “Good” condition. Frontline apparatus classified as “Fair” or “Poor” condition should be considered for replacement. The EFD's frontline engines range in age from 11 to 32 years, with an average age of 21.5 years. The frontline aerial ladder truck is 14 years old. The EFD has recently taken delivery of three new engines.

In addition to the frontline fire apparatus, the EFD maintains three reserve engines and a reserve truck. These apparatuses are placed into service when the frontline apparatus is out of service. The following figure is a detailed list of the reserve fire apparatus and their condition.

Attachment "1"
318
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
149

Figure 91: EFD Reserve Fire Apparatus
Apparatus Type Manufacturer Year Condition Features
E131R Engine KME 1999 Poor 1500 GPM/500 GAL
E132R Engine KME 2003 Poor 1500 GPM/500 GAL
E137R Engine KME 1999 Poor 1500 GPM/500 GAL
T131R Truck Sutphen 1998 Poor 100-Ft Aerial Ladder

All the reserve fire apparatus are listed as being in poor condition. While reserve apparatuses are not permanently assigned as frontline units, they may be used as replacement engines for extended periods or to increase staffing when surge capacity is needed. Keeping apparatus in poor condition, even in reserve status, is not recommended by NFPA 1900: Standard for Aircraft Rescue and Firefighting Vehicles, Automotive Fire Apparatus, Wildland Fire Apparatus, and Automotive Ambulances. Fire apparatus classified as “Fair” or “Poor” condition should be considered for replacement.

As a fire department providing advanced and basic life support transport, the EFD maintains a fleet of ambulances. Ambulances have a much higher usage rate, lower life expectancy, and higher failure rates compared to other vehicles. The EFD maintains five frontline and four reserve ambulances.

Paramedic rescue ambulances are equipped with advanced life support and basic life support equipment to provide emergency medical care. The EFD has five paramedic rescue ambulances deployed at Fire Stations 1, 2, 3, 5, and 7. Each paramedic rescue ambulance has at least one firefighter/paramedic and one non-safety emergency medical technician. The chart in the following figure lists the frontline and reserve ambulances and their condition.

Attachment "1"
319
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
150

Figure 92: EFD Ambulance Fleet
Ambulance Manufacturer Year Condition Location
RA131 Ford 2015 Fair Station 1
RA132 Medix 2019 Good Station 2
RA133 Medix 2018 Good Station 3
RA135 Ford 2012 Poor Station 5
RA137 Medix 2019 Good Station 7
RA131R Ford 2016 Poor Station 1
RA132R Ford 2013 Poor Station 2
RA134R Ford 2012 Poor Station 4
RA136R Ford 2012 Poor Station 6

The condition of the five frontline ambulances ranges from good to poor. Three are in “Good” condition, one is in “Fair” condition, and one is in “Poor” condition. All four reserve ambulances are in “Poor” condition. The EFD's ambulances range in age from 5 to 22 years, with an average age of 13 years. Ambulances classified as “Fair” or “Poor” condition should be considered for replacement.

The remainder of the EFD's fleet is designated to support response and prevention efforts or is utilized by command and chief officers. The following figure provides a list of EFD's vehicles and their conditions.

Attachment "1"
320
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
151

Figure 93: EFD Command & Support Vehicles
Assignment Type Make/Model Year Condition Location
1301 SUV Chevrolet Tahoe 2015 Fair Headquarters
1302 SUV Chevrolet Tahoe 2011 Fair Headquarters
1303 PU Chevrolet 1500 2023 Excellent Headquarters
B131 PU Ford F250 2017 Excellent Station 1
B131R PU Ford F250 2015 Excellent Station 1
P1351 SUV Ford Explorer 2018 Excellent Headquarters
P1352 SUV Ford Explorer 2018 Excellent Headquarters
P1353 SUV Ford Explorer 2018 Excellent Headquarters
P1354 SUV Ford Explorer 2018 Excellent Headquarters
P1355 SUV Ford Explorer 2017 Excellent Headquarters
P1356 SUV Ford Explorer 2016 Excellent Headquarters
P1357 SUV Ford Escape 2021 Excellent Headquarters
AD1382 SUV Ford Escape 2021 Excellent Headquarters

Most of the EFD’s command and support vehicles are in “Excellent” condition. Two vehicles are in “Fair” condition and should be considered for replacement.

Apparatus Maintenance & Replacement Planning
No piece of mechanical equipment or vehicle can be expected to last indefinitely. Every vehicle or equipment will eventually require service, repairs, and replacement. Repairs tend to become more frequent and complex as apparatus and vehicles age. Due to the critical role of fire apparatus in the community, maintenance becomes more urgent and costly and requires specialized skills. Parts may become more difficult to obtain, and downtime for repairs and maintenance typically increases.

Fire apparatus are unique, heavy-duty vehicles, typically equipped with large engines, heavy-duty suspensions, and specialized components. Ambulances are outfitted with medical equipment and are larger and heavier than standard pickup trucks. Utility and command vehicles also need special attention due to their additional electronic systems.

Since fire protection, emergency medical services, and other emergency responses are essential to the community, minimizing downtime is a key reason for replacing apparatus.

Attachment "1"
321
Item14.

Multi-Phase Fire & EMS Study Escondido Fire Department
152

Because fire apparatus and ambulances are expensive, most fire departments and cities develop replacement plans. To facilitate such planning, fire departments often use the accepted practice of establishing a life cycle for each apparatus, resulting in an anticipated replacement date for each vehicle.

Apparatus and vehicles have distinct life cycle phases. The first is when the apparatus or vehicle reaches the end of its serviceability, which can be predicted based on vehicle type, call volume, age, and maintenance needs. The second is when the apparatus or vehicle exceeds its technical lifespan. The final consideration in the lifecycle is the economic viability of the vehicle. NFPA 1910, Standard for the Inspection, Maintenance, Refurbishment, Testing, and Retirement on In-Service Emergency Vehicles and Marine Firefighting Vessels (2024), recommends that vehicles over 15 years old, even if still in good working order, be placed into reserve status and no longer used as frontline apparatus.

Escondido City CouncilJune 25, 2025

Escondido City Council
June 25, 2025