June 4, 2025
Proposed General Fund Budget
Fiscal Year 2025/2026
Budget Highlights
• Status Quo Budget No Additional Staffing or New Services/Programs • $3.0 Million payment for the CalPERS Unfunded Actuarial Liability • $1.0 Million Increase in General Liability Insurance Premiums • $1.0 Million transfer to new CIP Fund
• $100,000 budget allocation for each City Council District • $500,000 Cannabis Revenue
• Current budget reflects COLA increase for POA in September 2024 & the 6% COLA increase to FFA, MEA, Confidential Employees in January 2025 2 | June 5, 2025
General Fund Revenues
Proposed FY 2026 Budget
3 | June 5, 2025
FY 2026 FY 2025 Budget FY 2025 Budget
FY 2023 FY 2024 FY 2025 Proposed to FY 2026 to FY 2026
Actual Actual Budget Budget Budget $ Change Budget % Change Property Tax 14,721,570 15,834,107 16,141,534 17,087,987 946,453 6% Sales Tax 38,450,228 40,095,816 39,403,153 40,611,000 1,207,847 3% Franchise Fees 2,490,692 3,082,215 2,974,138 2,976,000 1,862 0% Business License 656,191 652,987 736,500 750,000 13,500 2% Development Fees 1,693,419 1,304,978 1,247,850 1,279,000 31,150 2% TOT 2,488,614 2,042,380 2,000,000 2,000,000 - 0%
Fines and Fees 1,684,058 1,646,809 1,231,136 1,301,400 70,264 6% Other Revenues 7,331,000 8,632,820 7,399,387 6,853,509 (545,878) -7% Transfers-in 2,005,500 2,005,500 5,500 5,500 0%
Total 71,521,271 75,297,613 71,139,198 72,864,396 1,725,198 2% Other Revenues
• $1.2 Million for Interest Income
• $900,000 for Billboard, Cell Towers & Land Rental Income • $762,978 for Indirect Cost Recovery
• $620,000 for Fire Reimbursable Overtime
• $1.4 Million Port Authority Reimbursement
• $500,000 Cannabis Revenue
• $409,763 School District Contract Reimbursement
• $237,915 Prop 172 Public Safety Sales Tax
• $143,000 Las Palmas Golf Course Rental Income
• $6.9 Million Total Other Revenues
4 | June 5, 2025
General Fund Expenditures
Proposed FY 2026 Budget
5 | June 5, 2025
FY 2026 FY 2025 Budget FY 2025 Budget
FY 2023 FY 2024 FY 2025 Proposed to FY 2026 to FY 2026
By Type Actual Actual Budget Budget Propose Budget Propose Budget Wages & Benefits 44,550,675 46,302,076 51,265,557 53,467,652 2,202,094 4% Operating & Maint. 7,945,210 9,393,189 9,067,957 9,637,074 569,118 6% Capital Outlay 2,726,671 1,939,246 1,216,000 255,773 (960,227) -79% Internal Svc Charge 8,381,822 9,455,299 10,180,890 7,802,478 (2,378,412) -23% Transfers-Out 2,567,210 3,019,586 2,772,765 9,918,791 7,146,026 258% Total 66,171,587 70,109,397 74,503,169 81,081,768 6,578,599 9% Net Surplus/Deficit 5,349,684 5,188,216 (3,363,971) (8,217,271) Transfers to other Funds
• $4.8 Million Transfer for 2021 POB Bond Payment*
• $2.2 Million Transfer to Library Fund
• $1.0 Million Transfer to Park Maintenance Fund
• $503,396 Transfer to Nutrition Fund
• $18,369 Transfer to Mile of Cars LMD
• $400,000 Transfer for Retiree Health Benefits Fund
• $1.0 Million Transfer to Capital Improvement Fund
• $9.9 Million Total Transfers
6 | June 5, 2025
* Previously Part of Labor Costs
General Liability &
Workers Comp Ins Funds
7 | June 5, 2025
FY 2025 FY 2026 Difference
General Liability Ins Premium 1,643,500 2,662,300 1,018,800 Workers Comp Ins Premium 325,000 377,000 52,000
Claims (W/C & Gen Liab.) 4,140,000 4,248,000 108,000
Labor 85,953 129,793 43,840
Operating Expenses 175,450 170,850 (4,600)
Total 6,369,903 7,587,943 1,218,040
Internal Service Fund Charge
Cost to the General Fund
8 | June 5, 2025
FY 2025 FY 2026 Difference
Building Maintenance Charge 2,978,963 3,033,285 54,322
Vehicle Maintenance Charge 1,124,282 1,113,781 (10,501) Vehicle Replacement Charge 623,870 623,870 -
Vehicle Lease Charge 377,500 377,500 -
IT Maintenance Charge 2,858,504 2,472,042 (386,462)
General Liability Charge 2,217,771 3,400,429 1,182,658
Total 10,180,890 11,020,907 840,017
Transfers to Other Funds
9 | June 5, 2025
FY 2025 FY 2026 Difference
Library 1,452,519 2,150,474 697,955
Park Maintenance 627,238 1,028,759 401,521
Nutrition Fund 219,599 503,396 283,797
Retirement Fund 360,000 400,000 40,000
Mile of Cars LMD 18,369 18,369 -
Subtotal 2,677,725 4,100,998 1,423,273
General Fund Deficit FY 2026
10 | June 5, 2025
Loss of ARPA funding in FY 2025 2,000,000
UAL Payment in FY 2025 1,240,224
Projected Deficit FY 2025 3,240,224
UAL Payment in FY 2026 2,538,345
Increase in Subsidies Transfer to other funds 1,423,273 Increase in ISF Charges 840,017
Additional 6 months COLA FFA, MEA, Conf 654,156
FY 2025 Proposed Savings 1,246,454
Increase in Revenue (1,725,198)
Proposed FY 2026 Deficit 8,217,271
Additional Staffing Request
• 4 Custodians 80% Supported by General Fund
• 1 Building Trade Specialist 80% Supported by General Fund • 1 Equipment Operator 100% supported by Sewer Fund
• 1 Maintenance Worker 100% supported by Sewer Fund
• 1 Promote one Part-Time Code Conf. Officer to Full-Time 100% supported by General Fund • 1 Promote one Full-time Code Conf. Officer form level I to level II Supported by Housing Fund • 1 Promote one Part-time Parking Enf. Officer to Full-Time Supported by Parking Authority • 1 Promote one Community Develop Specialist II to level III Supported by Grant Funding • 1 Promote one Executive Secretary to Community Development Specialist II Grant Funded • 1 Create one Administrative Secretary within the Building 100 % Supported by the General Fund • 1 Create one Fire Division Chief 100% Supported by the General Fund • 1 Transfer Comm Dev. Specialist from Community Dev. to City Manager’s Office 11 | June 5, 2025
Additional Staffing Request
12 | June 5, 2025
General Fund Impact $469,055
Dept FTE Current Proposal Net Change
PW/Eng Custodian - 80% General Fund 4 237,956 237,956
PW/Eng Building Trade Specialist - 80% General Fund 1 88,741 88,741 PW/Eng Equipment Operator - 100% Sewer Fund 1 96,853 96,853 PW/Eng Maintenance Worker - 100% Sewer Fund 1 73,425 73,425 CD Promote 1.0 Code Conf Officer I from Part-time to Full-Time 1 31,231 90,700 59,469 CD Reclass 1.0 Code Conf Officer I to Code Conf Officer II 1 98,886 107,404 8,518 CD Promote 1.0 Parking Enf. Officer from Part-time to Full-Time 1 28,288 86,787 58,499 CD Reclass 1.0 Comm Dev Spec II to 1.0 Comm Dev Spec III 1 102,396 113,537 11,141 CD Reclass 1.0 Exec Secretary to Comm Dev Spec II 1 91,609 102,396 10,787 CD Create 1.0 Admin Secretary for current contract employee 1 156,000 79,910 (76,090) Fire Create 1.0 Fire Division Chief 1 135,281 135,281
CMO Transfer 0.5 Com Dev Spec. III from Comm Dev to CMO 0.5 80,519 80,519 Total 14.5 508,410 1,293,509 704,580
CalPERS UAL Projections
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 Safety 907,678 1,824,693 2,680,000 3,474,000 4,269,000 4,313,000 4,313,000 Misc 549,456 1,205,212 1,719,000 2,192,000 2,665,000 2,691,000 2,691,000 Total UAL 1,457,134 3,029,905 4,399,000 5,666,000 6,934,000 7,004,000 7,004,000 13 | June 5, 2025
-
2 4
6 8
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 Millions
Reserve Balances
14 | June 5, 2025
Current
Balance Target Shortfall Policy Level
OPEB Trust Reserve 3,688,314 3,866,000 (177,686) 80% of OPEB Liability Pension Trust Reserve 7,526,340 10,066,000 (2,539,660) 2 Years of UAL Payments Facility Maintenance Reserve 2,880,000 3,645,000 (765,000) 4.5% of General Fund Operating Expenditures Economic Contingency Reserve 12,800,000 16,200,000 (3,400,000) 20% of General Fund Operating Expenditures Unassigned Fund Balance 24,539,891 8,100,000 16,439,891 10% of General Fund Operating Expenditures Total 51,434,545 41,877,000 9,557,545
General Fund Unassigned Fund Balance
15 | June 5, 2025
FY 2023 Unassigned Audited Financial Statements $ 23,040,220 Unaudited Preliminary FY 2024 Increase in Unassigned Fund Balance 1,499,671 Projected Ending Unassigned Fund Balance FY 2024 24,539,891 Projected Deficit FY 2025 (3,363,971)
Projected Deficit FY 2026 (8,217,271)
Projected Unassigned Fund Balance FY 2026 $ 12,958,649
Less Transfer to Pension Trust Fund (2,539,660)
Adjusted Unassigned Fund Balance FY 2026 $ 10,418,989
Engineering & Public
Works
Department Operations
17 | June 5, 2025
Cost Savings Measures
18 | June 5, 2025
Cost Savings Measures
19 | June 5, 2025
Service Enhancements
20 | June 5, 2025
Community Development
Department Operations
22 | June 5, 2025
Cost Savings MeasuresBuilding/ Planning
23 | June 5, 2025
Cost Savings MeasuresNeighborhood Services/ Housing
24 | June 5, 2025
25 | June 5, 2025
26 | June 5, 2025
27 | June 5, 2025
28 | June 5, 2025
29 | June 5, 2025
30 | June 5, 2025
31 | June 5, 2025
National City
Fire Department
National City Fire Department
Budget Initiatives
33 | June 5, 2025
1. DEVELOP, HIRE AND TRAIN ALL PERSONNEL
1. Implement the recommendations found in the 2022 CPSM Fire Department Study.
2. Formally adopt the Succession Plan in Fire Departments Command Staff.
3. Fill Vacancies in the Community Risk Reduction Division.
4. Continue with Recruitment and Retention Efforts.
2. EVALUATE EMERGENCY SERVICE DELIVERY
1. Fee for Service-Emergency Medical.
2. Ground Emergency Medical Transport System.
3. ENHANCE COMMUNITY RISK REDUCTION PROGRAMS
1. New Ordinance Implementation & self inspection program.
2. False Alarm Coordinator Position.
3. Bolster staff to recover revenue thru Inspections.
4. PURSUE ADDITIONAL GRANT AND REVENUE OPPORTUNITIES
1. Staffing: Provide 4 person staffing on all Engine Companies.
2. Facilities & Equipment: 3rd Station, EOC equipment, Satellite communications enhancement.
Pursue Grant Opportunities
34 | June 5, 2025
• STATE HOMELAND SECURITY GRANTS
• URBAN AREAS SECURITY INITIATIVE GRANTS
• FIRE PREVENTION AND SAFETY (FP&S) GRANTS
• STAFFING FOR ADEQUATE FIRE AND EMERGENCY RESPONSE (SAFER) • ASSISTANCE TO FIREFIGHTERS GRANT (AFG)
• SAN DIEGO REGIONAL FIREFIGHTER FOUNDATION
• CALIFORNIA FIRE FOUNDATION: 2024 STATEWIDE GRANT CYCLE • LEARY FIREFIGHTERS FOUNDATION: JEREMIAH LUCEY GRANT PROGRAM • SDG&E SAFE SAN DIEGO GRANT
Hire and Train All Personnel
35 | June 5, 2025
Evaluate Emergency Service Delivery
36 | June 5, 2025
37 | June 5, 2025
Department Assessment
City of National City
Police Department
2024 Annual Crime Overview
38 | June 5, 2025
Calls for Service
39 | June 5, 2025
Department Priorities and Initiatives
40 | June 5, 2025
RECRUITMENT AND RETENTION
TRADITIONALLY, RETENTION HAS BEEN A PROBLEM AS WE TYPICALLY LOSE ON AVERAGE 8 SWORN OFFICERS PER YEAR (THIS IS DUE TO VARIOUS REASONS INCLUDING: SERVICE/MEDICAL RETIREMENTS, BUT MOST NOTABLY OTHER BETTER PAYING DEPARTMENTS).
CURRENTLY, WE HAVE A SHORTAGE OF 8 OFFICERS AND 6 DISPATCHERS. THESE
SHORTAGES MAKE ADEQUATE STAFFING VERY DIFFICULT AND LEADS TO OTHER
ISSUES SUCH AS EMPLOYEE BURNOUT AND THE MENTAL WELLBEING OF OUR OFFICERS AND THEIR FAMILIES. PATROL OFFICERS ARE WORKING SHORT STAFFED, AS WELL AS OUR INVESTIGATIVE TEAM.
Maintaining Employee Morale
41 | June 5, 2025
EMPLOYEE MORALE - SOME OF OUR STAFFING CHALLENGES HAVE BECOME APPARENT WITH OUR OFFICERS. FAIR LABOR NEGOTIATION WILL HELP TO
INCREASE THE MORALE, BUT A SECOND PART TO THIS WILL BE HAVE ADEQUATE
STAFFING SO WE CAN PROPERLY STAFF OUR DETECTIVES, TRAFFIC, AND SCHOOL OFFICERS. ALL OF THESE OTHER UNITS SUPPORT OUR PATROL DIVISIONS.
OUR COMMAND STAFF WILL ROUTINELY HAVE EMPLOYEE-CENTERED EVENTS THROUGHOUT THE YEAR. IN ADDITION, THE DEPARTMENT HOSTS A “FAMILY DAY”
EVENT WHERE WE INVITE THE FAMILIES OF OUR EMPLOYEES TO A DAY OF ACTIVITIES AND LUNCH.
Technology
42 | June 5, 2025
UPDATING OUR POLICE LAPTOPS FOR OFFICERS.
FLOCK LPR- THE CITY WAS AWARDED A NEARLY 1 MILLION DOLLAR GRANT TO HELP COMBAT ORGANIZED RETAIL/AUTO THEFT FOR THE NEXT 3 YEARS. 91
LICENSE PLATE READING CAMERAS WERE INSTALLED THROUGHOUT THE CITY THAT PROVIDE SAFETY TO OUR COMMUNITY.
AXON FLEET- THE IN-CAR CAMERAS RECORD TRAFFIC STOPS, PURSUITS, AND
OTHER ACTIVITY THAT WOULD NOT OTHERWISE BE CAPTURED BY A BODY WORN CAMERA. A CAMERA IN BACKSEAT OF A PATROL CAR CAPTURES FOOTAGE TO
ENSURE THE SAFETY OF PRISONERS, AS WELL AS CLAIMS AGAINST OUR OFFICERS.
Tech continued
43 | June 5, 2025
THE TETHERED DRONE PROGRAM ALLOWS FOR A BIRD’S EYE VIEW INTO AN OPERATIONAL EVENT. THESE DRONES CAN REMAIN IN THE AIR FOR AN
EXTENDED PERIOD OF TIME, AND CAN PROVIDE REAL-TIME VIEWING DURING CRITICAL INCIDENTS. THIS DRONE WILL BE A SHARED RESOURCE WITH OUR FIRE
DEPARTMENT DURING A MAJOR INCIDENT REQUIRING EXTENDED VIEWING OF AN INCIDENT.
LIVE 911 IS AN ARJIS-PAID PROGRAM THAT ALLOWS OUR OFFICERS TO LISTEN TO A 911 CALL IN REAL TIME. THE OFFICERS CAN HEAR ALL OF THE CALLER’S DETAILS AS THEY RESPOND TO AN EMERGENCY CALL. THIS TECHNOLOGY INTERACTS WITH OUR CURRENT CAD SYSTEM.
PENDING NEW REPORTING SYSTEM. IN THE PROCESS OF SELECTING A NEW SYSTEM, ALONG WITH ALL OTHER POLICE AGENCIES.
Deadlines, Grants, and Projects
44 | June 5, 2025
OFFICER WELLNESS GRANT- 58K FOR OFFICER WELLNESS. MUST BE USED BY 12/25
PROJECTS- BUILDING IS A 24/7- 365 DAY OPERATION IN NEED OF CONSTANT REPAIRS AND CLEANING.
Operational Strengths
45 | June 5, 2025
WORKING WELL IN YOUR DEPARTMENT;
WE HAVE SOME OF THE MOST LOYAL AND DEDICATED EMPLOYEES. THEY WORK EXTENDED SHIFTS, AND ARE EXTREMELY EFFICIENT IN THE WORK THEY DO. FOR
A LONG TIME, DOING MORE WITH LESS HAS BEEN COMMON PRACTICE WITH OUR LIMITED RESOURCES/PERSONNEL.
OUR EMPLOYEES HAVE EMBRACED THE FAMILY ENVIRONMENT AND TRULY CARE FOR ONE ANOTHER.
IN 2021, THE CENTER FOR PUBLIC SAFETY MANAGEMENT (CPSM) CONDUCTED A COMPREHENSIVE REPORT ON THE POLICE DEPARTMENT. THIS REPORT
DETAILED THE NEED FOR INCREASED STAFFING IN DIFFERENT PARTS OF OUR POLICE DEPARTMENT.
Significant challenges facing the police
department
46 | June 5, 2025
AS PREVIOUSLY HIGHLIGHTED, STAFFING, MORALE, AND UPDATING TECHNOLOGY ARE THE PRIMARY FOCUS. IN ADDITION, MAINTAINING A HIGH- PERFORMING FLEET OF VEHICLES AND OBTAINING THE NEEDED/NECESSARY EQUIPMENT TO KEEP OUR OFFICERS SAFE.
RENEWED ATTENTION
PARTICIPATION IN OPERATION STONE GARDEN. THIS FEDERALLY-FUNDED PROGRAM ALLOCATED FUNDING FOR OUR POLICE DEPARTMENT. IT NOT ONLY
PAID FOR OFFICERS TO WORK OVERTIME IN A TARGETED AREA, BUT ALSO
ALLOWED FOR THE PURCHASES OF EQUIPMENT FOR THE POLICE DEPARTMENT, SUCH AS PATROL CARS.
THE BIGGEST OBSTACLE WAS NOT VIOLATING SB54 BY PROVIDING THE FEDERAL GOVERNMENT PII (PERSONAL IDENTIFIABLE INFORMATION). OTHER LAW
ENFORCEMENT AGENCIES IN SAN DIEGO COUNTY CONTINUE TO PARTICIPATE AND RECEIVE FUNDING.
Potential for improvement - in workflows,
staffing, customer service, or other areas
47 | June 5, 2025
NCPD CONTINUES TO STRIVE TO PROVIDE THE BEST SERVICE POSSIBLE TO OUR COMMUNITY. WE ARE ALSO COMMITTED TO WORKING CLOSELY WITH OTHER
CITY DEPARTMENTS TO ACCOMPLISH TASKS BOTH INTERNALLY AND IN THE COMMUNITY.
CPTED- CRIME PREVENTION THROUGH ENVIRONMENTAL DESIGN. HAVING THE
POLICE DEPARTMENT BE A PARTNER IN THE DISCUSSIONS WHEN PROJECTS ARE BEING CONSIDERED IN THE CITY.
THE INCREASED STAFFING LEVELS IN HR, ALONG WITH OUR POSITIVE WORKING RELATIONSHIP, IS HELPING TO ADDRESS OUR STAFFING CHALLENGES.
CONTINUING THIS POSITIVE COOPERATION BETWEEN DEPARTMENTS WILL HOPEFULLY HELP US NAVIGATE THESE CHALLENGING TIMES.
Additions to the Department
48 | June 5, 2025
AS DISCUSSED, THE POLICE DEPARTMENT IS IN NEED OF CONSTANT MAINTENANCE SINCE WE’RE A 365 7/24 OPERATION. AS SUCH THE ASK FOR THE NEW PROPOSED BUDGET WOULD BE;
BUILDING TRADE SPECIALIST:
THIS EMPLOYEE WOULD BE DEDICATED TO THE CONSTANT REPAIRS NEEDED AT THE POLICE DEPARTMENT.
2 Community Service Officers
49 | June 5, 2025
THESE ARE NOT POLICE OFFICER POSITIONS. THESE NON-SWORN POSITIONS
THAT AID OUR POLICE OFFICERS BY RESPONDING TO LOWER PRIORITY CALLS
FOR SERVICE, SUCH AS NON-INJURY TRAFFIC COLLISIONS, PARKING COMPLAINTS, AND PROPERTY CRIMES TO NAME A FEW.
ALSO, THEY HAVE BEEN USED TO HELP AT THE FRONT DESK, PROPERTY AND EVIDENCE, AND DISPATCH CENTER.
Cost Analysis:
50 | June 5, 2025
*** The original request from the police
department included 2 police officers, and a F/T
Property and Evidence Specialist I.
The following reductions are being made to follow
the current budgetary constraints. The intent is to
re examine in the mid-year budget. ( to align with
the CPSM report)
City of National City
51 | June 5, 2025
Library Services – Operational Highlights
52 | June 5, 2025
Youth Programs
Weekly
Lego Club: Avg. 70-80 attendees
STEAM: Avg. 70-80 attendees
Stay and Play: Avg. 60-70 attendees
Storytime: Avg. 60-70 attendees
Games World: Avg. 70-80 attendees
Kids Crafts: Avg. 30-40 attendees
Teen Make and Take Crafts: Avg. 376 attendees (monthly) Adult Programs
Book Club: Avg. 10-12 attendees
Craft Night: Avg. 10-15 attendees
Yoga: Avg. 18-20 attendees
Unwind Wednesdays: Avg. 20-25 attendees
Saturdays Stillness: Avg. 5-7 attendees
Friendship Club: Avg. 45-50 attendees
Documenters: Avg. 8-10 attendees
Notary Services: Avg. 2-4 attendees
Tax Preparation: Avg. 50-55 attendees
challenges
53 | June 5, 2025
• Limited Funding Sources
• Unpredictable Revenue Streams
• Cost of Digital Resources
• Labor Cost
Human Resources & Risk
Management
Department Operations
55 | June 5, 2025
• Recruitment, Reclassification & Talent Acquisition
• Compensation & Benefits
• Compliance & Legal Support
• Health & Wellness
• Risk Management & Worker’s Compensation
Human Resources
Operational Highlights
56 | June 5, 2025
Challenges
57 | June 5, 2025
Service Enhancements
58 | June 5, 2025
59 | June 5, 2025
Finance Department
Finance Department
60 | June 5, 2025
15 Full-time Employees
Finance Department
Operational Highlights
• Finance processes over 11,000 Invoices annually
• Process over 14,500 Payroll payments annually
• Process over 1,100 Purchase Orders annually
• Issue over 6,000 Business Licenses annually (Renewals & New Licenses) • Issue over 700 Pet License (Renewal & New Licenses)
61 | June 5, 2025
Success & Strengths
• Revenue recovery has improved AR staff continues to reach out to customers to have them submit payments to us electronically through ACH. • Invoices, Purchas Orders and Contracts are now fully electronic within Munis System
• Payment processing, we have increased the number of ACH payments to vendors this saves on postage and delay in vendors receiving payment, more efficient and effective payment method to our vendors.
62 | June 5, 2025
Challenges
• Munis Implementation
• Munis Reports
• Outdated City Policies
• Overload of Public Records Request take away from staff being fully productive • Need to focus on self-auditing. Review grant reports before submission 63 | June 5, 2025
Future Goals
• Full implementation of the Munis Accounting Software
• Completion of the HR/Payroll module Fall of 2025
• Implementation of Project Accounting System Spring 2026 • Timely completion of the Year-end audit report
• Build financial report that are more user friendly for departments to run independently • Obtain 95% of our vendors paid through ACH electronic payments • Update City Policies
64 | June 5, 2025
City Clerk’s Office
66 | June 5, 2025
Department Operations
Elections
Official
City
Council
Meetings
Passport
Acceptance
Facility
Boards,
Commissions and
Committees
FPPC
Filing
Officer
Archivist
of City
Records
Municipal
Code
City Clerk’s Office
Public
Records
Requests
• City Council Meetings and Agenda Packets
• Elections Official
• FPPC Filing Officer
• Archivist of City Records
• Public Records Requests
• Municipal Code
• Boards, Commissions, and Committees
• Passport Acceptance Facility
Passport Acceptance Facility
67 | June 5, 2025
Passport Facility Grand Opening
• Opened: July 10, 2024
• Purpose: Provide local passport services to residents who previously had to travel to cities like Chula Vista or San Diego.
• Appointments: Service is offered by appointment during limited daily hours. • Impact:
o Applications Processed to Date: 1,350
o General Fund Revenue: $46,795
o Additional Revenue: $17,067.81 (passport photos, document copies) o Total Projected FY 2025 Revenue: ~$50,000
o Staffing: Revenue supports two part-time passport agents.
Since adding a second agent in January 2025, the volume of processed applications has doubled. With expanded hours and additional appointments, we anticipate further increases in both service capacity and revenue for FY 2025–26.
Citywide Records Initiative
The City Clerk’s Office is leading a collaborative, citywide effort to streamline records management.
• Current focus:
Transition from the outdated Questys database to the Laserfiche platform. • Laserfiche: City Records available one the City website for public research. • Nextrequest: Online public records request system that allows the public to search City records via the City website. • Netfile: FPPC required campaign filings are posted to the City website as soon as they are filed electronically. • eSCRIBE: Streamlined the agenda packet process providing access to staff to draft, approve and distribute the City Council meeting agendas electronically. This also allows staff to provide electronic access to the public via the City website.
Review and digitize records across departments for greater accessibility to the public. Develop a comprehensive records retention schedule to support a modernized records management program. 68 | June 5, 2025
Public Records Act (PRA) Requests
69 | June 5, 2025
• THE VOLUME OF PRA REQUESTS HAS
INCREASED SIGNIFICANTLY:
o 2021: 306
o 2022: 496
o 2023: 813
o 2024: 682
o 2025 (Jan 1 – June 12): 398
IF CURRENT TRENDS CONTINUE, 2025 WILL
SURPASS THE 2023 RECORD.
CHALLENGES
• Staff Time Impact:
Each PRA Requires Locating, Scanning, Reviewing,
and Redacting Records. Some Responses Include
Over 700 Documents.
• Total Documents Released (Via NextRequest
System): 37,561 to Date
PROPOSED SOLUTION
Make more City documents publicly available online
through Laserfiche.
o Barrier: Staff lack sufficient time for
scanning due to the PRA workload.
o Budget Constraint: Outsourcing scanning
is no longer viable due to funding reductions.
Succession Planning
70 | June 5, 2025
• Following the Success of Measure M in November 2022 Election - Appointment of Deputy City Clerk Shelley Chapel to become the City’s First Appointed City Clerk • Promotion of Tonya Hussain from Executive Secretary to Deputy City Clerk • Reclassified the Executive Secretary position to Records Information Specialist.
This role is dedicated to improving records access by:
o Assist in Responding to Public Records Act (PRA) requests o Scanning and uploading records to reduce future PRA volume Each staff member in the City Clerk’s Office has also completed the required training and exam by the Department of State to be Passport Acceptance Agents.
Budget Notes
71 | June 5, 2025
• The City Clerk’s Office has No Additional Budget Requests at this Time. • Focus Remains on Maintaining Service Levels and Continuing Improvements in Public Access and Internal Efficiency.
72 | June 5, 2025
City Attorney’s Office
73 | June 5, 2025
74 | June 5, 2025
Department
75 | June 5, 2025
Ongoing Priorities
76 | June 5, 2025
77 | June 5, 2025
78 | June 5, 2025
79 | June 5, 2025
General Fund Summary
80 | June 5, 2025
FY 2026 Proposed General Fund Budget
Total General Fund Revenues 72,864,497
By Departments: Expenditures
Police 32,999,889
Fire 14,727,651
Engineering & Public Works 4,243,103
Community Development 3,942,941
Community Services 2,750,487
Administration 9,038,561
Non-Departmental 13,379,134
Capital Improvements -
Total 81,081,768
Net Surplus/Deficit (8,217,271)
Discussion and Questions