Council directs phased plan to build city‑run ambulance service; staff estimates $5.5–6 million annual operations

The council voted to begin phased implementation of a city‑operated ground emergency medical transport program following a presentation by Battalion Chief Jeremy Day of the National City Fire Department.

Day said National City averages about 8,500–8,800 ambulance responses annually and presented a system design that would deploy three 24‑hour frontline ambulances (one at each of the city's three stations) and two reserve units for surge capacity. To staff that model under the department's three‑platoon system would require approximately 18 new frontline FTEs (two per ambulance per shift across platoons) plus supervisory positions; staff estimated about 21 total new positions including management.

A preliminary financial analysis presented by staff estimated annual operating costs of $5.5–6.0 million, which would include an annual repayment of startup costs. The finance assumptions included a 10% payback schedule for startup with interest assumptions and an estimated repayment obligation of roughly $700,000–800,000 per year over about 11 years. Day emphasized the program would be structured as an enterprise fund and intended to be supported primarily by ambulance transport revenue and publicly provided EMS reimbursement (PPGMT/Medi‑Cal enhancements for public providers), not the general fund.

Councilmembers asked about timeline and risk: staff estimated a 12–14 month build‑out to operational status and said the city would negotiate an interim extension with the existing contractor to ensure continuity while the program is stood up. Council members also asked for more detail on payer mix, collection assumptions, contingency funding and training/recruitment pathways; Day and staff said they will continue refining revenue forecasting, pursue grants to offset startup capital and coordinate with human resources on recruitment and training, including local pipeline opportunities with Sweetwater High School and Southwestern College.

Why it matters: The item would shift ambulance transport from a privately contracted model to a city‑run enterprise, with implications for response times, workforce development, billing/revenue and municipal service delivery.

What happens next: Council approved staff to proceed through phases 1–5 (classification development, hiring, procurement, fleet acquisition, testing and training) and asked for regular updates on financial assumptions and implementation milestones; major contracts, appropriations and budget actions will return to council for approval before activation.