THE CITY OF PACIFICA
CALIFORNIA
PROPOSED
OPERATING BUDGET
FY 2022-23
City of Pacifica
540 Crespi Drive
Pacifica, CA 94044
(650) 738-7300
https://www.cityofpacifica.org/
CITY OF PACIFICA
Fiscal Year 2022-23
Proposed Budget
CITY OF PACIFICA
ACKNOWLEDGMENTS:
Budget Book Preparation
Yulia Carter, Assistant City Manager
Mario Xuereb, Financial Analyst II
Matt Pressey, Financial Advisor (RGS)
Alyssa Baranti, Management Analyst
Table of Contents
EXECUTIVE SUMMARY 7 OTHER FUNDS
Budget Transmittal Message 9 Enterprise Funds 127
City Council
City Council Goals
FY 2020‐21 Accomplishments
Community Profile and Map
Organizational Chart
Gann Appropriations Limit
FY2022‐23 Budget Resolution
15 17
19 31
34 35
38 Special Revenue And Capital Funds
Internal Service Funds
Debt Service Funds
SUPPLEMENTAL INFORMATION
Pension Obligation Repayment
Fund Balance Commitment Policy
Proposed FY 2022‐23 Capital Projects
135
161
171
177
178
180
BUDGET OVERVIEW 41 Investment Policy 183
Basis of Budget Preparation and Overview 43 Master Fee Schedule 197 Fund Descriptions 54 Supplemental Statistical Information 227 Fund Balance Summary 57 Glossary and Acronyms 241
GENERAL FUND 59
General Fund Overview 61
General Fund Revenue 61
General Fund Expenditures
General Fund Summary
65 67
DEPARTMENT WORK PROGRAMS 71
City Manager’s Office
Finance & Administrative Services
73 79
Police Department
North County Fire Authority
Planning Department
Public Works Department
Parks, Beaches & Recreation
General Fund Revenue by Department
General Fund Expenditure by Department
89 95
101
107
113
123
125
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CITY OF PACIFICA
Executive Summary
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CITY OF PACIFICA
540 Crespi Drive • Pacifica, California 94044-3422
www.cityofpacifica.org
MAYOR
Mary Bier
MAYOR PRO TEM
Tygarjas Bigstyck
COUNCIL
Mike O’Neill
Sue Vaterlaus
Sue Beckmeyer
Scenic Pacifica
Incorporated Nov. 22, 1957
June 27, 2022
Honorable City Council City of Pacifica
Subject: Fiscal Year 2022-23 Proposed Budget
Honorable Mayor, Mayor Pro Tem, and Members of the City Council, On behalf of City staff, I am pleased to present for your consideration the Proposed Budget for Fiscal Year 2022-23, which is balanced and is being presented for the Council’s consideration of formal adoption at the City Council meeting of June 27, 2022. This transmittal memo provides a summary of the Proposed Budget.
INTRODUCTION
Preparation of this Proposed Budget comes at a critical time for Pacifica’s budgetary outlook.
As the City begins to emerge from the economic impacts of the Coronavirus pandemic from the last two years, we do so buoyed by American Rescue Plan Act (ARPA) funding to achieve a balanced budget while maintaining existing levels of essential City services. Without ARPA funding, the City is faced with a structural deficit with operating expenses exceeding operating revenues, a budgetary condition that must be mitigated before ARPA funding runs out in 2023.
We look forward to Fiscal Year 2022-23 with an optimistic perspective about the many essential programs and projects that can continue with this balanced Proposed Budget, while also working to address the City’s long-term financial sustainability through continuing prudent expenditure containment, economic development efforts and grant-seeking to enhance revenues, and the potential for increasing ongoing revenue through a local Transactions and Use Tax measure to be considered by Pacifica’s voters.
While it is difficult to predict the twists and turns of national and local economic recovery to a post-pandemic new normal given interest-rate uncertainty, changes in employment patterns, and lingering pandemic effects, we have prepared this Proposed Budget with our best estimates at this time about anticipated revenues for the upcoming year. This Proposed Budget also continues the City’s tradition from recent years of financial transparency, pursuing cost recovery, and budgeting prudence. This Proposed Budget provides clarity and understanding of the City’s financial plan for FY2022-23 in an easy-to-read format.
Preparation of this budget began with the mid-year FY2021-22 budget adjustments brought to City Council in March 2022, reflecting a more accurate picture of revenue and expenditure status emerging from the pandemic. Based on that mid-year analysis, the Long-term Financial Forecast and the Narrative Budget Strategies were presented to the City Council on April 11, 2022. On that date, Council received information about the multi-million dollar structural deficit faced by the City. In addition, as part of the Narrative Budget Report, eight budget strategies were recommended and aligned to the City Council’s goals. These strategies are summarized again in this transmittal memo.
FY 2022-23 City Manager Budget Transmittal, June 2022
Also on April 11, the Council adopted City Council Goals and Priorities for FY2022-23. Goals adoption is a critical step in the budget development process, as it helps align the City’s financial resources with the projects and initiatives that will make up the workplan for the next fiscal year.
The Council’s annual goal-setting session was held March 25-26, and resulted in refinements to the Council’s list of seven value-driven goals, and the prioritization of 13 major projects / initiatives, some new and some continuing from previous years. This transmittal memo also summarizes the FY2022-23 City Council Goals and Priorities.
The budget development process continued through April, May and June with the following additional City Council meetings:
• April 11: Budget Session 1: Budget Methodology and Calendar, Long-term Financial Forecast, and Narrative Budget Report with Strategic Budget Priorities • May 23: Budget Session 2: FY 2022-23 Base Budget, Position Recommendations, FY 2022-27 CIP and Master Fee Schedule
• June 13: Budget Session 3: Review of Proposed FY 2022-23 Budget Recommendations
• June 27: Budget Adoption
Additionally, on June 6, 2022, the Planning Commission reviewed the proposed City of Pacifica 2022-27 Capital Improvement Program and found it consistent with the General Plan and Local Coastal Land Use Plan.
This budget transmittal memo is organized as follows:
o FY2022-23 City Council Goals and Priorities
o Budget Development Strategies
o Budget Overview
o Conclusion & Longer-term Challenges
o Acknowledgments
GOALS & PRIORITIES
Each year the City Council convenes in advance of the new fiscal year to review their list of value-driven goals and develop a set of priority projects/initiatives to be implemented in the upcoming fiscal year. The goal-setting session is intended to identify Council priorities in advance of developing the annual budget, in order to align the City’s financial resources with the projects and initiatives that will make up the workplan for the fiscal year. This year’s goal-setting session was held on Friday, March 25th and Saturday, March 26th. The Friday session focused on City Council team building. The Saturday session focused on identifying goals and priorities for the upcoming fiscal year. Both sessions were facilitated by Stacey McLaughlin, president of Mountaintop Insight Consulting.
In summary, the seven Goals from previous years were continued, with important updates to the descriptions. In addition, 13 priorities were adopted, relating to a wide variety of topics. The final City Council Goals and Priorities for FY2022-23 are provided on Pages 17 of the Proposed Budget.
BUDGET DEVELOPMENT STRATEGIES
During the April 11, 2022, Narrative Budget Study Session, the City Council discussed and provided direction regarding eight budget strategies recommended by the City Manager to guide the development of the budget, aligned to the City Council’s goals. These strategies are FY 2022-23 City Manager Budget Transmittal, June 2022
listed below, along with a brief summary of how each strategy is implemented in the Proposed Budget.
Goal: Fiscal Sustainability
Strategy #1: Fully fund Vision 2025 & Beyond Strategic Financial Sustainability Study, which is critical to understanding the City's long-term financial sustainability challenges and to identify strategies to address them. It also includes a robust public engagement component.
Implementation in Proposed Budget: This critical study with robust public engagement is fully funded and underway.
Strategy #2: Utilization of American Rescue Plan Act Funding, critical to maintaining essential City services and offsetting revenue losses during the pandemic.
Implementation in Proposed Budget: Pacifica’s second tranche allocation of $4,610,512 is fully allocated and is essential to balancing this year’s budget due to pandemic-induced revenue shortages, while also providing economic stimulus funding, limitedterm positions to assist the City in maintaining core services, and one-time premium pay for employees during the pandemic.
Strategy #3: Returned ERAF and VLF In-lieu Funding Uncertainties to be monitored and addressed as more details become known.
Implementation in Proposed Budget: City legislative advocacy, in partnership with other San Mateo County cities and the County, has preserved ERAF and VLF In-lieu for now, allowing an additional allocation of $216,000 back to the Disaster Accounting Fund (Fund 38). However, this revenue source remains at risk in future years and efforts must continue to protect it.
Strategy #4: Continue to replenish the City's Reserve Funds, critical for future economic uncertainties.
Implementation in Proposed Budget: The Budget Shortfall Policy Reserve of 10% of expenditures is funded, as are the
Compensated Absences Reserve, Child Care Reserve, and Legal Reserve. The Facilities Maintenance & Replacement Reserve is reduced from $205,000 to $55,000 to fund a repair project at Fire Station 71.
Strategy #5: Develop and implement a funding policy for Unfunded Pension and OPEB obligations, a prudent financial management practice to lower future unfunded liability.
Implementation in Proposed Budget: $167,500 is funded to the City’s PARS Trust for unfunded pension liability allocation. Annual funding of this amount will help achieve 85% funded status in 20 years.
FY 2022-23 City Manager Budget Transmittal, June 2022
Goal: An Engaged Community
Strategy #6: Identify specific components of Council Priority Projects that will require increased funding for enhanced public engagement and communication strategies.
Implementation in Proposed Budget: Increased public
engagement for the Housing Element Update Process is funded with an additional $20,000, in addition to robust public engagement for the Vision 2025 & Beyond study. Other Capital Improvement Program projects have public engagement funding incorporated into project budgets as appropriate.
Goal: Stewardship of City Infrastructure
Strategy #7: Funding for the Capital Improvement Program, critical to identify one-time funding sources to continue to address capital infrastructure needs.
Implementation in Proposed Budget: A total of 58 capital improvement projects are funded from a variety of special funds, grant funding, and a small contribution of $655,000 from the General Fund. Details provided in the CIP Book.
Goal: A Strong City Workforce
Strategy #8: Fund limited-term positions, position reclassifications, and technology improvements to successfully deliver the City's workplan, critical to ensuring continued delivery of services with a severely understaffed workforce.
Implementation in Proposed Budget: Several reclassifications of positions and new limited-term positions, across most
departments, are funded to improve recruitment and retention efforts and address critical workload challenges. Numerous technology projects and upgrades are also funded to improve work efficiency.
The following additional Council Goals – A Healthy and Compassionate Community, Environmental Sustainability, and Maintaining a Safe Community – do not have specific budget strategies pertaining to them, but instead are fulfilled through operating and project budgets allocated to carry out programs and projects that deliver these goals.
BUDGET OVERVIEW
A detailed “Basis of Budget Preparation and Budget Overview” is provided in the Proposed Budget Book on pp 43 - 56. That Overview provides details about budget revenue and expenditure assumptions, the Coronavirus State and Local Fiscal Recovery Funds (SLFRF) program (the part of ARPA related to state, local, and Tribal governments), projected fund balance structure and budgetary reserves for all funds, and the specifics of additional programs included in the General Fund budget, prioritized in the City Manager’s recommendations as follows:
Priority A – Non-discretionary/Legal/Safety Matters
Priority B – Recruitments/Retention/Capacity
Priority C – Organizational/Financial/Planning Efficiency FY 2022-23 City Manager Budget Transmittal, June 2022
For purposes of this Transmittal, the following charts are provided to show at a highly aggregated level the amounts and sources of General Fund Revenues, and the apportionment of Expenditures.
CONCLUSION & LONGER-TERM CHALLENGES
I am pleased to present a Proposed Budget for FY2022-23 that is balanced, transparent, accountable, prudent, and supports forward progress on critical programs and services for the Pacifica community, despite revenue losses from Coronavirus impacts and a future projected structural deficit. ARPA funding continues to be critical to the City’s recovery from the pandemic and to balancing this budget. The progress the City has made, and will FY 2022-23 City Manager Budget Transmittal, June 2022
continue to make, on all of the City Council’s goals and priorities is noteworthy, especially when viewed within the financial, staffing and pandemic constraints under which the City has been operating. Over the course of these past two years, the City has shown how it is #PacificaStrong.
Looking ahead, the City is facing a significant and growing year by year structural deficit beginning in FY2023-24 when ARPA funding is no longer available. The City is working to identify operational opportunities and efficiencies, assess appropriate fee structures, pursue economic development opportunities, and advise on alternative revenue options available to the City and the community to facilitate Pacifica’s financial sustainability. I and City staff look forward to continued work with the City Council and the community to address these financial challenges and ensure Pacifica continues to be a desirable community in which to live, work, and play.
ACKNOWLEDGMENTS
Preparation of the FY2022-23 Proposed Budget was a significant team effort by numerous staff.
I appreciate everyone’s energy, focus, and teamwork. With deep gratitude for excellent work, I would like to first recognize Assistant City Manager/Finance & Administrative Services Director Yulia Carter, Financial Analyst II Mario Xuereb, and Management Analyst Alyssa Barranti. I also want to thank and acknowledge the efforts of the Departments in developing their departmental budget submittals – Police Chief Dan Steidle, Police Captains Bill Glasgo and Chris Clements; Acting Planning Director Christian Murdock; Parks, Beaches and Recreation Director Michael Perez, Child Care Supervisor Tracy Gilbert, Food/Senior Services Supervisor Beth Phipps, and Acting Recreation Assistant Supervisor Anthony Schriver; Public Works Director Lisa Petersen, Deputy Director Sam Bautista, and their CIP team -- Senior Civil Engineer Raymond Donguines, Associate Civil Engineer Ryan Marquez, Field Services Manager Paul Lavorini, Plant Manager Maria Aguilar, Collections Manager Brian Martinez, Assistant Superintendent Rey Mendez, and Senior Civil Engineer (Wastewater) Nelson Schlater; Fire Chief Ron Myers, Deputy Fire Chiefs Todd Johnson, Sean Kavanaugh, and Chuck Pomicpic, and Supervising Administrative Analyst Elizabeth Solis. I would also like to recognize the other members of the Executive Team -- City Clerk Sarah Coffey, City Attorney Michelle Marchetta Kenyon, and Assistant City Attorney Denise Bazzano for their roles in helping deliver this Proposed Budget. Finally, I would like to thank each of the City Council members for their focus, scrutiny, and decision-making throughout their review of the various iterations of this budget – Mayor Mary Bier, Mayor Pro Tem Tygarjas Bigstyck, and Councilmembers Sue Beckmeyer, Mike O’Neill, and Sue Vaterlaus.
Sincerely,
Kevin S. Woodhouse
City Manager
CITY OF PACIFICA
City Council
Mayor
Mary Bier
Mayor Pro Tempore
Tygar Bigstyck
Council Members
Sue Beckmyer Mike O’Neil Sue Vaterlaus
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City Council Goals
Adopted April 11, 2022
The Pacifica City Council Goals wheel diagram above represents the equal importance of each goal. The goals are further described, in no order of importance, as:
• “Fiscal Sustainability”includesinvesting in economic development to increase revenues, funding a reserve/emergency fund, and being well prepared for grant opportunities. • “An Engaged Community” includes creating opportunities to expand public participation, increase communication, and build community post-COVID.
• “Stewardship of City Infrastructure” includesrepairing/replacing outdated city facilities, improving streets, stormwater and wastewater infrastructure and responding to impacts of sea level rise and other effects of climate change.
• “A Healthy and Compassionate Community” includes addressing affordable housing and mental health services, exploring and implementing strategies that relate to homelessness, and supporting community services for all ages.
• “Environmental Sustainability” includes stewardship of parks, urban forests and open space, preserving hillsides and beaches, and adaptation to climate change. • “A Strong City Workforce” includesstrategiesto address employee retention and attraction, work-life balance, engaging staff in decision-making, and celebrating and recognizing staff. • “Maintaining a Safe Community” includes supporting our first responders (police, fire, public works), responding to emergencies, protecting people, property, and businesses, and engaging in emergency preparedness community outreach, public education and prevention activities.
FY2022-23 City Council Priorities
Adopted April 11, 2022
The following 13 priorities for FY2022-23 were adopted by the Pacifica City Council on April 11, 2022. This diverse and robust work plan is intended to help fulfill the City Council’s broader goals of Fiscal Sustainability, An Engaged Community, Stewardship of City Infrastructure, A Healthy and Compassionate Community, Environmental Sustainability, A Strong City Workforce, and Maintaining a Safe Community. In addition to these major priorities, the City continues to deliver hundreds of on-going programs and services, the totality of which represents the City’s commitment to deliver exceptional programs, projects, and services to the Pacifica Community.
(Priorities are numbered for ease of reference and not for relative priority)
1. Continue the Beach Boulevard Infrastructure Resiliency Project
2. Continue efforts related to a New Sharp Park Library & Renovated Sanchez Library
3. Complete an update to the Climate Action Plan
4. Complete the Vision 2025 & Beyond strategic financial planning process to articulate a long-term and financially sustainable vision for Pacifica
5. Continue Esplanade Avenue Bluff Erosion Infrastructure Protection Projects
6. Begin Part 2 of the City Tree Program Evaluation
7. Complete the Civic Center facility health and safety rehabilitation and renovation project
8. Prepare a Quarry Site Specific Plan
9. Complete an update to the Wireless Communication Facilities Ordinance
10. Prepare an update to the Housing Element of the General Plan
11. Design and implement a Council conversation with the Community about homelessness
12. Continue to evaluate and implement Economic Development Initiatives focused on Business Assistance
13. Review City Commission and Committee Charters
CITY OF PACIFICA
ACCOMPLISHMENTS SIGNIFICANT CITYWIDE ACCOMPLISHMENTS
FISCAL YEAR 2020-21
The following is a list of notable accomplishments across all City Departments for July 1, 2020, through June 30, 2021 (Fiscal Year 2020-2021). These accomplishments reflect progress towards the City Council Goals of Fiscal Sustainability, An Engaged Community, Stewardship of City Infrastructure, A Healthy and Compassionate Community, Environmental Sustainability, A Strong City Workforce Infrastructure, and Maintaining a Safe Community, plus the City Council’s Prioritized Projects for the year. And many of these accomplishments reflect the day-to-day programs and services provided by the City. Noteworthy about this list is that these accomplishments were achieved during a full fiscal year of evolving challenges and twists and turns due to the Coronavirus pandemic, which added (and continues to add) complexities to the City’s normal conduct of business.
This year’s list is organized slightly differently than previous years. First, it calls attention to numerous Varied Highlights that reflect the diversity of projects, programs, and services delivered by the City, including progress on projects prioritized by the City Council. Second, following the Varied Highlights, it reflects accomplishments department by department, with the implied understanding that so much of the City’s work is accomplished through inter-departmental collaboration and teamwork.
With Gratitude to all City Employees, City Council and Committee/Commission members for all their hard work,
Kevin S. Woodhouse
City Manager
VARIED HIGHLIGHTS
(Select highlights reflecting the program and service breadth of City accomplishments, as well as progress on City Council Priorities.)
• Maintained the Restoration of Operations Plan (ROOP) to prepare for the reopening of City facilities and adapt programs and services to the new normal of living with the Coronavirus. • Developed and adopted a balanced budget for FY21-22, including the 2021-2026 Capital Improvement Program, and analysis and utilization of American Rescue Plan Act funding. • Continued “Plan Pacifica” efforts, which includes:
- Updating the General Plan;
- Preparing a new Sharp Park Specific Plan;
- Continuing work on Coastal Commission certification of the Local Coastal Plan update approved by City Council in 2020.
• Negotiated a regulatory agreement to create 168 below-market rate affordable housing units at the Villages at Pacifica apartment complex (formerly Marymount-Gateway Summit Apartments). • Increased economic development efforts to focus on business assistance during the pandemic, approved supplemental funding for small business grant programs, revised the Economic Development Committee’s workplan, and quickly launched an Outdoor Business Activity Permit system and approved 22 permits, including nine movie night events at the Sea Bowl parking lot. • Completed the Civic Center Campus Facilities Project Conceptual Design and Funding Strategy. • Launched the Annual Pacifica Resource Parking Pass, a reduced-cost parking pass for the beach parking lots for qualifying income-eligible persons.
• Created a new Wildfire Preparedness page on the Police Department website to provide a central location for a variety of resources on defensible space and evacuation planning, such as North County Fire Authority’s “Ready, Set, Go” evacuation planning guide, SMC Alert, Know Your Zone, and more.
• Formed the Surf Camp/School Advisory Task Force, under Parks, Beaches, and Recreation Commission direction, to develop recommendations for implementation of a Community Access Partner Permit (CAPP) program to provide equitable surf camp/school access for underrepresented groups.
• Completed Phase 1, Preliminary Planning and Feasibility, of the Beach Boulevard Infrastructure Resiliency Project, with Council selection of a hybrid design alternative to move into Phase 2, Design and Environmental Review.
• Provided Pre-Hospital Advanced Life Saving (ALS) medical interventions and treatments for residents, businesses and visitors through paramedic staffed engine and truck companies, (over 50% of emergency medical services were for seniors).
• Re-opened Child Care sites quickly by July 2020 with small group size ratios under state and local health orders to provide Child Care services for essential worker families. • Served 19,548 meals in the Congregate and “Grab and Go” nutrition programs and 28,671 Meals on Wheels, for a yearly total of 48,219 meals.
• Following the George Floyd homicide, quickly held numerous public meetings to present information about Police Department policies and proactive actions taken regarding Use of Force policies and training, anti-bias training, Use of Force de-escalation practices and training, compliance with laws, and more, and developed a Police Department Action Plan regarding these actions and on-going communications/partnerships (such as with the Social Unity Project) and annual City Council reporting on the Policing Action Plan.
• Completed the Pavement Rehabilitation Project on Monterey Road, installing a 2” asphalt overlay from Hickey Drive to Oceana Boulevard, and the Surry Seal Project on Terra Nova Blvd, Oddstad Blvd, and Peralta Road.
• Received State funding of $500K and $7.75M for the Pacifica Pier Repair and Esplanade Bluff stabilization projects (respectively) through Assemblymember Mullin’s and Senator Becker’s offices. • Repaired more than 500 potholes citywide, excavated and repaired numerous sinkholes citywide, placed over 300 tons of asphalt concrete for various pavement rehabilitation and patches throughout the City, and completed pavement cut patching for wastewater and water district projects.
• Commenced the Anza Pump Station Emergency Repair project and installed temporary pumps to keep this fire-damaged station operational.
• Completed various repairs, replacements, or clean-ups in the field, such as:
- Repaired or replaced 58 streetlights;
- Replenished 543 cubic yards of playground safety-surfacing - Removed over 120 cubic yards of illegally-dumped debris; - Performed railing resurfacing from bike damage in various locations. • Successfully maintained operation and compliance of the Calera Creek Water Recycling Plant despite the many rolling blackouts, failure of the transformer and other major equipment challenges, and multiple storms that brought high flows.
• Deployed fire companies and chief officers to multiple major wildfire incidents throughout California through the Statewide Fire and Rescue Mutual Aid system. • Researched beekeeping best practices that resulted in City Council adoption of an ordinance and new administrative policy to support beekeeping in Pacifica. • Held a joint study session with the PB&R Commission and the City Council with the community Bike Park Committee to discuss progress to date and next steps for the community committee’s efforts to locate a bike park in Pacifica.
• Continued efforts to assist the unhoused population in receiving information and services towards housing, in collaboration with the Pacifica Resource Center. • Commenced the Heritage Tree Ordinance Update Project, planted 36 Trees, and assisted Tree City Pacifica with the Arbor Day event.
• Fire Companies and Fire Safety Inspectors completed all annual required and mandated occupancy fire and life-safety and fire code compliance inspections, including permit to operate types. • Collaborated with Recology of the Coast to develop a new trash collection route to address increased trash in Pacifica’s beach areas, replaced trash receptacles along the beaches with animal proof receptacles, and passed a new ordinance tightening trash can requirements for commercial property owners.
• Completed an evaluation of the Safe and Sane Fireworks Program, resulting in City Council direction to consider placing an advisory measure on the November 2022 ballot asking the voters whether the Safe and Sane Fireworks program should be continued or cancelled. • Began implementation of the Oversized Vehicle Ordinance to improve traffic safety on Pacifica streets.
• Prepared, and Council adopted, a Purpose Statement for the Vision 2025 & Beyond Study and began preparing the workplan for the different components of this strategic financial analysis project. • Processed an increased volume of Public Records Act Requests (160+), and implemented the NextRequest online portal for submission, processing and responding to PRAs.
PUBLIC WORKS
(Engineering, Field Services, Wastewater)
• Completed construction of the Palmetto Sidewalk Project installing 1,400 lineal feet of new sidewalk on norther Palmetto Avenue.
• Completed construction of the Community Center Sidewalk and ADA Walkway Project, installing 100 lineal feet of sidewalk and ADA ramps at the Community Center. • Completed construction of significant Beach Boulevard Seawall emergency repairs during winter storms, repairing Pacifica Pier voids and stabilizing the Beach Boulevard Promenade during the seawall breach.
• Completed construction of the Pacifica Police Station Parking Lights and Pathway Project, installing improved lighting and ADA ramps in the public parking lot of the Police Station. • Designed and awarded the construction contract for the FY 2020-21 & FY 2021-22 Concrete and Curb Ramps Improvement Project installing new ADA curb ramps in various City locations, receiving favorable bids.
• Designed and awarded the construction contract for the FY 2020-21 & FY 2021-22 Pavement Resurfacing Project to maintain various streets in the City, receiving favorable bids. • Began a study, with consultant assistance, to develop a utility cut and construction and trash truck impact fee, to help address damage to the City’s pavements from utility construction and large trucks.
• Prepared, and Council approved, a 5-year street maintenance plan that will address 30% of the City’s streets within the next 5 years.
• Completed the 2019-2020 Mitigation Fee Act Annual Report of Development Fees. • Began preliminary design work for the 400 Esplanade Infrastructure Preservation Project. • Completed the oversized vehicles signage installation project, which installed oversized vehicles signage throughout the City to prohibit oversized vehicles from parking on narrow streets. • Issued 599 encroachment permits and conducted associated inspections. • Completed over 90 plan checks of private development projects. • Completed the FY 20-21 Thermoplastic Rehabilitation Project, which installed new thermoplastic striping and marking on City roads and parking lots.
• Completed grant applications for:
- CA Boating and Waterways for the 400 Esplanade Infrastructure Preservation Project. - CalOES Hazard Grant Mitigation Program for the Beach Boulevard Infrastructure Resiliency Project.
- CA Wildlife Conservancy Board – Public Access Grant for the Pacifica Municipal Pier Repair Project to repair severely damaged railing panels.
- CA Wildlife Conservancy Board – Public Access Planning Grant to assess the Pacifica Municipal Pier below deck structures.
• Submitted four Community Project Funding Requests to Congressmember Jackie Speier’s Office for the pier, Esplanade, bike lane and road resurfacing projects. • Launched an on-line bidding platform, in collaboration with the City Clerk’s Office. • Designed and awarded Frontierland Park Drainage & Walkway Improvements Project, receiving favorable bids.
• Designed and awarded Station 72 Deck Replacement Project, receiving favorable bids, and replaced the water heater and boiler pump.
• Designed and awarded Serra Drive Outfall Repair Project, receiving favorable bids. • Cleared over 100 miles of “V” ditches and drainage swales throughout the City in preparation for winter storms.
• Completed Pacifica Pier deck spot rehabilitation, fish sink/wash tables and regulatory signage replacements.
• Fabricated and installed large storm drain trash capture devices throughout the city, and inspected and cleaned 166 trash capture devices and storm drain inlets in preparation for winter storms. • Responded to numerous calls for traffic accidents and hazardous spills throughout the City. • Completed over 2000 lineal feet of beach parking lot striping, arrows, crossings and stops at Linda Mar and Rockaway.
• Installed new trailhead signage along Highway 1 and along the coast, and replaced other signage throughout the City.
• Continued maintenance of 5 miles of coastal trails and cleared the Harry Dean trail, removing 100 cubic yards of fire hazard vegetation.
• Completed chipper training and confined space entry training for all personnel. • Worked continuously to ensure PPE and other health signage remained in place at the facilities, parks, and fields during the pandemic.
• Modified and maintained the bio-swale on Crespi Drive in front of Cabrillo School. • Constructed, with contractor assistance, the Frontierland Fitness Court and made improvements to the Frontierland Playground.
• Maintained 16 Parks and Playgrounds totaling over 140 acres, and replaced fencing at the Palmetto Mini-Park and the Skate Park.
• Completed numerous facility maintenance and replacement projects, such as:
- Refurbished bathrooms at the Pier and Pacifica State Beach and replaced outdoor showers at various beach locations;
- Improvements to the former SF Fire Credit Union space; - Completed roof replacement at the Chit Chat Café on the Pacifica Pier and Public Works Corporation Yard;
- Repaired a water main leak at the Police Department;
- Installed HEPA filters in all facilities HVAC systems and maintained all facilities during the pandemic.
- Repaired/installed irrigation systems at City Hall and Sanchez Library. • Maintained Snowy Plover habitat at Pacifica State Beach. • Ensured the safe removal of deceased aquatic animals from the beach, and the safe placement of sick and injured aquatic animals with appropriate care. • Installed two new beach parking machines at Pacifica State Beach. • Supported the Pacifica Beach Coalition beach cleanup events. • Conducted joint beach patrols with the Police Department for off-leash dog rule enforcement. • Completed significant Calera Creek Water Recycling Plant (Plant) improvements, maintenance activities, and regulatory compliance, including:
- Continued Plant Supervisory Control and Data Acquisition (SCADA) and Programmable Logic Controller (PLC) Systems upgrades;
- Completed the Plant Roof Improvements Project (Zones 1 & 3); - Commenced the Plant Photovoltaic System Improvement Phase 1; - Completed the purchase and installation of motors for sewage treatment system blowers; - Attained a 90% completeness milestone on the UV Feasibility Study for the Plant; - Completed the installation of the two new transformers; - Continuing to replace old process pumps, blowers, and centrifuges at the Plant; - Continued to achieve compliance with all the regulatory agencies and submitted all required regulatory reports on time;
- Produced excellent biosolids that were transported for land application and effluent that was used for recycled water by North Coast County Water District; - Successfully renewed the Plant’s Laboratory Certificate. • Completed 91 food service establishment waste water/grease traps inspections. • Commenced the Wet Weather EQ Basin Water Canon and Check Valve project. • Completed the FY2019-2020 Gypsy Hill collection system project. • Completed significant wastewater maintenance and operations activities, including:
- Cleaned out over 87 miles of sewer main lines;
- Completed over 10 miles of sewer main CCTV inspections; - Completed chemical treatment of 9,694 linear feet of sewer main pipeline; - Completed replacement of 2445 linear feet of damaged sewer main pipeline; - Completed 29 repairs to mainlines and manholes;
- Inspected 251 private sewer lateral installations, issued 261 sewer lateral compliance certifications, and replaced 98 laterals during the FY 20/21 grant program; - Remained in compliance with State and Federal regulations; - Successfully prevented any sanitary sewer overflows during the wet weather period from July 2020 to June 2021.
• Continued the Linda Mar Pump Station Motor Control Center Upgrade project. • Completed the Balboa Way Repair Project to repair the damage caused by EQ Basin conveyance pipeline contractor.
• Continued efforts to update the Sewer System Master Plan Phase 2. • Completed the Calera Creek wetlands and pond vegetation maintenance activities. • Treated 780 million gallons of wastewater at the Calera Creek Water Recycling Plant, with 772 million gallons of tertiary treated effluent discharged to Calera Creek wetland habitat, and zero regulatory violations in 2020.
• Pumped 7.9 million gallons of tertiary treated effluent from the Calera Creek Water Recycling Plant to North Coast County Water District for further water treatment and use as non-potable water.
PLANNING
(Planning, Building, Code Enforcement)
• Continued building permit inspections without interruption in accordance with health protocols to allow continued construction and economic activity.
• Participated in the County’s One Stop Shop Accessory Dwelling Unit Program, which supported development of four ADUs in Pacifica, and worked with Symbium to create a customized website specifically for Pacifica residents wanting to explore ADU permitting requirements. • Supported Civic Center facility improvements project by conducting building and zoning code analyses to determine applicable permitting standards.
• Supported the Public Works Department work on the Beach Boulevard Infrastructure Resiliency Project including document reviews and public outreach meeting participation. • Obtained Coastal Commission certification of two Local Coastal Program amendments, one for a development project and one for the City’s Accessory Dwelling Unit (ADU) and reasonable accommodation ordinances.
• Provided timely and high-quality plan check reviews for proposed new development and building construction, remodeling and tenant improvement projects, as well as follow-up inspections. • Accepted and processed more than 2,000 building permits and 18 planning permits using for the first time a fully online system for plan application, plan review, public hearings, fee payment, and permit issuance.
• Performed 3,966 building inspections.
• Continued processing more than 50 planning permits submitted in previous years. • Completed an assessment of the Building Division to improve efficiency and customer service. • Planning Department staff participated in several planning initiatives with regional agencies including but not limited to the Metropolitan Transportation Commission/Association of Bay Area Governments and the City/County Association of Governments of San Mateo County. • Conducted a Housing Element study session with City Council as well as hosted a community informational meeting on the Housing Element update in partnership with other San Mateo County jurisdictions.
• Monitored the Regional Housing Needs Allocation (RHNA) process administered by MTC/ABAG to track City’s projected allocation.
• Timely filed the Annual Progress Report on implementation of the Housing Element to the California Department of Housing and Community Development and the Governor’s Office of Planning and Research.
• Continued work to update and implement the Climate Action Plan and participated in the Regional Climate Action Planning Program.
• Prepared and submitted the Annual Model Water Efficient Landscape Ordinance implementation report to the California Department of Water and Resources. • Continued code enforcement efforts to implement the City’s Property Maintenance Ordinance and other regulations.
• Administered the nomination and selection of the annual Preservation Award recipient via the Open Space and Parkland Advisory Committee.
• Continued processing of the revised Quarry Reclamation Plan including preparation of an Environmental Impact Report.
• Continued participation in regional meetings such as the San Mateo County Planning Directors meetings; 21 Elements housing consortium; Regional Integrated Climate Action Planning Suite (RICAPS); Climate Ready Collaborative; and San Mateo County Wide Water Pollution Prevention Program.
• Continued the review process at the Open Space and Parkland Advisory Committee for naming a City-owned trail off Fassler Avenue.
• Prepared relevant sections of the Municipal Regional Permit Stormwater Annual Report. • Supported a community group with the permitting process for a Pacifica Veterans Memorial project.
PARKS, BEACHES, & RECREATION
(Recreation, Senior Services, Childcare)
• Transitioned to an online reservation system for Aquatics, allowing participants to register and pay online.
• Conducted pandemic safe and physically distanced swim workouts, such as the adult lap swim program for Pacifica Sea Lions Swim Team members, facilitating more than 5,000 individual workouts and swimming and water aerobics classes to 18,668 participants. • Moved swim programs quickly to the outdoor Terra Nova High School Pool with Jefferson Union High School District’s permission when pandemic health orders required the closure of the indoor Brink Pool.
• Implemented the “Sirkka Niukkanen Senior Swim Program” to assist 5,752 Pacifica senior residents (ages 60+) during COVID-19 with a 50% lap swim cost subsidy. • Coordinated regularly with Pacifica School District on pandemic information and resources critical to reopening Child Care services.
• Set up, in coordination with the Finance department, an on-line payment system for Child Care fees. • Provided classroom instruction assistance for enrolled children during their Zoom school lessons and homework times.
• Provided simultaneous in-person instruction, distance learning and virtual camps for children during shelter-in-place orders.
• Implemented a successful Adventure Camp summer youth program for approximately 240 participants, with adapted procedures adhering to state and local health requirements. • Celebrated the 20th anniversary of Friendship Playground at Frontierland park in a pandemic appropriate way, including a proclamation of appreciation to the Project PLAY! founders, social media posts including a call for pictures, posts of historic articles, new tiles designed by Child Care and Adventure Camp participants, and banners marking the occasion at the park. • Adapted the Spring Egg Hunt to be a Reverse Egg Hunt, as was done in 2020, for the Bunny, escorted by the Pacifica PD and North County Fire, to travel around town on a designated route as adults and children alike waved pictures of colored eggs that they created for the Bunny to find. • Adapted the Halloween Spooktacular to be a Halloween Drive-Thru in the City Hall parking lot where participants were encouraged to get dressed up and drive thru a spooky display to receive a bag of prepackaged candy.
• Continued to grow the CaR (Connect a Ride) program, which provides partially subsidized cab rides for Pacifica seniors 65+ years of age, funded through the Sirkka Niukkanen Trust fund. • Completed an eleventh semester with SFSU Nursing students conducting home assessments for our Seniors Program Meals on Wheels participants.
• Attained the Age Friendly City (AFC) designation for Pacifica and the AFC Community Coalition continues to work closely with Senior Services on the accreditation process. • Transitioned 32 people from the County Great Plates program to Pacifica’s Meals on Wheels program in less than a month.
• Implemented various virtual activities to help more than 400 seniors stay connected during the pandemic.
• Expanded Meals on Wheels with 2 more routes (bringing the total routes to 7) and recruited an additional 15 volunteers.
• Held two Senior Services outdoor rummage sales, generating approximately $2,400. • Held a successful drive through volunteer appreciation event for Senior Services volunteers.
POLICE
• Provided oversight and enforcement of July 4th holiday beach closures due to the pandemic. • Identified and contracted with a vendor to provide alarm billing/collections services, greatly reducing staff time spent administering the program.
• Facilitated COVID-19 testing event at Seabowl and a mobile testing site in the City’s Francisco Blvd./Salada Ave. parking lot.
• Continued education and enforcement as necessary for compliance from businesses related to COVID-19 mandates.
• Responded to Law Enforcement Mutual Aid requests countywide and regionally for major wildfires and civil unrest events.
• Prepared, in coordination with North County Fire Authority, a public Wildfire Awareness Event, conducted virtually via ZOOM.
• Made improvements to the Police Department webpage related to Crisis Intervention to provide community members lists of additional resources, and to provide information on mental health programs officers utilize in the field.
• Upgraded body worn cameras with technologically up-to-date models. • Replaced computer systems in half of the police patrol vehicles. • Replaced half of the patrol vehicle fleet.
• Implemented the permit program for the temporary loading and unloading of Recreational Vehicles.
NORTH COUNTY FIRE AUTHORITY
• Developed and implemented a NCFA Pandemic Response Plan including preparedness, response, personnel protective equipment, operational readiness, illness, and continuity of operations. • Achieved an overall “Customer Satisfaction” rating of 98% in the delivery of emergency and nonemergency services. • Achieved getting a first due fire company on scene in 5 minutes and 42 seconds on average to all fire and medical emergencies from time of dispatch to arrival, exceeding the established goal. • Presented “Hands Only CPR” instruction through an on-line virtual approach due to the pandemic. • Provided training and certifications for fire paramedic and emergency medical technicians in order to conduct and administer mass COVID-19 vaccinations.
• Completed Community Wildfire Awareness and Preparedness through online education. • Distributed the Ready-Set-Go Wildfire Preparedness brochure, as well provided the information through NCFA and City social media and websites.
• Continued distributing and providing education on Senior Citizen Fall Prevention, as well as a Home Safety Checklist.
• Presented throughout the year Basic Emergency Preparedness and Individual and Family Preparedness seminars, as well as Community Emergency Response Team (CERT) classes through a virtual format due to the pandemic.
• Participated in the ‘Operation Santa Claus’ program, as well as other toy and assistance drive initiatives within the City.
• Completed pre-fire engineering and plan check reviews and inspections for new construction projects, tenant improvements, alarm installations and suppression systems.
GENERAL GOVERNMENT
(City Management, City Clerk, City Attorney, Finance, Economic Development, Human Resources, Information Technology)
• Developed and implemented Human Resource policies and procedures related to COVID-19 and communicated them to all employees and labor representatives to ensure consistent and protective steps in response to working conditions and illness procedures. • Continued successful implementation of the Zoom-based virtual meeting format for City Council and other Committee/Commission meetings due to the pandemic. • Completed successfully numerous job classification updates, recruitments, and hirings in vacant positions in every department.
• Installed a ballot box at City Hall, with assistance from Public Works and in conjunction with the County Elections Office.
• Completed Office 365 migration project to improve e-mail security and service reliability. • Participated in a county-wide team to negotiate a new Animal Control Services contract with the Peninsula Humane Society, resulting in increased services at lower cost. • Implemented collaboration tools such as Microsoft Teams and OneDrive and completed the Citywide Intranet using SharePoint, consolidating forms, documents, policies, and internal news announcements.
• Continued participation in the Cal Cities Coastal Cities Group and advocacy of city local control on issues related to the California Coastal Commission.
• Started @pacifica.gov e-mail change initiative to streamline addresses. • Implemented the QAlert customer relations management system for internal tracking of responses to citizen inquiries.
• Processed 12,335 financial transactions, including 288 journal entries, 4,180 vendor checks, 5,491 direct deposits and payroll checks, 249 purchase orders, over 7,057 invoices, and 2,002 business licenses applications.
• Upgraded Audio/Visual system at the Community Center auditorium with new microphones and speakers, including a new Assistive Listening System for the hearing-impaired. • Completed 1,987 IT Helpdesk request tickets.
• Installed and configured new video dashcam systems and Mobile Data Terminals for five Police Department patrol vehicles.
• Assisted Public Works in launching the new Asset Management System and set up iPads for field staff to use new work order management features.
• Worked with Geographic Information Systems consultant to set up infrastructure for future mapping applications and capabilities.
• Successfully completed Interim and Final financial audits, received clean audit opinion from the independent auditors, and issued the Comprehensive Annual Financial Report in the enhanced format and submitted it for consideration for the Certificate of Achievement for Excellence in Financial Reporting.
• Developed and implemented new systems and online electronic processes for invoice authorization, new timesheet system, and approval workflow.
• Initiated transition of traditionally paper-based financial records to electronic format and scanned and categorized the last year’s records for Accounts Payable, payroll, and quarterly taxes to significantly reduce the paper volume and optimize and streamline the audit process. • Conducted a needs assessment for the new Enterprise Resource Planning (ERP) system, prepared an RFP, and solicited six proposals for new Financial and Human Resources Management Systems. • Implemented online payment services for a business license, fees, and permits and processed over 2,500 online payment transactions since May 2020.
• Created an irrevocable trust with the Public Agencies Retirement Services (PARS) to plan and manage the City’s unfunded pension and Other Post-Employment Benefits (OPEB) obligations and started prefunding the unfunded pension obligations by providing an initial contribution of $200,000.
• Completed the Uniform Records Indexing System and Records Retention Policy and Schedule to make records storage and retrieval more efficient.
• Participated in a county-wide subcommittee of City Managers to begin to assess and identify solutions to the Vehicle License Fee In-lieu payment shortfall from the state to the county/cities. • Implemented the NetFile online platform for electronic reporting of Form 700s and Campaign Disclosure Statements, and adopted an Ordinance to allow for electronic reporting of Campaign Disclosure Statements.
• Supported the City Council’s “COVID Questions with Council” social media programming to help disseminate important pandemic-related information to the public through video-streaming episodes.
GRANTS, OTHER OUTSIDE FUNDING, AWARDS, & RECOGNITIONS
In FY 2020-21, the City received more than $10 Million in grants and other outside funding, not including American Rescue Plan Act funding.
Received a Local Early Action Planning (LEAP) grant totaling $150,000 to assist with preparing the Housing Element update.
Received $1,160,000 in local, county, state and federal grant dollars used to offer quality free and reduced cost Child Care programs for Pacifica youth, which supported families so they could continue to afford to live in Pacifica and surrounding cities. Child Care received $33,500 in Quality Rating Improvement System (QRIS) funding allowing the program to purchase social/emotional materials, supplies, and new iPads for all the preschool programs.
Received $8,000 from Pacificans Care to help pay for Child Care distance learning supplies. Received $213,000 inter-governmental funds for Transportation, Congregate Nutrition and Meals on Wheels programs.
Senior Services received $178,976.00 in CARES (Coronavirus Aid, Relief, and Economic Security) Act grant funding to help with COVID expenditures.
Senior Services received $25,000 from Pacificans Care annual Community Grant for 2021/22 program assistance and an additional gift of $1,000 to purchase rolling racks for the kitchen to help facilitate our food program.
Almost $25,000 was donated to the Senior Services “Giving Tree” fund. $29,000 was generously donated by Seniors through a direct plea letter campaign, which took the place of previously scheduled fundraisers.
Administered a $60,000 Traffic Safety Grant from the California Department of Traffic Services for education and enforcement in effort to reduce injuries and deaths resulting from traffic collisions City was awarded a Highway Safety Improvement Program grant in the amount of $249,200 to install curb ramps, bulb-outs, and high-visibility crosswalks in the northern region of Pacifica. Received a 3-year Tobacco Enforcement Grant of $53,886 for tobacco education and enforcement. Earned Valor awards from the Peninsula Council of Lions for actions by (4) officers to save lives of community members.
Received State funding of $500K and $7.75M for the Pacifica Pier Repair and Esplanade Bluff stabilization projects (respectively) through Assemblymember Mullin’s and Senator Becker’s offices.
SPECIAL CITY FACILITIES
Beach Boulevard Promenade 2.6 acres
Pacifica Municipal Pier and Promenade 1.3 acres
Grace McCarthy Vista Point 2.6 acres
Pacifica Skate Park 1.4 acres
BEACH VISITOR LOTS
Crespi Community Center 110 spaces
Pacifica State Beach (South) 54 spaces
Pacifica State Beach (North) 135 spaces
Rockaway Beach (South) 50 spaces
Rockaway Beach (North) 54 spaces
Sharp Park Beach Promenade/Pier 53 spaces
City of Pacifica
Community Profile
QUICK CITY FACTS
37,099
14,520
1,890
3,780
170
Population
Households
Retail Jobs
Service Jobs
Wholesale/Trade Jobs
City Parks and Playfields 18
CITY‐WIDE DEMOGRAPHICS
Median Age 42.5
Number of Employees 21,827
Median Household Income $130,466
Education – High School Degree or higher 95.3%
Education – Bachelor’s Degree or higher 46.7%
Median Housing Value $943,500
Percent of Foreign Born Persons 21%
Source: US Census Bureau of Quick Facts 2016‐2020, Data USA, Dyett and Bhatia 2021 1 1
92 92
35 84
1 1
1 280
Pacifica
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RESOLUTION NO. ________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PACIFICA ESTABLISHING THE APPROPRIATION LIMIT FOR FISCAL YEAR 2022-2023 PURSUANT TO ARTICLE XIIIB OF
THE CALIFORNIA STATE CONSTITUTION
WHEREAS, Proposition 4 was adopted by voters on November 6, 1979, thereby adding Article XIIIB of the California State Constitution, and WHEREAS, it is the desire of the City Council of the City of Pacifica to establish the Appropriation Limit for fiscal year 2022-2023 pursuant to Article XIIB of the California State Constitution.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PACIFICA THAT:
1. the appropriations subject to limitations for the fiscal year 2022-2023 were $40,146,688;
2. the January 1, 2022 factors for the California per capita personal income increased by
7.55% and the population of the County of San Mateo decreased by 0.9198%;
3. the Appropriation Limit subject to limitation for the fiscal year 2022-2023 totals $50,995,869; and
BE IT FURTHER RESOLVED THAT $50,995,869 is hereby appropriated to “Reserve for General Operations.” The appropriations authorized by the adopted budget shall be chargeable to said account. Any unspent or unencumbered budget appropriations, and any balance of appropriations in the Reserve account shall not be expended without prior authorization from the City Council of the City of Pacifica, and BE IT FURTHER RESOLVED that any revenues from proceeds of taxes and user fees in excess of costs received during the fiscal year 2022-2023 over and above the appropriated limit of $50,995,869 must be returned to the taxpayers of the City of Pacifica in accordance with the procedure to be adopted by the Council of the City of Pacifica when such amount of refund is determined.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pacifica, California, held on the 27th day of June, 2022, by the following vote:
AYES, Councilmembers:
NOES, Councilmembers:
ABSENT, Councilmembers:
ABSTAIN, Councilmembers:
Mary Bier, Mayor
APPROVED AS TO FORM: ATTEST:
Michelle Marchetta Kenyon, City Attorney Sarah Coffey, City Clerk
ANNUAL APPROPRIATION LIMT
FISCAL YEAR 2021-2022
Appropriations Limitation, imposed by Propositions 4 and 111, establishes a formula to restrict the amount of revenues that can be appropriated in any fiscal year. The Limit is based on actual appropriations for base fiscal year 1978-79 and is increased annually using the growth in population and the consumer price index as well as commercial property development within the City during the year. Revenues that are restricted to the limitation are those which are referred to as “proceeds of taxes”, such as sales tax, property tax and business license tax.
The City must adopt an appropriation limit for each fiscal year. Beginning with the fiscal year 1990-1991, the law provides the local agency with an option to calculate the adjustment factors by the following formulas:
Inflation - Either the percentage change in the California per capital income or the percentage change in the local assessment roll from the preceding year due to the addition of local non-residential construction.
Population - Either the City’s own population growth or the population growth of the entire County.
Historically Calculated Appropriations Limits:
Fiscal Year Method Used Limit
2008-2009 CA Income/San Mateo Population 29,912,483
2009-2010 CA Income/San Mateo Population 30,462,125
2010-2011 CA Income/San Mateo Population 30,035,741
2011-2012 CA Income/San Mateo Population 31,048,271
2012-2013 CA Income/San Mateo Population 32,534,535
2013-2014 CA Income/San Mateo Population 34,573,086
2014-2015 CA Income/San Mateo Population 34,897,143
2015-2016 CA Income/San Mateo Population 36,592,519
2016-2017 CA Income/San Mateo Population 38,908,408
2017-2018 CA Income/San Mateo Population 40,570,055
2018-2019 CA Income/San Mateo Population 42,269,940
2019-2020 CA Income/San Mateo Population 44,019,916
2020-2021 CA Income/San Mateo Population 45,604,633
2021-2022 CA Income/San Mateo Population 47,856,145
2022-2023 CA Income/San Mateo Population 50,995,869
Calculations:
Fiscal Year 2021-2022 Limit: $47,856,145
Adjustment Factors:
1. California per capital income change = 7.55%
2. San Mateo County Population change = -0.9198%
Total Adjustment: 1.0656
Step 1 Total all appropriations (2022-2023) operating and capital from general and special funds $ 80,087,999
Step 2 Deduct:
1. Non-Proceeds of Taxes $ (36,134,663)
2. Exempt Expenditures (Debt Service, Medicare) $ (3,984,891) Add:
1. Excess user fees which exceed actual costs $ 178,243 Step 3 Equals appropriations subject to limit (Step 1 - Step 2) $ 40,146,688 Step 4 Compare against 2022-2023 Appropriations (from below) $ 50,995,869 Dollar Amount Under Limit (Step 4 - Step 3) $ 10,849,181 Percentage of Limit (Step 3/Step 4) 78.73%
Step 5 Fiscal Year 21-22 Appropriation Limit $ 47,856,145 Fiscal year Growth Factor based on Non-Residential
Step 6 California per capita personal income growth 7.55% 1.0656 and the County of San Mateo Population Change -0.9198%
((7.55+100)/100) x ((-0.9198+100)/100)
Step 7 FY 22-23 Appropriations Limit (Step 5 x Step 6) $ 50,995,869 Step 8 FY 22-23 Appropriations Subject to Limit (from above) $ 40,146,688 Step 9 Dollar Amount Under Limit (Step 7 - Step 8) $ 10,849,181 Step 10 Percentage of Limit (Step 8/Step 7) 78.73%
Step 11 Percentage Under Limit (Step 9/Step 7) 21.27%
APPROPRIATIONS LIMIT CALCULATIONS
FISCAL YEAR 2022-2023
CITY OF PACIFICA
RESOLUTION NO. ________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PACIFICA ADOPTING THE FISCAL YEAR 2022-2023 ANNUAL OPERATING AND CAPITAL BUDGET WHEREAS, the City Council reviewed and adopted the second-year budget of the biennial Fiscal Year 2020-21 Operating and Capital Budget on June 22, 2020; and WHEREAS, the City Council of the City of Pacifica has held public budget study sessions on April 11, 2022, May 23, 2022, and June 13, 2022, and a public hearing on June 27, 2022, for consideration of adoption of the Recommended FY 2022-23 Operating and Capital Budget; and
WHEREAS, the recommended budget was prepared in accordance with governmental accounting standards and the financial policies of the City; and WHEREAS, the recommended budget is a balanced expenditure plan that ensures the maintenance of adequate reserves during FY 2022-23; and WHEREAS, the City of Pacifica now desires to adopt the 2022-23 Fiscal Year Appropriations Limit and Operating and Capital Improvement Program Budget for FY 2022-23;
WHEREAS, Sections 65400, 654001, and 65403 of the State Planning and Zoning Code require the Planning Commission to review Public Works capital projects for the next fiscal year to determine conformity with the adopted General Plan. The Planning Commission reviewed and approved the Capital Improvement Project Budget on June 6, 2022;
WHEREAS, expenditures from the Roy Davies Trust Fund are required to be approved by a 4/5 vote of the City Council, and the 2022-23 Roy Davies Trust Fund expenditures are part of the 2022-23 Capital Budget, and NOW, THEREFORE, THE CITY COUNCIL HEREBY RESOLVES:
The City Council of the City of Pacifica hereby approves the FY 2022-23 budget with the citywide revenues and expenditures as follows:
Section 1. The All Funds Budget Summary, included in the City’s Operating Budget for Fiscal GENERAL FUND $ 47,275,263 $ 47,272,227 $ 3,036
ENTERPRISE FUNDS
18/34 Sewer Operating/Capital $ 18,674,000 $ 27,809,292 $ (9,135,292) 35 Beach Parking Fund $ 665,000 $ 493,417 $ 171,583
Total Enterprise Funds $ 19,339,000 $ 28,302,709 $ (8,963,709)
SPECIAL REVENUE FUNDS
07 SLES Fund $ 130,000 $ 127,700 $ 2,300
09 Street Construction Fund $ 4,805,519 $ 4,050,564 $ 754,955 10 Gas Tax Maintenance Fund* $ 2,153,390 $ 1,756,774 $ 396,616 12 Highway 1 Improvement Fund $ 29,500 $ 60,452 $ (30,952) 14 Manor Drive Improvement Fund $ 2,700,000 $ 3,000,000 $ (300,000) 15 Aircraft Noise Project $ - $ - $ -
16 NPDES Stormwater Fund $ 258,000 $ 270,981 $ (12,981) 19 Planned Local Drainage Fund $ 477,000 $ 102,000 $ 375,000 22 General Capital Improvement Fund $ 3,856,000 $ 5,064,000 $ (1,208,000) 23 Frontierland Remediation $ 75,000 $ - $ 75,000
24 Housing In-Lieu Fund $ - $ - $ -
25 Parking In-Lieu Fund $ - $ 102,000 $ (102,000)
26 Park In-Lieu Capital Improvement $ 120,000 $ 320,000 $ (200,000) 27 PB&R Roy Davies Trust $ 300,000 $ 1,505,200 $ (1,205,200) 28 PB&R Special Revenue Fund $ - $ 86,182 $ (86,182)
31 Pacifica Library Fund $ 34,000 $ 34,000 $ -
38 Disaster Accounting Fund $ 3,928,498 $ 2,101,000 $ 1,827,498 Total Special Revenue and Capital Funds $ 18,866,907 $ 18,580,853 $ 286,054
INTERNAL SERVICE FUNDS
08 Fire Equipment Fund $ 133,300 $ - $ 133,300
65 Self Funded Dental Plan $ 248,500 $ 177,500 $ 71,000 66 Self-Insurance Fund W/C $ 1,100,000 $ 1,100,000 $ -
67 Self-Insurance Fund Liability $ 550,000 $ 544,206 $ 5,794 71 Motor Pool Operations Fund $ 1,200,000 $ 1,177,123 $ 22,877 72 Motor Pool Replacement Fund $ 125,000 $ 25,000 $ 100,000 Total Internal Service Funds $ 3,356,800 $ 3,023,829 $ 332,971
DEBT SERVICE FUNDS
40 Debt Service Fund $ 2,900,800 $ 2,900,800 $ -
Total Debt Service Funds $ 2,900,800 $ 2,900,800 $ -
Total Other Funds $ 44,463,507 $ 52,808,191 $ (8,344,684) Total All Funds $ 91,738,770 $ 100,080,418 $ (8,341,648) Fund Name
Revenues &
Transfers In
Proposed Budget
Expenditures &
Transfers Out
Proposed Budget
Revenue Over
(Under)
Expenditures
Year 2022-2023, contains the expenditures (including transfers) to be appropriated in the sum of $100,080,418. The CIP allocation of $21.9 million, including the Capital Budget expenditures and expenditures from the Roy Davies Trust Fund of $1,205,000 are included. The citywide revenues (including transfers) are budgeted at $91,738,770.
A copy of the Operating and Capital budgets are on file with the City Clerk and are hereby adopted. The funds appropriated by this resolution are authorized to be expended as necessary and proper for municipal purposes.
Section 2. The City Manager shall be authorized to redistribute budgeted appropriations from one department to another, or one capital project to another. Such transfers shall be reported in writing to the City Council.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pacifica, California, held on the 27
th day of June 2022.
AYES, Councilmembers:
NOES, Councilmembers:
ABSENT, Councilmembers:
ABSTAIN, Councilmembers:
Mary Bier, Mayor
APPROVED AS TO FORM: ATTEST
Michelle Marchetta Kenyon Sarah Coffey
City Attorney City Clerk
CITY OF PACIFICA
Budget Overview
THIS PAGE IS INTENTIONALLY
BLANK
Basis of Budget Preparation and Budget Overview
The City Budget is the result of a thorough, lengthy,
and collaborative process involving City Council
leadership and City Staff expertise. The City Council
sets policy direction for the Budget, and City staff
take into consideration economic trends to forecast
revenue and create a budget that accomplishes the
Council's goals while ensuring the City's financial
stability. Local, County, State, and national economic
trends are among the factors considered.
BUDGET DEVELOPMENT PROCESS
City staff normally prepares an annual operating budget that requires City Council adoption and contains revenues, appropriations, and other financial information pertaining to all City operating and capital budgets. The philosophy employed in creating this Budget has been to focus the City's efforts on continuing to provide quality "core" municipal services in the most efficient way possible.
This operating Budget covers the 2022-23 fiscal year, which runs from July 1, 2022, to June 30, 2023.
Basic Accounting
The City's accounting system is maintained on a fund basis in accordance with governmental accounting standards. Each fund is considered a separate accounting entity with a self-balancing set of accounts that record assets, liabilities, fund equity, revenue, and expenditures. All governmental funds are budgeted and accounted for using the modified accrual basis of accounting, which recognizes revenues when they become susceptible to accrual - i.e., measurable and available.
Expenditures are recognized when the fund expense or liability is incurred.
Budget Preparation
The annual budget cycle begins each year with the development of budget instructions, including policy directives and a budget calendar in December, and is completed with the budget adoption by the City Council in June.
This year's budget cycle launched in March with the Council's mid-year review of the FY 2020-21 budget. At that time, Council reviewed revenues and expenditures adjustments, adopted a resolution authorizing adjustments to the Fiscal Year 2021-22
Operating and Capital Budget, and discussed preparation for the FY 2022-23 Budget process. On March 25, 2022,
City Council held a strategic workshop to identify goals and priorities for the upcoming year.
The City Manager and Assistant City
Manager/Administrative Services Director provide guidance to departments prior to the preparation of department
budgets related to economic outlook and parameters for
budgeting.
Budget projections are submitted by department heads to the Finance Department. Then, the Assistant City Manager/ Administrative Services Director submits the draft recommended City budget to the City Manager for review.
Staff considered Council priorities during the budget development process, and every new programmatic addition to the Budget was viewed and presented in light of Council priorities and strategic goals.
Council held budget study sessions in May and June to review and discuss budget options for the FY 2022-23 before finally adopting the Budget on June 27, 2027.
The Budget development ptimeline is presented in the table below:
Budgetary Control
The City utilizes the following procedures to establish budgetary control:
1. The City Manager submits to the City Council a proposed balanced operating and capital budget for the next fiscal year.
2. After a review by the City Council, a public hearing is conducted, and further comment is received from the City Council and the general public.
3. Upon completion of the hearings and modifications, if any, to the proposed Budget, it is adopted by the City Council through the passage of an appropriate resolution. Adoption of the Capital appropriation from Roy Davies Trust Fund requires a 4/5 vote of the Council.
4. Generally, the Budget is amended in the middle of the year and at the end of the year. All approved additional appropriations are added to the adopted Budget, and an amended budget is presented to the City Council, which adopts it after due review.
5. The City Manager is authorized to transfer budget amounts of operational expenditure categories within funds and departments as deemed necessary to meet the City's operational needs.
6. City Council approval is required for all inter-fund transfers, fund reserve to appropriations transfers, new revenue sources with offsetting appropriations, and transfers to/from the capital expenditure category. Although it has been customary to present to Council all transfers between the City departments, the legal budgetary control of the City Council is at the fund level. This is the level where City management cannot overspend the Budget without approval from the City Council.
The City Council holds public budget study sessions and adopts the City operating and capital budget no later than June 30 of each year.
The philosophy employed in creating this budget document has been to focus the City's efforts in continuing to provide quality municipal services, as well as the timely addressing of key infrastructure needs. This year's budget preparation continues to be challenging due to impacts of COVID-19 pandemic and slow recovery of the local economy.
The City's budget goals are to achieve a balanced budget with operating revenue, including reimbursements from other funds for services provided, equal to or greater than operating expenditures including debt service).
BUDGET METHODOLOGY
The FY 2022-23 Adopted Budget is the result of an inclusive and interactive budget development process. In preparation for the FY 2022-23 Adopted Budget, staff factored input received from the Council priority setting workshop, proposed Capital Improvement Plan, FY 2021-22 mid-year budget review, and Council's direction throughout the year.
During this year's budget process, staff implemented a modified zero-based budget methodology, a systematic financial
management strategy commonly used by local governments to help achieve more cost-effective delivery of public services.
Expenses must be demonstrated as necessary based on the current service level and are not assumed to carry over from prior years. Each new program is considered in light of potential alternatives and priorities that will allow the City to redirect efforts and funds from lower priority to higher priority programs.
Each department was provided a base budget expenditure allotment consistent with the authorized FY2021-22 Budget, adjusted by known personnel salary and benefit increases, a 2.0% inflationary increase for professional services contractual obligations, and a 1% increase for other operating expenses. Each department was then given an opportunity to submit prioritized program changes for service enhancements or reductions to the base budget.
The goal of this process is to identify necessary and/or desirable service increase or reduction options, which combined will reach a balanced and sustainable budget. To this end, the City Manager reviewed department requests and formulated a packaged budget recommendation of enhancements for the Council's consideration. Staff recommendations are based on many considerations, including the City's strategic plan, staffing capacity, and potential impacts on the overall City operation and services provided to the community.
Base Budget Assumptions
The base budget is not an exact duplicate of the Adopted or Amended FY 2021-22 Budget because of the impact of COVID19 on the local economy, actions that the Council took throughout the year, and most importantly, the new FY 2022-23 Budget Assumptions that staff developed based on the most current economic factors and information available. These assumptions are described in detail in the materials for the budget study session on May 23, 2022.
Base Budget General Fund Revenue Assumptions
Revenue estimates are based on the most current information from department feedback, external sources, and further analysis. The Revenues presented in this report include the American Rescue Plan of 2021 (ARPA) stimulus of $4,610,512. The City was awarded $9.2 million in ARPA funds paid in two tranches. The City received the first tranche of $4,610,511 in the current fiscal year and anticipates the second tranche to be remitted at the beginning of FY 2022-23.
The following revenue assumptions are included in the Base Budget:
Property Tax is the City's largest revenue source. Historically, Pacifica's property tax base has only very slowly expanded. For the FY2021-22 Budget, property taxes comprise approximately 34% of City General Fund revenues. Both secured and unsecured property taxes are levied based on the assessed real property valuation (the basis for property tax levy) as of January 1, 2022. While the COVID19 pandemic delayed home and property sales in the 2020 calendar year, it did not impact the growth most Bay Area communities experienced due to the transfer of ownership element that has occurred in the current 2021- 22 fiscal year. The property tax revenues are projected at $15.2 million or $0.9 million (6.4%) above the FY 2021-22 Revised Budget of $14.3 million based on the information provided by the County and HdL, the City's property tax consultant. Charges for Services are the second-largest revenue
category, including building, planning, other permits,
recreation revenues and rentals, fines, and
reimbursements. Finance staff worked closely with
PB&R and Planning departments to review and revise
the recreation activities based on pre-COVID level and
estimate building and planning revenues. The updated
numbers include estimates for the cost-reimbursable
level of development permit processing required in FY
2022-23. Due to the reimbursable nature of development
permit processing, there will be a corresponding expense for these activities, with no net impact on the overall Budget. Overall, this Category shows an increase of $639,269 or 11%. Intergovernmental is the third-largest revenue category, including Federal, State, and County governments, including revenue from other governmental agencies, and the ARPA funding of $4.6 million. This Category shows a $1.1 million or 14% decline over the Revised Budget primarily due to miscellaneous grants that will not continue. Also, the annual cost reimbursement from CalOES for Fire wildfire services, included in the Revised Budget, is not budgeted for FY2022-23 due to the unpredictable nature of these services but will be recorded in the Category when received.
Vehicle License Fee (VLF) in Lieu is the fourth
largest revenue category. Through the State, there
has been insufficient ERAF to fund the VLF in Lieu
allocation for the past three years, and there will be
insufficient ERAF to fund this next year too. Staff has previously reported to the Council a projected loss
(delay) of this major revenue stream ($2 million for
FY 2021-22) currently owed to the City by the State.
In the past, the State has backfilled the VLF shortfall, but the State's payment lags two years behind the
shortfall year.
Initially, staff included the proposed trailer bill language published by the Department of Finance in connection with the Proposed Budget that was designed to harm cities by permanently "capping" the ERAF funds that would be returned to them (after schools have been fully funded) and, instead, use these local revenues to pay the State's in-Lieu Vehicle License Fee (VLF) backfill obligations. The San Mateo County's City Managers, Finance Directors, and cities have prepared strong opposition letters to the Returned ERAF trailer bill language as both VLF backfill and Returned ERAF are due to the local agencies.
Fortunately, the recently-released joint legislative budget agreement received by staff since the last Council meeting recommended that the excess (returned) ERAF/VLF shortfall trailer bill be rejected, and the FY2019-20 VLF shortfall backfill be approved. This is good news and the result of the Cities' individual and collective advocacy efforts that successfully reversed the trailer bill with the strong leadership of the County's state delegation. This change allowed staff to reverse the negative budget impact of $216,000 from the proposed cap and factor-in additional revenues in the Disaster Accounting Fund (Fund 38). Staff will continue monitoring any new development on this matter. Unfortunately, reversing this trailer bill doesn't take care of the growing VLF shortfall issue for future years, so a long-term solution will need to be developed in the future.
Sales Tax is the City's fifth-largest revenue category. Based on discussions with the City's sales tax advisor and sales tax projections prepared by HdL the local sales activities forecast slightly better performance than initially expected. This is due to an increase in the Restaurants and Hotel category of 5.5%, the Transportation segment increasing 4.6%, and the State / County pool allocation for online sales increasing 4.2%% over the FY 2021-22 projections. Total sales tax is estimated at $3.1 million, a 3.1% increase over the Revised FY2021-22 Budget.
Other Revenue Categories are broken out this year, including Utility Users Tax (UUT) ($1.9 million), Transient Occupancy Tax ($2.1 million), Cannabis Operations tax ($825k), and Business License Tax ($517k) and other taxes ($1.7 million). The FY 2022-23 base budget was based on the historical averages, new development, and the prior year's returns. The pandemic and shelter-in-place orders prohibiting leisure travel most affected the hospitality industry. HdL has provided updated estimates for the Transient Occupancy Tax to increase by about $400,000 or 24%. This is based on the assumption that the hospitality industry projects full recovery from the pandemic in FY2022-23. Plus, the progress work on bringing the short-term rental properties to tax compliance is also factored in, and noting the reopening of the Fairfield Hotel under the new name
with additional rooms.
Operating Transfers In include the administrative
expenses charged to the Waste Water Fund. The
current year's charge of $862,388 is being increased
by the CPI inflation factor of 4.24% resulting in a new administrative expense of $899,000 for FY 2022-23.
The onetime catch-up payment included in the current
year's Waste Water charge has been removed from the
Base Budget resulting in a $120,998 decrease in this
Category over the Revised Budget.
Base Budget General Fund Expenditure Assumptions
Below are the key Base Budget expenditures assumptions:
Salary and Benefits projections include funding for 173 full-time equivalents (FTE) positions citywide. Funding for part-time positions is consistent with the prior year's allocation. Overall, salaries and benefits increased by $1.2 million compared to the FY 2021-22 mid-year revised Budget primarily due to removing the $1 million in salary savings included in the mid-year Budget. Compared to FY2021-22 Adopted Budget, salaries and benefits are increasing by only $200,000, reflecting year two of the new MOU agreements.
Vacant positions are budgeted at the top step with the "employee plus one" cafeteria plan assumption for health benefits. Projections also include merit increases for staff members who may be eligible on their performance review dates.
Salaries and Benefits Projections have been funded at 100% and include the recent labor negotiation increases.
FY 2022-23 PERS retirement rates are budgeted as provided by CalPERS for classic miscellaneous and safety members and Public Employees' Pension Reform Act (PEPRA) rates for miscellaneous and safety employees without prior municipal experience or who have had a break in service.
PERS Unfunded Actuarial Accrued Liability
(UAAL) payment is budgeted at $5.1 million for
Safety and Miscellaneous employees, an
increase of approximately $500,000 or 11%.
An additional contribution to the PARS trust is
budgeted at $200,000, consistent with the
Council funding strategy #5 approved in April.
This FY 2022-23 allocation will provide additional
contributions toward the Actuarial Determined
Contribution (ADC) in addition to the pay-as-yougo payment strategy that has historically been budgeted in prior years. This change would allow the City to take advantage of the higher discount rate that will substantially reduce the OPEB unfunded liability in the next actuarial valuation report, resulting in the corresponding reduction of the unfunded liabilities in the City's Annual Comprehensive Financial Report (ACFR). Most Professional Services contractual obligations were increased by 2% over the FY 2021-22 Revised Budget to account for regular CPI increases unless the further cost increase was noted and factored into the Budget by operating departments. The updated numbers in this Category show a $933,799 or 12% increase primarily due to an estimated cost-reimbursable level of development activities required in FY 2022-23 and an anticipated increase in legal services. Due to the reimbursable nature of development permit processing, there will be corresponding revenues for these services, so this increase will have no net impact on the overall Budget. Similarly, most of the Material, Supplies, and Maintenance category-budget line items were increased by 1% over the FY 2021-22 Mid-Year Revised Budget to account for regular inflationary increases. The 7.5% increase over the Revised Budget is primarily due to restoring certain reductions made in the budget amendment adopted on 9/27/2022 to fund new MOU provisions.
Transfers Out Category accounts for a transfer to the Debt Service Fund to fund Pension Obligation Bonds payment and transfer to General Liability internal service fund to fund Self Insurance Retention (SIR) budget. Overall, this Category projects a net decrease of $2 million compared to the Revised Budget because of the onetime General Fund contribution of $3.75 million towards the Civic Center budgeted in the current year.
ARPA Funding and Future Structural Deficit
The Coronavirus State and Local Fiscal Recovery Funds (SLFRF) program, a part of the American Rescue Plan Act (ARPA), delivers $350 billion to state, local, and Tribal governments across the country to support their response to and recovery from the COVID-19 public health emergency. The City was awarded $9.22 million and has already received half that amount in the current fiscal year.
As the year unfolded, some of ARPA's guidelines and reporting requirements changed to make it easier for small agencies like Pacifica. According to the Department of Treasury guidelines, the City is a Tier 5 local government, considered a Non-Entitlement Unit (NEU) of local government with a population of less than 250,000. As a NEU, the City has different reporting requirements than tier 1 to 4 agencies. Also, since Pacifica's award was less than $10 million, the Department of Treasury recently published new streamlined reporting requirements. The new rules allow small agencies to treat up to $10 million as all "revenue loss," which is one of their reporting categories. For Pacifica, that leaves significant discretion to the City on how best to use the $9.22 million to help Pacifica maintain essential services and recover economically from the pandemic, other than not using it to fund reserves or pre-fund pension liabilities. The City previously identified limited-term positions and other onetime uses of the $9.22 million included in the FY 2021-22 budget. Additional limited-term positions are also recommended for FY 2022-23.
Staff previously reported to Council the long-term financial outlook that showed that the ongoing services to the community will remain in balance during the upcoming fiscal year but will face a projected long-term structural deficit starting with FY 2023-24. This is in part due to the availability of ARPA funds that offset losses of City revenues during the COVID pandemic.
Since these onetime funds will be spent by the end of 2024, the ongoing structural deficit is projected in the future years.
To demonstrate the structural nature of the financial challenges, staff prepared the FY 2022-23 Base Budget at the current level of services with and without factoring in the ARPA funds.
The operating surplus of $1.7 million was projected when the full ARPA revenues were taken into account. However, when the ARPA revenues were backed out, the Base Budget showed a structural deficit of $2.7 million. The structural deficit exists when the ongoing operating expenditures consistently exceed the
ongoing operating revenues. This means that the general revenues could no longer support operating expenditures without new revenue sources or applying additional budget strategies or cuts to balance the Budget moving forward (after onetime ARPA funds run out).
By statute, the City has to adopt a balanced budget; the services would likely have to be reduced or reimagined to balance the Budget in the future if the City's revenue base does not increase.
This deficit is due to the severe impact of the COVID-19 pandemic on the City's revenue base, as well as the anticipated loss (delay) of the Vehicle License Fee (VLF) revenues as described earlier and the increased cost of the unfunded pension liability.
The City of Pacifica is a full-service City. The City's largest expense is the Personnel Cost, representing approximately 66% of the General Fund Budget. Therefore, as a reference point, staff presents a total payroll cost for a few sample positions throughout the organization.
However, the upcoming FY 2022-23 Base Budget projected surplus (mainly resulted from the onetime ARPA revenues). Although this surplus was positive news that allowed for the City Manager's additional recommendation for the FY 2022-23, the overall structural problem remained significant. It will present challenges in the future years if the City's revenue base does not change, as the general revenues still could not support operating expenditures without taking severe programmatic measures to balance the Budget in the future years.
City Manager's Budget Recommendations for the FY 2022-23 Budget All together there are 24 recommended budget options
included in the FY 2022-23 Recommended Budget. The
Recommended Budget is balanced and includes new
programs and services recommended for funding in the
FY 2022-23. However, staff recognizes that some of these options may not be sustainable beyond the upcoming
Budget if the local economy and the City's revenue base does not improve in future years.
In developing budget recommendations for service
changes, the City Manager had to balance the knowledge
of future revenue shortfall with the Council's overall
strategic vision, staffing capacity, and impacts on the City operations and services provided to the community. The goal of this process was to identify necessary and required service change options, which in combination will reach a balanced and sustainable budget, and to achieve a balanced budget while preserving as much of City services as possible. To this end, the City Manager reviewed department requests and formulated a packaged budget recommendation of enhancements.
The City Manager identified the following priority groups for his ranking of the recommended Budget options:
Priority A – Non-discretionary / Legal / Safety Matters Priority B – Recruitments / Retention / Capacity
Priority C – Organizational / Financial/Planning Efficiency Staff structured the Preliminary Budget Recommendations in these categories: 1) Additional programs and initiatives, 2) Programs funded under the American Rescue Plan Act; 3) Revenue Enhancements; and 4) Recommended Budget Transfers.
I. Additional programs included in the General Fund budget.
Priority A - Non-discretionary / Legal / Safety Matters
1. Anticipated additional legal work related to the upcoming labor negotiations. All employment contracts expire on June 30, 2023 and the negotiations work will have to commence no later than January, 2023. - $100,000
2. Additional Contractual Services to ensure OSHA and other Safety Compliance - $30,000
3. Additional budget allocation for citywide election - $90,000
4. New Fire Station Alerting System Implementation - $28,000
5. Housing Element Update - $20,000
6. ADA Transition Plan Update - $160,000
Priority B – Recruitments / Retention / Capacity
7. Reorganization of the City Manager's Office - $160,900
8. Additional professional services budget allocation to increase the capacity of Human Resources Department by outsourcing recruitment and other HR services - $100,000
9. Child Care Staffing Adjustments and Reorganization – No fiscal impact as an additional expense is fully offset by increased reimbursements.
10. Reclassification of Recreation Coordinator to Recreation Supervisor - $21,410
11. Reclassification of Associate Engineer to Project Manager - $12,050
12. Reclassification of Ranger to Lead Ranger - $5,693
Priority C – Organizational / Financial/Planning Efficiency
13. Ongoing Unfunded Pension Liability Allocation to
PARS Trust to reach the desired funding policy
threshold of 85% funded status in 20 years -
$167,500
14. Additional Budget for Citywide Records
Management and Scanning Services - $35,000
15. Additional contract for part-time hourly help with Helpdesk tickets in IT Department - $35,000
16. Partially restore the Building Repair & Maintenance Emergency Fund in Fire Department – $30,000
17. Comprehensive Zoning Ordinance Update - $40,000
18. Rockaway Beach Specific Plan Update - $40,000
II. Programs funded under the American Rescue Plan Act included in the FY 2022-23.
19. Additional Two-Year Limited- Term Records Clerk Position in Police Department - $120,500
20. Addition of Two-Year Limited- Term Sr. Accountant / Project Manager Position – 179,590
21. Business Assistance Allocation for Shop Pacifica Program - $50,000 III. Revenue Enhancements included in the FY 2022-23.
22. Additional Grant and Federal Revenue Reimbursements in PB&R - $504,853 IV. New Budget Transfers included in the FY 2022-23.
23. Restoring Annual Contribution to the Vehicle Replacement Fund - $100,000
24. Creating a New Internal Service Fund for Fire Equipment Replacement with ongoing annual allocation. There is no fiscal impact for this option as it just represents different accounting practice that will replace the former allocation towards Capital Outlay included in the Base Budget with the transfer in the new Fire Equipment Replacement Fund Projected Fund Balance Structure and Budgetary Reserves The Proposed FY 2022-23 Operating and Capital Budget is being presented as a balanced budget, meaning that the City's operating expenditures do not
exceed general revenues.
At the last meeting staff reported that the City's FY 2022-23 Budget will be largely balanced by the use of ARPA funds.
The eased reporting requirements for small agencies now allow for more flexibility in the use of these funds. Staff has also reported projected future structural deficit of
approximately $2.7 million at the current baseline level of services without applying ARPA relief funds. A structural deficit exists when the general revenues can no longer
support operating expenditures without applying additional budget strategies to balance the Budget.
This means that the City budget in the future years (beyond the upcoming FY2022-23) will neither be sustainable, nor compliant with the Government Finance Officers Association (GFOA) best practices unless the City's revenue base changes or substantial programmatic changes are made in the FY 2023-24 Budget to balance.
If all program options identified in this report are approved by City Council, the General Fund will project a small ending surplus of about $3,000, and will maintain all previously approved reserves which is necessary for fiscal and operational sustainability.
After factoring in the above-mentioned budget options the General Fund Base Budget revenues and transfers are projected at $47.3 million, including the $4.6 million General Fund portion of ARPA funds. The total General expenditures and transfers out are also budgeted at $47.3, which includes a onetime contribution of $655,000 towards the FY 2022-23 CIP Budget.
The table below demonstrates the Net change to the General Fund Balance.
After applying all changes described above and recognizing ARPA relief funds and programming a portion of it for the FY 2022-23 General Fund Budget, the Proposed General Fund Budget will have approximately $3,000 surplus, leaving about $5.4 million in the Unassigned General Fund Balance, which is about 12% of the City's Operating expenditures in addition to 10% or $4.7 million policy reserves.
The City's Fund Balance Policy identifies fund balances (or reserves) which fall into the following categories: nonspendable items or portions of fund balance that cannot be liquidated, restricted amounts for use by outside agencies, committed amounts by Council action such as emergency
/contingency reserves and assigned balances to pay off
unfunded liabilities and to fund infrastructure improvements.
In accordance with GASB Statement No. 54 requirements
and the City policy, the Council established the following designations or contingencies of General Fund Committed Balance.
Budget Shortfall Policy Reserve of 10% of Expenditures ($4.7 million) Facilities Maintenance & Replacement ($0.55 million) – a onetime policy reduction of $150,000 for Station 71 CIP project planned for the FY 2022-23 Compensated Absences Reserve ($0.2 million)
Child Care Reserve ($0.5 million)
Legal Reserves ($0.1 million)
The General Fund balances for the FY 2022-23 Recommended Budget are detailed in the table below. If all options presented in this report are approved by the Council, the City will have a balanced FY 2022-23 Budget with an undesignated General Fund Balance of $5.4 million.
Maintaining a sufficient level of the projected ending fund balance is necessary for fiscal and operational sustainability. It is especially critical in the current uncertain economic situation when the City projects a long-term structural deficit in the future years if the City's revenue base does not change.
After factoring-in the restricted reserves and operating contingency the ending undesignated General Fund balance is projected at $5.4 million or 12% of the General Fund operating expenditures (excluding onetime and capital
transfers), which is lower than the Government Finance
Officers Association of the US and Canada (GFOA)
recommendation for government entities of no less than two months of regular general fund operating expenditures,
which is approximately $7.8 million for the City of Pacifica in FY2022-23. However, if combined with the 10% Budget
Shortfall reserve of $4.7 million mentioned above, the
General Fund reserves exceed the minimum-recommended threshold and are compliant with the GFOA guidelines.
Other Funds
Staff used the same basic assumptions for all other funds to factor-in 2% cost of living increase to most contract and professional services categories and 1.5% for materials and supply categories.
The summary of Revenues, Expenditures, and Fund Balances for all of the City's fund categories is shown in the table below and further described in the fund balance summaries for each fund.
Enterprise Funds consist of the Wastewater Operating and Capital and Beach Parking Funds.
Enterprise funds are used for services that are financed and operated in a manner similar to a private business enterprise. The FY 2022-23 total enterprise funds budget is $28.3 million, which is
28.3% of the City's overall Budget. Sewer funds are used to account for sewage collection, treatment, major replacements, and maintenance and protection improvements to the sewer system.
Sewer charges of $18.6 million are based on a 3.5% rate increase in FY 2022-23. The sewer operating expenditures include the same inflationary base budget assumptions. The Salaries and Benefit costs of approximately $5.4 million are based on 14 FTE allocated to the Sewer Fund and include all current MOU provisions.
The Recommended FY 2022-23 Budget includes the following program additions.
1. Reclassification of a Senior Engineer to Engineering Manager Position - $9,534
2. Addition of a part-time Operator in Training Program - $35,000
3. Addition of an Assistant / Associate Engineer Position - $201,389 The Beach Parking Fund is used to account for parking services to residents and visitors. The revenues are projected at $0.7 million, which is in-line with the FY 2021-22 Revised Budget Special Revenue and Capital Funds are used to account for specific revenue sources or financial resources for which expenditures are restricted by law or administrative action to specific purposes.
This Category includes Gas Tax and Streets Funds, General Capital, Drainage, Housing in-lieu, Parking in-Lieu, Park in-Lieu, PB&R Special Revenue and Roy Davies Trust, Disaster Accounting, and other funds.
The FY 2022-23 revenues for this Category is $19 million and includes revised estimates for the Returned ERAF revenues in the Disaster Accounting Fund per the most recent information. This is an increase of $216,730 as described above. Also included in this Category is an increase in Gas Tax revenues of $0.2 million and another $0.2 million in Street Maintenance Fund to account for the new Impact Fees. The FY 2022-23 expenditures of $18.6 million for this Category represent around 19% of the City's total Budget and include the recommended FY 2022-23 CIP Budget allocation.
Internal Service Funds serve the City's needs and
account for Citywide services on a cost-reimbursement
basis. These funds accommodate vehicle, employee
benefits, and risk management needs of the City and are supported by the funds that receive benefit. The FY 2022- 23 budget for this Category is $3 million, which is 3% of the City's Budget. The Motor Pool Replacement Fund receives a transfer of $100,000 from the General Fund to resume
the ongoing contribution to fund future equipment
replacement.
The Debt Service Fund is used to account for all ongoing debt payment obligations. The FY 2022- 23 Budget of $2.9 million factors-in all debt service payment obligations according to the current debt service schedules and includes the payment on the Pension Obligation Refunding Bonds. Staff also factored-in additional allocation to the Debt Service Fund to account for the future payment on financing Civic Center improvement project. The Debt Service Fund represents around 3% of the City's total Budget.
Conclusion and Future Outlook
The Proposed FY 2022-23 Budget is balanced and reflects the City Council's direction and priorities in applying balancing strategies in response to COVID-19 revenue impacts and other revenue constraints in Pacifica.
This Budget was prepared when the local economy is still recovering from the pandemic. We remain optimistic about the pace of Pacifica's recovery, and the recommended FY2022-23 Budget includes allocation of ARPA funds to stimulate this recovery.
Fiscal sustainability remains a top priority as the City continues to provide quality programs and services in a financially sustainable fashion. This goal is especially important in the face of projected future fiscal challenges due to the long-term financial outlook projecting City expenditures to outpace revenues. The City's tax revenue base is significantly lower than the majority of Bay Area cities and the local economy is still experiencing ongoing impacts from the pandemic. The cost to deliver services and City operations has increased due to inflation, as well as increased personnel cost due to unfunded liabilities related to pension and OPEB. The City is looking into financial sustainability options as part of the Vision 2025 & Beyond project. Although, staff is optimistic about improving the City's revenue base, service reductions likely will need to be identified in the upcoming year if the revenue base does not change.
City staff looks forward to continued work with the City Council and the community to address any potential financial challenges that may lay ahead and identify operational opportunities and efficiencies, assess appropriate fee structures, pursue economic development opportunities, and advise on alternative revenue options available to the City and the community to facilitate Pacifica's recovery and ensure Pacifica continues to be a desirable community in which to live, work, and play.
GENERAL FUND $ 15,841,009 $ 47,275,263 $ 47,272,227 $ 3,036 $ 15,844,045
ENTERPRISE FUNDS
18/34 Sewer Operating/Capital 20,212,575 $ $ 18,674,000 $ 27,809,292 $ (9,135,292) $ 11,077,283 35 Beach Parking Fund 362,750 $ $ 665,000 $ 493,417 $ 171,583 $ 534,333 Total Enterprise Funds $ 20,575,325 $ 19,339,000 $ (8 28,302,709 $ ,963,709) $ 11,611,615
SPECIAL REVENUE FUNDS
07 SLES Fund 209,396 $ $ 130,000 $ 2,300 127,700 $ $ 211,696 09 Street Construction Fund 613,088 $ 4, $ 805,519 $ 4,050,564 $ 1, 754,955 $ 368,043 10 Gas Tax Maintenance Fund* (107,017) $ 2, $ 153,390 $ 1,756,774 $ 396,616 $ 289,599 12 Highway 1 Improvement Fund 631,544 $ 29,500 $ 60,452 $ ( $ 30,952) $ 600,592 14 Manor Drive Improvement Fund 952,366 $ 2, $ 700,000 $ ( 3,000,000 $ 300,000) $ 652,366 15 Aircraft Noise Project 411 $ - $ - $ - $ 411 $
16 NPDES Stormwater Fund 349,808 $ $ 258,000 $ ( 270,981 $ 12,981) $ 336,827 19 Planned Local Drainage Fund (15,099) $ $ 477,000 $ 102,000 $ 375,000 $ 359,901 22 General Capital Improvement Fund 2,833,520 $ 3, $ 856,000 $ 5,064,000 $ 1, (1,208,000) $ 625,520 23 Frontierland Remediation 469,655 $ 75,000 $ - $ 75,000 $ $ 544,655 24 Housing In-Lieu Fund 243,223 $ - $ - $ - $ $ 243,223 25 Parking In-Lieu Fund 16,142 $ - $ $ ( 102,000 $ (85,858) 102,000) $ 26 Park In-Lieu Capital Improvement 440,309 $ $ 120,000 $ ( 320,000 $ 200,000) $ 240,309 27 PB&R Roy Davies Trust 2,086,971 $ $ 1, 300,000 $ (1 505,200 $ ,205,200) $ 881,771 28 PB&R Special Revenue Fund 2,081,547 $ - $ 86,182 $ ( $ 86,182) $ 1,995,365 31 Pacifica Library Fund 106,784 $ 34,000 $ 34,000 $ - $ $ 106,784 38 Disaster Accounting Fund 4,868,652 $ 3, $ 928,498 $ 1, 2,101,000 $ 6, 827,498 $ 696,150 Total Special Revenue and Capital Funds 15,781,299 $ $ 18,866,907 $ 18,580,853 $ 286,054 $ 16,067,353
INTERNAL SERVICE FUNDS
08 Fire Equipment Fund - $ $ - 133,300 $ $ 133,300 $ 133,300 65 Self Funded Dental Plan 226,815 $ $ 248,500 $ 71,000 177,500 $ $ 297,815 66 Self-Insurance Fund W/C 792,316 $ 1, $ 100,000 $ - 1,100,000 $ $ 792,316 67 Self-Insurance Fund Liability 698,034 $ $ 550,000 $ 5,794 544,206 $ $ 703,828 71 Motor Pool Operations Fund 288,945 $ 1, $ 200,000 $ 22,877 1,177,123 $ $ 311,822 72 Motor Pool Replacement Fund 2,103,400 $ $ 25,000 125,000 $ $ 2, 100,000 $ 203,400 Total Internal Service Funds 4, $ 3, 109,510 $ 356,800 $ 3,023,829 $ 4, 332,971 $ 442,481
DEBT SERVICE FUNDS
40 Debt Service Fund 227,401 $ 2, $ 900,800 $ - 2,900,800 $ $ 227,401 Total Debt Service Funds 227,401 $ 2, $ 900,800 $ - 2,900,800 $ $ 227,401 Total Other Funds 40, $ 693,534 $ 44,463,507 $ (8 52,808,191 $ ,344,684) $ 32,348,850 Total All Funds 56, $ 534,543 $ 91,738,770 $ (8 100,080,418 $ ,341,648) $ 48,192,895 City of Pacifica
FY 2022-23 Adopted Budget
Fund Balances Summary
Fund Name
Revenues &
Transfers In
Proposed Budget
Expenditures &
Transfers Out
Proposed Budget
Revenue Over
(Under)
Expenditures
Projected Fund
Balance 6/30/2023
Projected Fund
Balance 6/30/2022
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CITY OF PACIFICA
General Fund Overview
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General Fund Overview
The General Fund is the primary operating fund of the City and is used to account for day-to-day activities. It receives unrestricted revenue and provides City general administrative services, public safety, and land development–related activities.
All general tax revenue and other revenues that
are not allocated by law or contractual
agreement to another fund are accounted for in
this fund. The General Fund is an unrestricted
fund and its resources can be used for any City
service or governmental purpose.
The major revenue sources for the General
Fund are transient occupancy (hotel) taxes,
sales taxes, property taxes, charges for
services, and other revenue.
The General Fund provides for the cost of operating the City government and includes the City Manager, City Attorney, City Clerk, City Council, Finance and Risk Management, Human Resources, Information Technology, Public Safety, and Emergency Services Operations, Planning Services, Building and Code Enforcement, Engineering, Facilities Maintenance, Parks, Beaches and Recreation Services. In addition, General Fund expenditures include capital projects and reserve funding.
Pacifica is a full-service City that provides services to the community using City staff in combination with contract services. The Public Works, Engineering, Planning and Building, Administrative Services, Finance, City Clerk, and City Manager departments consist primarily of City staff. This work is supplemented by contracts with other government agencies and service providers that provide the City with Animal Control, Building Inspection, Dispatch, Janitorial, Fire Suppression and Prevention, Legal Services, and Library Operations.
BUDGET OVERVIEW
The General Fund budget for FY 2022-23 is $47.275 million in revenue and $47.272 million in operating expenditures, including capital transfers of $0.655 million. This will generate a small structural surplus of about $3,000 in the 2022-23 General Fund budget, primarily due to the allocation of one-time ARPA funds.
GENERAL FUND REVENUES
Unlike appropriations that can be established at
the direction of the City, many key revenue
sources are controlled by external forces to the
City. For instance, property tax revenue varies
with real estate values, and development-related
revenue is affected by the volume and type of
building permits and plan check requests. Sales tax
and transient occupancy tax (TOT) revenues are
subject to local and national economic cycles,
businesses’ decisions to locate in the community and
the travel activity of businesses and tourists.
The following three sources make up almost 50% of
the revenue in the General Fund: Transient
Occupancy (Hotel) Tax, Property Tax, and Sales
Tax.
General Fund revenue in 2022-23 is projected to come in higher than last year’s due gradual recovery of the local economy in the post-pandemic world.
Key general fund revenue categories are further described below:
Property tax
Property tax is the City’s largest tax revenue source. Property tax revenue is collected and distributed by the County of San Mateo based on applying the constitutionally limited tax rate of 1% to the assessed value of certain secured and unsecured properties as determined by the County Assessor.
The City’s share of this property tax revenue is approximately 23.66%, less than the rebate back to the State for Educational Revenue Augmentation Fund (ERAF), which would bring the City’s General Fund portion of property tax revenue down to a net share of about 19 cents per each dollar of tax collected.
Where Do Property Taxes Go?
Based on the City’s largest Tax Rate Area (TRA)
The City considers the historical rate of changes and economic conditions when forecasting property tax revenue. Property tax revenue shows increases based on figures from the San Mateo County Assessor’s Office. This is consistent with trends throughout the County.
While the property tax budget revenue assumes a 6.4% increase for base property tax based on prior-year trends, and information received from the San Mateo County Controller’s Office, the FY 2022-23 budget recommendation for overall property taxes of $15.2 million will be an increase of $0.9 million over the FY 2021-22 Revised Budget.
Sales and Use Tax
The Sales Tax is currently the City’s third largest tax revenue source. Sales tax is collected by the State Board of
Equalization against tangible items. The local portion is distributed to cities and counties based on the location of the sale.
Based on discussions with HdL, the City’s external sales tax consultant, local sales activities will forecast better performance than in the current year due to an increase in the Restaurants and Hotel category by 5.5%, the
Transportation segment by 4.6%, and the State / County pool allocation for online sales increased by 4.2% over the FY 2021-22 projections. Total sales tax is estimated at $3.1 million, a 3.1% increase over the Revised FY2021-22.
Transient Occupancy Taxes (TOT)
Transient occupancy taxes are assessed on The City’s seven hotels and lodging establishments, short-term-rental properties, and one RV Park at a rate of 12%, generating approximately $2 million in revenue per year. Based on the information provided by the City’s Chamber of Commerce, the Managing Agency for the Pacifica Hotel Business Improvement District, 328 available rooms in 2001 averaged about 73% occupancy to accommodate annual coastside visitors. The pre-pandemic coastside tourist profile included about 15% of foreign visitors, 22% domestic from other states, and around 63% from other parts of Northern California. International tourism is still in decline due to the impacts of COVID-19, yet domestic travel has rebounded. Increased occupancy rates also mean that these visitors contribute to Pacifica’s economy and sales tax by making purchases throughout the community.
The hospitality industry was most affected by the
pandemic and the shelter-in-place orders prohibiting
leisure travel. HdL has provided updated estimates for
the Transient Occupancy Tax to increase by about
$400,000 or 24%. This is based on the assumption
that the hospitality industry projects full recovery from the pandemic in FY2022-23. Plus, the progress work
on bringing the short-term rental properties to tax
compliance is also factored in, and noting the
reopening of the Fairfield Hotel under the new name with additional rooms.
Charges for Services
Cost of Services fees are revised on an annual basis based on a comprehensive review of the actual cost. This revenue source is approximately 14% of General Fund revenue and includes building, planning, other permits, recreation revenues and rentals, fines, and reimbursements. For FY 2022-23, charges for services are projected to increase by $1.1 million or nearly 20% over the Revised FY 2021-22 Budget, primarily due to the change in accounting as the revenues now include estimates for the cost-reimbursable level of development permit processing with the corresponding increase on the expenditure side. The revenues also project increased reimbursement in Child Care program.
Other Revenues
Other Revenues include the Intergovernmental category, which includes revenues received from the Federal, State, County, and other governmental agencies, including $4.6 million in ARPA funding. Other significant revenue categories include the Vehicle License Fee (VLF) in Lieu, Utility Users Tax (UUT), Cannabis Operations Tax and Business License Tax.
GENERAL FUND EXPENDITURES
The 2022-23 General Fund Budget expenditures of $47.3 million show $3.5 million or 8% increase in spending over the Revised 2021-22 Budget, which includes the General Fund’s one-time contribution towards the Capital Improvement Program as listed below.
The increase in expenditures in the coming year is
primarily due to the budget assumptions used to
develop the base budget as well as approved budget
enhancements, including additional limited-term
staffing to meet Council’s current and upcoming
priorities, which are described in detail in the
Executive Summary section to this Budget document.
TRANSFERS FOR CAPITAL PROJECT FUNDS
The General Fund helps to fund projects and expenditures identified in the City’s Capital Improvement Plan (CIP) that is budgeted in various Special and Capital Funds.
Staff always strives to identify probable funding sources for projects and explore outside funding sources whenever possible. These include Federal and State Grants, County contributions, Gas Tax, and various other tax measures. When no external sources of funding can be identified, General Fund is allocated to help fund identified projects. In the FY 2022-23 proposed CIP, the General Fund contribution is $655,000. The City’s FY 2022-23 $21.8 million Capital Program is quite aggressive and is comprised of 58 capital projects, including 17 new projects at the cost of $3.8 million and 25 related to Wastewater services at the cost of $8.9 million.
Additional information on the City’s Capital Improvement Program can be found in the FY 2022-2027 CIP Budget document.
RESERVES AND ASSIGNED FUNDS
The City’s Fund Balance Policy identifies fund balances (or reserves) as falling into the following categories: Restricted, Committed, Assigned, or Unassigned. In accordance with GASB Statement No. 54 requirements and the City policy, the Council established the following designations or General Fund Committed Fund Balances:
Budget Shortfall Policy Reserve of 10% of Expenditures ($4.7 million) Facilities Maintenance & Replacement ($55,000) includes a one-time policy reduction of $150,000 for the Station 71 CIP project planned for the FY 2022-23 Compensated Absences Reserve ($0.2 million)
Child Care Reserve ($0.5 million)
Legal Reserves ($0.1 million)
The Committed Contingency Reserves provide funds for the City to cover unexpected and sharp drops in revenues due to the economic fluctuations, emergencies, and other unanticipated expenditures and events. The City’s policy requires to set aside 10% of budgeted annual operating expenses. In calculating the FY 2022-23 operating 10% contingency reserves, staff included operating transfers in the expenditures figures and set aside nearly $4.7 million for this purpose. Together with other contingencies in the above table, the FY2022-23 total assigned reserves are $5.5 million or 12% of the General Fund operating expenditures (excluding one-time and capital transfers). The unassigned General Fund Balance is projected at $5.5 million, and when combined with the 10% contingency reserve of $4.7 million mentioned above, the total General Fund reserves exceed the minimum GFOA-recommended threshold of two months of operating revenues or expenditures.
2019-20 Actual 2020-21 Actual 2021-22 Amended
Budget 2022-23 Proposed
13,075,545 $ 15,131,117 $ 14,273,769 $ 15,181,300
4,253,924 $ 2,643,981 $ 3,688,130 $ 5,922,400
479,063 $ 444,171 $ 492,750 $ 516,600
409,779 $ 775,261 $ 795,595 $ 825,000
2,570,334 $ 2,848,681 $ 3,017,753 $ 3,111,200
1,627,437 $ 1,531,550 $ 1,695,073 $ 2,100,000
1,867,161 $ 2,146,229 $ 1,868,218 $ 1,905,600
1,678,075 $ 1,734,220 $ 1,687,793 $ 1,687,800
1,989,632 $ 2,633,423 $ 7,558,612 $ 6,989,865
729,000 $ 737,600 $ 88,000 $ 88,000
5,160,240 $ 4,317,983 $ 5,776,651 $ 6,917,598
1,733,033 $ 1,476,707 $ 2,150,898 $ 2,029,900
$ 35,573,224 $ 36,420,923 $ 43,093,242 $ 47,275,263
Expenditures
Property Tax
Vehicle License Fees
Transfers In
Charges for Services
Total General Fund Exp.
Business License Tax
Cannabis Tax
Sales Tax
Transient Occupancy Tax
Utility Users Tax
Other Taxes
Intergovernmental
Other Revenue
‐
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
City of Pacifica
FY 2022‐23 Adopted Budget
General Fund Revenue By Type
2019‐20 Actual 2020‐21 Actual 2021‐22 Amended Budget 2022‐23 Proposed 2019-20 Actual 2020-21 Actual 2021-22 Amended
Budget 2022-23 Proposed
25,098,441 24,469,018 $ 27,705,984 $ $ 30,919,021
3,525,934 $ 3,264,977 $ 3,248,698 $ 3,514,531
5,085,631 $ 5,982,005 $ 7,828,046 $ 9,738,294
958,873 $ 1,861,270 $ 5,851,067 $ 2,445,381
- $ - $ - $ 655,000
- $ - $ (880,189) $ -
Total General Fund Exp. $ 34,039,456 $ 36,206,694 $ 43,753,606 $ 47,272,227 Expenditures
Salaries & Benefits
Material/Supplies/Maintenance
Contract Services
Transfers/Allocations Out
Debt Service
Transfers Out - Capital
(5,000,000)
‐
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
City of Pacifica
FY 2022‐23 Adopted Budget
General Fund Expenditures By Type
2019‐20 Actual 2020‐21 Actual 2021‐22 Amended Budget 2022‐23 Proposed Amended Adopted
Actual Budget Budget
20-21 21-22 22-23
Revenue
Taxes $ 27,255,209 $ 27,519,081 $ 31,249,900
Property Tax $ 15,131,117 $ 14,273,769 $ 15,181,300
Vehicle License Fees $ 2,643,981 $ 3,688,130 $ 5,922,400 Business License Tax $ 444,171 $ 492,750 $ 516,600
Cannabis Tax $ 775,261 $ 795,595 $ 825,000
Sales Tax $ 2,848,681 $ 3,017,753 $ 3,111,200
Transient Occupancy Tax $ 1,531,550 $ 1,695,073 $ 2,100,000 Utility Users Tax $ 2,146,229 $ 1,868,218 $ 1,905,600
Other Taxes $ 1,734,220 $ 1,687,793 $ 1,687,800
Intergovernmental $ 2,633,423 $ 7,558,612 $ 6,989,865
Other Revenue $ 737,600 $ 88,000 $ 88,000
Charges for Services $ 5,086,642 $ 5,776,651 $ 6,917,598 Total Revenue $ 35,712,875 $ 40,942,344 $ 45,245,363
Expenditures
Salaries & Benefits $ 25,098,441 $ 28,705,984 $ 31,380,037 Contract Services $ 5,636,922 $ 7,828,046 $ 9,738,294
Material/Supplies/Maintenance $ 3,264,977 $ 3,248,698 $ 3,514,531 Salary Savings $ - $ (1,000,000) $ (461,016)
Total Expenditures $ 34,000,341 $ 38,782,728 $ 44,171,846 Excess revenue over
(under) expenditures $ 1,712,534 $ 2,159,616 $ 1,073,517 Other financing sources (uses)
Transfers In $ 733,007 $ 2,150,898 $ 2,029,900
De Transfers/Allocations Out $ (1,861,270) $ (1,219,481) $ (2,445,381) Transfers Out - Capital $ - $ (3,751,397) $ (655,000)
Total Financing Sources (uses) $ (1,128,263) $ (2,819,980) $ (1,070,481) Excess revenue and other
sources over (under) expenditures
and other uses $ 584,271 $ (660,364) $ 3,036
Beginning Fund Balance, July 1 $ 15,917,102 $ 16,501,373 $ 15,841,009 Ending Fund Balance, June 30 (Projected) $ 16,501,373 $ 15,841,009 $ 15,844,045 City of Pacifica
General Fund (01)
Statement of Revenue, Expenditures and Changes in Fund Balance
CITY OF PACIFICA
Department Work Programs
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CITY OF PACIFICA
City Manager's Office
City Manager's Office
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City Manager's Office
Mission
The mission of the City Manager's Department is to provide overall leadership of the City, execute Council policy direction, and ensure that the City's policies and services are administered fairly to the residents and businesses of Pacifica, with excellent customer service, and prudent stewardship of tax revenues and other resources in support of a vibrant community with a broad range of public services and complex infrastructure.
Description
The Department provides overall management of City operations and oversight of City Departments. The City Manager is the City's chief executive and is responsible to the City Council for the proper and efficient management of all municipal activities. The City Manager advises the Council on the City's planning and financial needs, as well as other municipal matters, implements all laws and ordinances, manages City facilities, prepares and manages the budget, carries out the City's business, and administers the policies of the Council. The City Manager directs and coordinates the various departments and municipal services through appointed department directors who directly supervise and administer the various staff and operational elements of the City.
Staffing
The City Manager's Office is comprised of a City Manager, Assistant City Manager/Administrative Services Director, Economic Development Manager, limited-term Management Analyst, City Clerk, Deputy Clerk, and Executive Assistant.
Service Level Changes
The FY2022-23 budget includes a reorganization that resulted in adding the Executive Assistant and Deputy City Clerk positions and eliminating the combined vacant classification. The other changes include restoring the Economic Development Manager position for day-to-day operations of the Economic Development program and assisting with implementing the Economic Opportunities Study underway as part of the Vision 2025 & Beyond Strategic Financial Sustainability Study. The Economic Development Manager position is restored as a result of the chief Financial Sustainability Officer promoting into the Assistant City Manager/Administrative Services Director position.
Budget Highlights / Summary of Changes
The Assistant City Manager's duties were restructured to focus on finance and administrative services and oversight of the economic development function. Contract expenditures are budgeted for professional services, which reflect a 2% increase over the prior fiscal year's budget.
City Manager's Office
Fiscal Year 2021-2022 Accomplishments
• Continued progress on all FY2020-21 Council Priorities; • Continued the City's Coronavirus response and Restoration of Operations; Completed Council goal-setting and development of a balanced budget for FY2021-22; Onboarded new councilmember(s) and new critical position(s) in the City Manager/Finance departments;
• Completed labor negotiations.
Service Priorities
• Oversee the delivery of public services in accordance with all federal and state laws and the policies, ordinances, and resolutions adopted by the City Council. • Direct and organize City departments, programs, and services. • Carry out City Council strategic goals and priorities. • Recommend adoption of policies and ordinances as necessary. • Ensure the long-term fiscal viability of the City.
• Increase productivity, efficiency, and effectiveness of the organization. • Oversee public information, customer service, and community engagement. • Advise the City Council on matters regarding current and future fiscal, staffing, and program needs of the City.
• Enforce contracts, agreements, and permits authorized by the City Council.
Economic Development
Mission
The mission of the Economic Development Division is to grow the local economy, increase the City's tax revenue base, and create more jobs by facilitating and encouraging business growth, real estate attraction, and recognition of Pacifica as a great place to live work and play.
Description
The Economic Development Division serves the City's business community to support existing businesses and commercial property owners by providing accurate, useful, and timely information, connecting businesses with resources, liaising with local business groups, and supporting the interdepartmental activities and programs benefitting or impacting businesses.
Service Priorities
• Expand the City's revenue base to improve fiscal health and the local economy • Retain, expand and attract desirable businesses and jobs • Promote and market the City as an overnight destination • Evaluate and deliver projects that provide fiscal and economic benefit to the community • Support businesses seeking to expand
• Strategically manage City land and building assets
Fiscal Year 2021-2022 Accomplishments
• Completed Marketing Strategy and Gap Analysis Assessment and developed a long-term Marketing Plan.
• Developed an outline for the Vision 2025 & Beyond project as a strategic planning process to articulate a long-term and financially sustainable vision for Pacifica that included an analysis of available options for the City's long-term Financial Sustainability and Economic Development opportunities.
• Developed and issued an RFP and selected a consultant for Economic Opportunities Study as part of the Vision 2025 & Beyond project.
• Completed analysis of Pacifica Commercial Economy and financial sustainability, including a multi-year revenue and expenditures analysis and financial outlook, commercial revenue trends based on business sectors and geographic zones, and reporting on top revenue-generating sectors and firms.
• Managed the "Beach Bites Bingo" program together with the Economic Development Committee to encourage increased use of local restaurants, coffee shops and eateries to support Pacifica's small businesses.
• Streamlined the permit process allowing the continuation of parklets and outdoor dining in a post-pandemic environment.
• Launched "Shop Pacifica" e-gift card program to support Pacifica small businesses and boost the local economy.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• Complete the Economic Opportunities Study, deliver findings, receive City Council direction and develop the implementation plan
• Develop a five-year timeline for key Economic Development priorities and efforts for each year
• Update the Economic Development Website, including "how to start a business" guide and other resourceful information for businesses
• Develop an ongoing newsletter designed to update local businesses on relevant information related to City services, programs and initiatives, grant opportunities, education, training, and other resources, including rotational featuring of businesses and introducing new businesses in town.
• Develop annual award programs (e.g., Business of the Year and Green Business Sustainability recognition program for City Council).
• Launch the Workcation Marketing program to market Pacifica as an overnight destination and increase the hotels' occupancy rates
• Conduct a full launch of the Shop Pacifica program, including marketing and integration with the Workcation.
City Clerk
Mission
The mission of the City Clerk Department is to promote openness in government. The City Clerk's Office is committed to serving the citizens of our community in a neutral and ethical manner by providing equal access to open and transparent government, ensuring the integrity of the participatory process, bridging internal and external communication pathways, and enhancing the public's trust in local government.
Description
The City Clerk Department conducts regular and special general municipal elections in consolidation with the County of Marin for the election of City Councilmembers and local initiatives, referendums, and recalls. The Department administers Political Reform Act requirements related to campaign disclosure statements, conflict of interest filings, and AB1234 ethics training. Brown Act requirements are administered by the City Clerk Department, ensuring meetings, agendas, minutes, reports, public notices, resolutions, and ordinances are prepared, posted, and published pursuant to law. The City Clerk serves as Clerk of the Council and attends, monitors, and retains complete records of all City Council proceedings. The City Clerk ensures open and transparent access through records-related services, including records management, retention, and Public Records Act programs. Additionally, the City Clerk Department administers the boards and commissions program related to vacancies, orientation, commission handbook, and Maddy Act compliance. The City Clerk serves as the City's Elections Official, Political Reform Act Filing Officer, Records Manager, and Compliance Officer.
Service Priorities
• Provide City Council support, including agenda and packet preparation, public noticing, and distribution of materials to the City Council, staff, and the public. • Support boards and commissions, including agenda and packet preparation, public noticing, and distribution of materials to Commissioners, staff, and the public. • Process local legislation, including resolutions, ordinances, and minutes. • Oversee elections, including qualifying candidates, petitions, and ballot measures, processing all necessary resolutions, monitoring campaign filing requirements, and certifying election results.
• Maintain records and archives, including responses to public records requests.
Fiscal Year 2021-2022 Accomplishments
• Managed the City's agenda management software, including making updates as needed, and provided training to staff.
• Processed 15 ordinances, 72 resolutions, 22 City Council Regular Meetings 38 Agenda Packets, 16 City Council Special Meetings and Agenda Packets, 23 Emergency and Nonemergency Proclamation, 252 public records requests, and 9 subpoena requests. • Managed vacancies and appointments to all Boards, Committees, and Commissions. • Commenced the Records Management and Scanning project.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• Conduct the City's November 2022 General Municipal Election for three Councilmember seats as well as potential ballot measures.
• Manage the process of converting to district-based elections to comply with the Voting Rights Act.
CITY OF PACIFICA
Finance & Administrative Services
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AdministrativeServices
Mission
The mission of the Administrative Services Department is to provide high-quality support services to all City departments, staff, and the community through internal services, including Finance, Human Resources, Information Technology, and Risk Management functions, and to ensure compliance with the City’s policies and procedures.
Description
The Administrative Services Department provides internal services and reliable technology resources to staff, members of the City Council, Committees and Commissions, and the community. The Department is responsible for all financial operations, properly recording financial transactions, implementing best practices in employee relations, providing quality internal customer service, and promoting a positive work environment for the City’s talented workforce. The Department prepares the City’s annual operating and capital budget and coordinates the external audit process, including preparing the City’s Annual Comprehensive Financial Report (ACFR). The Department also negotiates and administers contracts for services provided to the community.
Staffing
The Administrative Services Department is comprised of an Assistant City Manager/ Administrative Services Director (0.5 FTE), a Deputy Finance Director, Financial Analyst II, Accountant, Sr. Accountant, two Accounting Technician positions, Information Technology Manager and three IT technicians, Human Resources Manager, and two Human Resources Analysts positions (one permanent and one limited-term).
Service Level Changes
FY2022-23 budget includes additional part-time help in IT Division and increased contractual services in HR to help with recruitments and other services. The Financial Services Manager was reclassified to a Deputy Finance Director position. In addition, a limited-term Sr. Accountant position was added to assist with the ERP implementation.
Budget Highlights / Summary of Changes
The Finance, Human Resources, and Information Technology budget is included in the Administration Department budget with salaries and budget costs for the assigned staff per the applicable MOUs with the bargaining units. In addition, contract expenditures are budgeted for professional services, which reflect a 2% increase over the prior fiscal year’s budget.
FinanceDivision
Mission
The mission of the Finance Department is to maintain accurate financial reports, provide financial support to other departments, and ensure compliance with the City’s policies and procedures.
Description
The Finance Department is responsible for all financial operations. Finance tracks revenue, expenditures, and bonded debt and properly records all financial transactions in accordance with Generally Acceptable Accounting Principles (GAAP) and the requirements of the Government Accounting Standards Board (GASB). The Department’s goals are to provide financial oversight and support, including implementation and enforcement of financial policies consistent with federal, state, and local mandates, as well as industry best practices.
Service Priorities
• Carry out Strategic Goals and City Council priorities relating to the City’s fiscal sustainability.
• Increase the productivity, efficiency, and effectiveness of the organization. • Advise the City Council on matters regarding current and future fiscal, staffing, and program needs of the City.
• Undertake financial planning and oversee the preparation of the annual budget. • Ensure internal controls through accountability, financial reporting, and audits. • Manage cash assets, including banking, cashiering, disbursements, and revenues. • Perform accounts payable, receivable, and payroll functions. • Fulfill the City Treasurer function, ensuring an appropriate investment of funds and debt service administration.
• Provide sound financial advice to the City Council, City Manager, and staff.
Financial Services 2021-2022 Accomplishments
• Successfully completed interim and final financial audits, prepared Annual Comprehensive Financial Report (ACFR), and received a clean audit opinion and management letter from the independent auditors.
• Processed 425 journal entries, 3000 vendor checks, 6,950 payroll checks, over 7400 invoices, and 490 business license applications.
• Completed a smooth transition of the City’s business license administration function to HdL companies and successfully processed annual renewal. • Implemented full-service Transient Occupancy Tax (TOT) management services program with HdL for all hotel establishments within City limits. • Completed and filed State Controller’s and other mandated financial reports in a timely manner.
• Implemented a new procurement system to enable City staff to unify the RFP process and compliance requirements citywide
• Assisted with the Sewer Rate Study, assessed data, and worked with the consultant and Public Works staff to complete the study and implement rate increases. • Completed the financial analysis and calculations of the City’s unfunded pension and OPEB liability and developed a funding policy guidelines to fully fund the Actuarily Determined Contribution (ADC) for OPEB and the minimum required contribution to reach 85% funded status in 20 years for Pension liability to realize a significant reduction in these liabilities during the next year-end closure and beyond. • Completed a needs assessment and prepared an RFP for the Enterprise Resource Planning (ERP) project, selected s solution, and negotiated a contract for a cloud-based application.
Fiscal Year 2022-23 Goals and Strategic Priorities
• Continue supporting the City Council’s Strategic Goals and priorities as they relate to the City’s Financial Operations
• Support the City’s Records Management project led by City Clerk’s Division by timely scanning financial reports
• Complete actuarial valuation study for Other-Post-Employment-Benefits (OPEB) • Review and redesign the City’s purchasing procedures to gain efficiency, reduce the time spent on contract and purchase order processing and conduct citywide training on new procedures.
• Continue to work with HdL to review the full-service TOT management program as it applies to the short-term vacation rental properties within city limits. • Continue to work with HdL on Business License Tax audits of different segments of the business community.
• Complete the contract negotiations for the Enterprise Resource Planning system (ERP) and begin the implementation.
Risk Management
Mission
The mission of Risk Management is to enhance safety and protect citizens, employees, and assets of the City by fostering a culture of proactive risk management to effectively forecast, control, and mitigate the City’s risk through effective loss prevention, claims management, and risk financing.
Description
The Risk Management Department is comprised of two programs: General Liability and Workers Compensation. Risk Management implements safety policies, best practices, and procedures to mitigate the City’s risk exposure. The Risk Management Program protects City assets, provides liability insurance and claims management services, and promotes the safety and well-being of City employees. The program includes managing liability, property and auto claims, and insurance programs. It also develops risk reduction policies and procedures and ensures compliance with the City’s risk management operational best practices as enforced by the Pooled Liability Network Joint Powers Authority (PLAN JPA), and safety standards and regulations as defined by OSHA and the City’s Injury and Illness Prevention Program (IIPP). The budget is provided in the General Liability and Workers Compensation internal service funds and accounts for premiums as well as any settlements resulting from claims against the City.
Service Priorities
• Ensure the City has adequate insurance coverage for its operations. • Undertake and complete timely claims management.
• Promote policies and programs to reduce risk exposure. • Develop safety policies and procedures and implement risk management best practices.
Risk Management 2021-2022 Accomplishments
• Managed General liability and Workers Compensation active claims • Ensured compliance with State-mandated safety training and provided ongoing training opportunities for City employees in areas of ergonomics, job hazard prevention, driver safety, contract selection and risk transfer, recreation risk management, and other aspects of general liability matters sponsored by PLAN JPA.
Fiscal Year 2022-2023 Goals and Strategic Priorities
• Support the Council's Strategic Goals and Priorities as they relate to the Risk Management Program
• Continue to identify, mitigate and reduce risks to the City. • Provide citywide training for employees and supervisors on the City’s Risk Management Program and workers' compensation and risk management procedures • Update a citywide ADA Transition Plan to comply with the Americans with Disabilities Act and assure that City facilities, programs, and services are accessible to disabled citizens and employees.
• Process and handle General Liability and Workers compensation claims in a timely manner, so that claim expenses and legal costs can be minimized • Comply with OSHA standards, regulations, and requirements to prevent work-related injuries and illness.
Human Resources Division
Mission
The mission of the Human Resources Division is to provide high-quality labor and employee relations, staff recruitment and retention, and staff professional development services that support the City’s objectives in serving the needs of the community.
Description
The Human Resources Division recruits, develops, and supports the organization’s most valuable resource ─ its staff. The Division implements best practices in recruitment, benefits management, professional development, labor relations, grievance management, policy development and implementation, and employee classification and compensation. In addition, the Division manages highly sensitive and confidential information to effectively conduct workplace investigations, implement practices to enhance employee performance, manage claims and ensure compliance with local, state, and federal labor regulations. The Division also participates in the Liebert Cassidy Whitmore Employment Relations Consortiums that offer training and professional development to local governments throughout the County to help recruit and retain talent in local government careers.
Service Priorities
• Created onboarding process to effectively educate and orient new staff. • Recruit, hire, develop, and retain a diverse and highly-talented professional staff. • Manage administrative and personnel policies and procedures and ensure compliance with related laws and regulations.
• Manage confidential information when consulting employees and handling personnel records.
• Manage labor relations with all bargaining units and unrepresented employees. • Manage grievances related to the Personnel Policies and Procedures and MOUs.
Human Resources 2021-2022 Accomplishments
• Created or revised 3 job classifications and reclassified 3positions • Conducted 51 recruitments and filled 55 positions
• Conducted open enrollment meetings to provide employees with information regarding medical, dental, vision, life, and retirement benefits. • Continue working to protect our employees during this pandemic crisis and provide guidelines so that they can continue working.
• Prepared and updated the COVID Pandemic Policy (CPP) and the Injury Illness Prevention Plan (IIPP) pending the outcome of the meeting and conferring with all bargaining groups.
• Continue to network with other local public agencies within the County of San Mateo and NorCal, and this way, stay informed of state and local developments and changes in laws that may affect our City.
• Implemented and conducted new hire orientation to ensure our new employees have a positive experience when joining the City.
• Streamline new recognition programs such as the annual service awards recognition event and recognition of professional administrative day by offering training and wellness programs to continue working in our efforts to retain our employees by creating an environment that makes our team feel like an asset to our City.
Fiscal Year 2022-23 Goals and Strategic Priorities
• Reduce employee timeframe to more efficiently recruit and orient new employees • Work with department Directors to generate best practices on maintaining strong staffing with employee recruitment and retention initiatives. • Review HR policies and procedures related to telecommuting and continue to promote health and wellness throughout our workforce.
• Negotiate new labor agreements and personnel policies and procedures with represented employee groups
• Created onboarding process to effectively educate and orient new staff. • Revise employee evaluation procedure to ensure compliance with Personnel Policies and Procedures.
Information Technology Division
Mission
The mission of the Information Technology Division is to provide high-quality technology-based services that support the City’s goal to effectively serve the needs of the community.
Description
The Information Technology Division manages the City’s information technology program, provides and maintains appropriate hardware and software to City departments, develops and maintains a secure network infrastructure, manages the City’s data and voice infrastructure maintains the City’s telecommunication systems, and manages the City’s website. The Division ensures that staff has the resources and training to effectively use equipment and technology in furtherance of their departmental goals.
Service Priorities
• Enhance staff productivity with a secure network, desktop, portable hardware, and supporting software.
• Minimize IT equipment downtime and maximize response time and maintain IT systems for disaster recovery and business continuity.
• Maintain an effective, visitor-friendly, and informative website that conveys the City’s image, mission, and services.
Information Technology 2021-2022 Accomplishments
• Civic Center construction project
o Successfully relocated computer equipment and phones for over 30 City employees to the temporary Community Center location
o Migrated server room and network infrastructure to temporary secure room o Cleaned up and e-wasted three rooms worth of obsolete computer equipment at the Civic Center site
• Completed upgrade of dashcam and Mobile Data Terminal systems on primary PD Patrol vehicle fleet.
• Upgraded secure connection between Pacifica Police Station and South San Francisco to improve dispatch and RIMS (Records Information Management System) access speeds. • Closed 1,602 helpdesk tickets in FY21-22, including 12 PRA requests involving e-mail searches.
• Worked with City Clerk’s office to launch NextRequest, a Public Records Act Request system that allows citizens to submit requests online; the system also gives staff easier options to review and respond to these requests.
• Addressed and remediated over 95 potential security issues (virus, e-mail phishing, etc.) • Implemented call-in system for public comment in Council and Commission meetings • Upgraded wireless network at the Community Center, expanding coverage to temporary cubicles and conference room
Fiscal Year 2022-2023 Goals and Strategic Priorities
• Roll out MFA (Multi-factor authentication) City-wide on Microsoft services to improve security and mitigate Cyberthreats
• Upgrade existing backup system to improve security and reduce recovery time of systems
• Deploy a new Citywide VoIP (Voice over IP) solution to replace the legacy phone system • Set up a mobile device management system to more accurate secure, manage, and track City-issued mobile devices (iPhones, iPads, Laptops) • Replace aging wireless access points at all City facilities to expand coverage and access
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CITY OF PACIFICA
Police Department
Police Department
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Police Department
Mission
The mission of the Pacifica Police Department is to protect and serve the members of our community with the highest level of commitment, ethics, and professionalism.
Description
The Police Department provides for the safeguarding of constitutional guarantees; the preservation of peace, order, and safety by fair, unbiased, and practical enforcement of laws and ordinances; reduction of injuries and deaths related to traffic collisions; addressing quality of life issues; and the prevention of crime through a proactive and collaborative effort with the community.
Service Priorities
• Provide law enforcement services to the community with a full-service methodology. • Response to life-threatening emergency and urgent criminal event calls for service. • Response to calls for service related to non-urgent criminal events, traffic complaints, and quality of life issues within the community.
• Traffic enforcement and investigation to reduce the number of persons injured and killed in the city as a result of traffic collisions.
• Community engagement to foster positive, collaborative relationships with community members in an effort to increase community policing opportunities. • Provide emergency management services to the City via emergency preparedness planning and liaison work with Federal, State, and County entities. • Provide first responder services to the unhoused and those with mental illness or substance abuse issues.
Staffing
The Police Department is comprised of 33 authorized sworn peace officer positions, 4-full time support positions and 1 part-time support position. Departmental staff are assigned to one of 2 divisions within the department, the Field Services Division and the Administrative/Investigative Services Division. Patrol Services, Traffic and Community Policing reside primarily in the Field Services Division. Records, Fiscal Management, Training, Technical Support, Investigations, Juvenile, Evidence, Property and Communications are conducted through the Investigations/Administration Division. Police Reserves, Explorers and Citizen Volunteers also provide key assistance with several of these programs.
Service Level Changes
FY2022-23 budget includes 1 ARPA funded Records Clerk position. This position will increase the personnel hours available to meet legal mandates that have been legislatively imposed in recent years.
Budget Highlights / Summary of Changes
The main budget change is from the addition of the Records Clerk position funded with ARPA funding for a two-year limited term. The FY 2022-23 cost is $120,500.
Field Services Division
Mission
The Mission of the Field Services Division is to provide first-line response to emergency and nonemergency calls for service from community members, enforce laws and ordinances, and address quality of life issues through best practice community-oriented policing strategies.
Description
The Field Services Division consists of sworn, unformed Peace Officers, volunteer Reserve Peace Officers, and non-sworn Community Service Officers.
Service Priorities
• Respond to life-threatening emergencies
• Respond to non-emergency calls for service
• Prevention of crime through collaborative efforts with the community • Prevention of traffic collisions causing injury and death through proactive enforcement and community education
• Investigate criminal cases and present them to the District Attorney’s Office for prosecution
• Investigate traffic collisions
Administrative/Investigative Division
Mission
The Mission of the Administrative/Investigative Division is to provide administrative support services related to records, policy, and training via sworn and support staff. Further, the Division provides criminal investigative services via sworn personnel.
Description
The Administrative/Investigative Division is comprised of Police Records personnel, police detectives, property and evidence personnel, and administrative support personnel.
Service Priorities
• Provide record-keeping services related to report classification and retention. • Provide critical data entry related to Federal and State legal mandates. • Provide community member assistance via a front counter and telephone communications.
• Complete legally mandated tasks related to police records. • Provide complex criminal investigative services related to property crimes and crimes against persons.
• Process crime scene evidence and securely store it for criminal proceedings. • Schedule and monitor training of all department personnel. • Provide administrative support to Command personnel.
• Prepare for City emergencies through the Emergency Manager, including training and coordination of CERT volunteers.
Fiscal Year 2021-2022 Accomplishments
• Community engagement and regular meetings regarding social justice issues related to law enforcement.
• Successful implementation of a program to comply with AB 953 (Racial Identity and Profiling Act) requirements.
• Successful implementation of mandated California Incident-Based Reporting System (CIBRS) and the National Incident-Based Reporting System (NIBRS) requirements. • Implementation and coordination of the Mobile COVID-19 testing program with San Mateo County.
• Development and successful submission of the Pacific Annex of the San Mateo County Local Hazard Mitigation Plan.
• Continued commitment to training officers in Crisis Intervention (CIT). 97% of sworn staff has been trained.
• Increased bias-free policing training and increased less-lethal force options available to officers.
• Successful audit from Peace Officers Standards and Training (POST) regarding departmental hiring process/documents and compliance with mandated training requirements.
• Prosecution of well-publicized child abuse case involving a day care facility. • Successful multi-agency prosecution of a major human trafficking case.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• Continue items previously identified in the Policing in Pacifica workplan. • Continue CIT training for officers, seeking 100% of personnel trained. • Complete police radio infrastructure project.
• Partner with City departments and the Pacifica Resource Center to assure successful implementation of the Oversized Vehicle Permit Parking Program. • Continue to seek community engagement opportunities to further build community relationships.
• Identify sources of grant funding to assist with traffic and alcoholic beverage control related issues.
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CITY OF PACIFICA
North County Fire Authority
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North County Fire Authority
Mission
Be Kind – Always Prepared – Care for Others
Description
Emergency Response: Provides life-saving services and overall assistance to residents, businesses, and visitors by responding to and mitigating emergency and non-emergency incidents and events, such as Emergency Medical Pre-Hospital Care and Advanced Life Services, Fire Suppression, Fire Search and Rescue, Low and High Angel Rescues, Urban Search and Rescue, Structural Collapse, Vehicle Accidents and Extrications, Terrorism, Multi-Casualty Incidents (MCIʼs) and WMD Special Operations, Hazardous Materials Releases, and Public Assistance.
Fire and Life Safety Code Compliance and Fire Investigations: Minimize loss of life and property from fires and hazardous materials releases. Provide on-site fire and life safety code compliance inspections and re-inspections to businesses, multi-family, and permitted occupancies through dedicated safety inspectors and fire companies, as well as fire protection planning through new construction and tenant improvement plan review services and inspections, resulting in a fire and hazardous materials safe environment. When fires occur, complete fire investigations to determine the fire cause, origin, and if possible the responsible party if illegal activity is involved.
Community Outreach and Public Education: Educates the community in the reduction of injuries, loss of life, and property damage from fires and other accidents or events, as well as providing emergency planning and disaster preparedness for individuals, families, and through Community Emergency Response Team (CERT) participants.
Organizational Support, Strategy, and Maintenance of Effort: Administration, Leadership, Oversight, Budget and Accounts Payable, Human Resources, Community Emergency Planning, Preparedness and Response, Mandated and Recurrent Training and Certifications; Equipment, Facilities and Grounds, Safety, Health and Wellness, Apparatus and Vehicles, Master and Operational Planning, Grant Awards Management, Communications Systems, and Information Technology.
Service Priorities
The Fire Department will support citywide priorities through the following:
Economic Development/Revenue Enhancement: Complete thorough and timely plans check reviews and construction inspections. Provide positive customer relationships through professional consultations regarding development, new business, and expansion opportunities.
Continue to look for cooperative agreements, which reduce cost, enhance service delivery, and provides for revenue and reimbursements.
Public Safety: Stop the escalation of medical emergencies by providing pre-hospital care medical treatment and or advanced life support services through paramedic fire companies. Stop the escalation of structure fires by confining the damage near the room of origin and limiting heat and smoke damage to the area or floor of fire origin. Stop the escalation of all other emergencies and mitigate those effectively and efficiently. Complete annual fire and life safety inspections of all commercial, permitted, and multi-family occupancies. Complete required and mandated training, as well as re-certifications for all employees.
Community / Civic Support: Continue to achieve an excellent overall customer service rating in delivery of emergency and non-emergency services. Continue providing community outreach and public education programs designed to prevent fire, injuries, accidents, and other elements making for a safer city. Provide for emergency preparedness and community outreach programs to educate the public with regard to disasters and becoming self-sufficient until help arrives.
Staffing
The North County Fire Authority (NCFA), which provides fire services to the Cities of Pacifica, Daly City and Brisbane, is comprised of 3 Bureaus consisting of the Operations, Special Services and Administrative Services, supported by 7 Divisions, which are Emergency Medical Services, Training, Special Operations, Emergency Planning, Fire Prevention, Technical Services and Support Services. NCFA daily staffing across all jurisdictions is approximately 35 personnel, which cover fire engines, ladder trucks, rescue units, USAR Heavy rescue, battalion chiefs, duty chief and investigators.
Service Level Changes
FY2022-23 budget includes no service level changes.
Budget Highlights / Summary of Changes
$28,000 for the new fire station alerting system implementation and $30,000 to restore the building repair and maintenance emergency fund.
Fiscal Year 2021-2022 Accomplishments
Emergency Opera�ons and Training
• Continued implementation of NCFA Pandemic Response Plan focusing on preparedness, response, personnel protective equipment and operational readiness. • Continued utilizing the NCFA Continuity of Operations plan to prepare, react and overcome challenges associated with COVID 19.
• Provided trained fire paramedics and emergency medical technicians to conduct and administer Mass COVID Vaccinations to the community.
• Deployed fire companies and chief officers to multiple major wildfire incidents throughout California through the Statewide Fire and Rescue Mutual Aid system. • Achieved an overall “Customer Satisfaction” rating of 98% in the delivery of emergency and non-emergency services.
• Reviewed the NCFA 10 Year Business and Operational “Strategic Plan” goals and accomplishments.
• Achieved getting a first due fire company on scene in 5 minutes and 36 seconds to all fire and medical emergencies from time of dispatch to arrival, which more than achieved the established goal.
• Placed back into service fire engine 95 after funds were allocated for personnel staffing. • Provided Pre-Hospital Advanced Life Saving (ALS) medical interventions and treatments for residents, businesses and visitors through paramedics staffed engine and truck companies, as well over 50% of emergency medical services were for senior citizens. • Completed all required annual training, continuing education and certifications for our fire company based paramedics and emergency medical technicians, • Averaged 240 hours per firefighter over the year of in-service recurrent and mandated training through efforts of the Operations Bureau, Training Division and Special Operations Division.
Public Educa�on and Community Outreach
• Presented “Hands Only CPR” instruction through an on-line virtual approach due to the COVID pandemic.
• Distributed the Ready-Set-Go Wildfire preparedness brochure and information through NCFA and Cities social media and websites.
• Finalized and implemented Wildfire and All Risk evacuation plan and tool which is available to the public on-line through a web based platform to assist in major emergency evacuations.
• Provided a virtual on-line “Fire Service Day” during the COVID 19 pandemic. • Participated in a drive to collect new supplies and backpacks for kids in need staring back to school.
• Distributed throughout the year public information and media releases through NCFA and other online social media platforms regarding emergency incidents and significant events.
• Partnered and participated in the ‘Operation Santa Claus’ program, as well as other toy and assistance drive initiatives within each community. • Provided Basic Emergency Preparedness, Individual and Family Preparedness seminars, as well as Community Emergency Response Team (CERT) classes to prepare for disasters.
• Distributed and provided education on Senior Citizen Fall Prevention, as well as a Home Safety Checklist information.
• Presented “Hands Only CPR” and “Stop the Bleed” instruction through either in person or on-line.
• Presented Community Wildfire Awareness and Preparedness outreach through web based, social media and online education platforms as well as other forms of communications.
Fire Preven�on
• Fire Safety Inspectors completed all annual required, mandated and routine fire and life safety occupancy inspections ensuring code compliance.
• Fire Prevention Services Division completed timely, professional and high-quality prefire engineering development reviews, plan check analysis and inspections for new construction projects, tenant improvements, fire detection alarm and suppression systems.
• Fire Companies assisted in completion of all annual required, mandated and fire and life safety occupancy inspections ensuring code compliance.
• Completed fire investigation cause and origin determinations and analysis for fire incidents.
• Provided virtual fire extinguisher training to businesses and general public.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• Medical emergency responses by a paramedic fire company will arrive on average within 6 minutes or less total reflex time.
• Fire emergency responses by a fire company will arrive on average within 6 minutes or less total reflex time.
• Achieve an overall “Customer Satisfaction” rating of 98% or greater in the delivery of emergency and non-emergency services. 98% overall excellent customer service satisfaction rating.
• 220 hours of annual mandatory, certification and recurrent training on average for each firefighter
• Ensure annual required in-service on duty continuing education, infrequent skills and certifications totaling 24 hours for each paramedic and 12 hours for each emergency technician.
• Provide overall administration and leadership for all aspects of the organization, creation and implementation of goals, priorities, objectives, performance measurements and outcomes, fiscal management, policy development and direction, strategic planning, accounting, human resources, payroll, facilities, grounds and fleet maintenance, along with purchasing of goods, supplies and equipment, as well as analysis of fire resources deployment.
• Ensure annual fire and life safety inspections and re-inspections completed by fire companies and dedicated fire inspectors for mandated and required occupancies, all commercial, permitted and multi-family occupancies.
• Provide public awareness and education regarding emergency disaster preparedness.
Participate and lead in emergency coordination and homeland security activities in collaboration with stakeholders.
• Continue providing community outreach and public education programs designed to prevent fire, injuries, and accidents, making for a safer city. This includes annually visiting school classrooms, seniors, neighborhood groups, safety fairs, etc. as well as instructing the public how to perform “Hands Only CPR”, stopping choking and bleeding, along with how to utilize Automatic External Defibrillators (AEDʼs).
CITY OF PACIFICA
Planning Development
Planning Development
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PlanningDepartment
Mission
The mission of the Planning Department is to provide responsive services and authoritative information relating to the City’s General Plan, Local Coastal Program, Zoning Regulations, Building Code, and other regulations intended to preserve public health, safety, and welfare.
Description
The Planning Department provides public facing and internal services related to the review of development permit and building permit applications, and enforcement of the City’s development regulations. The Planning Department has primary responsibility for the maintenance and implementation of the City’s General Plan, Local Coastal Program, Zoning Regulations, and Building Code, as well as environmental review of City and private development projects. It also provides primary staff support to the Planning Commission and Open Space and Parkland Advisory Committee (OSPAC).
Service Priorities
• Provide timely responses to inquiries about City regulations. • Provide an efficient process for review of building permit plan check applications. • Comply with all laws governing the development review process. • Provide staff support to the Planning Commission and OSPAC. • Investigate and resolve code enforcement complaints with priority given to violations affecting public health, safety, and welfare.
• Implement City Council priority work plan projects as assigned.
Staffing
The Planning Department is comprised of (9) full-time and (1) part-time City staff and several consultants to accomplish its broad array of services:
City Staff Position Regular/Limited Term
(1) Director Regular
(1) Deputy Director Regular
(1) Senior Planner Regular
(1) Associate Planner Regular
(1) Assistant Planner Limited
(1) Management Analyst Limited
(2) Permit Technicians Regular
(1) Code Enforcement Officer Regular
(1) Transcriptionist (Part-time) Regular
Consultants
Building Official
Building Inspector
Plan Reviewer
CEQA Review
Geotechnical Engineering
Below-Market Rate (BMR) Administration
Planning Staff Augmentation
Other Specialized Assistance
Service Level Changes
FY2022-23 budget includes service level increases to address a number of key priorities:
• Housing Element Update
• Americans with Disabilities (ADA) Act Transition Plan Update • Comprehensive Zoning Ordinance Update
• Rockaway Beach Specific Plan Update
Budget Highlights / Summary of Changes
The Planning Department’s budget reflects an ongoing high-level of services given the department’s staffing level. The department has primary responsibility for 3 of the 13 City Council Priorities for FY 2022-23 and key supporting responsibilities for 9 others. It also has primary responsibility for the three Service Level Changes identified above in addition to significant ongoing responsibilities related to administrative of the building permit and development permit review processes including processing appeals, staffing of two commissions/committees, and focusing on significant code enforcement matters.
Further information on the three divisions within the Planning Department is as follows:
Planning Division
Mission
The Planning Division serves the primary interface between developers, the community, and the City’s development review process. It also has primary responsibility for administration of the City’s General Plan, Local Coastal Program, and Zoning Regulations.
Description
Manages the City’s development review process by integrating interdepartmental reviews, responding to community inquiries, presenting to the Planning Commission, and resolving City Council appeals. Also supports activities by other departments/divisions by providing expert advice on the City’s development and Zoning Regulations and environmental review.
Service Priorities
• Continually improve the efficiency and transparency of the development review process for applicants and the public.
• Establish policies for City Council approval that balance community character, protect natural resources, fulfill the City’s regional housing needs obligations, support economic development and financial sustainability, and comply with all applicable laws.
Building Division
Mission
The Building Division administers the City’s Building Code and preserves public health, safety, and welfare by performing building permit plan reviews, conducting inspections, and performing investigations of complaints related to buildings.
Description
With support from two City staff permit technicians, the consultant Building Official, building inspectors, and plan reviewers coordinate their work to administer the City’s Building Code from application through final inspection.
Service Priorities
• Provide responsive services to building permit applicants submitting at the public counter and online.
• Provide timely review of building permit applications in accordance with City-established service goals.
Code Enforcement Division
Mission
The Code Enforcement Division leads investigations into reported complaints of violations of the City’s development regulations, Zoning Regulations, and other laws of the City to preserve public health, safety, and welfare. It treats all parties with respect, dignity, and in accordance with due process.
Description
The Code Enforcement Officer prioritizes multiple complaints to focus first on issues that affect public health, safety, and welfare. Seeks voluntary compliance through respectful engagement with violators and utilizes enforcement tools as a last option.
Service Priorities
• Prioritize investigations relating to imminent threats to public health, safety, and welfare. • Achieve voluntary compliance through education and mutual respect.
Fiscal Year 2021-2022 Accomplishments (department-wide) • Completed General Plan and EIR recommendation by Planning Commission to City Council (Plan Pacifica)
• Prevailed at appeal hearing on complex code enforcement case. • Expanded online mapping of development permit applications and posting of development permit application information.
• Supported update to park facilities impact fees in conjunction with Public Works Department.
• Completed 599 building permit plan reviews (excluding over-the-counter approvals for minor projects) consisting of $24.2 million in valuation. • Issued 1,551 building permits consisting of $43.6 million in valuation. • Conducted more than 3,700 building inspections.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• Initiate and, where feasible within the fiscal year, accomplish City Council Priorities with primary responsibility assigned to the Planning Department:
o (8) Prepare a Quarry Site Specific Plan
o (9) Complete an update to the Wireless Communication Facilities Ordinance o (10) Prepare an update to the Housing Element of the General Plan • Support City Council Priorities with primary responsibility assigned to other departments including:
o (1) Continue the Beach Boulevard Infrastructure Resiliency Project o (2) Continue efforts related to a New Sharp Park Library & Renovated Sanchez Library
o (3) Complete an update to the Climate Action Plan
o (4) Complete the Vision 2025 & Beyond strategic financial planning process to articulate a long-term and financially sustainable vision for Pacifica o (5) Continue Esplanade Avenue Bluff Erosion Infrastructure Protection Projects o (6) Begin Part 2 of the City Tree Program Evaluation
o (7) Complete the Civic Center facility health and safety rehabilitation and renovation project
o (12) Continue to evaluate and implement Economic Development Initiatives focused on Business Assistance
o (13) Review City Commission and Committee Charters
• Restore staff training/education opportunities to pre-COVID levels to increase operational effectiveness and enhance retention.
• Identify funding sources for operational improvements including technology improvements such as a new land management system to improve service levels, efficiency, and transparency.
• Implement recommendations of the Building Division assessment where resources permit.
• Complete triennial update to California Building Code. • Complete certification of Local Coastal Land Use Plan (LCLUP) certification by California Coastal Commission (Plan Pacifica).
CITY OF PACIFICA
Public Works Department
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Public Works Department
Mission
The mission of the Public Works Department is dedication to excellence, integrity, environmental stewardship, and management of the City’s infrastructure. Public Works supports the Council goals of an engaged community, stewardship of City infrastructure, a healthy and compassionate community, environmental sustainability, a strong City workforce, maintaining a safe community, and fiscal sustainability. We promote safety and livability through the effective management of streets, parks, facilities, and utilities.
Public Works’ values include support, trust, and positive culture. Shared behaviors related to these values include the following:
-Include everyone; respect, listen to and appreciate others -Build strong relationships, be a team player
-Develop ourselves and mentor and develop others
-Collaborate and work together effectively as one team
-Communicate clearly, concisely and candidly
-Make sound decisions using facts and data
-Hold ourselves and other accountable for delivering results -Show initiative, courage and integrity
-Deal positively with residents, businesses and other departments and each other -Have a can do, find a way attitude and emotional resilience -Have a continuous improvement philosophy and practice
-Enjoy the journey and have fun – never at others’ expense Description
The Public Works Department (PW) constructs and maintains the City’s public parks, facilities, roadways, trails, beaches, Pacifica Pier, right of way, storm water and sewer collection system, treatment plant and other infrastructure. Six organizational units (Administration, Parks, Facilities (Bldgs., Lighting) and Ranger Services, Streets, Storm Drain Services and Motor Pool, Engineering Development Services and Engineering Program Services, Solid Waste Management/Environmental Services, Sewer Collections Services and Sewer Plant Management work in coordination to achieve the Department’s overarching goal of ensuring the City’sfacilities are safe, functional, and maintained. In addition to providing ongoing maintenance activities, the Public Works Department staff provides information and outreach to City residents, businesses, and the public concerning the Department’s programs, activities, and projects.
Service Priorities:
• Manage the maintain the City’s sanitary sewer collection system, pump stations and Calera Creek Water Recycling Plant.
• Maintain critical infrastructure including parks, beaches, trails, streets, and other public facilities.
• Management of the City’s urban forest.
• Research and submittal for Capital Improvement Program (CIP) grant funding. • Monitor and manage the City’s solid waste franchise agreement. • Act as staff liaison for the City’s Beatification Advisory Commission. • Plan, design and implement active transportation projects to promote social justice and environmental stewardship.
• Management of professional design services and construction consultant services • Implement preventive street maintenance program to reduce roadway maintenance costs.
Staffing
The Public Works Department is supported by 56 full-time staff with 28 in the Wastewater Division, 23 in the Field Services Division and 5 in the Engineering Division Service Level Changes
FY2022-23 budget includes a new Assistant/Associate Wastewater Engineer to help deliver the proposed larger Wastewater Capital Improvement Program. Also, a part-time Operator in Training has been added to help with the Collection System workload.
Budget Highlights / Summary of Changes
In addition to the above noted service changes, staff reclassifications were made to reflect higher level work tasks staff was working on and to allow for staff retention. The budget changes include new Assistant/Associate Wastewater Engineer for $201,389, a new Operator in Training for $35,000, reclassifying Senior Engineer to Wastewater Engineering Manager for $9,534, reclassifying Associate Engineer to Project Manager - $12,050, Reclassifying of Ranger to Lead Ranger for $5,693 and restoring an annual contribution to the Vehicle Replacement Fund of $100,000.
Engineering Division
Mission
The mission of the Engineering Division is to protect public health and safety, and improve the quality of life of residents and visitors by ensuring safe and functional infrastructure and traffic flow. The division manages public and private work in the City right of way and ensures work meets all applicable local, state and federal regulations and laws.
Description
The Engineering Division is responsible for providing land development review services for private development, issuance of applicable permits, assisting with environmental review, coordination with other divisions, consulting engineers, and other utility providers in the design and construction of new and public and privately funded projects and infrastructure. The division serves as lead on the preparation of studies and master plans of the City’s streets, buildings, parks, trails, sewage, and drainage systems. The division is responsible for the implementation of the capital improvement program, which include acquisition and compliance with state and federal grant projects. The division provides administrative services to the City’s Beautification Advisory Commission, provides technical expertise to the public and other City departments and the Council and manages the City’s solid waste franchise agreement. The division provides administration services to the City’s Beautification Advisory Committee.
Field Services Division
Mission
The mission of the Field Services Division is to proactively maintain and enhance City streets, parks, trails, beach areas, storm drain systems and other infrastructure for continued functionality and safe operational use and to comply with local, state and federal laws. The division also maintains the City’s vehicle fleet.
Description
The Field Services Division provides cost-effective and timely maintenance of City infrastructure.
This includes road and storm drain maintenance, creating new and replacing existing street signs, sidewalk/curb and gutter maintenance, vegetation management and management of the City’s urban forest, review of private heritage tree removals, park, beaches, building maintenance and repair and other City owned infrastructure. The division responds to emergencies within the City by assisting Police and Fire with disaster response and takes the lead on responding to emergencies as needed. The division works closely with the Engineering division and other department personnel to address repairs and facilities and identify larger projects to be included in the Capital Improvement Program. The division provides the staff liaison to the Beautification Advisory Committee.
Wastewater Division
Mission
The mission of the Wastewater Division is to maintain, manage, replace and upgrade the City’s sewer collection system, pump stations and the Calera Creek Water Recycling Plant. The division ensures compliance with local, state and federal laws, and ensures functionality of the system and safe operation. The division manages flows through high rain events and works closely with the Engineering division and other department personnel to identify larger projects to be included in the Capital Improvement Program.
Description
The Wastewater Division provides cost-effective and timely maintenance of City sewer collection system, pump stations and the sewer treatment plant. Work includes cleaning operations, USA marking for other utility work and quarterly reporting to regulatory agencies on system condition.
The division works with engineering to develop capital improvement programs related to the system and with North Coast County Water District on distribution of recycled water. The division responds to emergencies and work with residents on their sewer lateral needs and on administration of the Sewer lateral Grant Program. The division provides technical expertise to the public and other divisions.
Fiscal Year 2021-2022 Accomplishments (department-wide) • Inspected 21,000 LF of sanitary sewer and 320 LF of sewer laterals. • Maintained 37 buildings, 16 parks/playgrounds, 90 centerline miles pf streets and 63,000 LF of creeks and drainage ditches.
• Processed 490 encroachment permits and 120 building permits. • Completed 5-year Sewer Rate Study and Fee Increases and Collection System Master Plan Update.
• Finalized Civic Center design and awarded construction contract. • Awarded $2.25 million in grants for Manor Drive Overcrossing, Pier Handrails and Esplanade/Palmetto Bicycle and Pedestrian Improvement Project. • Completed construction of the FY 20-21 & FY 21-22 Pavement Resurfacing and ADA Ramp projects.
• Delivered 9 million gallons of recycled water to North Coast County Water District.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• Complete City Heritage Tree Ordinance.
• Begin Urban Forest, Land and Vegetation Management Plan. • Complete Storm Drain Master Plan.
• Award Design Contract for Wastewater Ultraviolet Disinfection System. • Complete CCWRP Photovoltaic System Improvement Project. • Complete Pier Handrail Repair Project.
• Complete Anza Pump Station Repair Project.
• Complete FY 22-23 Pavement Resurfacing and ADA Ramp projects.
CITY OF PACIFICA
Parks, Beaches & Recreation
Parks, Beaches and Recreation
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Parks, Beaches & Recreation Department
Mission
Working together to build a healthy, inclusive, connected community through positive social and recreational experiences.
Description
The Department is made up of support/administrative services and three main program divisions that provide recreation and human services to the community. These divisions are Recreation, Child Care and Senior Services. The Department also has very robust Senior and Youth volunteer programs.
Service Priorities
• To provide quality recreation and human services to individuals and families. • To promote healthy activities and lifestyles through department programs and activities as well as in the parks, beaches, and outdoor City recreational facilities. • To create opportunities for community engagement through recreation and human service programs.
• To collaborate with local and regional partner agencies for the benefit of our participants and the community.
• To maintain strong volunteer programs, particularly for youth and seniors, for service and connection to the community.
• To provide inclusive programming which encourages participation by all in a fun and safe environment.
Staffing
Department staffing includes 28 full-time positions: 1 Parks, Beaches, and Recreation Director, 1 Recreation Manager (vacant), 2 Supervisors (1 Child Care and 1 Food/Senior Services Supervisor), 1 Child Care Assistant Supervisor, 2 Recreation Coordinators, 6 Child Care Site Coordinators, 3 Senior Services Coordinators (Programs, Community Services/Meals on Wheels, Food/Chef), 1 Transportation Specialist, 2 Recreation Specialists, 9 Lead Teachers, and currently approximately 65 part-time staff.
Service Level Changes
Since 2020 following the initial shutdown due to COVID-19, as well as more recently in 2021, the Department has been making efforts to reopen activities, programs, and services as state and local health guidelines have allowed. This effort will continue in 2022-2023 with increased recreation, senior, and aquatic program offerings, bringing back most special events, and the increased enrollment of participants from our Child Care waiting list.
Budget Highlights / Summary of Changes
To accommodate the increase in enrollment, Child Care Services will need to hire three full-time teacher positions (approved by Council pre-pandemic). Changes to the management of this division are recommended, which will support the operational side of the program, support the administration, help with project management and leadership responsibilities, in addition to creating development opportunities and succession planning through reorganization and reclassification. These changes are offset by revenues that will be realized due to the increased enrollment of participants. In addition, reclassification in the Recreation Division is recommended to strengthen the management of the department/division and promote succession and retention.
Fiscal Year 2021-2022 Accomplishments
• Continued to provide (and restart as able) programs, activities, and services, during the pandemic while adhering to health and safety guidelines. • Successfully guided the Surf Camp/School Advisory Task Force process in which, after ten months of meetings and work, permitting policy recommendations were presented to the Parks, Beaches, and Recreation (PB&R) Commission and subsequently approved and adopted by the City Council.
• Submitted a Coastal Development Permit (CDP) application to the Coastal Commission for the Surf Camp/School recommendations and provided multiple responses to requests for additional information.
• Filled seven full-time department vacancies.
• In partnership with the Public Works Department, began implementation of the next phase of the Playground Improvement Program - the Priority Parks Project - which will include neighborhood outreach, public meetings, PB&R Commission engagement, ending in the renovation of four parks playground areas.
• Worked with the Pacifica Bike Park Committee (PBPC) to create a survey for the community to receive input on the concept of a Bike Park in Pacifica. Staff also guided PBPC through the process of bringing this item to the PB&R Commission and City Council. The Commission voted to recommend to Council approval of the concept of a bike park in Pacifica at the lower Frontierland Park location.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• Implement new surf camp/school policies – including the creation of announcement, review process, applicant selection, and overall administration and review of the program. • Evaluate the existing registration software program to determine whether desired improvements/upgrades can be made to the existing system or if a new vendor will be chosen.
• To provide development opportunities for staff through training, workshops, and job assignments to strengthen the department workforce.
• Continue the work of reopening and in some cases, reimagining our programs. • Implement a compost/food waste program at the Community Center to reduce the impact on our landfills and the environment.
• To bring back Department-sponsored special events that were cancelled/postponed due to COVID-19.
• To work with Sea Valor on the proposed location of Lifesaving Buoys for the placement at Pacifica beaches, which includes creating and submitting a CDP application to the Coastal Commission.
• To work with the PBPC on the next steps of realizing a bike park for Pacifica.
Child Care Services
Mission
We strive to provide quality child care for the families of Pacifica. Our program utilizes a developmentally appropriate curriculum and practices in a warm, caring, and safe environment to enhance each child's physical, social, intellectual, and emotional development.
Description
City of Pacifica Child Care Services is licensed by the State of California Department of Social Services to provide before and after-school care for children ages 5-13 years old at four elementary school sites and preschool services for children ages 3-5-year-old at five sites in Pacifica.
Service Priorities
• Provide school-age and preschool services to Pacifica residents and surrounding communities in a caring, healthy, and safe environment that stimulates cognitive and socioemotional development.
• Provide Child Care services for families from all social and economic backgrounds so their children will be given the best start to their lives.
• Educate, care for, and ready the children in our program for their future as good and responsible citizens.
• Provide and expand enrichment activities for all enrolled children. • Expand the recruitment and retention efforts to employ qualified and effective Child Care employees.
Fiscal Year 2021-2022 Accomplishments
• Received $1,480,423 in local, county, state, and federal grant dollars used to offer quality, free, and reduced cost Child Care programs for Pacifica youth, which supported families so they could continue to afford to live in Pacifica and surrounding cities. • Received $24,600 in Quality Rating Improvement System (QRIS) funding allowing the program to purchase PPE supplies, classroom supplies, and other misc. Items as needed. • Received $8,000 from Pacificans Care to help pay for Child Care distance learning supplies. • Awarded a San Mateo County Grant for Summer Enrichment activities and supplies in the amount of $50,000.
• Applied for and received $60,000 in ARPA funds to fund PPE supplies and expenses related to COVID.
• Expanded enrollment with larger ratios under Public Health orders during COVID-19, providing Child Care services for more families.
• Participated in regular meetings with Pacifica School District to share information, and resources, collaborate with, and strategize regarding Child Care services and responses to COVID-19.
• Provided classroom instruction assistance for enrolled children during their Zoom school lessons and homework times.
• Continued to simultaneously provide in-person instruction, distance learning and virtual camps for children who were Sheltering in Place.
• Provided continuing trainings for staff covering COVID-19 and general health and safety topics.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• Re-establish pre-pandemic numbers by enrolling 75-100 additional children. • Recruit and hire City Council-approved full-time, (3) Lead Teacher positions to support the increased enrollment numbers.
• Hire and retain additional part-time staff to reduce staff-to-children ratios and offer program support.
• Reconvene Parent Action Committee (PAC) meetings to strengthen the communication once again between program administration and families. • Reopen Vallemar State preschool to provide additional preschool services at the south end of town.
• Continue to provide and expand professional development activities, both individually and as a group, focusing on children's learning and social deficits as related to the pandemic.
Recreation Services
Mission
The Recreation Division is devoted to providing and offering fun, safe, healthy, and diverse activities for people of all ages.
Description
The Recreation Division administers year-round and special event programs that include youth programming, toddler through adult recreation classes, aquatics programming, and facility reservations, in addition to participating in community outreach.
Service Priorities
• Provide and expand quality year-round swimming lessons for all ages, contributing to a watersafe community. • Provide clean, safe, and well-maintained facilities (pool, Community Center) for all to enjoy. • Train confident staff that take preventive measures so incidents and accidents don't happen. • Provide safe, healthy, engaging, and quality recreation, aquatic classes, and special event program, classes, and activities for individuals and families.
Fiscal Year 2021-2022 Accomplishments
• Offered 42 hours of adult lap swimming per week (one of only two Peninsula public pools to do so).
• Offered adult water Polo 40 Sundays throughout the year with over 500 drop-in participants. • Hosted three sanctioned United States Swimming Association swim meets and one Regional All-Star swim meet.
• Helped to coordinate the transition of the Community Center into the Community/Civic Center.
• Reopened Community Center facility safely post-shutdown after an 18-month closure. • Taught three American Red Cross Lifeguarding Courses with 22 participants. • Entered into an agreement for usage of the pool with the Pacifica Sea Lions Aquatic Club, passing control of the team over to the club.
• Successfully organized the 3rd annual Reverse Spring Egg Hunt parade/caravan. • San Francisco Marionettes, an Artistic Swimming group (previously known as synchronized swimming) began practicing/renting the Jean E. Brink Pool twice a week (the deepest indoor pool for them to use in the San Francisco Bay Area).
• Coordinated and implemented a scaled-down version of the Elf Market, including the Here Comes Santa Claus parade/caravan (2nd year).
• Trained 39 Public Works Department employees from Wastewater, and Parks and Streets Divisions in American Red Cross Adult CPR/AED/First Aid lifesaving skills add to workplace safety.
• For the second consecutive summer, the Adventure Camp program was hosted at the Community Center due to COVID, providing fun and educational, recreational experiences to approximately 60 children per week.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• To re-establish summer recreation swim for the youth as year-round lessons. • Hold three weeks of Wet and Wild Water Camp for the youth. • Bring back the Pool Party Program.
• Increase as many Adult Lap Swim Hours as possible.
• Return of two Dive in Movies at the pool.
• Once again, host an annual Aquatic Pumpkin Patch.
• Return of pre-pandemic staffing to reopen remaining programs. • Co-host a Beach Safety Day with Hawaii Eco Divers.
• Increase contractual class offerings.
• Bring back and increase Community Center rentals as feasible. • Hold fun, safe, and engaging special events – including the 4th of July Rocket Run and family festivities, Fun Fest and Fog Jog, Halloween, Holiday Extravaganza and Egg Hunt.
Senior Services
Mission
The Senior Services Division works to be the community focal point for seniors' quality of life. We are committed to improving life for older adults through the development and coordination of programs and services that reduce isolation, promote socialization, and encourage independence and overall well-being for seniors, their caregivers, and the community.
Description
A multi-purpose senior center, which operates Monday through Friday providing Congregate Nutrition Lunch Program, Meals on Wheels, Transportation, Information and Referral Services, and approximately 40 weekly classes, numerous social groups, clubs, activities, and resources for seniors.
Service Priorities
• Provide nutritional support to homebound seniors through Meals on Wheels (MOW). • Provide nutritious in-person congregate meals that allow people to socialize while eating, and to enjoy quality entertainment.
• Make available quarterly nutritional trainings held by a certified/licensed Dietician during congregate lunch.
• Promote a safe, welcoming environment for seniors to socialize with each other while eating, exercising, or playing.
• Make available information and referral resources and services for seniors. • Provide transportation for seniors with home-to-center bus service or around town through our Connect a Ride (CaR) program with Serra Cab.
• Provide senior members the opportunity to volunteer at center programs and activities.
Fiscal Year 2021-2022 Accomplishments
• Senior Services successfully reopened on September 1, 2021, after being shut down for 18 months. Much loved programing and activities returned and were well attended even with mask mandates. In person dining was added to the service options for Seniors, with Grab and Go and Meals on Wheels continuing.
• Navigated through the move of Civic Center operations to the Community Center with minimal impact to Senior Services programming.
• Seniors in Action (SIA) reached 650+ members. CaR program reached 360+ participants. • Held in-person volunteer appreciation (first in two years) event for approximately 90 volunteers.
• Added additional MOW route to accommodate increase in participants. • Filled two vacant positions, Food Services Coordinator and Community Services Coordinator, and hired the newly created Transportation Specialist position which was approved right before the shutdown in March 2020 due to COVID-19.
Fiscal Year 2022-2023 Goals / Strategic Priorities
• Bring back Night Out on the Town dinner for homebound MOW clients. • Explore new fundraising opportunities to expand opportunities for supplemental funding of existing programs.
• Work with the Seniors in Action (SIA) council on restructuring to make them a more cohesive part of the senior center by establishing goals and objectives each year, which will help to create a stronger sense of purpose for the Council.
• Collaborate with partner agencies in San Mateo to add more dimension to the Senior Center - One Step Beyond Adult Day Center, SFSU Nursing program, Unitek Nursing program. • Renew and update equipment and facilities such as the bocce ball court, bingo table and landscaping around the outside of the center.
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City of Pacifica
FY 2022‐23 Adopted Budget
General Fund Revenue by Department
Departments
2019-20 Actual 2020-21 Actual 2021-22 Amended
Budget
2022-23 Adopted
Budget
Fire Dept $ 477,393 $ 1,081,594 $ 977,961 $ 421,000
General Government $ 29,214,085 $ 30,274,707 $ 34,851,598 $ 38,408,812 PB&R $ 3,574,145 $ 2,205,441 $ 4,060,282 $ 4,399,282
Planning $ 1,477,994 $ 1,926,209 $ 2,339,201 $ 3,180,869 Police Dept $ 507,541 $ 572,027 $ 504,473 $ 506,800
Public Works $ 322,065 $ 360,944 $ 359,728 $ 358,500
Total General Fund Exp. $ 35,573,224 $ 36,420,923 $ 43,093,242 $ 47,275,263 $‐
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
Fire Dept General
Government
PB&R Planning Police Dept Public Works
City of Pacifica
FY 2022‐23 Adopted Budget
General Fund Revenue By Department
2019‐20 Actual 2020‐21 Actual 2021‐22 Amended Budget 2022‐23 Adopted Budget City of Pacifica
FY 2022‐23 Adopted Budget
General Fund Expenditures by Department
Departments
2019-20 Actual 2020-21 Actual 2021-22 Amended
Budget
2022-23 Adopted
Budget
Fire Dept $ 6,242,383 $ 6,983,578 $ 7,541,377 $ 7,821,755 General Government $ 4,658,246 $ 5,024,509 $ 5,469,351 $ 7,264,434 Non Departmental $ 2,044,736 $ 2,976,590 $ 6,010,965 $ 4,524,681 PB&R $ 4,853,334 $ 4,384,857 $ 5,068,645 $ 5,658,925
Planning $ 2,575,058 $ 2,409,539 $ 4,045,777 $ 5,394,439 Police Dept $ 10,042,906 $ 10,114,604 $ 10,792,423 $ 11,506,318 Public Works $ 3,622,793 $ 4,313,018 $ 4,825,068 $ 5,101,675 Total General Fund Exp. $ 34,039,456 $ 36,206,694 $ 43,753,606 $ 47,272,227 $‐
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
Fire Dept General
Government
Non
Departmental
PB&R Planning Police Dept Public Works
City of Pacifica
FY 2022‐23 Adopted Budget
General Fund Expenditures By Department
2019‐20 Actual 2020‐21 Actual 2021‐22 Amended Budget 2022‐23 Adopted Budget
CITY OF PACIFICA
Enterprise Funds
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Enterprise Funds
Enterprise Funds are used to account for services that are financed and operated in a manner similar to private business enterprise. The intent of the City is that the costs of providing the services to the general public on a continuing basis be financed primarily through user charges.
SEWER OPERATING/CAPITAL (Fund 18/34)
The Sewer Operating/Capital Fund is a restricted
fund. The fund accounts for the provision of sewer
services to residents and businesses of the City. All
activities necessary to provide such services are
accounted for in this fund including, but not limited to, administration, operations, capital improvements,
maintenance,
financing, billing and
collections.
Goals and Objectives
Protect the health and welfare of the
community by ensuring the continuous uninterrupted
operation of wastewater collection and transmission
systems to every extent possible to meet all Federal,
State and local standards.
Provide appropriate and economical
maintenance and repair of the wastewater collection
and transmission system and its appurtenances.
Fund the cost of collection and transmission of the wastewater system. Continue to repair and improve damaged or substandard sections of the sanitary sewer system to ensure proper operating conditions by using a program that provides cleaning, preventive
maintenance, and repair of the system.
Provide expedient response to emergency
situations.
Replace sewer collection lines that have
infiltration or damage, and ensure integrity of
the sewer collection system.
Conduct an annual review of the capital
needs and sewer rates to ensure adequate
resources are available to fund requirements.
BEACH PARKING FUND (Fund 35)
The Beach Parking Fund was established in
August 2013. It is unrestricted fund that accounts
for the provision of beach parking services to
residents and visitors of Pacifica and includes all
revenues and expenses associated with the
administration, operations, capital improvements,
maintenance, billing and collections related to
Beach Parking program.
Goals and Objectives
Maintain operational and user-friendly Beach parking system Ensure smooth operation of the fund based on fees collected from users and all proceeds from these operations are reinvested back into the community in the form of improving the Parking System and health, safety and welfare of the community.
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Special Revenue and Capital Funds
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Special Revenue and Capital
Project Funds
Special Revenue Funds and Capital Project Funds are used to account for the proceeds of specific revenue sources that are legally or contractually restricted as to their use in most instances.
In most cases these funds cover Capital Improvement Program projects for infrastructure improvements and maintenance. The capital improvement projects that are funded in FY 2022-23 are detailed in a separate Five Year Capital Improvement Program budget document.
SUPPLEMENTAL LAW ENFOCEMENT SERVICES (SLEFS) FUND (FUND 07) The SLES Fund (Fund 7) is a restricted fund that was
created to account for revenues and expenditures
associated with money allocated by the legislature to all cities and counties throughout the state to supplement
front line law enforcement services.
Goals and Objectives
Ensure these valuable special resources are
used to supplement local law enforcement efforts in
the community.
STREET CONSTRUCTION FUND (FUND 09)
The Street Construction Fund is a restricted
fund. The fund accounts for the expenditures
made for streets and roads and is funded by
grants and other special revenues including
development impact fees and Measure A and
W transportation related local funding.
Goals and Objectives
Maximize use of Federal, State, County
and local government agency grants.
Implement programs that are defined to
meet needs for improved infrastructure.
GAS TAX MAINTENANCE FUND (FUND 10)
The Gas Tax Maintenance Fund is a restricted fund. Gas tax revenue is allocated to cities from the State in accordance with the Streets and Highways Code sections 2103, 2105, 2106, and 2107, and SB1 funding. The City uses these tax proceeds mainly for streets and road maintenance and minor improvements.
Goals and Objectives
Maintain City streets and roads, including gutters and sidewalks, in accordance with the City’s
Pavement Management
Program.
Give priority to the safety
of the public who use the City’s
streets, roads, and sidewalks.
HIGHWAY 1 IMPROVEMENT (Fund 12)
The Highway 1 Improvement Fund is a restricted fund. This fund is financed by traffic impact mitigation fees as outlined in the Pacifica
Municipal Code (Section 8-15.01 to Section 8-15.06 and
are used for capital improvements to Highway 1.
Goals and Objectives
Maximize utilization of Federal, State, County and
local governmental agency grants.
Recover costs associated with development.
Implement programs that are defined to meet
needs for improved infrastructure.
MANOR DRIVE IMPROVEMENT (Fund 14)
The Manor Drive Improvement Fund is a restricted fund. This fund was established to account for the Manor Drive/Palmetto Avenue/Oceana Boulevard intersection construction and is financed by traffic impact mitigation fees as outlined in the Pacifica Municipal Code (Section 8-18.01 to Section 8-18.06).
Goals and Objectives:
Maximize utilization of Federal, State, County
and local governmental agency grants.
Recover costs associated with development.
Implement programs that are defined to
meet needs for improved infrastructure.
AIRCRAFT NOISE PROJECT (Fund 15)
The Aircraft Noise Project Fund is a restricted fund. This fund was established to record the financial transactions of an Aircraft Noise Abatement Project funded with Federal and San Francisco Airport grants.
Goals and Objectives:
Maximize utilization of Federal, State, County
and local governmental agency grants.
Implement programs that are defined to meet
needs for improved infrastructure.
NPDES STORMWATER (Fund 16)
The NPDES (National Pollution Discharge Elimination
System) Stormwater Fund was established in fiscal
year 1994-95 to account for revenues and
expenditures associated with Federal and State
mandated stormwater operations.
Goals and Objectives
Ensure City complies with the Federal and
State Storm water permits.
PLANNED LOCAL DRAINAGE (Fund 19)
The Planned Local Drainage Fund is a restricted fund. Revenues are derived from fees levied on new construction in local districts. Funds can be utilized only for the drainage system in those particular districts.
Goals and Objectives
Recover storm drain mitigating costs
associated with developments.
Ensure proper draining infrastructure in
each local district.
GENERAL CAPITAL IMPROVEMENT (Fund 22)
The General Capital Improvement Fund is an unrestricted fund. The General Capital Improvement Fund is used to account for revenues derived from fees and apportionments from General Fund to be used for the acquisition, construction, and improvement of major capital facilities and technology projects of the City.
Goals and Objectives
Provide funding for CIP projects from the General Operating Fund (Fund 01). Provide unrestricted funds for a variety of desired Capital projects.
FRONTIERLAND REMEDIATION (Fund 23)
The Frontierland Park fund restricted fund. The fund
accounts for a remediation fee, which is used by the City to fund remediation efforts related to the closed landfill site at the Frontierland Park location. Recology of the Coast, the City’s recyclable/organic materials and solid waste collection franchisee pays the City a remediation fee of $6,250 per month ($75,000 annually).
Goals and Objectives
Maintain remediation efforts for closed landfill site.
HOUSING IN-LIEU FUND (Fund 24)
The Housing In-Lieu Fund is a restricted fund. The City receives funds for Housing InLieu fees from new developments. These funds are used for the development of affordable housing
programs in the City.
Goals and Objectives
Develop a plan to institute affordable
housing programs.
Provide affordable housing programs that
meet statutory requirements and the needs of the
community.
PARKING IN-LIEU FUND (Fund 25)
The Parking In-Lieu Fund is a restricted fund. The City receives funds for Parking In-Lieu fees from new
developments. These funds are used for the development
of Parking projects in the City.
Goals and Objectives
Set fees and collect appropriate amounts
necessary to help fund City parking projects.
Develop and implement plans needed to mitigate
the lack of onsite parking on new development and meet the parking needs of the community.
PARK IN-LIEU – CAPAITAL IMPROVEMENT FUND (Fund 26)
The Park In-Lieu – Capital Improvement Fund is a
restricted fund. The City accounts for capital projects funded with Park In-Lieu fees.
Goals and Objectives
Develop plans for park improvements.
Provide park improvements that meet the needs
of the community.
ROY DAVIES TRUST FUND (Fund 27)
The Roy Davies Trust Fund is a restricted fund. This fund was established in 2006 to account for a $3.9 million donation by a private individual which is restricted for specific purposes. The funds are to be used to help acquire, build, remodel, improve, support, and maintain the equipment, buildings, grounds, yard, gardens, and landscaped areas of the various parks, beaches, and
recreational area located in Pacifica, to
conduct related educational and recreational
programs for the benefit of the general public.
Use of the donation principal requires a 4/5
City Council majority approval.
Goals and Objectives
Develop plans for improving the parks,
beaches, and recreational areas in the
City.
Provide education and recreational programs for the benefit of the community.
Park, Beaches and Recreation (PB&R) Special Revenue (Fund 28) The PB&R Special Revenue fund is a restricted fund.
This fund was established to account for various
donations specifically designated for Park, Beaches and Recreation activities.
Goals and Objectives
Maximize utilization of donations for Park,
Beaches and Recreation activities.
PACIFICA LIBRARY FUND (Fund 31)
The Pacifica Library Fund is a restricted fund. This fund is used to track sources, such as grants and uses of funds related to the
construction of Pacifica’s Library.
Goals and Objectives
Develop plans for library improvements.
Provide Library improvements that meet
the needs of the community.
DISASTER ACCOUNTING FUND (Fund 38)
The Disaster Accounting Fund is a restricted fund. This fund was established to account for all revenues received and expenditures incurred due to natural and man-made disasters.
Goals and Objectives
Provide City Staff with project accounting
numbers to properly track and account for the cost
of disasters.
To maximize Federal and/or State
assistance and reimbursement eligibility.
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CITY OF PACIFICA
Internal Service Funds
THIS PAGE IS INTENTIONALLY
BLANK
Internal Service Funds
Internal Service Funds are used to account for the financing of goods or services provided by one department to other departments for the City on a cost-reimbursement basis. The six Internal Service Funds are: Fire Equipment Fund, Dental Plan SelfFunded Dental Plan, Workers Compensation Self-Insurance Fund, Liability SelfInsurance Fund, Motor Pool Operations Fund and Motor Pool Replacement Fund.
FIRE EQUIPMENT FUND (Fund 08)
The Fire Equipment Fund is an unrestricted fund. It
covers the cost of replacement of fire department small equipment needs. Revenue for this fund is derived from
internal service charges to City departments.
Goals and Objectives
Provide timely replacement of fire department small
equipment as necessary.
SELF-FUNDED DENTAL PLAN AND SELF-INSURANCE FUNDS (Fund 65, 66, 67) The Self-Funded Dental Plan Fund (65)
and Self Insurance Funds (66 and 67)
are unrestricted funds. City of Pacifica
established these funds to cover
Employee Dental Insurance, Workers'
Compensation, General Liability,
Property, and Automobile Liability
Insurance. Expenses are restricted to
payments of claims, the premium for
umbrella insurance, administration
costs, and expenditures relating to the
Safety Committee.
The City is a member of the Pooled Liability Assurance Network (PLAN) Joint Powers Authority for Liability and Property coverages.
The allocation methodology for this fund passes on all expenses to the funds and departments that incur the liabilities. The fund will maintain a reserve balance to mitigate potential future claims.
Goals
Proactively reduce risk exposure and reduce liability, workplace injuries and insurance costs.
Maintain appropriate levels of insurance coverage.
Train staff on risk management operational best practices, safety in workplace and maintenance operations.
Mitigate potential risk and build contingent loss reserves.
MOTOR POOL OPERATIONS AND REPLACEMENT FUNDS (Funds 71 & 72) The Motor Pool Operations Fund (71) and Replacement Fund (72) are unrestricted funds. These funds support the day to day operation and maintenance of city vehicles and equipment. This fund pays for fuel costs, scheduled maintenance, repairs, body work, and other mechanical and electrical
work on city vehicles and equipment.
Additionally, these funds pay for the
purchase of replacement of vehicles and
equipment. Money is collected from city
departments assigned with vehicles and
equipment to support this fund.
Goals
Properly maintain City Vehicles
Provide timely replacement of City
Vehicles
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CITY OF PACIFICA
Debt Service Funds
Debt Service Fund
DEBT SERVICE FUND (FUND 40)
The Debt Service Fund is a restricted fund. This fund is used to account for the payment of principal and interest on long-term debt of the City. They are also used to maintain cash reserves as required under debt covenants.
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CITY OF PACIFICA
Supplemental Information
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Revised Repayment Plan for the General Fund ‐ Wastewater Enterprise Loan
ABC D E
Year Balance Payment
New Balance
(A ‐ B)
Interest on New
Balance
(C x .5%)
Revised Balance
(C + D)
2017‐18* 2,138,074 $ $ (170,682) $ 9,836.96 1,967,393 $ 1,977,230 $ 2018‐19 1,977,230 $ $ (146,817) $ 9,152.07 1,830,413 $ 1,839,565 $ 2019‐20 1,839,565 $ $ (360,000) $ 7,397.83 1,479,565 $ 1,486,963 $ 2020‐21 1,486,963 $ $ (400,000) 5,434.81 1,086,963 $ 1,092,398 $ 2021‐22 1,092,398 $ $ (400,000) $ 3,461.99 692,398 $ 695,860 $ 2022‐23 695,860 $ $ (400,000) $ 1,479.30 295,860 $ 297,339 $ 2023‐24 297,339 $ $ (297,339) $ ‐ Totals $ (2,174,837) $ 36,762.95
*Original Balance (includes Interest)
This repayment plan was approved by the Pacifica City Council on June 23, 2014 and revised on June 24, 2019. Repayment of this advance began in 2017‐18 and conclude in 2023‐24. _, 11, P,1c1.'/.-
., h (' ('-
v 7
CITY OF PACIFICA
ADMINISTRATIVE POLICY
FUND BALANCE COMMITMENT POLICY
No.
76A
DATE ISSUED:
02/89; 11/94; 12/96, 06/13
REV 05/18
It is the policy of the City of Pacifica to establish the procedures for reporting unrestricted fund balance in the General Fund financial statements. Certain commitments and assignments of fund balance will help ensure that there will be adequate financial resources to protect the City against unforeseen circumstances and events such as revenue shortfalls and unanticipated expenditures.
The policy also authorizes and directs the City Manager or his designee to prepare financial reports which accurately categorize fund balance as per Governmental Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions.
The City has established certain fund balance commitments to protect the City against unexpected interruptions in revenues, vulnerability of State actions, adverse economic conditions, unpredictable one-time costs, and exposure to natural disasters and emergencies. The committed fund balance classification includes amounts that can be used only for the specific purposes imposed by formal action of City Council. The following fund balance commitments shall be maintained by the City:
1. General Fund - Fund Balance Commitment
The City shall work to achieve a fund balance commitment of 10% of General Fund expenditures. As part of each budget cycle, the City Council will evaluate any additional revenue generated over the prior year and will consider committ ing additional revenue to fund balance commitments. The Council also may consider allocating additional revenue to economic development projects that will generate additional revenue. At the time that 10% is attained, the City Council will review the goal of 10% and consider increasing the fund balance commitment goal.
a) Two-thirds (66.67%) of this fund balance commitment shall be available for situations of extreme physical or financial emergency and as a funding source for interfund loans and other loans or advances from the General Fund, as approved by Council.
Such loans and advances should accrue interest earnings for the General Operating 90 Fund and include principal repayment to the extent possible. b) One third (33.33%) of this fund balance commitment shall be the economic contingency fund balance commitment for unexpected interruptions in cash inflows to the City. Economic contingencies may occur as a result of the State holding back on or altering tax disbursements, loss of sales tax receipts from major retailers moving out of the City, or a significant economic slowdown. This fund balance commitment will be utilized to cover the City's expenditures until a solution to the shortage is found.
2. Facility Maintenance and Replacement Fund Balance Commitment, with an initial deposit of $150,000, shall be used for future city facility relocation, reconstruction, or emergency repair projects authorized by the City Council. To the extent possible, General Operating Fund carryovers remaining from the end of the fiscal year, not designated for other fund balance commitment purposes, may be applied to this fund balance commitment. The level of annual deposits into the fund balance commitment will be determined during budget review each year, with the goal of being $100,000/year at a minimum.
3. Compensated Absences Fund Balance Commitment, with an initial deposit of $200,000, shall fund the disbursements of separated or retired employees for accrued vacation and sick-leave. This fund balance commitment shall be funded with the goal of attaining a balance sufficient to fund the accrued liabilities of the City for compensated absences such as vacation and vested sick leave. Therefore, a minimum annual deposit equal to 10% of the ending Compensated Absences balance for Governmental Activities as reported in the Comprehensive Annual Financial Report for the prior fiscal year shall be made to this fund balance commitment. This fund balance commitment requirement and annual deposits shall be reviewed annually.
Appropriation/Expenditure of Fund Balance Commitment Funds A majority vote of the whole City Council is required for any appropriation and expenditure of funds from the fund balance commitments noted above.
This policy is in place to provide a measure of protection for the City against unforeseen circumstances and to comply with GASB Statement 54. No other policy or procedure supersedes the authority and provisions of this policy. 91 Attachment 4
City of PacificaProposed Capital Projects 2022-23
Project Project Number FY 2022‐23 Allocation FY 21‐22 Rollover Funds Total Available Funding Source(s) Notes Fund Reserves Fund 1 ‐ GF Fund 9 ‐ Street Construct. Fund 14 ‐ Manor Drive Fund 16 ‐ NPDES Fund 19 ‐ Drainage Fund 26 ‐ Park In‐ Lieu Fund 27‐ Roy Davies Fund 34 ‐ WWTP Fund 38 ‐ Disaster Acct. Measure A Grants,
Revenues,
and
Insurance
Reimb
Long‐Term Trash Load Reduction 52516 40 $ $ 40 NPDES & Grant 40$ San Pedro Creek and Pacifica State Beach Total Maximum Daily Load (TMDL), Monitoring Plan and Best Management Plan 867145 51 $ $ 51 NPDES & Grant 41$ 10 $Manor Drive O/P Improvements 0029 3,000 $ $ 3,000 Manor Drive & Grant 300$ 2,700 $ New Pacifica Library 0229 34 $ $ 34 Measure A 34 $ Parks, Beaches and Trail Signage Improvements 0262 5 $ 5 $ $ 10 Roy Davies 5 $ Storm Drainage Master Plan Update 0286 100$ $ 100 Drainage Beach Boulevard Infrastructure Resiliency Project 0292 1,700 $ $ 1,700 Projected Grant 1,000 $ 700 $ Community Center HVAC Upgrade 0294 155$ $ 155 ARPAThe Sharp Park Priority Development Area (PDA) Access Resurfacing Project 0298 1,000 $ $ 1,000 Steets & Projected Grant 200$ 800 $ Civic Center Evaluation & Remediation 0302 11,849$ $ 11,849 MultipleBeach Boulevard Public Plaza Project 0304 50 $ 30$ $ 80 GF Cash Bal 20$ 30 $ Financial / HR Software 0306 382$ 368$ $ 750 GF Cash Bal 382$ Adobe Bridge Rip Rap Repair 0309 100$ $ 100 GF Cash Bal Pier Handrail Repair Project 0310 960$ $ 960 Diaster Acct Fund & Grant 200 $ 760 $ FY 2022‐23 Pavement Resurfacing Project 0318 1,500 $ $ 1,500 SB 1, Measure W & A 251$ 1,249 $ Playground Equipment Improvement (formerly Parks & Recreation Projects) 0319 1,340 $ $ 1,340 Roy Davies & Park In Lieu 300$ 1,040 $ San Pedro Creek Bank Stabilization Project (Design Phase) 0320 180$ $ 180 GF Cash Bal 180$ Esplanade & Palmetto Bicycle Lane Project 0321 372$ $ 372 GF Cash Bal & Grant 37$ 335 $ Community Center Roof Project 0322 325$ $ 325 GF Cash Bal 325$ Oddstad Park Building Maintenance 0323 200$ $ 200 GF Cash Bal 200$ Fire Station 71 Building Maint 0324 150$ $ 150 GF Cash Bal 150$ Fairmont/Fairmont West Site Improvements 0325 130$ $ 130 Roy Davies 130 $ ADA Transition Plan Update 0326 100$ $ 100 GF Cash Bal 100$ Storm Drain Master Plan Phase 2 Inspection 0327 100$ $ 100 Drainage 100$ City Facilities WiFi Upgrade 0328 50 $ $ 50 GF Cash Bal 50$ Local Roadway Safety Plan 0329 80 $ $ 80 Streets, Grant 40$ 40 $ Fire Station 72 Emergency Signal Restoration 0330 80 $ 5 $ $ 85 GF Cash Bal 80$ Urban Forest, Land, and Vegetation Management Plans 0331 75 $ 39$ $ 114 GF Cash Bal 75$ Annual Pavement Striping & Marking Refresh Project 0332 75 $ $ 75 Streets 75$ Community Center Improvements 0333 60 $ $ 60 GF Cash Bal 60$ Fire Station 71 Carpet and Flooring 0334 60 $ $ 60 GF Cash Bal 60$ Enterprise Backup Solution 0335 100$ $ 100 GF Cash Bal 100$ School Crosswalk Beacon Replacement Project 0336 40 $ $ 40 GF Cash Bal 40$ Corp Yard Vehicle Storage Project 0337 40 $ 50$ $ 90 GF Cash Bal 40$ Police Department Radio Infrastructure Improvement 0338 10 $ 175$ $ 185 GF Cash Bal 10$ 2212 Beach Boulevard Project 0339 25$ $ 25 Needs Assessment for City Facilities (Formerly Citywide Asset Management) 0340 120$ $ 120 GF Cash Bal New ProjectsAdditional Funding Requested on ExistingPreviously Approved Projects Linda Mar Pump Station Upgrade C004B (Formerly Linda Mar Pump Station Upgrade FY 2016‐ 19) C004 590$ $ 590 WW Enterprise 590$ Collection System Projects (Formerly Collection System Project FY 2020‐23) C005 100$ $ 100 WW Enterprise 100$ Sharp Park Pump Station Facility Improvements Project C008 1,500 $ 200$ $ 1,700 WW Enterprise 1,500$ Lateral Grant Assistance C032 200$ $ 200 WW Enterprise 200$ Smoke Testing Linda Mar & Park Pacific Drainage Basins (Breakout from LM PS Upgrade Project) C038 300$ $ 300 WW Enterprise 300$ Sharp Park Pump Station Bar Screen Rebuild C039 250$ $ 250 WW Enterprise 250$ Linda Mar Pump Station ‐ Bar Screen Rebuild (Breakout from LM PS Upgrade Project) C040 150$ $ 150 WW Enterprise 150$ Rockaway PS ‐ Bar Screen Rebuild C041 150$ $ 150 WW Enterprise 150$ Linda Mar Pump Station Jockey Pump Upgrade (Breakout from LM PS Upgrade Project) C042 50 $ $ 50 WW Enterprise 50$ Digesters ‐ ATAD Modification Phase 3 P002 150$ 175$ $ 325 WW Enterprise 150$ CCWRP Pump Replacement P004 50 $ $ 50 WW Enterprise 50$ CCWRP Centrifuges P006 75 $ $ 75 WW Enterprise 75$ CCWRP SCADA and PLC Upgrade P008 573$ $ 573 WW Enterprise 573$ Calera Creek and Wetlands Maintenance P011 75$ $ 75 WW Enterprise Ultraviolet Disinfection System Upgrade P014 3,882 $ $ 3,882 WW Enterprise 3,882$ CCWRP Laboratory Room Improvement P020 25$ $ 25 WW Enterprise CCWRP Security & Gate System P022 70$ $ 70 WW EnterpriseCCWRP Blower Replacement P024 50 $ 30$ $ 80 WW Enterprise 50$ San Pedro Creek & Pacifica State Beach TMDL, BMP, Monitoring Plan P028 42 $ $ 42 WW Enterprise 42$ CCWRP Arc Flash Hazard Analysis P031 65$ $ 65 WW Enterprise CCWRP R&R Project P033 70 $ $ 70 WW Enterprise 70$ CCWRP Photovoltaic System Improvement Project P035 133$ $ 133 WW Enterprise CCWRP Process Optimization Projects P036 150$ $ 150 WW Enterprise 150$ CCWRP Electrical Condition Assessment and Improvements P037 100$ 50$ $ 150 WW Enterprise 100$ CCWRP Environmental Compliance Project P038 20 $ $ 20 WW Enterprise 20$ CCWRP Admin Building Elevator Assessment P039 40$ $ 40 WW Enterprise CCWRP Headworks Feasibility and Improvements P040 100$ 50$ $ 150 WW Enterprise 100$ CCWRP R&R Project ‐ Grit System Upgrade (Formerly Grit Classifier Upgrade) P041 150$ $ 150 WW Enterprise 150$ CCWRP R&R Project ‐ Drain Pump Station Piping Replacement P042 140$ $ 140 WW Enterprise 140$ CCWRP R&R Project ‐ Plant Effluent Pipe Line Spot Repair P043 100$ $ 100 WW Enterprise 100$ CCWRP R&R Project ‐ Sand Filter Upgrade P044 39 $ 170$ $ 209 WW Enterprise 39$ 310‐330 Esplanade Infrastructure Preservation S011 330$ $ 330 Grant 330 $ 400 Esplanade Infrastructure Preservation S015 251$ $ 251 Grant 251 $ Total 21,851 $ 14,104$ 35,955 $ 1,234$ 655$ 366$ 300$ 81$ 100$ 320$ 1,205$ 8,981$ 1,200 $ 200$ 7,209 $
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CITY OF PACIFICA
Investment Policy
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RESOLUTION NO. ________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PACIFICA ACCEPTING
ANNUAL REVIEW OF THE INVESTMENT POLICY
WHEREAS, California Code Section 53646 (a) (2) requires City Council annual review and approval of the Investment Policy; and
WHEREAS, the City’s current Investment Policy was adopted by City Council in August, 2017 and last reviewed in June, 2021; and
WHEREAS, staff has reviewed the investment policy to ensure any necessary updates have been incorporated; and
WHEREAS, there is no change in the investment policy this year; and NOW, THEREFORE, the City Council of the City of Pacifica does hereby approve the City of Pacifica’s Investment Policy with no changes for FY 2022-23 as contained in Exhibit A attached hereto.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pacifica, California, held on the 27
th day of June 2022.
AYES, Councilmembers:
NOES, Councilmembers:
ABSENT, Councilmembers:
ABSTAIN, Councilmembers:
Mary Bier, Mayor
APPROVED AS TO FORM: ATTEST
Michelle Marchetta Kenyon Sarah Coffey
City Attorney City Clerk
Investment Policy (continued)
G.2 All financial institutions and broker/dealers who desire to become qualified bidders for investment transactions must complete the Request for Information form, provide written certification of having read and agreed to abide by the City's Investment Policy and depository contracts and provide the following information:
• Audited financial statements, proof of State registration and trading resolution. • Proof of National Association of Securities Dealers (NASO) certification.
G.3 The City Treasurer, or designees, shall consider the credit worthiness of institutions. The following guidelines are recommended:
• Institution to be located in California, with total assets of at least $100 million. • Net worth of at least 3% of assets and profitable in most recent financial statement. • Foreclosure/delinquencies at or below 2% of assets and in business for 5 years. • Meet federal regulatory capital requirements.
G.4 The first $250,000 of any monies deposited with a bank or credit union must be guaranteed by the Federal Deposit Insurance Corporation (FDIC), the Federal Savings and Loan Insurance Corporation (FSLIC) or the National Credit Union Share Insurance Fund (NCUSIF). Banks, savings and loan associations, and credit unions must be able to collateralize any deposits over $250,000 (see Section I).
G.5 In selecting Security Broker/Dealers, the following guidelines are recommended:
• Financial statements to be reviewed and accepted by staff. • References to be obtained from other municipalities.
• Safekeeping arrangements made with third party correspondent bank. • Insurance provided on securities in firm's custody.
G.6 A competitive bid process will be used to place investment purchases based upon investment offerings provided by the City's list of authorized investment brokers.
G. 7 An annual review of the financial condition and registrations of qualified bidders may be conducted by the City Treasurer or designee. As part of any review performed, a current audited financial statement will be obtained for those financial institutions and brokers/dealers subject to review.
K. ETHICS AND CONFLICTS OF INTEREST (section 3F?)
K.1 Investment Officers shall not engage in any employment, activity or enterprise which is inconsistent, incompatible or in conflict with their duties under the City's Investment Policy.
Prohibited employment, activity or enterprise shall include the performance of any act other than in their capacity as an Investment Officers which may be later subject to influence, control, inspection, review, audit or enforcement by the Investment Officers or Administrative Services Department.
K.2 Investment Officers shall not conduct personal investment transactions, directly or indirectly, with individual brokers who do business with the City. Investment Officers and other employees involved with the investment process shall also refrain from other personal business activity that could conflict with the proper execution and management of the City's investment portfolio or that would impair their ability to make impartial investment decisions.
K.3 Employees and Investment Officers shall disclose any material financial interest in financial institutions that conduct business within the City's jurisdiction, and any personal financial/investment positions that could be related to the performance of the City. This shall include complying wn:h the disclosure and disqualification requirements as established by the Fair Political Practices Commission and Conflict of Interest Codes of the City of Walnut Creek. A copy of each Investment Officer's Statement of Economic Interest, which is required to contain disclosure of any material financial interests in financial institutions doing business in the City, shall be filed annually with the City Clerk.
K.4 In order to avoid either the reality or appearance of inappropriate influence, Investment Officers shall not accept meals, refreshments, parking privileges, trips, honoraria, gratuities, free or discounted tickets (or passes) to events, gifts (even if relatively low intrinsic value), or any other consideration, directly or indirectly, from either principals or employees of underwriters,
CITY OF PACIFICA
Master Fee Schedule
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RESOLUTION NO. ________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PACIFICA TO APPROVE AND
INCREASE CERTAIN USER FEES AND CHARGES AS DESCRIBED IN ADMINISTRATIVE POLICY NO. 2
WHEREAS, Administrative Policy 2 sets forth procedures for the review and approval of City fees and charges; and
WHEREAS, it is City policy to establish fees and charges for City services which fully reimburse the City for the associated services; and
WHEREAS, all fees and charges shall be reviewed and updated annually in conjunction with the review of the City’s budget to insure that they are adequate and to relate them to their associated program cost;
WHEREAS, the Assistant City Manager has requested City departments to review their fees and charges to utilize the previously performed fee study to ensure compliance with the City policy for full recovery of City costs; and
WHEREAS, modifications to fees and charges are necessary to insure that they are adequate; and
WHEREAS, staff has modified fees and charges as is described in the Administrative Policy 2 attached hereto as Attachment “A”; and
NOW THEREFORE THE PACIFICA CITY COUNCIL RESOLVES AS FOLLOWS:
BE IT RESOLVED that based on evidence in the record, the amounts recommended for fees and charges, including increases, do not exceed the reasonable cost of providing the services.
BE IT FURTHER RESOLVED that the modifications to fees and charges set forth in Attachment A are hereby approved and become effective on July 1, 2022 and will become part of Administrative Policy 2. Any fees and charges that have been previously adopted by resolution and are not being modified in Attachment A are incorporated for ease of reference only and without modifying or amending such fees or the underlying approvals in any manner.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pacifica, California, held on the 27th day of June 2022, by the following vote:
AYES, Councilmembers:
NOES, Councilmembers
ABSENT, Councilmembers:
ABSTAIN, Councilmembers:
Mary Bier, Mayor
APPROVED AS TO FORM: ATTEST:
Michelle Marchetta Kenyon, City Attorney Sarah Coffey, City Clerk
MASTER FEE AND CHARGES
SCHEDULE
2022‐2023
ADOPTED JUNE 27, 2022
Fee Description Adopted Previously Adopted
CITY CLERK
City Council Agenda Packets
Photocopies (per page) $0.25 $0.25
Storage Media Fee (CDs, thumb drives, etc.) $16.00 $15.00 Photocopies Per page Fee Per page Fee
8 1/2" x 11"; $0.25/black; $1.00/color " "" "
8 1/2" x 14"; $0.50/black; $1.50/color " "" "
11" x 17"; $1/black; $2/color " "" "
24" x 36" or larger; $3/sq ft ‐ black; $4/sq ft ‐ color Per Square Foot Fee Per Square Foot Fee Appeals to the City Council $550.00 $523.00
Short‐Term Rental ‐ Appeal Notice of Violation, Suspension or Revocation to Hearing Officer $550.00 $523.00
City of Pacifica
2022‐2023 Fees & Charges Master Schedule
Fee Description Adopted Previously Adopted
FINANCE
Fireworks Permit
Part 1 (Per Booth due March 31) $800.00 $800.00
Part 2
8% of gross receipts due
September 1, 2022
8% of gross receipts due
September 1, 2021
Business License
See the Finance Department for
fee calculation
See the Finance Department
for fee calculation
Sidewalk Vendor Permit Fee $107.00 $102
Online Payment Convenience Fee $3.00 $3.00
Annual Cannabis Operation Registration Fee
(PMC Sec. 3‐18.05(c)) $500 $500
Photocopies (per page) $0.25 $0.25
Storage Media Fee (CDs, thumb drives, etc.) $16.00 $15.00 On Website Free Free
Non‐Sufficient Funds Charge $25.00 $25.00
Short Term Rental Application Fee $158.00 $152.00
City of Pacifica
2022‐2023 Fees & Charges Master Schedule
Fee Description Adopted Previously Adopted
FIRE
Operational Permits
Annual Fire Code Permits (Each) $259.00 $246.00
Permitted activities less than 90‐days. Hourly charge. Temporary Permit Required. Per Hour ‐ 1 hour minimum $183.00 $174.00
Plan Review New Construction and/or Tenant Improvements Base rate‐ all occupancies. New Construction, major changes, additions, or as‐builts Initial fee includes first hour, hourly charge thereafter. $305.00 $290.00 Plan Check Re‐Submittals, minor changes, additions, or as‐builts for approved plans ; initial fee includes first hour; hourly charge thereafter. $183.00 $174.00 Misc. items w/o sq. footage‐ e.g. Install hazardous material, storage tank, HVAC smoke detection, partition wall, etc. hourly charge. $183.00 $174.00
Additional Plan review beyond the first hour.; per hour $183.00 $174.00 Subdivision map review; per hour fee. $195.00 $185.00
Construction Permits
Underground
Alteration/repair of existing underground pipe system. Includes hydro/flush, rough and final each ‐ Flat Rate "Plan review fee may be required check with Fire Marshal" $447.00 $425.00 Commercial underground pipe system installations. Includes hydro/flush, rough and final each ‐ Flat Rate $631.00 $600.00
Fire Suppression Systems
Fire Sprinklers and standpipes
New commercial & residential sprinkler installations. Includes hyrdro/flush, rough and final inspections. $.15 per square foot ‐ Minimum $550.00 $523.00 New manufactured home sprinkler systems. Includes hyrdro/flush, rough and final inspections each ‐ Flat Rate $587.00 $558.00
Standpipe system installation, includes hydro/flush, rough and hydro, flow test, and final inspections each ‐ Flat Rate $769.00 $731.00
Tenant improvements. 9 or less sprinkler heads Unlimited head change‐outs each ‐ Flat Rate $174.00 $165.00 Tenant Improvements‐ installation/alteration of 10 or more heads. (Head change‐outs are not included in count). $.15 per square foot ‐ Minimum $317.00 $301.00 Plan Review and Field Inspection/ Acceptance $660.00 $627.00 Other Fire Protection Systems, New & Upgraded installations (Hood and Duct, FM 200, Fixed Extinguisher, Pre‐engineered) each ‐ Flat Rate $906.00 $861.00 Fire Alarms $0.00
Existing Fire Alarm Panel Upgrades. includes rough and final inspections. $.15 per square foot ‐ Minimum $317.00 $301.00
Installation of additional devices on existing system, includes rough and final inspections ‐ Minimum $497.00 $472.00
New installations. , includes rough and final inspections. $.15 per square foot ‐ Minimum $587.00 $558.00 New installations‐‐ Other Fire Protection Systems, includes rough and final inspections. $.15 per square foot ‐ Minimum $550.00 $523.00
Fire alarms‐ repair or exchange devices and radio transmitters ‐ Per Device $174.00 $165.00 Requested Services $0.00
All Other Reports. Cost per report. $47.00 $45.00
Digital Photographs‐ CD, plus 1 for CD cost $83.00 $79.00 Digital Photographs‐ Print. Plus $1.40 per photo cost. $89.00 $85.00 Fire Code Variance Application ‐ per request and none‐refundable. $755.00 $718.00 Fire incident reports (per report charge) $47.00 $45.00 Non‐Subpoenaed Fire Investigation Reports (per report) $47.00 $45.00 Pre‐Inspection I Consultation for daycare facilities, construction projects, etc. Initial $154.00 $146.00 Pre‐Inspection of care facilities with 25 or fewer occupants. (Flat Fee) $154.00 $146.00 Pre‐Inspection of care facilities with 26 or more occupants. (Flat Fee) $290.00 $276.00 Processed Photographs, plus cost of developing $93.00 $88.00 Site Inspections
Additional inspections beyond the first, Inspection for which no fee is indicated. $174.00 $165.00 Installation of hazardous materials storage tank $229.00 $218.00 City of Pacifica
2022‐2023 Fees & Charges Master Schedule
Removal of hazardous material storage tank. Per tank charge. Temporary permit required. $174.00 $165.00 Replacement of hazardous material storage tank piping, dispensers. Per tank charge. If piping work is done as part of tank installation, there is no charge. $229.00 $218.00 Inspection Outside Normal Business Hours (Per hour, OT rate) O.T. Rate O.T. Rate Penalties
Unpermitted construction work Fee plus 2 times fee
False Alarms‐ 1st Response $0.00 $0.00
False Alarms‐ 2nd Response $365.00 $347.00
False Alarms‐ 3rd Response $465.00 $442.00
False Alarms‐ 4th+ Response $665.00 $632.00
Annual Fire Safety Inspection & Re‐inspections
A 1 ‐4 Assembly Occupancies $203.00 $193.00
B Business Office Occupancies $117.00 $111.00
E Educational Occupancies $203.00 $193.00
F Factory Occupancies $203.00 $193.00
H Hazard Occupancies $203.00 $193.00
I Institutional (Nursing Homes) Occupancies $203.00 $193.00 M Mercantile Occupancies $153.00 $145.00
M Mercantile Occupancies (Motor Fuel Sales) $168.00 $160.00 R‐1 Occupancies Hotels $203.00 $193.00
R‐2 Residential 3 to 20 units $104.00 $99.00
R‐2 Residential 21 ‐ 40 Units $124.00 $118.00
R‐2 Residential41‐ 70 Units $153.00 $145.00
R‐2 Residential 71‐ 90 Units $184.00 $175.00
R‐2 Residential 91 ‐ 120 Units $240.00 $228.00
R‐2 Residential Over 120 units $302.00 $287.00
R‐3 Residential Care less than 24 hours $168.00 $160.00 R‐3.1 Licensed Residential Care 24 hour 6 or less $203.00 $193.00 R‐4 Residential care 6 or more $203.00 $193.00
S Storage Facilities $168.00 $160.00
U Utility Structures $168.00 $160.00
Fee Description Adopted Previously Adopted
PARKS, BEACHES & RECREATION
Special Classes
General recreation class fees will be adjusted as required to insure that program revenues fund 100% of total program costs. The non‐resident fee is $5.00 more than the resident fee. All registration transactions have a $7.00 administrative fee. Senior Discount: 10% at age 60.
Please contact 738‐7381
for more information
Please contact 738‐7381 fo
more information
Recreational Facilities Rental other than the Pacifica Community Center The following rental charges shall apply for the use of recreational buildings or portions thereof. Rates are per hour and shall not be prorated for part of an hour. If additional City personnel are needed to assist with rental, the additional amount will be actual cost of salary, plus administrative charges.
Community Picnic Areas
Frontierland Park – Small Group Picnic Area $75.00 $75.00 Frontierland Park – Large Group Picnic Area $250.00 $225.0 Fairmont/Oddstad Park $100.00 $100.0
4th of July ‐ info/craft booth $50.00 $50.00
4th of July ‐ food booth $65.00 $65.00
Aquatic Classes
Evening ‐ 8 lessons/30 min. per lesson:
Semi‐Private $130.00 $130.0
Private $200.00 $200.0
Little Bobbers and Tiny Tots $72.00 $72.00
Preschool Levels I, II, III $80.00 $80.00
Learn to Swim Levels I ‐ III $80.00 $80.00
Learn to Swim Levels IV ‐ VI $80.00 $80.00
Daytime ‐ (summer only):
Semi‐Private $82.00 $82.00
Private $125.00 $125.0
Little Bobbers and Tiny Tots $45.00 $45.00
Preschool Levels I, II, III $50.00 $50.00
Learn to Swim Levels I ‐ VI $50.00 $50.00
Oceana Pool Rental
Swim meets $175.00/hour $175.00/hou
PSL swim team (home team) $125.00 $125.0
Pool Party Program $175.00/hour $175.00/hou
Recreation Swim, Water Aerobics, Lap Swim
Youth (17 and younger) $5.00 $5.00
Adults (18 to 59) $6.00 $6.00
Senior Citizens (60 & over) $5.00 $5.00
All Access Pass: Adults
$72/mo, $206/qrt., or
$792/yr.
$72/mo, $206/qrt., o
$792/yr
All Access Pass: Seniors 60+
$65/mo, $185/qtr., or
$713/yr.
$65/mo, $185/qtr., o
$713/yr
City of Pacifica
2022‐2023 Fees & Charges Master Schedule
Swim Pass (20 swims) ‐ Adults $99.00 $99.00
Swim Pass (20 swims) ‐ Children/Senior Citizens $85.00 $85.00 Swim Pass (10 swims) ‐ Adults $54.00 $54.00
Swim Pass (10 swims) ‐ Children/Senior Citizens $45.00 $45.00 Water Polo Drop In $6.00 $6.00
Recreation Playground Program
Membership Fee: September thru June $275.00 $275.0
Membership Fee: July/August $275.00 $275.0
J‐Teen Center/Afterschool Program
Membership Fee: September‐May $350.00 $300.0
NEW ‐Membership Fee: January‐May $250.00 $225.0
LITE (Leadership in Training Education) $75.00 $75.00
LITE Fieldtrip fees for additional weeks 25.00/week 25.00/wee Special Interest Classes
For special interest classes where no fee has been charged because instructor volunteers his/her time, a $5.00 per student fee will be assessed to cover program administration costs.
Please contact 738‐7381
for more information
Please contact 738‐7381 fo
more information
Senior Programs
Annual membership (includes monthly newsletter and additional costs for special events) $25.00 $25.00
Child Care Services
Child care registration fees:
Wait list fee $25.00
One‐time, non‐refundable fee per child at the time of entry into full cost program. $75/child $75/child
Annual registration per child for summer program slot. $25.00/yr per child $25.00/yr per child One Time registration, non‐refundable fee per child at the time of entry into program (full cost state preschool). $75/yr per child $10/yr per child Late Payment per month for payment after 10th operating day. $25.00 $25.00 Late Pick‐up: for pick‐up after 6:01 p.m. or other designated closing time. $2.00 per minute $2.00 per minute Preschool Monthly Rates ‐‐ Per Child:
Flat rate. (includes field trips.) 7a.m. ‐6 p.m. $980/mo $970/mo Preschool ½ day (Ocean Shore School) $435/mo $425/mo
State Preschool ½ day (Fairmont Park & Sunset Ridge School) $650/mo $640/mo Kindergarten/School‐age School Year (September‐June) Monthly Rates Per Child
Annex Program: Before school and includes additional time during breaks and June after school ends. $285/mo $285/mo
Annex Program: Before and/or after school‐School age. Includes school breaks and last two weeks in June. $575/mo $565/mo
State Sponsored Child Care Program: Before and/or after school, School‐age.
Includes school breaks and last two weeks in June. $655/mo $655/mo Daily rate: drop in ‐ school year; non‐school days, 24‐hours notice for space availability; additional charge for field trips and special events; both Kindergarten and School age.
Kindergarten/School‐age Summer Rates (July‐August) Monthly Rates Per Child Annex Summer Program: Flat rate per month for families who are currently enrolled in the year‐round program, includes field trips. $585/mo $585/mo Annex Summer Program: 4 week Summer School / Thinkbridge 1/2 day program.
Non‐operational in FY
2021‐22
Non‐operational in FY 2021
2 State Sponsored Child Care Summer Program: Flat rate per month for families includes field trips. $800/mo $800/mo
Drop‐in: per blocks of 10 days: 24 hour advance notice for space available or each day used; field trips & special events are extra.
Non‐operational in FY
2021‐22
Non‐operational in FY 2021
2 Field trip charge per child, per event, drop‐ins. $15.00 $15.00 Beach Parking
Annual Beach Parking Pass $72.00 $72.00
Daily Parking
0 ‐ 4 hours $ 7.00 $ 7.00 5 ‐ 8 hours $ 9.00 $ 9.00 Pacifica Beach Resource Parking Pass (annual) $ 25.00 $ 25.00 *eligibility ‐ income is 80% or less of the median income level (of where they reside in California) determined by the Pacifica Resource Center Beach Use (not including surf events): Contest/beach event ‐ (small beach events with 50 or fewer participants and spectators). Fees based on city staff time required for general review, administrative duties and approval. $200/day $175/day/even Beach Use over 50 or more participants (max 300) $300/day Surf Events/Skatepark Events ‐ (security/cleaning deposit required) Whole skatepark contest
$350/day plus cleaning
deposit of $251
$300/day plus cleaning
deposit of $25
Half day skatepark
$200/day plus cleaning
deposit of $125
$150/day plus cleaning
deposit of $125
Surf event for local surf clubs, local businesses and non‐profit groups. $350 per day $325 per da Out of town and commercial groups per surf contest/event with. Maximum participants are 150. An event with vendors, demonstrations, major sponsors, expo‐like environment, fees based on city staff time required for general review, administrative duties and approval, as well as impact on public works department and police department.
$650 per day (Additional
fees MAY be determined
based on impact on the
area and staff FOR ALL
EVENTS.)
$650 per day (Additiona
fees MAY be determined
based on impact on the
area and staff FOR AL
EVENTS.
Surf Camps
Small Camp (maximum 12 students) & Large Camp (maximum 25 students) for a facility use permit per year, covers all camps in a calendar year. Camp operators must have a Pacifica business license, insurance and adhere to Parks, Beaches and Recreation surf camp requirements. Rates change each January.
Small Camp $1,120.00 $1,100.00
Large Camp $1,340.00 $1,320.00
Community Access Partner Permit/Non‐profit (15 students) $93 for 1 month *pending Coastal Commission approval $280 for 3 months
$560 for 6 months
$840 for 9 months
Film/Photo Shoots
Student/amateur rate/non‐profit; Students must show current student ID and non‐profits must submit non‐profit status letter. $100 per day $100 per da Commercial filming (less than 3 support vehicles) $600 per day $600 per da Major commercial filming. (Additional fees may be determined based on vehicles/additional staff time/impact on area.) $900 per day $900 per da Weddings/Ceremonies on Beaches, Pier or in Parks
99 or fewer participants $250 per day $250 per da
100 or more participants (maximum 150) $350 per day $350 per da Recreation Trail Use $150.00 per day/event $150.00 per day/even Community Center Rentals ‐ Weekdays (per hour)
Pacifica Community Center Rental
All rates are hourly. Warming Kitchen ($100.00 flat fee with rental of Auditorium) and additional rooms may be added for an additional fee.
Weekend rates begin Friday after 1:30pm through Sunday.
Please contact 738‐7381
for more information
Please contact 738‐7381 fo
more information
Resident ‐ Weekdays
Auditorium $60.00 $60.00
Dance Studio $45.00 $45.00
Card Room $40.00 $40.00
Portola Room $40.00 $40.00
Craft Room $35.00 $35.00
Ceramics Room $20.00 $20.00
Game Room $20.00 $20.00
Art Gallery $20.00 $20.00
Meeting Room $20.00 $20.00
Non‐Resident ‐ Weekdays
Auditorium $100.00 $100.0
Dance Studio $60.00 $60.00
Card Room $45.00 $45.00
Portola Room $45.00 $45.00
Craft Room $40.00 $40.00
Ceramics Room $25.00 $25.00
Game Room $25.00 $25.00
Art Gallery $25.00 $25.00
Meeting Room $25.00 $25.00
Non‐Profit ‐ Weekdays
Auditorium $35.00 $35.00
Dance Studio $25.00 $25.00
Card Room $20.00 $20.00
Portola Room $20.00 $20.00
Craft Room $15.00 $15.00
Ceramics Room 15.00 15.00
Game Room $15.00 $15.00
Art Gallery $15.00 $15.00
Meeting Room $15.00 $15.00
Commercial ‐ Weekdays ‐ provided no items are sold
Auditorium $125.00 $125.0
Dance Studio $85.00 $85.00
Card Room $50.00 $50.00
Portola Room $50.00 $50.00
Craft Room $45.00 $45.00
Ceramics Room $30.00 $30.00
Game Room $30.00 $30.0
0 Art Gallery $30.00 $30.00
Meeting Room $30.00 $30.00
Community Center Rentals ‐ Weekends (per hour)
Resident ‐ Weekends
Entire Building $210.00 $210.0
Auditorium $100.00 $100.0
Dance Studio $80.00 $80.0
0 Card Room $75.00 $75.00
Portola Room $75.00 $75.00
Craft Room $65.00 $65.00
Ceramics Room $50.00 $50.00
Game Room $50.00 $50.00
Art Gallery $50.00 $50.00
Meeting Room $50.00 $50.00
Non‐Resident ‐ Weekends
Entire Building $265.00 $265.0
Auditorium $150.00 $150.0
Dance Studio $110.00 $110.0
Card Room $80.00 $80.0
0 Portola Room $80.00 $80.00
Craft Room $70.00 $70.00
Ceramics Room $55.00 $55.00
Game Room $55.00 $55.00
Art Gallery $55.00 $55.00
Meeting Room $55.00 $55.00
Non‐Profit
Entire Building $195.00 $195.0
Auditorium $75.00 $75.0
0 Dance Studio $60.00 $60.00
Card Room $55.00 $55.00
Portola Room $55.00 $55.00
Craft Room $45.00 $45.00
Ceramics Room $45.00 $45.00
Game Room $45.00 $45.00
Art Gallery $45.00 $45.00
Meeting Room $45.00 $45.00
Commercial ‐ Weekends ‐ provided no items are sold
Entire Building $275.00 $275.0
Auditorium $170.00 $170.0
Dance Studio $120.00 $120.0
Card Room $80.00 $80.0
0 Portola Room $80.00 $80.00
Craft Room $75.00 $75.00
Ceramics Room $55.00 $55.00
Game Room $55.00 $55.00
Art Gallery $55.00 $55.00
Meeting Room $55.00 $55.00
Philanthropic/City‐Sponsor
Philanthropic, non‐profit events that financially benefit the City by a minimum of $10,000 . Rental charges for the event shall be waived for the usage of the Community Center. Organization will be responsible for any additional cost pertaining to janitorial or garbage. Building attendant will be provided. Organization will be responsible for obtaining and paying for any insurance or permits required for event. Event must be presented to the PB&R Director (or designee) and approved by City Manager (or designee).
Fee Description Adopted Previously Adopted
POLICE
False Alarms
First Response No Charge No Charge
Second through fifth responses $153.00 $145.00
Six or more responses $238.00 $226.00
False Alarms without permit
First Response No Charge No Charge
Second through fifth responses $238.00 $226.00
Six or more responses $238.00 $226.00
Photograph (digital)
Disc of photos $37.00 $35.00
Audio/Video Request
Audio/Video Request $96.00 $91.00
Audio/Video Request with Redaction Required (per hour) $180.00 $171.00 Arcade Permit
Annual Renewal Fee $61.00 $58.00
Application Fee $36.00 $34.00
Block Party Permits $62.00 $59.00
Masseur/Masseuse
New ‐Non State Certified (Non‐Practicioner) $404.00 $384.00 Non‐State Certified Live Scan (Plus DOJ & FBI Fee) $32.00 $30.00 New ‐ State Certified (Owner‐Practicioner) $62.00 $59.00 Renewal $31.00 $29.00
Amendment to City Registration Certificate $31.00 $29.00 Administrative Fee for Firearms (Per Penal Code 12021.3Jl) For release to owner $410.00 $390.00
Taxi Cab Operation
Permit / Background Investigation $157.00 $149.00
Taxi Cab Permit Live Scan (Plus DOJ & FBI Fee) $32.00 $30.00 Vehicle Inspection $121.00 $115.00
General
Case Reports (Per Public Records Act) No Charge No Charge Good conduct letter for Visa (record review) $65.00 $62.00 Bingo Permit: New $36.00 $34.00
Bingo Permit: Annual Renewal Fee $36.00 $34.00
Second Hand Dealers $158.00 $150.00
Tow Service Contract $240.00 $228.00
Tow Driver Live Scan (Plus DOJ & FBI Fee) $32.00 $30.00 Alarm Permit $101.00 $96.00
Alarm Permit Renewal $53.00 $50.00
Subpoena Deuces Tecum for Records (1563(b)(6) CA Evidence Code $16.00 $15.00 Fortune Telling $70.00 $67.00
Private Property abatement $268.00 $255.00
Vehicle Release Administrative Costs (all but victims) $162.00 $154.00 Franchise Tow Fee $50.00 $50.00
General Research (per hour) $95.00 $90.00
Storage of Property (Per Civil Code 2080.1(b) 1.00/Per Day 1.00/Per Day Tobacco Retailer License $92.00 $87.00
Ink Roll Fingerprinting $30.00 $30.00
Live Scan Fingerprinting $30.00 $30.00
San Mateo County Booking Fee Based on Current County Fee Based on Current County Fee City of Pacifica
2022‐2023 Fees & Charges Master Schedule
DUI with Incident Cost of hours and car Cost of hours and car Tape Transaction Cost of Outside Service Cost of Outside Service Cost of Outside Service Dance Permit $60.00 $57.00
Repossession Fee (Per G.C. 26751) $15.00 $15.00
Temporary Recreational Vehicle Loading/Unloading Permit $15.00 $15.00 Municipal Code Violations
4‐10.118(a)(5) Parked in Unmarked Parking $43.00 $43.00 4‐10.304(a) Parking w/o Valid Permit $43.00 $43.00
4‐10.304(a) Parking w/o Valid Permit (Pacifica State Beach) $50.00 $50.00 4‐7.1101(a) Parked in Posted No Parking Zone $43.00 $43.00 4‐7.1102(a) Making Repairs on Roadway $43.00 $43.00
4‐7.1104(b) Parking Where Prohibited $43.00 $43.00
4‐7.1106(b) No Parking on Narrow Street‐Where Posted $43.00 $43.00 4‐7.1108(b) Parking in Violation of Temporary No parking Sign $43.00 $43.00 4‐7.1109(a) Parked the Wrong Way on One‐Way Street $43.00 $43.00 4‐7.1109(b) Parked the Wrong Way on Divided Highway $43.00 $43.00 4‐7.1110(b) Improper Angle‐Marked Angle Parking (Not within Marks) $43.00 $43.00 4‐7.1111 Failed to Curb Wheel – 3% Grade $43.00 $43.00
4‐7.1112 Trailer Parked over 12 Hours $78.00 $78.00
4‐7.1113(a) Selling from Vehicle without Permit $43.00 $43.00 4‐7.1114(b) Occupied Motorhome on Public Property $53.00 $53.00 4‐7.1201 Parked in Excess of Posted Limit $43.00 $43.00 4‐7.1203(2) Restricted parking (Council Chambers) $43.00 $43.00 4‐7.1204(c) Unlawful Parking of Oversized Vehicle $78.00 $78.00 4‐7.1302(b) Red Curb $43.00 $43.00
4‐7.1306(d) No Stopping/Standing/Parking in Bus Zone $43.00 $43.00 4‐7.1403 Operate vehicle on Fassler/Sharp Park Rd. with Weight over 14,000 GVWR $43.00 $43.00
4‐7.1404 Parking Commercial Vehicle in Commercial Area (0200‐0600) 10,000 GVWR $78.00 $78.00
5‐1.13 Abandon Vehicle $203.00 $203.00
5‐2.03(a) Vehicle Parked over 72 Hours $43.00 $43.00
5‐13.03 Operate Vehicle ‐ Private Property without written Permission $53.00 $53.00 5‐18.03 Operate/Park/Stand Vehicle Off Road (Beach Area) $53.00 $53.00 9‐4.2808(a) Parking on Residential Property (other than driveway) $43.00 $43.00 9‐4.2809(a) Parking Commercial in Residential Area Anytime (10,000 GVWR) $78.00 $78.00 9‐4.2809(b) No Parking in Vacant Lot $43.00 $43.00
9‐4.2809(e) Parking on Commercial Property. Not in Conjunction with Business $78.00 $78.00 9‐4.2801(a) Repairing Vehicle on Vacant Lot $43.00 $43.00 Administrative Violations
4.3.202(a) Sale, Use, or Discharge of dangerous Fireworks $1,000.00 $1,000.00 4‐3.202(b) Possession of 25 pounds or less of dangerous fireworks* $1,000.00 $1,000.00 4‐3.203(a) Discharge of "safe and sane" fireworks during prohibited hours $200.00 $200.00 Second Offense $400.00 $400.00
Third Offense $1,000.00 $1,000.00
4‐3.203(b) Discharge of "safe and sane" fireworks at prohibited location $200.00 $200.00 Second Offense $400.00 $400.00
Third Offense $1,000.00 $1,000.00
4‐3.203(c) Prohibited discharge of "safe and sane" by minors (under 18 years of age) $200.00 $200.00
Second Offense $400.00 $400.00
Third Offense $1,000.00 $1,000.00
4.3204(a) Sale of "safe and sane" fireworks without a valid permit $200.00 $200.00 Second Offense $400.00 $400.00
Third Offense $1,000.00 $1,000.00
4‐3.204(b) Sale of "safe and sane" fireworks outside of approved stand $200.00 $200.00 Second Offense $400.00 $400.00
Third Offense $1,000.00 $1,000.00
4‐3.204(c) Sales of "safe and safe" fireworks duirng prohibited hours $200.00 $200.00 Second Offense $400.00 $400.00
Third Offense $1,000.00 $1,000.00
4‐3.204(d) Sales of "safe and sane" fireworks to minors $200.00 $200.00 Second Offense $400.00 $400.00
Third Offense $1,000.00 $1,000.00
4‐3.209 (a) Adult responsible for minor strictly liable for dangerous fireworks violation $1,000.00 $1,000.00
4‐3.209(a) Adult responsible for minor strictly liable for "safe and sane" fireworks violation $200.00 $200.00
Second Offense $400.00 $400.00
Third Offense $1,000.00 $1,000.00
4‐3.209(b) Social Host strictly liable for dangerous fireworks violation $1,000.00 $1,000.00 *In addition to the fine, the citee shall be assessed and shall be liable for the payment of the actual costs associated with the collection, transportation, and disposal of any seized fireworks.
5‐28.04(b) Social Host‐allow minor to be in possession, consume or served alcohol, alcoholic beverage, cannabis, or controlled substance at any gathering.** $1,000.00 $1,000.00
5‐28.05 Allow a loud or unruly gathering after a first response warning has been issued** $500.00 $500.00
Second Offense** $750.00 $750.00
Third Offense** $1,000.00 $1,000.00
Cannabis Public Safety License Fee ‐ Phase 1 (Plus Background Fee) $425.00 $425.00 Cannabis Public Safety License Fee ‐ Phase 2 $750.00 $750.00 Cannabis Operation ‐ Employee Background : Live Scan (Plus DOJ & FBI Fee) $30.00 $30.00 Cannabis Operation‐ Owner/Operator Background: Live Scan (Plus DOJ & FBI Fee) and Consultant
Background Fee (Payable to City Consultant) $330.00 $330.00 Cannabis Public Safety License Fee ‐ Yearly License Renewal $23,577.00 $22,412.00 Fee Description Adopted Previously Adopted
PLANNING
Planning Division
Planning / Engineering Hourly Rate $238.00 $226.00
All development applications shall require a deposit
based on estimated number of staff hours to process
an application (including materials, postage, etc.). The deposit will be expended during application processing
according to the adopted hourly rate, billed at each
quarter hour. Additional funds may be requested if
necessary. Remaining deposit will be returned at
project completion.
Deposit based on estimated number of staff
hours.
Deposit based on estimated
number of staff hours.
City Attorney's Review of Projects and Permits ‐ If
necessary, an additional deposit amount will be
required for City Attorney review of projects.
Deposit based on estimated number of
attorney hours. Hourly cost of Contract
Attorney
Deposit based on estimated
number of attorney hours. Hourly
cost of Contract Attorney
Study Sessions ‐ payment of deposit and staff hourly
rate as stipulated above.
Payment of deposit and staff hourly rate as
stipulated above
Payment of deposit and staff
hourly rate as stipulated above Request for extension of Development Application permits $713.00 $678.00 Applicant shall pay CEQA document filling fees adopted by the San Mateo County Clerk and California
Department of Fish and Wildlife. These fees are pass
through to other agencies and amounts are not
controlled by the City of Pacifica. See Planning
Division staff for current fee schedules or visit
https://www.wildlife.ca.gov/Conservation/CEQA/Fees
Fees as adopted by State of California and
San Mateo County Clerk.
Fees as adopted by State of
California and San Mateo County
Clerk.
Specialized Planning Services inc. Environmental
Document Preparation with Supporting Technical
Studies
Applicant shall pay full consultant cost. Full Contract amount Full Contract amount General Planning Fees
General Research Fee $238.00/hr, plus actual material cost $226.00/hr, plus actual material
cost
Business License request for zoning consistency (half‐
hourly rate)
$119.00 (per half hour of work)
New fee required if License is denied and
resubmitted
$113.00 (per half hour of work)
New fee required if License is
denied and resubmitted
Home Occupation Permits $119.00 $113.00
Other Administrative Permits; hourly rate plus actual
material cost. $238.00/hr $226.00/hr
General Plan maintenance fee See Building Division section of schedule See Building Division section of
schedule
Review of Building Permit (hourly rate) $238.00/hr $226.00/hr Zoning verification letter $119.00 $113.00
Biennial Wireless Communications Facility Certification (PMC 9‐4.2608(a)(7) $238.00/hr $226.00/hr
Banner /Temporary Signage Requests (private
property) $119.00 $113.00
City of Pacifica
2022‐2023 Fees & Charges Master Schedule
Requests for Public Necessity and Convenience
Determinations for ABC License $238.00 $226.00
Special Events on Private Property $238.00 $226.00
Pumpkin /X‐Mas Tree Lots $714.00, plus $500 refundable deposit $679.00, plus $500 refundable
deposit
Requests for Address Assignment/Change $238.00 $226.00
Growth Management Allocations pursuant to PMC
Title 9, Chapter 5 $238.00 $226.00
Mobile Home Fair Return Adjustment Requests
Deposits and payment of actual costs based
on estimated number of staff hours,
Hearing Officer costs, and City Attorney
costs.
Deposits and payment of actual
costs based on estimated number
of staff hours, Hearing Officer
costs, and City Attorney costs.
General
Planning Agenda Packets, Planning Related
Documents, and oversized plan sets Actual Cost of Reproduction Actual Cost of Reproduction Code Books or Other Technical Manuals Publisher's Cost + 10% Handling Fee Publisher's Cost + 10% Handling
Fee
Building Division
Building Permit Fee (Based on Dollar Valuation)**
$1.00 to $500 $67.00 $64.00
$501 to $2,000
$67.00 for first $500 plus $4.00 for each
additional $100 or fraction thereof.
$64.00 for first $500 plus $4.00
for each additional $100 or
fraction thereof.
$2,001 to $25,000
$135.00 for first $2,000 plus $19.00 for
each additional $1,000 or fraction thereof.
$128.00 for first $2,000 plus
$19.00 for each additional $1,000
or fraction thereof.
$25,001 to $50,000
$591.00 for first $25,000 plus $17.00 for
each additional $1,000 or fraction thereof.
$562.00 for first $25,000 plus
$17.00 for each additional $1,000
or fraction thereof.
$50,001 to $100,000
$1,054.00 for first $50,000 plus $9.00 for
each additional $1,000 or fraction thereof.
$1,002.00 for first $50,000 plus
$9.00 for each additional $1,000
or fraction thereof.
$100,001 to $500,000
$1,109.00 for first $100,000 plus $8.00 for
each additional $1,000 or fraction thereof.
$1,504.00 for first $100,000 plus
$8.00 for each additional $1,000
or fraction thereof.
$500,001 to $1,000,00
$5,095.00 for first $500,000 plus $6.00 for
each additional $1,000 or fraction thereof.
$4,843.00 for first $500,000 plus
$6.00 for each additional $1,000
or fraction thereof.
$1,000,000 and above
$8,303.00 for first $1,000,000 plus $5.00
for each additional $1,000 or fraction
thereof.
$7,893.00 for first $1,000,000 plus
$5.00 for each additional $1,000
or fraction thereof.
** Building Valuation Data is published by the ICC.
Construction cost valuation is adjusted by the Building Cost Index (BCI) in the San Francisco Bay Area,
published in the Engineering News Record (ENR) by
McGraw‐Hill Publishing Company.
Plan Check and Other Building Permit and Inspection
Fees
Plan Check fee 65% of Permit Fee 65% of Permit Fee
Building Standards Administrative Fee
$1– 25,000 valuation = $1 fee
$25,001 – 50,000 valuation = $2 fee
$50,001 – 75,000 valuation = $3 fee
$75,001 – 100,000 valuation = $4 fee
Every $25,000 or fraction thereof above $100,000 Add
$1
Fees shall be calculated at a rate of $4 per
$100,000 of permit valuation, but not less
than one dollar, with appropriate fractions
thereof, as shown to the left.
Fees shall be calculated at a rate
of $4 per $100,000 of permit
valuation, but not less than one
dollar, with appropriate fractions
thereof, as shown to the left.
Education Fee $2 per permit $2 per permit
General Plan Maintenance 0.05% of construction value 0.05% of construction value Archive Fee
$15 plus one dollar per plan page for sheets
larger than 11x17
$15 plus one dollar per plan page
for sheets larger than 11x17
Certified Assess Specialist Consultation Fee
Actual Consultant Cost + 10%
Administrative Fee
Actual Consultant Cost + 10%
Administrative Fee
Hourly plan check fee ‐ Planning, Engineering,
Wastewater, etc. $238.00 $226.00
Swimming Pools and Spas
Building Permit fee based on contract
valuation. All other applicable fees apply
Building Permit fee based on
contract valuation. All other
applicable fees apply
Inspections outside normal business hours
For contracted positions, fee is actual
consultant cost. For in‐house City
employee positions, fee is time and a half,
two hour minimum
For contracted positions, fee is
actual consultant cost. For in‐
house City employee positions,
fee is time and a half, two hour
minimum
Grading Permits Actual Time and Materials Actual Time and Materials Changes to existing permits
Hourly plan review fees based on rates for
all Departments required to review revised
permit. Additional Building Permit fees
may apply if valuation is affected by
modification.
Hourly plan review fees based on
rates for all Departments required
to review revised permit.
Additional Building Permit fees
may apply if valuation is affected
by modification.
Inspection Fee. Hourly rate with a minimum 30
minutes.
For contracted positions, fee is actual
consultant cost. For in‐house City
employee positions, fee is time and a half,
two hour minimum $136.00
Building without Permit Double Building Permit Fee Double Building Permit Fee See Engineering for other encroachment, plan check,
drainage fee, and other applicable fees
Solar Photovoltaic System
Residential
$238 flat fee, plus $15 per kilowatt (kw)
above 15 kw. State required SMIP and
Building Standards Fee based on valuation
will be applied.
$220 flat fee, plus $15 per
kilowatt (kw) above 15 kw. State
required SMIP and Building
Standards Fee based on valuation
will be applied.
Commercial
$357 flat fee up to 50 kw, plus $7 per kw
between 51‐250 kw and plus $5 per kw
above 250kw. State required SMIP and
Building Standards Fee based on valuation
will be applied.
$387 flat fee up to 50 kw, plus $7
per kw between 51‐250 kw and
plus $5 per kw above 250kw.
State required SMIP and Building
Standards Fee based on valuation
will be applied.
Strong‐Motion Instrumentation Program (SMIP) Fees
pursuant to California Codes, Public Resources Code
Section 2700‐2709.1
SMIP (All other structures) 0.00028 times valuation 0.00028 times valuation SMIP (Residential up to three stories) 0.00013 times valuation 0.00013 times valuation Electrical Permit Fees
Private Swimming Pools $79.00 $75.00
Nonresidential Appliances; cost for each $7.00 $7.00
Temporary Power Service; cost for each $40.00 $38.00
(N) Residential Bldg.; cost per square foot $0.12 $0.11 Electrical Services (<=200 AMP); cost for each $50.00 $48.00 Electrical Services (<200 to 1000 AMP); cost for each $102.00 $97.00 Electrical Services (<1000 AMP); cost for each $205.00 $195.00 Residential Appliances; cost for each $7.00 $7.00
(N) Multi‐Family Bldg.; cost per square foot $0.11 $0.10 Signs, Outline Lighting and Marquees; cost for each $28.00 $27.00 Misc. Apparatus, Conduits and Conductors; cost for
each $31.00 $29.00
Light Fixtures (First 20 fixtures); cost for each $1.00 $1.00 Light Fixtures (Additional fixtures); cost for each $1.00 $1.00 Power Apparatus (Up to and including 1) $7.00 $7.00
Power Apparatus (Over 1 and not over 10) $20.00 $19.00
Power Apparatus (Over 10 and not over 50) $41.00 $39.00 Power Apparatus (Over 50 and not over 100) $82.00 $78.00 Power Apparatus (Over 100) $123.00 $117.00
Receptacles, Switch & Light Outlets (First 20 fixtures); cost for each $1.00 $1.00
Receptacles, Switch & Light Outlets (Additional
fixtures) $1.00 $1.00
Electrical Permit Issuance; cost for each $41.00 $39.00 Electrical Permit Issuance (Special Cases) $15.00 $14.00 Mechanical Permit Fees
Furnace (<=100k BTU) $27.00 $26.00
Furnace (>100k to 500k BTU) $35.00 $33.00
Appliance Vents $14.00 $13.00
Boilers, Compressors, and Absorption Systems (<=3hp
or 100k BTU) $25.00 $24.00
Boilers, Compressors, and Absorption Systems
(<=15hp or 500k BTU) $48.00 $46.00
Boilers, Compressors, and Absorption Systems
(<=30hp or 1000k BTU) $66.00 $63.00
Boilers, Compressors, and Absorption Systems
(<=50hp or 1750k BTU) $96.00 $91.00
Boilers, Compressors, and Absorption Systems
(>=50hp or 17500k BTU) $96.00 $91.00
Hood $20.00 $19.00
Air Handlers (<=10k CFM) $20.00 $19.00
Air Handlers (>10k CFM) $33.00 $31.00
Evaporative Cooler $20.00 $19.00
Vent Fan (Single Duct) $14.00 $13.00
Vent System $20.00 $19.00
Incinerators (Residential) $20.00 $19.00
Incinerators (Comm) $20.00 $19.00
Miscellaneous Mechanical $20.00 $19.00
Mechanical Permit Issuance $41.00 $39.00
Mechanical Permit Issuance (Special Cases) $15.00 $14.00 Plumbing Permit Fees
Fixtures & Vents; $14.00 $13.00
Fixtures & Vents (Repair/Alteration) $14.00 $13.00
Cesspool $18.00 $17.00
Sewage Disposal System $70.00 $67.00
Grease Interceptors $12.00 $11.00
Rainwater systems $18.00 $17.00
Water Piping $18.00 $17.00
Water heater $18.00 $17.00
Public Spa $107.00 $102.00
Gas Piping $9.00 $9.00
Public Pool $162.00 $154.00
Private Pool $107.00 $102.00
Private Spa $107.00 $102.00
Sewer $27.00 $26.00
Backflow $18.00 $17.00
Backflow device over 2" $18.00 $17.00
Miscellaneous Plumbing $18.00 $17.00
Plumbing Permit Issuance; cost for issuing each
permit. $41.00 $39.00
Plumbing Permit Issuance (Special Cases). For issuing
each supplemental permit for which the original
permit has not expired, been cancelled or finalized. $15.00 $14.00 New Construction Development Impact Fees
(calculated by Public Works, Engineering Division)
In‐Lieu Park Dedication Fee (PMC 10‐1.803 and 8‐
19.02)
Contact Engineering Division for fee calculation
Oceana/Manor/Palmetto Mitigation Fee (PMC8‐
18.04)
Contact Engineering Division for fee calculation
See Engineering Section for other encroachment, plan
check, drainage fee, and other applicable fees
Capital Improvement Fee
As required by Pacifica Municipal Code Title
7, Chapter 4.
As required by Pacifica Municipal
Code Title 7, Chapter 4.
Sewer Connection, Inspection, and Plan Check Fees
See Wastewater Treatment Plant Section of
Master Fee Schedule
See Wastewater Treatment Plant
Section of Master Fee Schedule
Code Enforcement
Administrative Citations (PMC1‐6.06)
First Violation $100.00 $100.00
Second Violation $200.00 $200.00
Third Violation $500.00 $500.00
Misdemeanor Citation $1,000.00 $1,000.00
Late Fees ‐ Failure to pay a civil fine within 10 calendar days of citation issuance, or within 10 calendar days
following decision on an appeal to uphold the citation
when a hardship waiver has been granted for the
appeal hearing shall result in the following late charge. 50% of fine, plus full fine amount 50% of fine, plus full fine amount Public Nuisance Abatement Assessment
Actual abatement cost ‐ 100% to property
owner plus 10% administrative fee
Actual abatement cost ‐ 100% to
property owner plus 10%
administrative fee
Fee Description Adopted Previously Adopted
PUBLIC WORKS
Encroachment permits and inspection; hourly charge rate basis $238.00 $226.00 Sidewalk repair and street openings by private contractor; hourly charge rate basis $238.00 $226.00 Penalties
Unpermitted construction work Double Engineering Permit Cost Double Engineering Permit Cost Publication vending machine permit $515.00 $490.00
City Maps 24" x 36'
Printed: 24" x 36" or larger; $3/sq ft ‐ black; $4/sq ft ‐ color Per Square Foot Fee Per Square Foot Fee Electronic Copy on CD $15/CD $15/CD
Electronic Copy on USB Portable Thumb Drive $51/4MB Drive $51/4MB Drive Photocopies Per page Fee Per page Fee
8 1/2" x 11"; $0.25/black; $1.00/color " "" "
8 1/2" x 14"; $0.50/black; $1.50/color " "" "
11" x 17"; $1/black; $2/color " "" "
24" x 36" or larger; $3/sq ft ‐ black; $4/sq ft ‐ color Per Square Foot Fee Per Square Foot Fee Engineering Standard Drawing
Picked up Per page fee Per page fee
Mailed (Regular mail ‐Series 100) Per page fee + Mailing Per page fee + Mailing Mailed (Regular mail ‐Series 200) Per page fee + Mailing Per page fee + Mailing Mailed (Regular mail ‐Series 300) Per page fee + Mailing Per page fee + Mailing Street Excavation Handbook $38.00 $36.00
General
Heritage Tree Permit (removal, destruction, or substantially trim); hourly rate $238.00 $226.00 Heritage Tree Permit Appeal Fee $426.00 $405.00
General Engineering Development Application Reviews; hourly charge $238.00 $226.00
Residential and non‐residential public improvement plan checking and inspection; hourly charge $238.00 $226.00
Final Subdivision Map Checking. Staff may require an initial deposit equivalent to 10 hours minimum. All costs for contract or consultant services including legal shall be charged separately to the applicant as additional cost and may require additional deposit. 10 hours minimum and contract or consultant services including legal shall be charged separately to the applicant as additional cost. Total $5,000 initial deposit. $5,000 initial deposit; charged at the rate of
$238/hour and for Contract or consultant
services
$2,226 initial deposit; charged at
the rate of $226/hour
Certificate of Compliance, notices of violation, property mergers, parcel map waivers, minor boundary line adjustments, reversions to acreage, and parcel map checking; hourly charge. Staff may require an initial deposit equivalent to 10 hours minimum and contract or consultant services including legal shall be charged separately to the applicant as additional cost. Total $5,000 initial deposit. Applicant shall pay full consultant services cost plus 10% of contract amount for administration $5,000 initial deposit; charged at the rate of
$238/hour and for Contract or consultant
services
$2,226 initial deposit; charged at
the rate of $226/hour
Street/curb openings by utilities; hourly charge $238.00 $226.00 Subdivision Improvement Plan check and construction inspection, hourly charge. Staff may require an initial deposit equivalent to 10 hours minimum and contract or consultant services including legal shall be charged separately to the applicant as additional cost. Total $5,000 initial deposit. Applicant shall pay full consultant services cost plus 10% of contract amount for administration
$5,000 initial deposit; charged at the rate of
$238/hour and for Contract or consultant
services
$2,226 initial deposit; charged at
the rate of $226/hour
Subdivision Improvement Plan check and construction inspection, hourly charge. Staff may require an initial deposit equivalent to 10 hours minimum. All costs for contract or consultant services shall be charged separately to the applicant as additional cost and may require additional deposit. Applicant shall pay full consultant services cost plus 10% of contract amount for administration
$2,226 initial deposit; charged at the rate of
$238/hour
$2,226 initial deposit; charged at
the rate of $226/hour
Applicant shall pay full consultant services cost plus 10% of contract amount for administration Contract amount plus 10% admin fee
Contract amount plus 10% admin
fee
Barricade Rentals for Block Party (8 Barricades Minimum) $2/Barricade +$50 deposit $2/Barricade +$50 deposit Surface Mining and Reclamation Annual Inspection Fee; hourly charge $238.00 $226.00 Surface Mining Violation (found during inspection)
Paint Driveway Curb Tips $238.00 $226.00
Pollution Prevention Inspection Fee, Hourly charge, Per Municipal Code Sec. 6‐12.301 $238.00 $226.00
New Construction Development Impact Fees
Highway 1 Improvement Fee (PMC 8‐15.04)
Contact Engineering Division for fee calculation
City of Pacifica
2022‐2023 Fees & Charges Master Schedule
As required by Pacifica Municipal Code
PMC 8‐15.04 As required by Pacifica Municipal Code PMC 8‐15.04 In‐Lieu Park Dedication Fee (PMC 10‐1.803 and 8‐19.02)
Contact Engineering Division for fee calculation
Oceana/Manor/Palmetto Mitigation Fee (PMC8‐18.04)
Contact Engineering Division for fee calculation
Capital Improvement Fee
Contact Building Department for fee calculation
Subdivision Drainage Fee (PMC 7‐4.101)
Contact Engineering Division for fee calculation
Rockaway Beach Specific Plan Parking In‐Lieu Fee (PMC 3‐13.02(d)(6), Updated by Resolution 22‐2020)
Per Parking Space. (Fee adjusted each year based on CCI.) Sharp Park Specific Plan Parking In‐Lieu Fee (Established by Resolution 25‐2020) Per Parking Space. (Fee adjusted each year based on CCI.) <10 years
≥10 years
<10 years
≥10 years
$43,497.00
As required by Pacifica Municipal Code PMC 10‐
1.803 and 8‐19.02, and updated by Ordinance 878‐
C.S., adopted May 9, 2022.
As required by Pacifica Municipal Code PMC8‐18.04
As required by Pacifica Municipal Code Title 7,
Chapter 4.
As required by Pacifica Municipal Code PMC 7‐4.101
$43,497.00 $41,347.00
$41,347.00
As required by Pacifica Municipal Code
PMC 10‐1.803 and 8‐19.02
As required by Pacifica Municipal Code
PMC8‐18.04
As required by Pacifica Municipal Code
Title 7, Chapter 4.
As required by Pacifica Municipal Code
PMC 7‐4.101
Utility Pavement Cut Fee
Functional Class Age Group
Cut Area (Percent Section Area)
<10% of Section Area
Arterials/Collectors
$2.50
$1.50
Residential
$1.50
$1.00
Per Square Foot ‐ $1.19/sq. ft.
Accessory Dwelling Units (ADU) : Construction Vehicle Impact Fees shall not be charged for any ADU that is under 750 square feet or an ADU of any size when the ADU is being constructed at the same time, under the same permit, as a new main residential unit or an expansion of the main unit that make payment of the fees as required.
Accessory Dwelling Units (ADU) : Utility Pavment Cut Fee shall not be charged for any ADU that is under 750 square feet or an ADU of any size when the ADU is being constructed at the same time, under the same permit, as a new main residential unit or an expansion of the main unit that make payment of the fees as required.
Partial or Full Credit Utility Cut Fees for Developments with Pavement Improvements : A credit my be applied against the Utility Cut Fees for completing frontage roadway paving.
Reduced Utility Cut Fees Related to Sewer Lateral Repairs Not Requiring a Lateral Compliance Certificate : A minimal fee of $500 will be charged for pavement cuts fees related to fixing a sewer lateral not requiring a Sewer Lateral Compliance Certificate.
Construction Vehicle Impact Fee
Residential Unit / Multi‐Family Fee
Fee Description Previously Adopted
WASTEWATER TREATMENT PLANT
DEVELOPMENT CONNECTION FEES
(Account No. 34.900000.46751.0000.000)
Connection Fees (Sec. 6‐11.102)
Water Meter Size Cost
1" $12,391
1 1/2" $24,782
2" $39,651
3" $74,346
4" $123,910
6" $247,820
8" $369,512
Water Meter Size Cost
1" $12,391 x Commercial Strength Factor
1 1/2" $24,782 x Commercial Strength Factor
2" $39,651 x Commercial Strength Factor
3" $74,346 x Commercial Strength Factor
4" $123,910 x Commercial Strength Factor
6" $247,820 x Commercial Strength Factor
8" $369,512 x Commercial Strength Factor
Cost Per DFU $652
Cost Per ADU Total DFU x $652.16
Inflow/Infiltration Fees (Sec. 6‐11.104)
Residential Units: (Single, Town, Condo, Multi‐
Family)
[Estimated: (Number of Units x $801) or (Number of Acres x $1706) ‐ Whichever is Higher] Fee shall be increased based on CCI as of July 1st as required by Pacifica Municipal Code PMC 6‐
11.104
Commercial Units:
[Estimated:(Number of Fixture Units/12 x $801) or (Number of Acres x $1706) ‐ Whichever is Higher]Fee shall be increased based on CCI as of July 1st as required by Pacifica Municipal Code PMC 6‐11.104
Trunk Line Fees (Sec. 6‐11.103)
Residential Units: (Single, Town, Condo, Multi‐
Family)
[Estimated: (Number of Units x $1098) or (Number of Acres x $2193) ‐ Whichever is Higher]Fee shall be increased based on CCI as of July 1st as required by Pacifica Municipal Code PMC 6‐
11.103
Commercial Units:
[Estimated: (Number of Fixture Units/12 x $1098) or (Number of Acres x $2193) ‐ Whichever is Higher]Fee shall be increased based on CCI as of July 1st as required by Pacifica Municipal Code PMC 6‐11.103
Sewer Tap Fee (Sec. 6‐11.301)
(Estimated: Number of Taps x $474) Fee shall be increased based on CCI as of July 1st as required by Pacifica Municipal Code PMC 6‐11.301
(Estimated: Number of Fixture Units/12 x $1,463) Fee shall be increased based on CCI as of July 1st as required by Pacifica Municipal Code PMC 6‐11.102
Commercial Units
City of Pacifica
2022‐2023 Fees & Charges Master Schedule
Adopted
SECTION 6‐11.102 AMENDED ON MAY 23, 2022
Residential Units (Single, Town, Condo)
and Multi‐Family Dwellings
(Estimated: Number of Units x $1,452) Fee shall be increased based on CCI as of July 1st as required by Pacifica Municipal Code PMC 6‐11.102
SECTION 6‐11.104 REPEALED ON MAY 23, 2022
Cost will be based on the Total Drainage Fixture Unit "DFU" as defined in the latest Uniform Plumbing Code Table 702.1
Multiply by Cost Per DFU Accessory Dwelling Unit "ADU"
(Estimated: Number of Taps x $474) Fee shall be increased based on CCI as of July 1st as required by Pacifica Municipal Code PMC 6‐11.301 SECTION 6‐11.103 REPEALED ON MAY 23, 2022
Inspection and Plan Review Fee
Estimated: Number of Hours x $227 Fee shall be increased based on CCI as of July 1st.
SEWER SERVICE CHARGES
(Account No. 18.940000.46755.0000.000)
Annual Sewer Service Charges
(Sec. 6‐6.401 to 6‐6.407)
Residential Units: (Single, Town, Condo, Multi‐
Family)
Actual Annual Water Consumption (March 2020‐February
2021) x 90% x 18.81373. Minimum of $903.06
Commercial Units:
Actual Annual Water Consumption (March 2020‐February
2021) x 18.81373 x strength factor.
Commercial Strength Factors:
Restaurants with functioning grease traps = 1.60
Restaurants without functioning grease traps = 1.80
Gymnasiums = 0.90
Any other Business = 1.0 or Calculated Value whichever is higher FORMULA:
Commercial Strength Factor = 44% + (28% x (BOD + TSS)/175) *BOD = Biochemical Oxygen Demand
**TSS = Total Suspended Solids
Car Washes = 0.90 Cleaners = 1.20 Laundromats = 0.75 Estimated: Number of Hours x $227 Fee shall be increased based on CCI as of July 1st.
Actual Annual Water Consumption (March 2021‐February 2022) x 90% x $19.47221. Minimum of $934.67
Actual Annual Water Consumption (March 2021‐February 2022) x Commercial Strength Factor x $19.47221
CITY OF PACIFICA
Supplemental Statistical Information
THIS PAGE IS INTENTIONALLY
BLANK
2020/21 USE CATEGORY SUMMARY
THE CITY OF PACIFICA
BASIC PROPERTY VALUE TABLE
Category Parcels Assessed Value Net Taxable Value
Residential 11,800 $6,561,863,180 (92.8%) $6,509,275,624 (93.2%) Commercial 214 $286,300,641 (4.0%) $284,225,040 (4.1%)
Industrial 15 $21,500,920 (0.3%) $21,500,920 (0.3%)
Govt. Owned 69 $537,460 (0.0%) $537,460 (0.0%)
Institutional 50 $34,417,559 (0.5%) $4,304,721 (0.1%)
Miscellaneous 26 $6,748,905 (0.1%) $6,748,905 (0.1%)
Recreational 27 $8,229,465 (0.1%) $7,854,995 (0.1%)
Vacant 602 $113,216,927 (1.6%) $111,216,720 (1.6%)
Unsecured [273] $41,453,557 (0.6%) $40,819,660 (0.6%)
TOTALS 12,803 $7,074,268,614 $6,986,484,045
93.2%
Residential
4.1%
Commercial
2.8%
Others
NET TAXABLE VALUE
92.8%
Residential
4.0%
Commercial
3.2%
Others
ASSESSED VALUE
This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
Data Source: San Mateo County Assessor 2020/21 Combined Tax Rolls Prepared On 8/23/2021 By MV
PROPERTY TAX DOLLAR BREAKDOWN
THE CITY OF PACIFICA
$ 0.01718 North Coast County Water
$ 0.00277 County Harbor District
$ 0.00164 Bay Area, Air Pollution
$ 0.00035 Resource Conservation
$ 1.0000
$ 0.2545 Laguna Salada Unified Elementary
$ 0.04743 ERAF Share of Pacifica General Fund
$ 0.1892 Pacifica General Fund
$ 0.1926 Jefferson High General Purpose
$ 0.08198 ERAF Share of San Mateo County
$ 0.1042 San Mateo County
$ 0.0533 San Mateo Junior College General Purpose
$ 0.0277 County Education Tax
$ 0.0271 County Library
ATI (Annual Tax Increment) Ratios for Tax Rate Area 016-017, Excluding Redevelopment Factors & Additional Debt Service This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone Data Source: San Mateo County Assessor 2020/21 Annual Tax Increment Tables Prepared On 8/23/2021 By MV 2020/21 ROLL SUMMARY
THE CITY OF PACIFICA
Taxable Property Values
Secured Nonunitary Utilities Unsecured
3,483,408,469
3,545,421,747
2,535,426
1,449,415
Aircraft
Fixtures
Personal Property
Improvements
Land
TRAs
Parcels
Values
Total Value $7,032,815,057
0 $41,453,557
0 $0
0 0
10,261,138
21,984,256
5,892,250
3,315,913
8 273
0 0
0 0
12,803 0
23 Total Net Value $6,945,664,385
Total Exemptions* $87,150,672
Homeowners* 52,896,200
Aircraft
Fixtures 44,844
Personal Property 151,617
Real Estate 86,954,211
Exemptions
0 $633,897
$40,819,660
0 0
$0
0 $0
0 0
38,593
241,796
353,508
0 0
Combined Values Total
Total Values $7,074,268,614
Net Total Values
Total Exemptions
$6,986,484,045
$87,784,569
Net Aircraft Values $0
* Note: Homeowner Exemptions are not included in Total Exemptions Totals do not Include Aircraft Values or Exemptions
This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
Data Source: San Mateo County Assessor 2020/21 Combined Tax Rolls Prepared On 8/23/2021 By MV
NET TAXABLE ASSESSED VALUE HISTORY
THE CITY OF PACIFICA
2011/12 - 2020/21 Taxable Property Values
Lien Year Secured Unsecured SBE Nonunitary Net Total AV % Change 2011/12 $4,399,738,148 $57,538,653 $0 4,457,276,801
2012/13 $4,445,348,883 $61,226,671 $0 4,506,575,554 1.11% 2013/14 $4,652,890,872 $43,508,089 $0 4,696,398,961 4.21% 2014/15 $4,883,341,011 $49,226,575 $0 4,932,567,586 5.03% 2015/16 $5,212,471,462 $56,996,090 $0 5,269,467,552 6.83% 2016/17 $5,525,807,491 $44,062,944 $0 5,569,870,435 5.70% 2017/18 $5,884,388,139 $49,997,129 $0 5,934,385,268 6.54% 2018/19 $6,219,816,938 $51,741,256 $0 6,271,558,194 5.68% 2019/20 $6,597,286,219 $49,210,659 $0 6,646,496,878 5.98% 2020/21 $6,945,664,385 $40,819,660 $0 6,986,484,045 5.12% Average % Change 5.70%
$0
$1,000,000,000
$2,000,000,000
$3,000,000,000
$4,000,000,000
$5,000,000,000
$6,000,000,000
$7,000,000,000
2011/122012/132013/142014/152015/162016/172017/182018/192019/202020/21 SBE Nonunitary Unsecured Secured
* Net AV changes less than two percent are in purple font. Negative Net AV percent changes are in red.
This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone Data Source: San Mateo County Assessor 0/ - 2020/21 Combined Tax Rolls Prepared On 8/23/2021 By MV
THE CITY OF PACIFICA
ASSESSED VALUE OF TAXABLE PROPERTY
2011/12 - 2020/21 Taxable Property
Values
Catego 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Residential 4,115,054,320 4,162,013,418 4,361,976,644 4,580,917,147 4,895,930,317 5,199,097,889 5,534,095,691 5,819,126,022 6,169,999,524 6,509,275,624 Commercial 185,425,544 186,694,945 192,295,502 205,305,995 213,303,402 223,663,557 231,062,389 271,324,220 282,267,598 284,225,040 Industrial 17,772,255 18,127,689 18,065,912 18,344,491 18,578,402 19,272,985 20,424,058 20,665,462 21,039,153 21,500,920 Govt. Owned 458,799 467,974 477,332 479,498 489,077 496,534 506,464 516,592 526,923 537,460 Institutional 2,594,821 2,939,258 2,699,639 2,898,665 2,956,574 3,001,655 3,061,684 3,122,910 3,329,103 4,304,721 Miscellaneou
s
6,573,557 7,035,416 7,161,027 7,193,519 7,337,223 6,916,869 7,055,185 7,630,826 7,783,435 6,748,905 Recreational 4,642,530 4,913,186 5,011,449 4,919,805 5,059,879 5,415,814 5,479,427 7,344,210 7,544,674 7,854,995 Vacant 65,903,127 63,156,997 63,066,643 63,281,891 68,816,588 67,942,188 82,703,241 90,086,696 104,795,809 111,216,720 Unsecured 57,538,653 61,226,671 43,508,089 49,226,575 56,996,090 44,062,944 49,997,129 51,741,256 49,210,659 40,819,660 Unknown 1,313,195 2,136,724
TOTALS 4,457,276,801 4,506,575,554 4,696,398,961 4,932,567,586 5,269,467,552 5,569,870,435 5,934,385,268 6,271,558,194 6,646,496,878 6,986,484,045 Total Direct
Rate
0.19325 0.19906 0.19414 0.19364 0.19335 0.19341 0.19347 0.19352 0.19358 0.19362 Notes:
Exempt values are not included in Total.
In 1978 the voters of the State of California passed Proposition 13 which limited taxes to a total maximum rate of 1%, based upon the assessed value of the property being taxed. Each year, the assessed value of property may be increased by an "inflation factor" (limited to a maximum of 2%). With few exceptions, property is only reassessed as a result of new construction activity or at the time it is sold to a new owner. At that point, the property is reassessed based upon the added value of the construction or at the purchase price (market value) or economic value of the property sold. The assessed valuation data shown above represents the only data currently available with respect to the actual market value of taxable property and is subject to the limitations described above Data Source: San Mateo County Assessor 2011/12 - 2020/21 Combined Tax Rolls Prepared On 8/23/2021 By MV This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
THE CITY OF PACIFICA
2020/21 TOP TEN PROPERTY TAXPAYERS
Top Property Owners Based On Net Values
Top Owners last edited on 8/23/21 by MaheaV using sales through 06/30/21 (Version R.1) Data Source: San Mateo County Assessor 2020/21 Combined Tax Rolls and the SBE Non Unitary Tax Roll This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone Owner
Parcels
Secured
Value
% of
Net AV
Unsecured
%Of
Parcels Value Net AV
Combined
% of
Value Net AV
Primary Use &
Primary Agency
1) FPA WC LANDS END
LLC
2 $90,841,528 1.31% $90,841,528 1.30%
Residential
Pacifica General Fund
2) AIMCO PACIFICA
PARK LP
4 $57,039,190 0.82% $57,039,190 0.82%
Residential
Pacifica General Fund
3) GRI FAIRMONT LLC 5 $39,250,000 0.57% $39,250,000 0.56% Commercial
Pacifica General Fund
4) LINDA MAR SC LP 4 $38,445,633 0.55% $38,445,633 0.55% Commercial
Pacifica General Fund
5) PACIFICA VILLAGES
LP
7 $32,228,763 0.46% $32,228,763 0.46%
Residential
Pacifica General Fund
6) CRP PSE SEASIDE
PACIFICA OWNER LLC
25 $26,506,477 0.38% $26,506,477 0.38%
Residential
Pacifica General Fund
7) 2400 SKYLINE BLVD
LLC
1 $18,184,859 0.26% $18,184,859 0.26%
Residential
Pacifica General Fund
8) BAY APARTMENT
COMMUNITIES INC
2 $15,809,501 0.23% 1 $497,579 1.22% $16,307,080 0.23%
Residential
Pacifica General Fund
9) UPSKY LIGHTHOUSE
HOTEL LLC
1 $14,280,211 0.21% 1 $1,042,195 2.55% $15,322,406 0.22% Commercial
Successor Agency
10) LBN PROPERTIES LP 1 $15,091,788 0.22% $15,091,788 0.22% Residential
Pacifica General Fund
Top Ten Total 52 $347,677,950 5.01% 2 $1,539,774 3.77% $349,217,724 5.00% City Total $6,945,664,385 $40,819,660 $6,986,484,045
THE CITY OF PACIFICA
2011/12 TOP TEN PROPERTY TAXPAYERS
Top Property Owners Based On Net Values
Top Owners last edited on 9/18/13 by maheav using sales through 06/30/12 (Version R.1) Data Source: San Mateo County Assessor 2011/12 Combined Tax Rolls and the SBE Non Unitary Tax Roll This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone Owner
Parcels
Secured
Value
% of
Net AV
Unsecured
% of
Parcels Value Net AV
Combined
% of
Value Net AV
Primary Use &
Primary Agency
1) FPA BAF LANDS END
ASSOCIATES LP
2 $49,121,807 1.12% $49,121,807 1.10%
Residential
Pacifica General Fund
2) AIMCO PACIFICA PARK
LP
4 $48,502,453 1.10% $48,502,453 1.09%
Residential
Pacifica General Fund
3) LINDA MAR SC LP 4 $31,628,087 0.72% $31,628,087 0.71% Commercial
Pacifica General Fund
4) PK III FAIRMONT SC LP 5 $27,459,596 0.62% $27,459,596 0.62% Commercial
Pacifica General Fund
5) MARYMOUNT SUMMIT
LLC
5 $18,399,951 0.42% $18,399,951 0.41%
Residential
Pacifica General Fund
6) COMCAST OF
CALIFORNIA IX INC
3 $15,966,307 27.75% $15,966,307 0.36%
Unsecured
Pacifica General Fund
7) HARRY B. LEWIS ET AL 12 $14,257,373 0.32% $14,257,373 0.32% Residential
Pacifica General Fund
8) BAY APARTMENT
COMMUNITIES INC
2 $13,521,421 0.31% $13,521,421 0.30%
Residential
Pacifica General Fund
9) LBN PROPERTIES LP 1 $12,882,735 0.29% $12,882,735 0.29% Residential
Pacifica General Fund
10) PACIFICA LENDERS LLC 3 $10,075,299 0.23% $10,075,299 0.23% Vacant
Successor Agency
Top Ten Total 38 $225,848,722 5.13% 3 $15,966,307 27.75% $241,815,029 5.43% City Total $4,399,738,148 $57,538,653 $4,457,276,801
DIRECT & OVERLAPPING PROPERTY TAX RATES
(RATE PER $100 OF TAXABLE VALUE)
THE CITY OF PACIFICA
Last 10 Fiscal Years
Agency 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Basic Levy¹ 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 Jefferson Elementary 0.04070 0.03160 0.07130 0.06620 0.06740 0.06800 0.06630 0.05630 0.06670 0.06670 Jefferson High Bond 0.04220 0.04300 0.05740 0.05300 0.05830 0.08000 0.08160 0.07390 0.08110 0.09420 Pacifica Elementary 0.04220 0.04320 0.04030 0.03920 0.02500 0.03110 0.02810 0.05170 0.05050 0.04150 San Mateo Community College 2005 Series B 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00350 0.00370 San Mateo Junior College 0.01990 0.01940 0.01940 0.01900 0.02500 0.02470 0.02350 0.01750 0.02310 0.01760 Total Direct & Overlapping² Tax Rates 1.14500 1.13720 1.18840 1.17740 1.17570 1.20380 1.19950 1.19940 1.22490 1.22370 City's Share of 1% Levy Per Prop 13³ 0.18755 0.18888 0.18893 0.18887 0.18889 0.18895 0.18901 0.18906 0.18911 0.18915 Voter Approved City Debt Rate
Redevelopment Rate⁴ 1.00000
Total Direct Rate⁵ 0.19325 0.19906 0.19414 0.19364 0.19335 0.19341 0.19347 0.19352 0.19358 0.19362 Notes:
¹In 1978, California voters passed Proposition 13 which set the property tax rate at a 1.00% fixed amount. This 1.00% is shared by all taxing agencies for which the subject property resides within. In addition to the 1.00% fixed amount, property owners are charged taxes as a percentage of assessed property values for the payment of any voter approved bonds. ²Overlapping rates are those of local and county governments that apply to property owners within the City. Not all overlapping rates apply to all property owners. ³City's Share of 1% Levy is based on the City's share of the general fund tax rate area with the largest net taxable value within the City. The ERAF portion of the City's Levy has been subtracted where known.
⁴Redevelopment Rate is based on the largest RDA tax rate area and only includes rate(s) from indebtedness adopted prior to 1989 per California State statute. RDA direct and overlapping rates are applied only to the incremental property values. The approval of ABX1 26 eliminated Redevelopment from the State of California for the fiscal year 2012/13 and years thereafter. ⁵Total Direct Rate is the weighted average of all individual direct rates applied by the City/Agency preparing the statistical section information and excludes revenues derived from aircraft. Beginning in 2013/14 the Total Direct Rate no longer includes revenue generated from the former redevelopment tax rate areas. Challenges to recognized enforceable obligations are assumed to have been resolved during 2012/13. For the purposes of this report, residual revenue is assumed to be distributed to the City/Agency in the same proportions as general fund revenue.
This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone Data Source: San Mateo County Assessor 2011/12 - 2020/21 Tax Rate Table Prepared On 8/23/2021 By MV
DEMOGRAPHIC AND ECONOMIC STATISTICS
THE CITY OF PACIFICA
Median Age
% of Pop 25+ with
High School Degree
% of Pop 25+ with
Bachelor's Degree
Personal Income
(In Thousands)
Calendar
Year Population
Unemployment
Rate
Per Capita
Personal Income
41.7 93.5% 37.9% $1,493,064 2011 37,658 9.1% $39,648
41.7 93.8% 38.5% $1,590,363 2012 37,948 5.8% $41,909
42.0 94.5% 40.3% $1,612,055 2013 38,292 4.9% $42,099
41.7 94.6% 40.1% $1,662,488 2014 38,315 3.9% $43,390
41.6 94.4% 40.7% $1,718,388 2015 37,806 3.1% $45,452
41.8 94.2% 41.1% $1,738,137 2016 38,124 2.8% $45,591
41.8 94.4% 43.0% $1,788,496 2017 38,418 2.0% $46,553
42.2 94.1% 44.1% $1,874,783 2018 38,674 2.3% $48,476
42.5 94.6% 44.6% $1,985,512 2019 38,331 2.1% $51,799
42.5 95.5% 45.7% $2,070,220 2020 37,890 7.3% $54,637
56,000
54,000
52,000
50,000
48,000
46,000
44,000
42,000
40,000
38,000
10 8
6 4
2 0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Per Capita Pers Income Unemployment Rate
Per Capita Personal Income
Unemployment Rate
Personal Income and Unemployment
0 8,000
4,000
32,000
28,000
24,000
20,000
16,000
12,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Less Than High School High School Graduate College Graduate Population
Education Level Attained for Population 25
and Over
Notes and Data Sources:
Population: California State Department of Finance. Unemployment Data: California Employment Development Department 2000-2009 Income, Age, and Education Data: ESRI - Demographic Estimates are based on the last available Census. Projections are developed by incorporating all of the prior census data released to date. Demographic Data is totaled from Census Block Groups that overlap the City's boundaries 2010 and later - Income, Age and Education Data - US Census Bureau, most recent American Community Survey This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone Prepared On 8/23/2021 By MV
SALES VALUE HISTORY
THE CITY OF PACIFICA
Single Family Residential Full Value Sales (01/01/2019 - 6/30/2021) Year Full Value Sales Average Price Median Price Median % Change 2019 337 $1,060,545 $1,050,000
2020 352 $1,113,081 $1,100,000 4.76%
2021 200 $1,247,548 $1,260,000 14.55%
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
201920202021
Median Price Avg Price
Year
Sales Price
*Sales not included in the analysis are quitclaim deeds, trust transfers, timeshares, and partial sales.
This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone
Data Source: San Mateo County Recorder Prepared On 8/23/2021 By MV
CITY OF PACIFICA
FOR FISCAL YEAR 2011-12
TOP 25 SALES TAX PRODUCERS
Business Name Business Category
7 Eleven Convenience Stores/Liquor
7 Eleven Convenience Stores/Liquor
City Arms Sporting Goods/Bike Stores
Coast Hwy Shell Service Stations
Denny's Casual Dining
Dollar Tree Variety Stores
Eddies 76 Service Service Stations
Fairmont Chevron Service Stations
Linda Mar Ace Home Center Building Materials
Lucky Grocery Stores
McDonald's Quick-Service Restaurants
Nicks Restaurant Casual Dining
Nor Cal Surf Shop Sporting Goods/Bike Stores
O'Reilly Auto Parts Automotive Supply Stores
Pacifica 76 Service Stations
Pacifica Chevron Service Stations
Pacifica Chevron Service Stations
Pacifica Shell Service Stations
Quik Stop Market Convenience Stores/Liquor
Rite Aid Drug Stores
Ross Family Apparel
Safeway Grocery Stores
Taco Bell Quick-Service Restaurants
Valero Service Stations
Walgreens Drug Stores
* Firms Listed Alphabetically
Period: July 2011 Thru June 2012
Sources: State Board of Equalization, California Department of Taxes and Fees Administration, State Controller's Office, The HdL Companies
Percent of Fiscal Year Total Paid By Top 25 Accounts = 67.56% Printed 07/28/2021
CITY OF PACIFICA
FOR FISCAL YEAR 2020-21
TOP 25 SALES TAX PRODUCERS
Business Name Business Category
Ace Hardware Building Materials
City Arms Sporting Goods/Bike Stores
Coast Hwy Shell Service Stations
Dollar Tree Variety Stores
Grocery Outlet Grocery Stores
Linda Mar Ace Home Center Building Materials
Lytt Cannabis Related
McDonald's Quick-Service Restaurants
Nicks Restaurant Casual Dining
Nor Cal Surf Shop Sporting Goods/Bike Stores
Oceana Market Grocery Stores
O'Reilly Auto Parts Automotive Supply Stores
Pacifica 76 Service Stations
Pacifica Chevron Service Stations
Pacifica Chevron Service Stations
Panda Express Fast-Casual Restaurants
Pet Food Express Specialty Stores
Puerto 27 Casual Dining
Rite Aid Drug Stores
Ross Family Apparel
Safeway Grocery Stores
Shell Pacifica Service Stations
Sun Valley Fine Foods Grocery Stores
Taco Bell Quick-Service Restaurants
Walgreens Drug Stores
* Firms Listed Alphabetically
Period: July 2020 Thru March 2021
Sources: State Board of Equalization, California Department of Taxes and Fees Administration, State Controller's Office, The HdL Companies
Percent of Fiscal Year Total Paid By Top 25 Accounts = 63.93% Printed 07/28/2021
City of Pacifica
Taxable Sales by Category
Last Ten Calendar Years
(in thousands of dollars)
Adjusted for Economic Data
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Food Stores $ 21,626 $ 22,115 $ 22,826 $ 23,722 $ 23,543 $ 24,727 $ 27,139 $ 27,696 $ 28,115 $ 30,462 Eating and Drinking Places 30,257 34,147 40,164 45,750 49,770 50,616 53,219 56,013 60,071 45,853 Building Materials 3,438 3,523 3,360 3,795 3,933 3,839 4,173 3,900 4,210 5,955 Auto Dealers and Supplies 4,118 4,433 4,757 4,646 4,482 4,532 4,804 4,778 5,134 4,728 Service Stations 49,578 52,533 54,312 52,412 44,660 38,899 42,139 46,839 44,942 29,641 Other Retail Stores 38,689 38,856 39,992 38,653 39,861 42,987 43,499 44,111 45,830 52,880 All Other Outlets 30,022 33,193 36,608 40,072 40,297 47,841 50,643 55,023 61,978 75,620 Total $ 177,728 $ 188,799 $ 202,019 $ 209,050 $ 206,547 $ 213,440 $ 225,616 $ 238,360 $ 250,281 $ 245,139 Sources: State Board of Equalization, California Department of Taxes and Fees Administration, State Controller's Office, The HdL Companies Note: Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories presented are intended to provide alternative information regarding the sources of the City's revenue.
THIS PAGE IS INTENTIONALLY
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CITY OF PACIFICA
Glossary
THIS PAGE IS INTENTIONALLY
BLANK
Budget Glossary
ACTIVITIES
Specific services performed in accomplishing program objectives and goals.
ACCRUAL
A method of accounting to record revenues when earned and expenses when incurred.
ACTUAL
A column heading in the budget. Figures found in the Actual column indicate actual financial information recorded for that time period.
ADOPTED BUDGET
This is the budget that is adopted by the City Council after reviewing and providing feedback and direction on the recommended budget at one or more budgetstudy sessions.
AGENCY FUNDS
Also known as Fiduciary Fund Types, these funds are used to account for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies. The fiduciary funds used by the City include agency funds. Agency funds are custodial in nature (assets equal liabilities) and do not measure the results of operations.
APPROPRIATION
An authorization made by the City Council which permits the City to incur obligations and to make expenditures of resources in providing services as planned.
APPROPRIATION LIMIT
Propositions 4 and 111 created a restriction on the amount of revenue which can be appropriated in any fiscal year. The Limit is based on actual appropriations during the 1978‐79 fiscal years, and is increased each year using the growth of population and inflation. Not all revenue isrestricted by the limit; only those which are referred to as "proceeds of taxes." Some examples of proceeds of taxes are sales tax, property tax, and business license tax.
ASSESSED VALUE
A value established for real property for use as a basis in levying property taxes. For all agencies in the State of California, assessed value is established by the County for the secured and unsecured property tax rolls. The utility property tax roll is valued by the State Board of Equalization. Under Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978) properties are assessed at 100% of full value. Proposition 13 also modified the value of real taxable property for fiscal year 1979 by rolling back values to fiscal year 1976 levels. From this base of assessment, subsequent annual increases in valuation are limited to a maximum of 2%. However, increases to full value are allowed for property improvements or upon change in ownership. Personal property is excluded from these limitations and is subject to annual reappraisal. Property taxes for general purposes cannot exceed 1% of assessed value.
AUDIT
Conducted by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City's financial statements present fairly the City’s financial position and results of operations in conformity with Generally Accepted Accounting Principles (GAAP) and Governmental Accounting Standards for Comprehensive Annual Financial Reporting. In conjunction with their performance of an audit, the auditing standards require an independent auditor to report to the City Council of audit findings on adequacy of the City’s internal controls as well as recommendation and improvements to the City's financial management practices.
BALANCED BUDGET
A balanced budget is a situation in financial planning or the budgeting process where total revenues are equal to or greater than total expenses.
BEGINNING/ENDING FUND BALANCE
Appropriated resources available in a fund from the prior/current year after payment of the prior/current fiscal year’s expenses. Thisis not necessarily cash on hand.
BONDS
Bonds are a form of borrowing (debt financing) which reflects a written promise from the City to repay a sum of money on a specific date at a specified interest rate. Local governments use bonds to obtain long‐ term financing for large capital projects such as buildings, streets, utility infrastructure, and bridges.
BUDGET
A budget is a financial plan for a specified period of time that matches planned revenue and expenditures to municipal services, goals and, objectives. The City uses a financial plan covering a fiscal year (July 1 through June 30), with actual budget appropriations made annually.
BUDGET AMENDMENT
The City Council has the sole responsibility for adopting the City's budget and may amend or supplement the budget at any time after adoption by majority vote. The City Manager has the authority to approve administrative adjustments to the budget as long as those changes are between objects, as well as departments, within the same fund category.
BUDGET POLICIES
Budget policies are general and specific guidelines, developed by the City Manager in consultation with the City Council, that govern financial plan preparation and administration. Departments make their budget requests on the basis of the guidelines.
CAPITAL IMPROVEMENT PLAN (CIP)
Commonly, a CIP is a five‐year plan providing for the maintenance or replacement of existing public facilities and assets and for building or acquiring new ones.
CONTINGENCY
A contingency is a budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.
CONTRACTUAL SERVICES
Services rendered to a government by private firms, individuals, or other governmental agencies are contractual services. Examples include public safety services, recreation services, utilities, maintenance agreements, and professional consulting services.
DEBT
A state of being under obligation to pay or repay someone orsomething.
DEBT INSTRUMENT
Debt instruments are methods of borrowing funds, including, but not limited to, general obligation bonds, judgment obligation bonds, revenue bonds, lease/purchase agreements, lease‐revenue bonds, and assessment district bonds.
DEBT SERVICE
Debt service is the payment of principal and interest on bonds and other debt instruments according to a pre‐determined schedule.
DEBT SERVICE FUNDS
The debt service fund type is used to account for the payment and accumulation of resources related to general long‐term debt principal and interest (see Fund).
DEFICIT
A deficit is the excess of an entity’s liabilities over its assets or the excess of expenditures over revenue during a single accounting period.
DEPARTMENT
A department is a major organizational unit of the City which has been assigned overall management responsibility for an operation or a group of related operations within a functional area.
DEPRECIATION
Depreciation is the expiration in the service life of capital assets attributable to wear and tear, deterioration, action of physical elements, inadequacy, or obsolescence.
ENTERPRISE FUNDS
The enterprise fund type is used to account for operations that are financed and operated in a manner similar to private sector enterprises and it is the intent of the City that the costs (including depreciation) of providing goods or services to the general public be financed or recovered primarily through user fees.
EXPENDITURE
An expenditure is the outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure, but a commitment. An encumbrance reserves funds to be expended in future periods.
FEES
Charges for services levied by the City to recover costs associated with providing a service or permitting an activity.
FISCAL YEAR (FY)
A fiscal year is a designated twelve‐month period for budgeting and record keeping purposes. The City of Pacifica’s fiscal year is July 1 to June 30.
FIXED ASSETS
Assets of long‐term nature such as land, buildings, roads, bridges, and related infrastructure, machinery, furniture, and other equipment are fixed assets.
FULL‐TIME EQUIVALENT
The ratio of the total number of paid hours during a period (part time, full time, contracted) by the number of working hoursin that period Mondaysthrough Fridays.
FUNCTION
A group of related programs crossing organizational (departmental) boundaries and aimed at accomplishing a broad goal or accomplishing a major service are functions.
FUND
A fund is a fiscal and accounting entity with a self‐balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, for specific activities or government functions.
FUND BALANCE
Also known as financial position, fund balance for governmental fund types is the excess of fund assets over liabilities, and represents the cumulative effect of revenue and other financing sources over expenditures and other financing uses.
GAAP
GAAP stands for Generally Acceptable Accounting Principles. These are uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.
GASB
GASB stands for Governmental Accounting Standards Board. The accounting profession’s regulatory body for governmental accounting and determines what constitutes GAAP for governmental agencies.
GANN LIMIT
An absolute dollar limit on the amount of funds derived from taxes that the City can legally appropriate and expend each fiscal year, asspecified by Article 13‐B of the State Constitution. Any tax revenuesin excess of the Gann Limit must be returned to taxpayers. The base‐year used on computing the Gann Limit is FY1978‐79, with adjustmentsto the appropriations limit allowed succeeding fiscal yearsfor changesin population and changes in the cost of living.
GENERAL FUND
The general fund is the primary operating fund of the City. All revenues that are not allocated by law or contractual agreement to a specific fund are accounted for in the General Fund. With the exception of subvention or grant revenue restricted for specific uses, General Fund resources can be utilized for any legitimate governmental purpose.
GOAL
A goal is a statement of broad direction, purpose, or intent.
GOVERNMENTAL FUND
Government funding refers to financial assistance received by non‐government entities in the form of federal, state, or local government grants, loans, loan guarantees, property, cooperative agreements, food commodities, direct appropriations, or other assistance.
GRANT
Contribution or gift of cash or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility.
INTERFUND TRANSFER
The movement of monies between funds of the same governmental entity is an interfund transfer.
INVESTMENT REVENUE
Investment revenue is received as interest from the investment of funds not immediately required to meet cash disbursement obligations.
LINE ITEM BUDGET
A line item budget lists detailed expenditure categories (salary, materials and supplies, travel, etc.) separately, along with the amount budgeted for each specified category. The City uses a line‐item detail to maintain and record for financial reporting and control purposes.
MATERIALS AND SUPPLIES
Expendable materials and operating supplies are necessary to conduct departmental operations.
MISSION STATEMENT
A mission statement provides policy guidance and direction for the highest priority objectives to be accomplished.
MODIFIED ACCRUAL BASIS OF ACCOUNTING
The modified accrual basis of accounting is used in conjunction with the current financial resources measurement focus. Revenue is recognized when they are available and measurable. Expenditures are recognized when goods and services are received.
OBJECT OF EXPENDITURE
Object of expenditure is a classification referring to the lowest and most detailed level of classification, such as electricity, office supplies, and contract services.
OPERATING BUDGET
The operating budget is the portion of the budget that pertains to daily operations providing basic governmental services. The program budgets in the financial plan form the operating budget.
OPERATIONS
Operations are a grouping of related programs within a functional area.
PERFORMANCE MEASURES (OBJECTIVES)
Performance measures are a statement of specific direction, purpose, or intent based on the needs of the community and the goals established for a specific program. Performance measures are clearly stated objectives that are measurable in quantitative terms.
PROGRAM
Programs are group activities, operations, or organizational units directed to attaining specific purposes or objectives.
RESERVE
A reserve is an account used to indicate that a portion of a fund's balance is legally restricted for a specific purpose or designated by the City Council and is, therefore, not available for general appropriation.
RESERVE DRAW DOWN
Reserve draw down refersto the amount of fund balance required as a revenue funding source to balance fund budgets where appropriations exceed current revenue. If current revenue exceed appropriations, the fund balance will increase and be referred to a reserve improvement.
RESOLUTION
A resolution is a special ortemporary order of a legislative body. It is an order of a legislative body requiring less legal formality than an ordinance or statue.
RESOURCES (SOURCES)
Resources are total amounts available for appropriation, including estimated revenue, borrowing proceeds, fund transfers, and beginning balances.
SPECIAL REVENUE FUNDS
A special revenue fund type is used to account for the proceeds from specific revenues sources (other than trusts or capital funds) that are legally restricted to expenditures for specific purposes.
STRUCTURAL BALANCE
The structural or underlying fiscal balance is the difference between government revenues and expenditures corrected by the effectsthat could be attributed to the economic cycle and one‐off events.
SUBVENTIONS
Subventions are revenue collected by the State (or other level of government) which is allocated to the City on a formula basis.
WORKING CAPITAL
Working capital, also known as financial position in private sector accounting and enterprise fund accounting in the public sector, is the excess of current assets over current liabilities.
Acronym Glossary
ACRONYM DEFINITION
AB Assembly Bill
ABAG Association of Bay Area Governments
ADA Americans with Disabilities Act
BID Business Improvement District
C/CAG City/County Association of Governments
CAFR Comprehensive Annual Financial Report
CALPERS California Public Employees Retirement System
CCWD Coastside County Water District
CEQA California Environmental Quality Act
CIP Capital Improvement Program
COPS Community-Oriented Policing Services
CPI-U Consumer Price Inex - All Urban Consumers
CSAC California State Association of Counties
CSO Community Services Officer
DOC Department Operations Center
EOC Emergency Operations Center
ERAF Educational Revenue Augmentation Fund
FDIC Federal Deposit Insurance Corporation
FICA Federal Insurance Contribution Act
FPPC Fair Political Practices Commission
FSLIC Federal Savings and Loan Insurance Corporation
FTO Field Training Officer
GASB Government Accounting Standards Board
GF General Fund
GIS Geographic Information System
HOPTR Homeowner Property Tax Relief
I&I Infiltration and Inflow
IT Information Technology
JOB Judgment Oblication Bonds
JPA Joint Power Authority
LAIF Local Agency Investment Fund
LCP Local Coastal Plan
LTD Long Term Disability
MTC Metropolitan Transportation Commission
NACSLB National Advisory Council on State and Local Budgeting NEPA National Environmental Policy Act
NPDES National Pollutant Discharge Elimination System
ACRONYM
OPEB
PMS
POST
RDA
SB
SLESF
SMC
SR2S
SRO
STIP
TDA
TOT
VLF
DEFINITION
Other Post Employent Benefits
Pavement Management System
Peace Officers Standards and Training
Redevelopment Agency
Senate Bill
Supplemental Law Enforcement Services Funds
San Mateo County
Safe Routes to School
School Resource Officer
Statewide Transportation Improvement Plan
Transportation Development Act
Transient Occupancy Tax
Vehicle License Fee